“I changed my title to Chief Market Officer,” shared a CMO from a $800mil SaaS brand. “Why do we have the only role in the C-suite with an activity-based title?” the CMO added. Knowing that other high-profile CMOs like Latané Conant used “Market” instead of “Marketing,” I held my tongue. Until now.

But before I disparage this semantic sleight of hand, let’s review the rationale commonly offered for making this switch:

• Perception: Using “Market” implies the role is about strategy and leading versus executing tasks
  
• Recognition: Using “Market” elevates the role on par with the other executives
  
• Scope: Using “Market” signifies a wider scope encompassing all market-related strategies and operations
  
• Evolution: Using “Market” reflects the increasingly data-driven and customer-centric nature of the role
  

Why Changing the Title Won't Change the Role

These are all desirable outcomes. And no doubt CMOs (as a whole) could use a reputational upgrade right now. Trust in their expertise is declining. CEO expectations of rapid-pipeline acceleration are out of whack with how marketing works. Or should I say, “how markets work!”

Unfortunately, the argument for rebranding Chief Marketing Officer to Chief Market Officer is as shallow as the one’s often made for redesigning a logo or changing a brand’s color palette. Putting a new coat of paint on old barn does not change the shabby nature of the structure.

If old barns don’t ring your bell, how about one of these analogies:

• Does changing the book cover impact the words inside?
  
• Does renaming a dish change the recipe?
  
• Could a different name have saved the Edsel, Ford’s legendary flop?
  

Changing a title does not alter the fundamental nature, responsibilities, or impact of the role. The true measure of a CMO's effectiveness lies in their actions, strategies, and contributions to the organization's success, not in the specific wording of their title.

Actions Speak Louder than Titles

Rather than confusing the “market” with a new title, let’s focus on the meaningful change that Chief Marketing Officers are uniquely capable of delivering. Here’s that agenda:

• Time management: Spend more time leading marketing than doing marketing
• Strategic leadership: Create and gain consensus for a 3-year strategic go-to-market plan that recognizes the interdependencies of product, sales, marketing and CX
  
• Board management: Avoid conversations about tactical specifics. Demonstrate you think big and act in the interest of the entire organization
  
• Employee leadership: As the best communicator in the organization, treat employees as audience #1 and make sure they appreciate and can articulate your unique selling proposition
  
• Customer-Centricity: Marketing without customer insights is like an atmosphere without oxygen. Own the research process and Customer Advisory Boards. Make sure your customer experience is so good that testimonials are as plentiful as summer sunshine
  
• Foster Collaboration: Lead by example. While other execs try to build fiefdoms, be the ultimate partner. Set the agenda but share the credit
  

And if all else fails, turn your CEO into an industry star. It’s not as “suck-uppy” as it sounds. A well-crafted thought leadership initiative can not only help gain exposure for your company and free speaking slots, it also can generate pipeline. Making your boss look good always works.

A Title Won't Change Your Impact

With apologies to the Bard, “a rose by any other name would smell as sweet in the C-suite.”

Written by Drew Neisser