Francesco Marsella
Francesco leads the marketing & sales center of competence of the Automotive practice, helping clients on growth-related projects and business transformation programs.
Areas of Focus
Education
SDA Bocconi Milan
Master of Business Administration (MBA)
Università La Sapienza Roma
Master’s Degree in Engineering
ESADE Business School
Visiting Student
Past Experience
Atlantia Group
Project Manager
Main Title Secondary - For Display Purposes
Francesco is a Partner at Arthur D. Little, based in our Rome office, and leads Arthur D. Little’s Global Strategy & Organization practice. He’s also the leader of the marketing & sales center of competence of the Automotive and Manufacturing Goods Practice.
Since joining Arthur D. Little in 2007, Francesco has served clients throughout Europe, supporting leading automotive OEMs on strategic and growth-related projects and large-business transformation programs.
His expertise ranges from customer experience and digital marketing to pricing, and from go-to-market strategy and market-coverage optimization to performance improvement.
Francesco began his carrier in the travel & transportation industry, working at Atlantia Group as a project manager.
Francesco holds a Master of Business Administration at SDA Bocconi in Milan, visiting student at ESADE Business School in Barcelona, and a Master’s Degree in Engineering at Rome University “La Sapienza”.
Optimistic global CEOs focus on people and skills in an AI future
Embracing the opportunities that artificial intelligence (AI) and talent together can unlock, CEOs are looking beyond the current instability, and increasingly confident about the future prospects for their organizations and the wider economy. Two-thirds are highly positive about the global outlook over the next three to five years, a major increase from 2023. Given that global tensions have worsened over the last 12 months, with conflict in the Middle East, disruptions to Red Sea supply chains, and the continuing war in Ukraine, this optimism is dramatic and heartening.
Positive in an uncertain world: Confident CEOs reskill companies for AI-driven growth
Embracing uncertainty, driving growth
A crisis is an opportunity riding a dangerous wind, according to a Chinese proverb – and the world is currently beset with crises. The global pandemic, climate change, and unprecedented geopolitical volatility have provided a wake-up call to all organizations, bringing a long-lasting era of worldwide economic growth to a close.
Time to renew your pilot’s license?
Turning Turmoil to Advantage: How CEOs Are Navigating Change to Drive Growth
Postal operators: The need for transformation and corresponding strategic moves
From the first horse-drawn couriers to drone delivery via creating the “penny black” stamp, the automation of sorting, and so on, postal operators (“posts”) have always adapted. Moreover, given their public service spirit, they have shown great resilience to unforeseen obstacles. This explains their longevity. But digitalization of the economy is changing the context of posts — in a positive way as e-commerce increases but negatively as mail and retail networks use declines.
Act now for full digital transformation of air traffic control
Leveraging COVID-19 crisis for more efficient, sustainable, and effective business models for ANSPs.
Making the drone revolution a reality
How to enable the drone economy faster while overcoming major obstacles
Design the information-driven enterprise
Is your organization ready for the information-driven transformation ?
As the digital transformation accelerates, companies are speeding up their efforts to unleash the benefits of data across their different businesses and departments. Undertaking a comprehensive information-driven transformation requires developing the organizational capabilities that enable better decision making and realizing the full value of data.
The Company of Tomorrow
The COVID-19 crisis hit the world as this edition of Prism was in preparation. Needless to say, the outlook for business, at least in the short term, has changed radically in just a few weeks. Nevertheless, it’s becoming increasingly clear that one effect of the crisis has been acceleration of trends that were already there, such as virtualization of the workplace, further penetration of digital technologies (for example, AI and the IoT), and “asset-light” business models that make businesses more responsive and resilient to rapid shocks.
Aviation year zero – The future is reinvention
It is clear to all that COVID-19 has dealt a devastating blow to the aviation industry. However, while the pre-crisis industry was still thriving from the waves of globalization and commoditization of travel, it was already facing threats such as environmental pressures, unbalanced profit sharing along the value chain, and multiple constraints on operational and business agility. The recovery phase will be extremely challenging, and we believe future growth will involve nothing less than reinvention of the industry.
Interview: Using innovation to create sustainable growth
An interview with Alessandro Profumo, CEO, Leonardo S.p.A.(formerly Finmeccanica Group S.p.A.)
Francesco Marsella, Giancarlo Agresti, Andrea Visentin
Alessandro Profumo is the chief executive officer of Leonardo S.p.A., a role he has held since May 16, 2017. He has also been the honorary chairman of AIAD (the Italian Industries Federation for Aerospace, Defense and Security) since July 2017 and chairman of the Fondazione Ricerca & Imprenditorialità since February 2018.
Breakthrough levers to embark on digital marketing
At the dawn of internet, content publishers started generating revenues by advertising products and services of the real world on their websites. Today the advertising industry is a blend of digital and physical media, and companies need to stay on top of its fast evolution. Following the original path, but years later, marketing and sales practices are relying more and more on digital channels.
How to unlock the hidden value of the customer?
In the last two decades all OEMs have found new space for growth by leveraging additional revenue streams thataddressed downstream business and ancillary products and services. They realized that even though they were massivelyinvesting in marketing and sales activities that attempted to influence consumer perceptions in order to generate salesopportunities, they were achieving only 40% of customer spending.
