CFO Marketing ROI Technology 
Harvard Business Review
JULY 17, 2014
When Raja Rajamannar became CMO of MasterCard Worldwide in 2013, he moved quickly to transform how the credit card giant measures marketing. But the real power and full potential of data was not being fully realized by marketing. As an ingredient brand, Intel often struggled to link marketing to P&L impact. Inside Intel.
Harvard Business Review
SEPTEMBER 9, 2014
Almost any enterprise you can think of, no matter the industry or sector, is trying (or being pressured by competitors) to use new technology to harness the vast new oceans of data being generated by smartphones, sensors, digital cameras, GPS devices, and myriad other sources of information originating from customers and markets.
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Harvard Business Review
APRIL 19, 2011
The CEO and CFO responded with, "A failure to hit ROI and NPV targets." The head of R&D remembered it as a failure to properly market the innovation. The Chief Marketing Officer recalled that sales and distribution did not achieve planned market presence. If an innovation initiative failed, ask why.
Harvard Business Review
OCTOBER 3, 2018
About 30 minutes prior to her weekly one-on-one with the CEO, the chief marketing officer at a multibillion global financial services firm received a cryptic email from him with the subject line “The Trouble with CMOs.” Finally, the CMO began insisting that marketing deliver greater financial accountability.
Harvard Business Review
AUGUST 15, 2013
For a brief period, as they were being built into the infrastructure of commerce, all these technologies opened opportunities for forward-looking companies to gain real advantages. Nor do they understand the CIO''s role or, typically, the technologies that the company deploys. IT isn''t somebody else''s job, it''s ultimately theirs.
Harvard Business Review
JUNE 4, 2013
Nothing about markets or strategies — CEOs have canned answers for that kind of thing. How about this, the boardroom version of Sophie''s Choice: "Who would you rather fire, the CFO or the CSO?". We''re not a technology firm." "We Finally, the CSO must be given authority over people, processes, and technologies.
Harvard Business Review
JANUARY 28, 2015
Coordinating the infrastructure, technology, and messaging in a way that appears seamless and fluid to the customer is, to be blunt, a logistical nightmare. Rather than measuring marketing KPIs or operations KPIs, focus instead on the more customer-oriented journey KPIs, such as lifetime margin. But getting it right pays off.
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