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6 ways CIOs are moving to the digital enterprise

Lauren Brousell | Oct. 7, 2014
As today's companies pursue an all-digital business model, they face significant challenges. CIOs and a CMO discuss these challenges and offer advice for overcoming them.

The IT and marketing departments at Marquette Group worked together to roll out a tool called LeadStream, which lets clients target customer ads based on location. Once users post location-based ads, they can log into the tool and view the performance of each based on KPIs and corporate metrics.

Since the system is built on software as a service, David Lenzen, executive vice president of sales and marketing, says the company can easily deploy it over and over again with different clients. "This allows us to build critical mass at a location and say to a company, 'We're working with 500 of your locations, allow us to create a new market opportunity.'"

Technology Infrastructure and Tools
Culture change and employee productivity in the digital enterprise can't start without the proper technology infrastructure and tools in place. At TransUnion, Kapoor says pre-screens for new customers happen faster online. "You have to do it in real-time, when they are still there," he says. "Now, we're able to tie somebody from their cookie to their ZIP code. It's very different with the customer than it was two to three years ago."

Swislow says gets insights into buying behavior when customers are at a dealership shopping for a car. He says being able to see how many people search for a certain type of car on a given lot lets the site create customized offers for, say, someone looking at other dealers or cars.  

CIOs Overlapping, Partnering With Other Executives:
In many cases it's key for the CIO and CMO to partner on digital initiatives. Part of this, however, includes a shift and sometimes an overlap in the CIO role and other C-level roles. When Marquette Group COO and CIO Duane Anderson started his career, being an IT employee was clearly defined. "Now, folks we hire into marketing are just as tech savvy as IT," he says. As for his own dual role, Anderson explains, "I'm consolidated with operations because the business didn't want to hear from a few different people why it wasn't working."

Kapoor adds that C-level executives should be able to take on any executive role. "If you don't get technology, you can't be C-level anything," he says. "At the end of the day, you're trying to solve a business issue. Technology is enabled but if you don't join together, it's hard to survive."


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