A survey by BCG and insights from Cannes Lions indicate that AI and data are fundamentally changing the role of Chief Marketing Officers (CMOs). The shift emphasizes the need for alignment across brand discovery, operations, and product to drive growth.
This story was produced through MarketScale. See how Marketing Tech teams put it to work with AI Writing.
Nine in ten chief marketing officers say generative AI is already changing how consumers discover and evaluate brands. That single figure from a Boston Consulting Group survey, published in late June 2026 and reported by Fortune, is the clearest signal yet that the CMO role has crossed a structural threshold, moving from brand stewardship into something that looks far more like enterprise technology and growth leadership.
The findings landed during Cannes Lions, the annual festival where advertising meets strategy, and where Fortune’s coverage this year was dominated by one theme: marketing leaders are now accountable for data architecture, AI governance, and revenue in ways they simply were not five years ago. For operations and technology leaders who sit across the table from their CMO counterparts in budget and planning cycles, that shift carries real organizational implications.
AI ownership is landing on the CMO’s desk
The BCG survey, cited by Fortune, found that roughly 80% of CMOs are already making significant investments in AI upskilling across their teams. The driver is straightforward: AI-powered discovery and recommendation systems are becoming the primary surfaces where brands compete for attention, displacing traditional search and paid media as the first point of contact between a product and a prospective buyer.
BCG global CMO Jessica Apotheker, speaking to Fortune, framed the modern marketing function around three capabilities: art, meaning creativity and brand building; science, covering analytics, measurement, and customer data; and orchestration, which is the work of aligning marketing with broader business priorities. Her argument, as reported by Fortune, is that many marketing organizations remain heavily weighted toward the creative side while the companies moving fastest already have strong analytics and data infrastructure in place.
Modern marketing increasingly looks like an operating discipline, not just a creative one, and the CMOs treating it that way are the ones gaining ground.
That reframing has direct consequences for how enterprises should evaluate and equip their marketing functions. Generative AI is reshaping not just content production but insights, media planning, measurement, and governance, according to Fortune’s reporting. A CMO without a credible AI and data strategy is now operating with a structural gap, not a stylistic preference.
The CMO-to-CEO pipeline is widening
The expanding remit is also changing how boards think about succession. Executive search firm Spencer Stuart, cited by Fortune, found that roughly 37% of sitting Fortune 500 CEOs have marketing experience somewhere in their career histories. Only about 10% of departing Fortune 500 CMOs move directly into the top job, but the underlying talent pool is larger than the direct-path number suggests.
Fortune points to several concrete examples. Brian Cornell, who led Target for more than a decade, previously served as CMO of Safeway. Mary Dillon, former CEO of both Ulta Beauty and Foot Locker, was global CMO of McDonald’s before ascending to chief executive roles. Brian Niccol, now CEO of Starbucks, also carries a marketing background. The common thread is that each built credibility in analytics, operations, and cross-functional leadership before taking the top seat, not just in brand campaigns.
For enterprise organizations evaluating their own leadership pipelines, the implication is practical. A CMO whose capabilities extend into data infrastructure, AI strategy, and revenue accountability is a fundamentally different talent asset than one whose mandate stops at brand. The Alliance of Chief Marketing Officers has noted that more than 75 senior marketing leaders are actively working to define what the function looks like next, a signal that the role redefinition is happening at scale, not in isolated pockets.
Reddit’s CMO puts product alignment at the center
Reddit CMO Jim Squires offered a ground-level view of where the function is heading. In commentary reported by Marketing Week, Squires argued that businesses miss growth opportunities when product and marketing teams operate in silos, and that the two functions must be “very integrated” for marketing to fulfill its potential as a growth driver rather than a communications channel.
The argument matters beyond Reddit’s specific context. As AI reshapes both product development and go-to-market strategy simultaneously, the seam between what a product does and how it is discovered, positioned, and retained becomes harder to manage through handoffs. Squires’ position, as reported by Marketing Week, is that full integration is not a nice-to-have for ambitious marketing teams but a prerequisite for being seen as central to the business.
For CIOs and product leaders, that framing points toward a structural question: does your organization’s technology and product roadmap include marketing as a co-owner from the start, or does it receive a brief after decisions are made? The answer increasingly determines whether marketing can compete in AI-mediated discovery environments where product behavior and brand signals are inseparable.
What this means for enterprise operators
- Audit the AI readiness gap in marketing: if your CMO’s team lacks analytics infrastructure and AI measurement capabilities, the 80% upskilling figure from BCG signals this is a near-term budget and hiring priority, not a future-state aspiration.
- Redesign product-marketing interfaces now: Reddit’s Squires frames siloed product and marketing teams as a direct cause of missed growth, making integration a process and governance question that operations and product leaders should pressure-test in their own organizations.
- Re-evaluate CMO succession assumptions: Spencer Stuart’s data shows that nearly 4 in 10 Fortune 500 CEOs carry marketing backgrounds, suggesting that CMOs with strong data and AI credentials deserve a seat in leadership pipeline reviews alongside the usual finance and operations candidates.
- Establish visibility in AI discovery systems as a formal KPI: BCG’s finding that AI-powered recommendation systems are now a competitive battleground means that measurement frameworks built around traditional search and paid media need updating to capture where brand evaluation is actually happening.
