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Getting the CMO and CIO to work as partners | McKinsey & Company

Getting the CMO and CIO to work as partners | McKinsey & Company | The MarTech Digest | Scoop.it

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The situation reflects a central truth in today’s big data world: both the CMO and CIO are on the hook for turning all that data into growth together. It may be a marriage of convenience, but it’s one that CMOs and CIOs need to make workespecially as worldwide volume of data is growing at least 40 percent a year, with ever-increasing variety and velocity. That’s why many CMOs are waking up to the fact that IT can’t be treated like a back-office function anymore; rather, the CIO is becoming a strategic partner who is crucial to developing and executing marketing strategy.

 

The digital explosion has forced CMOs and CIOs to work more closely. But that hasn’t always made them work better together. As the mix of IT spending shifts from the back office and supply-chain management (for those industries that have a supply chain) to the front office and customer engagement, tensions may arise about the CMO’s and CIO’s decision rights and budget authority. These tensions are reflected in research suggesting that most CMOs today see marketing as the natural leader of big data efforts, while most CIOs see IT in that role.

 

It’s easy to say that the CMO and CIO, and sometimes the CTO, should share leadership of the overall analytics effort and a mutual definition of its success. But that agreement needs to be followed quickly by the next stage: having shared accountability for business-performance improvement based on specific key performance indicators such as revenue generation, usage, and retention.

 

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CYDigital/marteq.io's insight:

For an objective that is corporate-centric such as Big Data, then this makes tremendous sense. However, for marketing-centric challenges, e.g., implementing a MAP, then the marketer needs to drive the initiative (which means the marketer better have the requirements tightly together).

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Disrupting B2B Markets Does Not Happen Overnight - Gartner

Disrupting B2B Markets Does Not Happen Overnight - Gartner | The MarTech Digest | Scoop.it

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In the B2B world, most innovations have implications far beyond the purchase.  People have to be retrained, systems have to be updated, processes have to be adapted, and more.   Additionally, in the destructive phase, someone (often the person who made the original purchase recommendation) has to make the case for early replacement.   That is not an easy position to take, with its significant political ramifications.

 

When you look at all these factors, you can see why B2B disruptions often take several years before they reach critical mass.   This should be reflected in your strategies.   Progress is critical, but focus on the best way to achieve that progress.   Get some wins from traditional competitive procurements.  Target new buyers that have been on the sidelines since there is less emotional and organizational “baggage.”  For destructive opportunities, focus your energies on one or two competitors and implement strategies to ease the transition from them to you.

 

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CYDigital/marteq.io's insight:

And don't forget Geoffrey Moore's "establishing beachhead" approach.

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