As your company’s chief marketing officer (CMO), how are you fitting into the IT space and the organization as a whole? The heightened role of CMO in today’s customer-focused enterprise requires that you contribute more fully to IT decision making and CEO mandates for business growth, as we explained in Part 1 and Part 2 of this series on the CMO’s emerging role.
Marketing and information technology (IT) have merged within corporations, leading to ramped up tech responsibilities for the chief marketing officer (CMO). In Part 1 of this series on the CMO’s emerging role, I illustrated how the line has blurred between CIO and CMO duties, and described what new skills CMOs must acquire to successfully steer their organizations and better serve customers.
In this Part 2, we will look at the ways CMOs can maximize collaboration with CIOs and leverage technology to achieve business goals.
The chief marketing officer's role is evolving to take on more of an IT perspective—not just in theory, but in actual budget allotment, IT decision making responsibility and CEO mandates for business growth. The trend is blurring the lines between CIO and CMO responsibilities within the enterprise, requiring better collaboration between the parties to break down information silos and forge optimal solutions.
Once, chief marketing officers (CMOs) were primarily tasked with brand management, market research and advertising. Today they’re being asked to do a whole lot more—from implementing technologies to analyzing data to customer service to measuring impact—all in an effort to forge stronger bonds with customers.
The idea of using data to transform your business is often talked about but less often achieved. The hype surrounding “big data” and its big promises is exciting in theory, but disappointing in reality. There are obstacles at all stages—from storing large amounts of data to accessing it to understanding it and then applying those understandings; the process is complex to say the least.