We've structured our measurement approach around three distinct areas. First, we focus on brand engagement metrics, covering both external brand perception and internal employee engagement. Second, we've moved beyond traditional MQL tracking to focus more on intent-based metrics and deeper funnel engagement with sales. The third area centres on sales enablement and pursuit support. We've completely moved away from the old model where marketing would generate leads and then step away. Instead, we maintain involvement throughout the entire process - from owning brand metrics to generating account engagement and supporting sales pursuits as opportunities develop.

This evolution requires significant cultural change, both within marketing and across stakeholder relationships. Traditionally, marketers have focused on metrics that other departments don't particularly value. While we still need to own brand metrics and social media engagement, we must also acknowledge that the broader organisation is primarily concerned with revenue, new customer acquisition, and account expansion. This shift demands different objective setting and a new approach to stakeholder engagement, particularly in B2B scenarios. Marketing leadership must step up to effectively communicate and demonstrate value at the executive level, while simultaneously maintaining ownership of the customer brand experience that other departments might not fully appreciate.

We employ a comprehensive approach to measuring marketing impact across the entire funnel. At the upper funnel, we track account engagement, intent signals, and buying team interactions. We also monitor our standing with the analyst and advisory community - whether we're being positioned as leaders or challengers in specific spaces. As we move down the funnel, we implement scoring systems for both accounts and contacts, tracking progression from initial intent signals through to opportunity creation and ultimate wins. This creates a connected chain of metrics that helps us understand our effectiveness at each stage of the journey.

What's crucial is understanding the balance between sales and marketing influence in our revenue generation model. As a large system integrator, Wipro operates in a hybrid environment where specific project execution is very sales-led, while initial brand awareness and consideration are marketing-led. Our role in marketing is to ensure Wipro is considered for relevant projects, getting us onto long lists and then supporting sales through to closure. This requires careful coordination and clear handoff points between marketing and sales teams.