Marketing's Revolving Door.

Today’s Marketing Cookie asks if a trending shift in leadership can make way for growth as old patterns are disrupted and new strategies are allowed to take root.

Today, a Chief Marketing Officer typically stays in their role for just 37 months, the shortest tenure among all C-suite positions. This stat, highlighted by Spencer Stuart, underscores the intense pressure CMOs face to deliver quick results. Add to that the rapidly changing market, limited consumer attention spans, and the sheer noise in the marketplace, and it’s clear why the CMO role is one of the most challenging and high-pressure positions in any organization.

If you think 3 years and one month is short, back in 2004, CMOs had just 23 months on average to make an impact—barely enough time to find the coffee machine, let alone implement a meaningful marketing strategy. With the clock ticking from day one, their first campaign was make-or-break. If it didn’t deliver, they might not even see their second year. The role felt like speed dating for marketers, where making a quick splash was essential, or it was on to the next candidate. Everything was short-term, and every decision felt like a gamble, with only the boldest ideas standing a chance of survival.

When a CMO has less than 2 years to live on average, the role looks like a cycle on repeat. A new CMO comes in, reassesses the strategy, shakes up the team, hires a new agency like mine, and spends several months developing a fresh brand positioning. Then they launch a new campaign, gather the results, and if the numbers are better than the last guy’s, they buy themselves enough extra months on the job to create another campaign. Meanwhile, they start making the right moves for long-term success and continuity, but if their tenure ends before it gains traction, the next CMO steps in, wipes the slate clean, and starts the whole process over again.

Over the past decade, there’s been a notable rise in CMOs transitioning into CEO roles among fortune 1000 companies. This shift is driven by the cross-departmental experience they gain, giving them a broad view of the business. Their deep customer insight and data-driven approach have become increasingly valuable as marketing has evolved into a more strategic, data-focused function. These leaders are also often at the forefront of digital transformation, bringing the adaptability and innovation needed to steer a company.

However, the move to the top isn’t without its hurdles. CMOs rarely get promoted to CEO within the same company, often having to transition both out of their current function and into a new organization. While challenging, this trend highlights the growing recognition of the crucial skills they bring, such as crafting strong narratives, fostering cross-functional collaboration, and understanding market trends—skills that are key to driving business success.

I see a potential correlation here. As more marketing leaders take the helm, the average CMO tenure has nearly doubled in the same period. Is this trend finally breaking the cycle of marketing’s revolving door? If so, it could give CMOs the time they need to build solid foundations, refine their strategies, and optimize their campaigns as they discover what truly works. As their efforts take hold, they can span the gap between short-term gains and long-term, sustained growth. With marketing in the driver’s seat, today's fortune takes on a new meaning as it says, "Tables turn, bridges burn, you live and learn."