Increasingly, the CMO-CIO relationship is being seen as a careful truce rather than a conflict. And that’s good news for companies: When the C-suite agrees on business goals, those goals are easier to implement throughout the organization. When both sides understand their counterpart’s goals and motivations, it’s easier for everyone to work together. The following articles dig into the current state of the CMO-CIO relationship and what it means for businesses.
Why CIO-CMO Alignment is the Key to Contented Customers. Business2Community: “Effective data-driven marketing and CRM is about mapping the customer journey through the sales funnel, and CMOs need to work with their CIO counterparts to ensure that the CRM system and other related solutions are designed in such a way that encourages the breaking down of departmental silos, while allowing each other to share data and customer or even technical insights. As a result of achieving this goal your organisation will improve its customer satisfaction levels leading to an increased ROI per customer and sales volumes.”
5 Ways CMOs and CIOs Can Move Beyond the Turf Wars. Forbes: “‘In our opinion, the “war” between these executives is overhyped,’ says Suzanne Kounkel, principal of Deloitte Digital, a division of Deloitte Consulting. ‘But change always creates uncertainty. Industry news and studies more frequently address the need for CMO-CIO partnerships and tend to stress budgetary concerns and the types of turf wars that develop in business that function in silos as the primary challenges. We see less of this and more of specific challenges such as aligning on a shared customer experience vision that can translate into associated activities and investments, varying pace of marketing and IT activities which demand agreement on timelines and priorities, and honest conversations about evolving their own roles.’”
Akamai CMO: Use Revenue as the Basis for CMO-CIO Collaboration. CMO: “While CMOs focus on what technology does from a utility and outcomes perspective, IT teams have been TCO centric and concentrated on the features and functions of platforms one by one, said Frederic Moraillon, Akamai CMO. In addition, while marketing has been happy to source technology as a service through agency and SaaS partners, CIOs have historically looked to own and secure the technology.”
Why Your Company Needs to Hire a CMTO. Ad Week: “What, then, should the CMTO charter be? This person’s most important work focus is to change marketing, customer experience and IT—including what those functions do and how they work together—in service of creating competitive advantage. Three meta-trends fuel this charter. First, empowered consumers demand seamless brand experiences. Second, connected martech systems, built in thoughtfully organized layers, are replacing stand-alone products as enablers of competitive advantage. Third, organizations must consider how they go about transforming their entire businesses for a digital world, rather than digitizing a piece of them or adding limited digital revenues as an adjunct.”
What Marketing Really Thinks About Your IT Organization. CIO: “The problem is, the increased pressures for marketing performance come first, and when push comes to shove, marketing will act now on new technologies and apologize later to maintain momentum. Executives demand swift innovation from marketers in order to keep pace with competitors, and, in the age of customer-centric business, the responsibility of the entire customer experience is falling to marketing.”
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