For those firms that have already experienced a high churn rate and have, in effect, created a “revolving door” for the CMO, in all likelihood, there is little hope for the role unless top management changes its ways. However, a CMO who fits well culturally within a firm, has a clear mission, and possesses the right skills can have a transformational, far-reaching effect on the way the company performs the marketing function.
Reprint No. 04406
Gail McGovern (firstname.lastname@example.org) joined the faculty of the Harvard Business School in June 2002. She teaches marketing to first-year students in the MBA program. Previously, Ms. McGovern was president of Fidelity Personal Investments, the retail mutual fund and brokerage unit of Fidelity Investments.
John A. Quelch (email@example.com) is Lincoln Filene Professor of Business Administration and senior associate dean for international development at Harvard Business School. He is coauthor, with Christopher A. Bartlett, of Global Marketing Management (Prentice Hall, 1998, 4th ed.) and, with Edward J. Hoff, of the 1986 landmark Harvard Business Review article “Customizing Global Marketing.”