CMOs must leverage the skills, resources and experience of the CIO to unclog the arteries within the marketing IT road map and provide advice on how technology investments can be most effectively prioritised.
The unintended consequence is this will eventually inhibit the speed and responsiveness marketing to meeting the rapidly changing needs of their customers. CMOs must leverage the skills, resources and experience of the CIO to unclog the arteries within the marketing IT road map and provide advice on how technology investments can be most effectively prioritised.
Nobody said this would be easy. Thus, as a first step, IDC recommends taking these first three steps in starting the journey to establishing a CIO/CMO power couple:
CIO has the numbers and the CMO can tell the story -- leverage that: The complementary personalities and knowledge will lift the CIO/CMO relationship to a 'power couple' status that will be particularly influential when pitching of ideas to investment decision makers and boards. CIOs often feel they are beating the head against a brick wall when it comes to presenting a business case to a non-technical board. Conversely the CMO is a great storyteller but often lacks the metrics and validation behind a business case. Together the gaps are filled, credibility rises and influence increases.
Recruit a marketing/IT broker: One of the biggest hurdles to bridging the CIO/CMO gap is often related to communications. One approach is to recruit a translator (with technical and marketing skills) either from within the organisation or through external partners, to decipher key business requirements in a jargon that motivate each party.
Throw out the "old rules" for IT departmental support: Through collaboration with the CMO, the CIO hastens the progress to becoming a business architect and a change agent: a resource that is able to coordinate the business outcomes with a technology slant.
Sign up for Computerworld eNewsletters.