One question we are hearing more often from senior marketing and communications executives: Should the Chief Marketing Officer (CMO) and Chief Communications Officer (CCO) be separate leaders, or can one person effectively lead both functions?
There isn’t one right answer. The right structure depends on the business. The CMO is typically responsible for how a company connects with customers and drives growth. The modern marketing leader needs to understand data, technology, brand, AI, and strategy. The CCO is generally responsible for how an organization communicates with broader stakeholders and how its reputation is managed. The challenge is determining where the two functions overlap. Both leaders can own brand, content and reputation. That is why they need to be in sync, not operating in silos.
Should the Roles Ever Be Combined? For some organizations, having one executive oversee both functions makes sense. A combined structure can work well when the audience is just the customer. For smaller companies, two roles may create unnecessary hierarchy. A combined leader can eliminate competing agendas and create one voice. Often, a business relies more heavily on marketing or comms so leaning into one type of leader is fine.
That said, when corporate reputation is a major business risk, keeping the roles separate can be important. Financial services is a good example. For an investment firm, asset manager or private equity firm, communications may involve regulators, investors, employees, media and other stakeholders. The stakes can be enormous, and the CCO may need independence. When marketing is heavily focused on growth, or during significant change such as restructuring or leadership transitions, a separate CMO and CCO can add value. Each leader can focus on the priorities critical to the business.
Ultimately, the question shouldn’t be, “Should we have a CMO or a CCO?” It should be, “What does this business need from its senior marketing and communications leadership?” Reducing headcount or simplifying the organizational chart should not be the reason. The best organizations are focused less on rigid functional boundaries and more on integration. Marketing and communications don’t have to report to the same person to work together effectively. Two strong leaders with clear responsibilities and shared objectives may be more effective than one leader trying to do everything.
The key is clarity. Who owns the customer? Who owns corporate reputation? Who owns the brand? Who owns the CEO’s voice? Who handles a crisis? Who sets the corporate narrative? Those questions should be answered before an organization decides whether it needs one leader or two.
The title alone doesn’t tell you what the company really needs. Whether marketing and communications belong under one leader or two isn’t really an organizational-chart question. It’s a business strategy question.