<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Cmo on The Findings Report</title><link>https://www.findingsreport.com/tags/cmo/</link><description>Recent content in Cmo on The Findings Report</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Fri, 28 Nov 2025 21:19:00 -0800</lastBuildDate><atom:link href="https://www.findingsreport.com/tags/cmo/index.xml" rel="self" type="application/rss+xml"/><item><title>The Oracle of the C-Suite</title><link>https://www.findingsreport.com/2025/11/28/the-oracle-of-the-c-suite/</link><pubDate>Fri, 28 Nov 2025 21:19:00 -0800</pubDate><guid>https://www.findingsreport.com/2025/11/28/the-oracle-of-the-c-suite/</guid><description>&lt;p&gt;About a year ago, I was asked to meet with a serial CMO who wanted to collaborate on a study about the declining influence of marketing leaders. She had a few tours of duty under her belt, all at well-recognized enterprise technology companies. I expected to swap war stories. Instead, I was an audience to an indictment.&lt;/p&gt;
&lt;p&gt;She lamented that marketing&amp;rsquo;s responsibilities were being delegated to sales or to newly installed Chief Revenue Officers. She noted shrinking sponsorship and advertising budgets. She complained about CFOs who demanded justification for every dollar as if she were running a lemonade stand instead of a global brand. Her seat at the strategic table, she said, had become a folding chair in the hallway.&lt;/p&gt;</description></item></channel></rss>