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Enabling the right business structure for digital transformation

Nadia Cameron (CMO) | Sept. 18, 2015
Marketing and IT leaders debate their role in digital strategy and accountability and their impact on the customer.

"We then took executives through that journey, talking about how we could use digital in the context of what the client experience looks like," he explained. "We had to paint the picture and talk through the journey, get people to challenge it, and have that one thing you can talk to. It's also something I also use to talk to the technology team about how that piece of technology fits into that client experience."

Digital also lies at the heart of every business unit across ANZ, said head of digital and social insights, Amanda Gome.

"There is no digital 'hub'; there are innovation labs, there's a whole lot of activity happening every week around digital, and it's resulted in great things like new apps that improve the banking and customer experience," she said. "That has been driven very much from the top and wanting to be the leading digital and social bank.

"We also see social as very much a part of the digital revolution and that's been a huge issue and evolution. We had been a silent bank - we didn't have access to social media on our desktops, it was frowned upon and people were scared about it. When our CEO, Mike Smith, came back from Silicon Valley and said we're going to be the leading social bank, people fell off their chairs."

Getting business buy-in was a matter of training executives, Gome said.

"What I'm finding I need to be the pioneer of inside the organisation is educating people on the changing nature of marketing, of which digital marketing is at the forefront of," Scott-Branagan continued. "It's a lot of teaming together too, to make sure we've all bought into the same mission.

"I've had to work very hard with people across the organisation to understand that traditional marketing approaches are not going to change where we're at today."

For Wong, getting digital strategy right comes down to two perspectives. "From the IT perspective, there is not enough rigour around how we use it - there is a lot of just using technology for the sake of using technology," he said. "Previously, the IT team wasn't consulted about anything being used until it broke."

The other perspective was building processes around audience research, testing, using agile methodologies, developing personas and profiles within the user design team.

"For me, the executives all want to own digital...we need that framework so we're using digital and technology correctly," Wong said.

Fostering IT and marketing collaboration

And this is where IT-marketing collaboration becomes crucial, CIO and marketing panellists agreed.

At Deakin, procuring marketing automation technology has highlighted the need for guiding principles so that IT and marketing both know their role in delivering and utilising business technology, as well as the timeframes acceptable for projects.


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