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27.07.2016 admin
We’ve talked in the first two posts about how the digitization of everything is disrupting marketing and changing the face of commerce.
These three factors are forcing organizations to focus on being found among an ever growing sea of competitors – and also on responding in context to their audience with something that resonates.
Each time a vendor does this well, it raises the collective bar of customer expectations, until someone does it better. The increasing reliance of the CMO on technology to help them know and respond to customer needs, coupled with the availability of cloud infrastructure and applications, is forcing both the CMO and CIO to re-evaluate their roles. Marketers used to present the CIO with budget requests full of vague system requirements that were often relegated to the bottom of the priority list. The requirements for CMOs have been shifting from “chief creative megaphone holder” to customer experience champion, building meaningful engagement, and driving increased loyalty and advocacy. Several recent surveys have placed concern over disruptive technology at the top of the list for CEOs. Recent research from Accenture highlights that the gap between CMO and CIO is still significant, but both sides acknowledge the need to work more closely together. The trust issue stems largely from the fact that they have misaligned priorities, different C-Suite relational priorities, and the legacy of bad experiences in the past. Not surprisingly, then, marketing’s #1 driver (out of 15) for aligning and interacting with IT is access to customer insight and intelligence, but that driver ranks #10 for CIOs. Essentially, CMOs view the CIO organization as an execution and delivery arm, not as a driver of marketing strategy and excellence, and a partner to be considered on equal footing.
Nearly five in 10 CIOs say that marketing makes promises without agreement from IT, while only four in 10 marketers agree with that assertion. Increased customer demands and the digitization of everything is forcing CMOs to be more quantitative, accountable, and tech savvy, while CIOs are being forced to really understand business and market drivers — and the impact that data and technology can have in enabling marketers to perform better.


Mandates for increased collaboration and shared accountability and incentives from the office of the CEO can help with this necessary transition. This post was sponsored by SAS Institute, Inc and originally posted on the SAS Knowledge Exchange. His thoughts have been featured in Forbes, Inc, CRM magazine and a host of other publications. In addition, he often serves as an expert advisor for technology vendors and their customers, providing thought leadership content, and market and product strategy guidance. Brian has traveled to more than 40 countries, is a real estate investor, and was an award winning NCAA Division 1 football scholarship athlete. Want to chat about consulting, speaking, writing, partnering, employment, technology briefings, advisory or board opportunities? Organizations are having to change the way they operate, and that’s causing roles in the C-suite to evolve.
Companies need to understand what customers want to accomplish, the motivations behind their actions – and be able to provide meaningful responses, at scale, across a growing spectrum of channels. This constantly repeating, ever shortening cycle puts an enormous amount of pressure on every company to relentlessly innovate. Now, CMOs are both required and empowered to drive innovation to reach and convert more customers. These new priorities require intimate understanding of the customer, and the operational excellence to respond with relevant communications, content, and co-created products and services.
The CIOs are best positioned to understand the technology, but, more importantly, their organizations need them to be able to articulate how these new technologies can impact their marketplace. A typical IT concern—for privacy and security around customer data and brand protection—ranks #4 for CIOs but #11 for CMOs.


CMOs expect much quicker turnaround and higher quality from IT, with a greater degree of flexibility in responding to market requirements. Some 36% of CMOs say that IT deliverables fall short of their expectations, while 46% of CIOs respond that marketing does not provide an adequate level of business requirements. The opinions expressed in this post are entirely my own and don’t necessarily represent, nor have they been influenced by SAS’s positions, strategies or opinions. He is an accomplished business leader, management consultant, keynote speaker, and an award winning syndicated blogger. He is a regular contributor to several additional media properties including Social Media Today, Social Enterprise Today, CustomerThink, the CIO Collaboration Network, and multiple Ziff Davis outlets. Clients include IBM, SAS Institute, Microsoft Corporation, NICE Systems, Eloqua, Avaya, Marketo, SugarCRM, InsideView, and several startups.
While CIOs of yesteryear often concerned themselves with knowing all the details of the underlying infrastructure that nobody in the business really cared about, they often now need to be “business first” so that they can truly partner with the rest of the C-suite to meet constantly evolving customer demands. It is not even enough for us to be convincedof the gospel; we must act and think so that we are converted by it.
Before becoming a Seminary Teacher, he was a deputy sheriff in San Bernardino, California for six and one-half years.




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