Confessions of a CMO: Global-regional trends shaping the role

 

At a time when marketing is being reshaped by technology, commerce, and consumer complexity, the role of the CMO has never been more critical or more challenging. That was the consensus at Worldwide Partners “Confessions of A CMO” dinner at Campaign360 hosted by Campaign Asia-Pacific. 

 

The panel, moderated by Robert Sawatzky, editorial director of Campaign Asia-Pacific, was held before an audience of industry professionals. The wide-ranging conversation spanned topics from AI to talent, performance marketing to brand building and offered an inspiring view into how CMOs must adapt to stay relevant

 

Opening the session, Harris noted a major point across the 50 markets WPI operates in: “The CMO is no longer just a brand steward. They’ve become growth architects, deeply involved in performance, data, and business outcomes.”

 

This shift is being felt acutely across Asia, where, according to Ho, CMOs are now expected to lead revenue-driving strategies, not just manage reputation. “We’re seeing a sharp pivot to commerce-led marketing,” he said. “It’s not about brand versus performance anymore. It’s about doing both simultaneously.”

 

One of the standout themes of the session was the emergence of hybrid talent. CMOs today are expected to lead teams that combine analytics with creative thinking, marketers who can “code and storyboard,” as Ho put it. Especially in Asia where digital maturity and consumer behaviours vary widely, Ho points that it is necessary for people to be fluent in both tech and culture. 

 

This dynamic is pressuring agencies to evolve alongside their clients. “Clients aren’t just asking for creative,” Harris noted. “They want access to the best talent, integrated solutions, and flexibly service models built around the way they want to work. Agencies that can’t bring that to the table won’t last.”

 

As expected, AI emerged as a hot topic. The panellists agreed that while AI offers tremendous potential - particularly in personalisation and operational efficiency, it isn’t the most developed solution. And while tech is critical, Harris warned against losing sight of the human factor: “The best marketing still comes from human truth. AI can help you scale and optimise, but it can’t replace emotional resonance.”

 

The conversation also highlighted the increasingly global influence of Asia’s marketing innovations. With its mobile-first consumers, fragmented ecosystems, and platform-specific behaviours, the region is quickly becoming a trendsetter in agile strategy.

 

“We’re moving from global-to-local adaptation to local-to-global uses of AI,” said Ho. “Innovations used in Southeast Asia and China contain an application element “

 

Harris echoed the sentiment, adding that regional nuance must now be a strategic consideration, not an afterthought. “What works in Vietnam might not work in Japan. The smartest CMOs are partnering with local experts to navigate that complexity.”

 

A recurring touchpoint in the panel was the increasing pressure on CMOs to justify spend and deliver measurable outcomes. Harris pointed out that CMOs today “must shift from managing the brand of the business to the business of the brand”, leaving no stone unturned in the performance journey. Ho added that high-performing marketers are integrating sales performance from the beginning. “If you’re not aligned on KPIs from day one, it’s already too late. Performance now covers the full funnel - from first touchpoint to justifying spend on long-term brand loyalty.”

 

Another significant insight from the discussion was the growing strategic importance of the role of CMOs within the C-suite – who are being expected to speak the language of finance and growth and aligning marketing efforts with tangible business outcomes. Traditional metrics like impressions and sentiment are no longer sufficient in demonstrating value in today’s market structures. 

 

This evolution is also inevitably reshaping expectations of agency partners. CMOs are seeking collaborators who understand the intricacies of business model, profit margins and market dynamics. In today’s landscape, agencies are not only required to simply deliver ideas, but contribute commercially intelligent solutions that align with overall strategic goals.

 

The CMO of the future

 

As the session closed, both speakers returned to the authenticity and importance of the human element. Even though CMOs need to be tech-savvy, data-driven and commercially minded, they also need to be inspiring leaders who can bring forward a solid team and shape culture. 

 

Harris noted, “For the last several years we have been hearing about the demise of the CMO, defined by declining job tenure and new titles focused on commerciality. Today we are seeing the rise of the CMO, leading on their front foot with confidence and a bit of swagger, as they demonstrate marketing investment as a long-term growth driver of their business.” 

 

Ho summed it up simply: “It’s one of the most demanding jobs in the C-suite—but also one of the most exciting. You’re not just managing a function. You’ve moved from cost-centre to shaping commercial growth, and how the business delivers on brand love.”

 

The panel left attendees with a clear message: the role of the CMO is expanding and those who embrace that evolution will be the ones to lead their brands forward. And as Campaign observed from the room that evening, conversations around global-regional trends shaping the role are getting louder, smarter and bolder.