To overcome data silos in a regulated environment, CIBC prioritized building internal trust. They proactively brought legal, compliance, and privacy teams together, clearly defining the use case and value of unified data, which was critical for gaining enterprise-wide approval.

Moonshot AI overcomes customer skepticism in its AI recommendations by focusing on quantifiable outcomes. Instead of explaining the technology, they demonstrate value by showing clients the direct increase in revenue from the AI's optimizations. Tangible financial results become the ultimate trust-builder.

To shift from performance to brand marketing, SAS's CMO built a strategic alliance with the CFO. This involved mutual literacy training (marketing for finance, finance for marketing) and embedding a finance business partner directly into the marketing leadership team, turning finance into a powerful advocate.

Data governance is often seen as a cost center. Reframe it as an enabler of revenue by showing how trusted, standardized data reduces the "idea to insight" cycle. This allows executives to make faster, more confident decisions that drive growth and secure buy-in.

MasterCard's CMO advises embedding a finance professional on the marketing team who can present ROI data to leadership. Because the message comes from a non-marketer, it carries more weight and credibility with the CFO and board. This tactic acknowledges that who delivers the message is as important as the message itself.

Georgia Pacific built trust for marketing investments by bringing analytics and market mix modeling (MMM) in-house. This allowed them to not only highlight wins but also to act with credibility by quickly identifying and stopping underperforming tactics, demonstrating fiscal responsibility to leadership.

DBS quantifies the ROI of its AI by tracking revenue generated from A/B tested customer "nudges." This practical application, which yielded $750 million, provides a direct feedback loop on whether AI-driven offers are effective, moving beyond simple efficiency metrics to prove top-line growth.

To operationalize its customer-centric principles, CIBC integrated CX into its enterprise delivery framework. CX team involvement from day one is a formal, mandatory gate for any new client-facing project to receive funding, ensuring consistent, client-focused design.

CIBC drives enterprise-wide focus on customer experience by linking a significant portion of variable compensation for every employee, from the CEO to the frontline, to a 20-metric CX index. This ensures CX is not a siloed function but a shared responsibility.