Progressive CIOs are leaning on this systematic approach to help non-IT employees, or business technologists, exploit technology production tools in the course of their everyday work.Ĭompanies that democratize digital delivery successfully are 2.6 times more likely to launch and complete digital initiatives faster, and with quicker time to value. New ways of working are critical to the shift to a product-centric model, for example establishing fusion teams – outcomes-led, multidisciplinary teams that have end-to-end ownership for specific aspects of the customer journey – and promoting shared accountability for business and customer outcomes.īuild Awareness and Enable Democratized Digital Deliveryĭemocratized digital delivery came out of the pandemic as a way to tackle accelerated business transformation demands that exceeded the capacity of traditional IT. By 2024, Gartner expects more than three-quarters of digital business leaders will have “pivoted” from project to product portfolio management, up from the third that have already done so. Leading companies are moving to a product-oriented operating model, both within the martech and IT domains, to innovate business capabilities and improve CX. Establish regular martech audits, conduct joint business case development, and coordinate IT-marketing talent hiring decisions.Įmbrace the Shift From Projects to Products in Digital Business To avoid this situation, CMOs and CIOs at leading organizations must co-create a technology-agnostic future business capability map that achieves their digital vision. However, all these solutions result in a redundant and siloed sprawl of technologies, a loss of credibility among senior business leaders if the marketing-led technology acquisition fails, and potential underutilization.
The proliferation of martech solutions and vendor hype fuels marketers’ IT spending sprees.
Without top-down alignment on key business goals that the different teams will be pursuing together, IT-marketing collaborations will be unsuccessful.Ĭreate a Technology-Agnostic Business Capability Map the internal systems that need to be in place to win. the strategy for winning in target markets 4.
identification of high priority customers 3. An outcomes-focused alignment framework includes: 1. There are five best practices CMOs should use to cultivate successful cross-functional partnerships with chief information officers (CIOs), chief technology officers (CTOs) and senior D&A leaders:īuild a Shared Digital Vision for the FutureĬMOs must work together with the CIO to clearly define key digital ambitions, critical business objectives and success metrics. “CMOs who cannot effectively partner with their IT and D&A counterparts will fail to build the necessary digital capabilities, such as omnichannel journey orchestration and personalization, needed to deliver a strong customer experience (CX) and achieve customer acquisition and retention goals,” said Aparajita Mazumdar, Principal, Research in the Gartner Marketing practice. For example, martech continues to command a large share of the marketing expense budget (25.4%), yet issues such as talent recruitment challenges and training underinvestments result in martech underutilization and other ROI challenges. In a Gartner survey of 405 CMOs and other marketing leaders, conducted between February through March 2022, 61% of CMOs reported that they lack the in-house capabilities to deliver their strategy, which speaks to a larger resource challenge for marketing teams. Marketing data and analytics (D&A) and marketing technology (martech) are among the top three capability gap areas cited by CMOs, according to a survey by Gartner, Inc.
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