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The Changing Role of the CMO

Marshall Goldsmith

Marketing is everywhere, but with the ubiquity of slogans and ads, it's easy to forget that there's more to marketing than meets the eye. Not an expert myself in marketing myself, I recently spoke with my friend Susanne Lyons, former chief marketing officer of Visa and Charles Schwab (SCHW) and decorated veteran marketer.

Metrics 110
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There Are 4 Futures for CMOs (Some Better Than Others)

Harvard Business Review

These executives have responsibilities we might expect to reside within marketing. That leaves Chief Marketing Officers with a decision — do you see the rise of these roles as an opportunity or a threat? Marketing faces a particular challenge since customer engagement has traditionally been considered its domain.

CEO 8
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The Internet Shouldn’t Run on Dirty Energy

Harvard Business Review

There are clear signs of a potential shift in energy sourcing and consumption—and managers of IT and services operating in the cloud should start paying attention to how they can contribute. Here’s why now is the time right to invest in renewable energy sources for the internet: Renewable energy can help reduce a cost center.

Energy 8
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The First Step to Fixing U.S. Manufacturing

Harvard Business Review

But while the largest US firms have seen their domestic revenues grow more than twice as fast as the sector average even in the domestic market, their smaller suppliers—the firms that provide them with the materials and components they depend on—have experienced negative growth. manufacturers are taking notice.

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IT Has Finally Cracked the C-Suite

Harvard Business Review

In too many companies, IT leaders, relegated to their cost centers, are subordinate to other C-level executives. As a consequence, CIOs work on go-to-market strategies as well as on acquiring and retaining new customers. He reports directly to the CEO and is a member of the management board. IT management'

CIO 10
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Shadow IT Is Out of the Closet

Harvard Business Review

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.

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People Are Not Cogs

Harvard Business Review

We manage the measurable, rather than the things that create meaning that fuels creativity, that enables innovative thinking and that helps any company to outpace the market. We tag performance as the quantitatively focused work of what we can design, market, measure, track, bill, and monetize. Maybe yes, maybe no.

Hamel 16