With the number of breaches increasing across all industries and with increased media coverage, organizations are definitely getting more aware about importance of information security. However, the risk based approach of selling security can get us only a limited attention, money and respect within an organization. The most common way information security is looked at […]… Read More
So how can you bridge the chasm between CMOs and CIOs?
Much of why CMOs and CIOs haven't collaborated effectively can be traced to poor communication. Neither role has done a very good job of grasping the needs and challenges of the other. However, by getting better at articulating needs, developing a level of empathy, and working to understand the larger needs of the business, CMOs and CIOs can start developing a valuable and strategic partnership.
CMOs can do a few things to address these issues and foster closer relationships with their CIOs. For starters, CMOs must expand their understanding of the organization's technology stack, a critical step toward developing digital marketing strategies that employs a company's existing IT investments. CMOs also must get more familiar with the changing needs of the business, such as how the rapidly evolving consumer landscape affects every functional area of their business.
Perhaps most important, however, CMOs must do a better job of looping CIOs into their technology purchase decisions.
Meanwhile, CIOs must also do their part to bridge the gap, starting with developing a better understanding of the fast-changing marketing landscape through which CMOs are navigating.
Additionally, CIOs can build trust with CMOs—who have traditionally looked upon IT as a slow-moving service bureau rather than a partner—by offering their input in vendor evaluation and selection without insisting on final approval of those selections.
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If your business is on the path to success, it most likely is being managed in accordance with the strong vision of the founder, or a vision collectively agreed to by the management team.
The extent to which a business that actually has a vision for the future, will manage to achieve the articulated vision, depends on many factors ,not the least being communicating the vision in a way that sticks in the mind of all required to work towards its achievement.
This excellent article, discusses a study that identified the best ways to communicate the vision of the business to stakeholders, and suggests five qualities which need to be displayed in communicating the vision.
The Information Technology Infrastructure Library (ITIL) may be a set of ideas and techniques for managing info technology (IT) infrastructure, development, and operations. ITIL is that the most generally accepted approach to that IT service management within the world.
Senior marketers believe that the leading value of the marketing/IT relationship is the ability to gather data across the enterprise, according to a recent report from the CMO Council, which also detailed a host of internal challenges to that internal relationship. Here’s another potential challenge to the relationship, unearthed by a new Accenture study: 44% of CMOs surveyed from across the world simply don’t believe there’s any need for alignment with CIOs.
While 72% of CIOs surveyed ranked the CMO/marketing relationship as important, only 57% of CMOs concurred with respect to the CIO relationship.
Moreover, only 13% of CMOs said that their amount of collaboration with CIOs is at the right level, with 41% saying more collaboration is needed. CIOs offered similar viewpoints regarding their relationships with CMOs (11% and 42%, respectively). So while some data indicates that IT is more invested in the relationship than marketing, not all results bear that out.
Interestingly, trust may be an issue standing in the way of improved relationships: while 45% of CIOs said that marketing IT was near or at the top of their priority list, only 36% of CMOs believed that to be the case.
The study goes into some depth concerning the frustrations that each group have with each other. For CMOs:
Only 51% agreed that the CIO understands marketing requirements, while 45% agree that IT employees understand marketing programs;46% agree that marketing employees understand IT; and45% want to enable marketing employees to operate data and content without IT intervention.
This excellent article provides the six characteristics that constitute a powerful vision for your company's future. It also stresses that to be effective this vision needs to be easily communicated in 30 seconds.
Over the past few weeks, I’ve had the pleasure of moderating panel discussions on the importance of a strong working relationship between CMOs and CIOs at the Direct Marketing Association 2013 Strategic Summit and the Forbes CMO Summit.
Regarding critical dimensions of people, process, and technology, CMOs and CIOs are still not seeing things equally:
Teams are not focused on the right things. The two largest gaps between marketing and IT responses in this year’s survey were: 1) the lack of agreement on strategic priorities (a 20 percentage point gap) and 2) the absence of IT resources with marketing skills (a 30 percentage point gap). To close these gaps, CMOs and CIOs must ensure that their organizations are aligned, hire people who can handle the technical needs of engaging with customers, and measure them with common goals and metrics.
Process has improved, but timing still lags. Since our 2011 survey, agreement between marketing and IT on joint processes has improved by 11%. But marketing wants the tools delivered yesterday, and IT’s disciplined processes often slow implementation down to below what marketing can tolerate. To resolve this disconnect and avoid marketing going rogue, IT needs to step on the accelerator and find new ways to meet marketing time-to-market needs.
Technology to support marketing is more dream than reality. To thrive in the age of the customer, CMOs and CIOs must collectively turn their attention to defining a marketing technology strategy that supports the business and delivers the goods — the ability to create a single view of the customer that produces actionable insights and consistent customer experiences. Working together, CMOs and CIOs can advance their standing in CEOs’ eyes by delivering a joint solution to make better use of data and analytics in the business.
How is it that only a few business leaders and entrepreneurs seem to drive exceptional results and disruptive innovation in this rapidly changing market economy (marketquake)? These few seem more adept at executing market and technology turns, not just incremental evolution. They consistently take bold steps to stay ahead of [...]
Get Your Start-Up Off The Ground With These 5 Cool Entrepreneurial Tools Marie Claire.co.uk (blog) Getting your idea off the ground might be easier than you think with these top five innovative entrepreneurial tools.
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