Francesco is a Partner at Arthur D. Little, based in our Rome office, and leads Arthur D. Little’s Global Strategy & Organization practice. He’s also the leader of the marketing & sales center of competence of the Automotive and Manufacturing Goods Practice.
Since joining Arthur D. Little in 2007, Francesco has served clients throughout Europe, supporting leading automotive OEMs on strategic and growth-related projects and large-business transformation programs.
His expertise ranges from customer experience and digital marketing to pricing, and from go-to-market strategy and market-coverage optimization to performance improvement.
Francesco began his carrier in the travel & transportation industry, working at Atlantia Group as a project manager.
Francesco holds a Master of Business Administration at SDA Bocconi in Milan, visiting student at ESADE Business School in Barcelona, and a Master’s Degree in Engineering at Rome University “La Sapienza”.
Optimistic global CEOs focus on people and skills in an AI future
Embracing the opportunities that artificial intelligence (AI) and talent together can unlock, CEOs are looking beyond the current instability, and increasingly confident about the future prospects for their organizations and the wider economy. Two-thirds are highly positive about the global outlook over the next three to five years, a major increase from 2023. Given that global tensions have worsened over the last 12 months, with conflict in the Middle East, disruptions to Red Sea supply chains, and the continuing war in Ukraine, this optimism is dramatic and heartening.
Positive in an uncertain world: Confident CEOs reskill companies for AI-driven growth
Embracing uncertainty, driving growth
A crisis is an opportunity riding a dangerous wind, according to a Chinese proverb – and the world is currently beset with crises. The global pandemic, climate change, and unprecedented geopolitical volatility have provided a wake-up call to all organizations, bringing a long-lasting era of worldwide economic growth to a close.
Time to renew your pilot’s license?
Turning Turmoil to Advantage: How CEOs Are Navigating Change to Drive Growth
Postal operators: The need for transformation and corresponding strategic moves
From the first horse-drawn couriers to drone delivery via creating the “penny black” stamp, the automation of sorting, and so on, postal operators (“posts”) have always adapted. Moreover, given their public service spirit, they have shown great resilience to unforeseen obstacles. This explains their longevity. But digitalization of the economy is changing the context of posts — in a positive way as e-commerce increases but negatively as mail and retail networks use declines.
Act now for full digital transformation of air traffic control
Leveraging COVID-19 crisis for more efficient, sustainable, and effective business models for ANSPs.
Making the drone revolution a reality
How to enable the drone economy faster while overcoming major obstacles
Design the information-driven enterprise
Is your organization ready for the information-driven transformation ?
As the digital transformation accelerates, companies are speeding up their efforts to unleash the benefits of data across their different businesses and departments. Undertaking a comprehensive information-driven transformation requires developing the organizational capabilities that enable better decision making and realizing the full value of data.
The Company of Tomorrow
The COVID-19 crisis hit the world as this edition of Prism was in preparation. Needless to say, the outlook for business, at least in the short term, has changed radically in just a few weeks. Nevertheless, it’s becoming increasingly clear that one effect of the crisis has been acceleration of trends that were already there, such as virtualization of the workplace, further penetration of digital technologies (for example, AI and the IoT), and “asset-light” business models that make businesses more responsive and resilient to rapid shocks.
Aviation year zero – The future is reinvention
It is clear to all that COVID-19 has dealt a devastating blow to the aviation industry. However, while the pre-crisis industry was still thriving from the waves of globalization and commoditization of travel, it was already facing threats such as environmental pressures, unbalanced profit sharing along the value chain, and multiple constraints on operational and business agility. The recovery phase will be extremely challenging, and we believe future growth will involve nothing less than reinvention of the industry.
Interview: Using innovation to create sustainable growth
An interview with Alessandro Profumo, CEO, Leonardo S.p.A.(formerly Finmeccanica Group S.p.A.)
Francesco Marsella, Giancarlo Agresti, Andrea Visentin
Alessandro Profumo is the chief executive officer of Leonardo S.p.A., a role he has held since May 16, 2017. He has also been the honorary chairman of AIAD (the Italian Industries Federation for Aerospace, Defense and Security) since July 2017 and chairman of the Fondazione Ricerca & Imprenditorialità since February 2018.
Breakthrough levers to embark on digital marketing
At the dawn of internet, content publishers started generating revenues by advertising products and services of the real world on their websites. Today the advertising industry is a blend of digital and physical media, and companies need to stay on top of its fast evolution. Following the original path, but years later, marketing and sales practices are relying more and more on digital channels.
How to unlock the hidden value of the customer?
In the last two decades all OEMs have found new space for growth by leveraging additional revenue streams thataddressed downstream business and ancillary products and services. They realized that even though they were massivelyinvesting in marketing and sales activities that attempted to influence consumer perceptions in order to generate salesopportunities, they were achieving only 40% of customer spending.
More About Francesco
- SDA Bocconi MilanMaster of Business Administration (MBA)
- Università La Sapienza RomaMaster’s Degree in Engineering
- ESADE Business SchoolVisiting Student
- Atlantia GroupProject Manager