Where to with and for Marketing Operations?
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Marketing change and marketing technology change continues to accelerate. Marketing Operations can be a key enabler of success provided it evolves proactively to fill the growing need.
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Where to with and for Marketing Operations?
- 1. Where should Marketing Operations fit into the Marketing and Sales ecosystem in three years? (and steps you can take now to prepare) Getting Better at Getting Better
- 2. D'où Venons Nous Que Sommes Nous Où Allons Nous. Where Do We Come From? What Are We? Where Are We Going?
- 3. What am I talking about? What is Marketing Operations? • A developing practice comprising 8 or more distinct areas • The ways we do things, so we get more out of them and they stick! • A set of methods – ecosystem processes – enabling Marketing (and Sales) to deliver competitive advantage
- 4. Who am I talking to? Who cares about Marketing Operations? • Practitioners – My former team mates • CMO and other members of the C-Suite – My managers • Adjacent colleagues – My colleagues like IT and Finance governed key processes and organizational structures. Also Marketing who needed and benefitted from M.O. so much.
- 5. What we’ll cover today – Getting better at getting better • Not everything • Sirius, Forrester, Martech and Raab cover specifics in more detail • 3 broad observations with recommendations that are complementary to those • Reasonable Assertions & Experiential Insight • Real Gaps & Realistic Opportunities • 9 actions any M.O. org can take that will help it flesh out its 2018 ecosystem, better prepare for it and fit into it more productively
- 6. “Throw out the idea of Left Brain/Right Brain” – S-J Blakemore, Kings College Professor of Cognitive Neuroscience
- 7. Experience becomes product, ecosystem shifts, where to M.O.? • Responsiveness is not enough. You will have to know the market, the customer, the nature of competition itself. • Change becomes a feature. You will need to design in plasticity, to methods, processes, solutions • Change-readiness becomes an attribute, a measure. Alternative scenarios, what ifs, organizational flows … relationships In 2015 … • Uber, the world’s largest taxi service owns no vehicles • Facebook, the world’s most popular media owner creates no content • Alibaba, the world’s most valuable retailer has no inventory • Airbnb, the world’s largest accommodation provider owns no real estate (citation unknown – good observations though!)
- 8. You can have come from anywhere, but … • Culture given: You must be Integrative at all times • Cultural evolution: Going forward, you must support more change and the innovation to derive value from it • Examples • Experienced Oppies • Younger MAPpies
- 9. Technology should make everything easier. Shouldn’t it?
- 10. Making it easier: What do we really know? What should we really do? • Fact: Technology only moves in two directions • Towards new categories – Blue ocean – So what do you really need? • Towards consolidation – Red ocean – So who should you bet on? • Fact: Some companies attempt too much yet achieve too little • Fact: Some companies attempt too little so they achieve too little • Assertion: To be competitive, your ecosystem – your business system -- must enable competitiveness. It must enable more change. It must support more innovation.
- 11. How to make everything easier. That’s where you come in. • Become experts. Expand your learning agenda to cover relevant blue and red oceans. Look closely at parallel trends. Study Consumer. • Build learning facilities. Partner with Finance, Procurement, IT et al to make it easier to test ideas out and to reduce the professional risk of experimentation. • Articulate the needs, the possibilities and their implications. With adjacent constituencies, envision evolving requirements and draft roadmaps forward and back
- 12. Wherever you are, wherever you’re going, start here. Vision History Marketing Ops
- 13. Know where you are, start there, look forward, reason back • Baseline your cultural history. Then carve out clear spaces in the plan where innovation lives. • Establish your transparency methodology. Show clearly how priorities were selected/de-selected; show WIP and results. More learning & innovation come from seeing and trying, and trying again • Celebrate the trying. Incentivize necessary behaviors and actions with evolved objective setting, reporting and recognition methods • Examples • Walls of fame and shame • Transparency with cadence • Presence
- 14. So where is the M & S ecosystem headed over the next 3 years? • Knowledge & Speed • Big Data analytics will get easier and cheaper – We will know a lot more about target audiences and individuals – but will we be better able to act appropriately? • Programmatic automation – iterative optimization – will converge Owned, Earned and Paid – example: Social, SEM and MAP – Platform is less important/Content, more • Function & Access • Customers – Enabled to do more, know more, “see” more • Roles – Access to function can drive federation, how do we aid yet integrate? • Experience trumps everything • Feature-function and price still matter, but • TCO continues to morph; experience continues to extend • Change-ability matters!
- 15. And where should Marketing Operations fit in? It depends on where you’re coming from and where you are, but know this: • You must target competitive (out-) performance • You must continue to support integration and you must better enable productive innovation • You must invest where your gaps can’t support obvious & proven needs • You will become instrumental in gaining and maintaining alignment & momentum and in stimulating innovations for leverage • Aspire to peer-to-peer relationships in priority areas, and you can earn yourself a seat at the table!
