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About this presentation. We created this presentation based on the polling and discussions that took place at the IBM CMO CIO Leadership Exchange on June 6-7, 2012 in New York City. The insights provided here reflect the input of 86 CMOs and 83 CIOs across 19 industries.
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About this presentation We created this presentation based on the polling and discussions that took place at the IBM CMO CIO Leadership Exchange on June 6-7, 2012 in New York City. The insights provided here reflect the input of 86 CMOs and 83 CIOs across 19 industries. This presentation is yours to use and adapt as needed. The slides are unbranded so that you can easily share with peers, present to your team, or extract sections and incorporate into your own presentations. Please let us know if you have any questions or feedback by clicking the How can we help you? buttonon think-mktg.com.
THREE IMPERATIVESObservations on the future practice of marketing
CMOs and CIOs found the three imperatives to be compelling, and identified shared challenges in executing upon them CMO and CIO insights at a glance On the pages that follow, we will share insights into each of these imperatives.
Imperative 1: Understanding each customeras an individual
Understanding each customer as an individual I have a mandate to deliver on this imperative. Our CMO-CIO relationship is effective enough to deliver on this imperative. CIOs and CMOs agree on this mandate, and note the value of including sales and service “There is a strong mandate to deliver on this imperative especially when marketing is closer to the P&L.” “Marketing can play a role in leading the shift in mindset. . . from processes to people.” “It’s not enough to just have alignment with CIO and CMO; need to include sales and service in these efforts.”
Leaders believe that aligning the organization around this imperative will be an iterative journey We have the skills to apply analytics to guide decisions. Our culture readily shares data across the organizations. “Skills, culture and even tools are some of the challenges we have. And it’s an iterative journey, where a different issue becomes a bottleneck.” “We have a huge skill gap in marketing. We need people who can take learnings from analytics and apply it to programs in a systemic fashion.” “We do want to be client first, but we are structurally not set up that way. Therefore, working across line of business boundaries is inhibiting.”
Individual customer data is being gathered, but is not yet available on a platform that can yield predictive understanding of their actions Our technology platforms allow us to collect, connect, and analyze multiple sources of data. We have a platform that can predict customer actions – in real time, at scale. “Data being siloed is the key challenge to an integrated view of clients. That is the first challenge to tackle.” “Systems have traditionally been set up to support transactions, not the customer process or relationship.” “We do not have our multiple channels integrated. So we can't get a true 360 on the customer.”
CMOs and CIOs are eager to think through their immediate next actions
Imperative 2: Creating a system of engagement that maximizes value creation at every touch
Leaders recognize the need for a shared mandate,in many cases, led by the CEO I have a mandate to work with my peers in the C-suite to deliver value at every touchpoint. Our CMO-CIO relationship is effective enough to deliver on this imperative. “Traditionally our CIO and CMO haven't worked together as closely, but now there is a CEO mandate that enables us to be more aligned and partner together.” “We are trying to transition from a focus on the back office to a focus on the customer experience. We have a mandate to improve the end to end customer experience.”
Building bridges between organizational silos is a necessary step We have the skills to envision and deliver an integrated customer experience. Our culture collaborates across functions to maximize the value we bring to customers. “Businesses find themselves in silos -- and while the CIO-CMO relationship works at the top, the question is how to create an intentional system to put the two cultures of perhaps hundreds of people on the two teams together?” “It’s not just about the data, it’s about how you drop all the silos between the organization to meet the customers needs.”
CMOs and CIOs both cite the need to better gather and analyze data Our ‘system of engagement’ delivers the right mix of offerings across all touchpoints. We use analytics to inform what we market and how we engage our customers. “Our new CEO came in and said "we need to be more customer-centric--what do we know?" And he looks at the two of us. But honestly, I'm not sure we are capturing the right data yet.” “Our CEO is passionate about client experience. How can we serve up the data in a meaningful way given that there is much less direct interaction with the customer?”
Leaders note the importance of a broad skill and culture change
Imperative 3: Designing your culture and brand so they are authentically one
All agree CMOs have this mandate; however, a few CIOs don’t personally share this mission I have a mandate to deliver on this imperative. My responsibility is not just to define the “brand promise” but to deliver the “brand reality.” “The CIO and CMO don't necessarily have the same mandate. The CMO has the mandate to align brand and culture, but the CIO has a different mandate.” “We are a collaborative environment. We work very closely. We don't outsource very much. Because our customer is very high touch, we ensure the alignment is there.”
Fostering a consistent culture and brand in decentralized and diverse organizations is a dilemma shared by CIOs and CMOs alike Our CMO-CIO relationship is effective enough to deliver on this imperative. We have the collaborative skills to close the gaps between the brand promise and reality. “Challenge in my company is that we are decentralized as an organization, but IT is very centralized. So finding balance of how to execute on mandate is very hard.” “There's a real tough conversation and cultural gap between the way people collaborate and communicate by generation.”
Balancing control and empowerment is a challenge the leaders face in developing tools and platforms to support the brand We have the social business platforms that empowers our employees to collaborate, innovate, and serve new customers. Our organization has put in place the right social business and privacy policies. “We're so worried about control that we haven't empowered employees. We have a strong culture of care. Our employees care passionately about patients and we empower them to interact in person with patients everyday. But, we don't assume that those values will carry over to a social computing environment. We have scared our employees and disadvantaged ourselves.” “We are centrally aligned around high value to the customer, that's not an issue. We're just not good at technology and dealing with information - don't really know what to do with it yet.”
Conclusion As the marketing function is rapidly transforming, CMOs and CIOs both recognize the value of sharing knowledge, insights and how to’s with peers: “Engagement with peers in other organizations… Relevant studies, data, white papers and structured roadmap suggestions.” “No one has all the answers… That’s what's the most exciting thing!” “Creating group forums to share successes, failures, do's and don’ts with non- competing organizations would be invaluable. What worked. What didn’t. Best practices. …We would be happy to participate.” “What is interesting about the discussion over the last two days is everyone is here to learn from each other. I picked up loads of ideas. I think I gave loads of ideas to others. That is very unique.” “I’d love to hear more on how to’s tools and resources available for companies like mine.”