Notas do Editor
- I read the question when I got it. And my first reaction was – obviously – everywhere. I looked at what else was already available from SiriusDecisions – there’s a lot there. And then I thought about my intended audience, and what additional nuances would help them best prepare I landed on a kind of meta space between specific predictions, the unknowable future, the past and the present. So I wanted to talk with you today about some thoughts I have on how companies can get better and getting better as they plan for 2018
- As a manager, when I sit down to think 3 year’s out about my organization’s future, I let my mind roam and I do what French artist Paul Gauguin did in his masterpiece at Boston’s Museum of Fine Art – I ask the Where Do We Come From? What Are We? Where are We Going?
- Let’s begin with what we are, because like marketing itself, marketing ops means different things to different people. If we can agree on this we can be on common ground throughout our time together. We can talk about Componentry We can talk about processes and methods We can talk about objectives – Better return on capital invested, wherever Marketing and Sales can impact that.
- When I sit down as a manager to think honestly about what we need to get better at, I think first about the things that my organization needs to get done in the absence of other inputs So that means my intent here is to to be talking to my team mates.
- I was thinking about my teams, and what they’re like with reference to the other people in the ecosystem. And I heard this podcast from Edge.org – its like TED on steroids. A bunch of smart people who write opinions on a single question each year. This year’s question was what idea should be abandoned? Blakemore said we should abandon the idea of left and right brainness – because all higher-level problems are solved in an integrated fashion So I wanted to call that out to the team a, s a necessary attribute in the 2018 ecosystem – Integration – and I’ll try to touch on it more in every section
- Experience is becoming part of the product … in some cases … arguably it is the product Experiences can be a lot more ephemeral and malleable than products, they demand more and faster innovation -- so what got Marketing Ops to this point is not going to be enough in 2018. We need everyone to be aware of what’s happening out there. Marketing Ops included. By 2018, change will be a feature of what we do … we have to be able to design into our ecosystem an ability to change. And how fast we can deliver meaningful change becomes a measure in itself.
- I said at the top that integrated thinking has got to be a given. Silo’d behaviors reduce innovation and innovation relevance. Supporting change-changeability is a real difference for many cultures. When I think about the teams I’ve worked with at SAP, WPP, Pitney Bowes, Intralinks and now Mercer and the rest of the world, I’m seeing two kinds of cultures and a need for some adjustment to prepare for 2018 The Opps people need to be able to move faster in the right direction – I think they need to grow their ability to anticipate change. The younger folks need to develop awareness beyond the technical skill on a particular platform that got them to where they are. You can see, I hope, that this is about integrative thinking, it’s about silo-busting, its about an ecosystem where everyone is closer to being of one mind about delivering real value.
- Let’s move from integration and change-readiness in general to take up the topic of technology that will certainly be part of the ecosystem in 2018. You’ve all seen this one from LUMA and from Scott Brinker, the Martec guy. And you can see that according to him there’s technology for Marketing Ops specifically and there’s even more technology for everyone else in the ecosystem. Certainly all of this stuff is supposed to make our jobs easier in some way. And it’s Marketing Ops responsibility to ensure that.
- Let’s try to make this overwhelming sea of technology a bit easier to deal with. Despite all this stuff – technology is only moving in two directions. All you really need to decide is what you really need and who has the staying power to be with you for awhile. And with respect to acquiring technology, nearly all of us either lean one way or another – we either try too much or we try too little. So we waste energy or we miss opportunity. But I want us to look at it in a slightly different way. I want to understand how a technology adds to our competitiveness. How it fits into our ecosystem to enable us to innovate in areas that will have real impact.
- To incorporate this approach into the ecosystem over the next 3 years, here’s what I think we have to do. Apply this type of thinking at 3 levels. To ourselves by becoming experts in the industry itself as a whole – to have an idea about what is really going on. To bust the silos in our own brains. To build or access in some other way, learning facilities that help us see whether or not the stuff can stimulate our innovation To think about where we need to innovate better to compete and to envision what it will take to get there.
- Last section, pictures first. Each of us is part of a greater organization that is going to have a vision for 2018 of what we want to achieve over the next three years … the picture on the upper left might look familiar. And them the picture on the lower left is a pretty good representation of the reality I’ve seen at a lot of companies with respect to oscillation in commitment levels over time. Remember that at the opening I talked about getting better at getting better … one great thing about it is it has application as much in up-slopes as it does in down. On the right is what I want to talk about next. Today, I see Marketing Ops as a source of balance across the ecosystem. This balance is part of what helps the entire M&S group move steadily upward. By 2018, I think a should be adding two subtle pieces to how we do this. Its about incentives and safety nets.
- To really get a handle on how important this issue is to you, to dimensionalize the 2018 ecosystem opportunities and challenges you have, you need to be honest about where you’ve been. At Pitney Bowes, we had done away with any line items in the plan that could tell us who was investing in Insight about Markets and Customers. I think the plan must clearly state what investments are being made to provide the raw material for innovation. To maximize the chance of success, the ecosystem players have to be aligned on where we are going and what we are doing to get there. To build this alignment, we need to do a better job of showing what we have to align on in more detail, and making sure people understand why these projects have been chosen. And then we have to share the progress being made on these projects to help keep up the momentum, To spur people to think what they need to do differently to take advantage of the change. And then we need to do better at rewarding effort and sharing outcome – honestly. Here are 3 things I’ve used with success at multiple places.