In this video, you'll be provided with an overview of how enablement and accountability are as important as the technology itself.
- [Voiceover] With all of the different moving parts that make up the marketing technology stack, it's important to note that it's all for nothing without organizational governance. Sure, you might be able to have some department buy a tool and try to eek out a campaign or two that takes advantage of that tool's very specific capability, but the true power comes in the integrated, holistic approach to digital. This has to be a matter of governance in order to succeed. What does this mean? Well, it means that there has to be a high level buy-in and support, participation from all of the relevant stakeholders, and a roadmap that everyone in the organization can get behind.
If you've never touched digital before, it's not very realistic to assume that by the end of the week, you'll be leveraging a data management platform to export sophisticated audiences to a demand side platform that executes your programmatic media buys. Successful organizations create their plan and they crawl, walk, and then run. They test and they iterate, they fail fast, they change that plan as they need to, and all of their decisions are driven by the data. Operationally, this often takes the form of an internal center of excellence, where a core group of key stakeholders owns and maintains the roadmap, and establishes clear objectives and ownership for the various groups that will execute against that roadmap.
But first, we need to take stock of our technology. At the end of the day, we'll need the tools that allow us to do everything our marketing stack needs to do, and we have the choice to either build or buy. Often, understanding what technology investments have already been made can be the first step here. What legacy systems exist within this framework? Where are the gaps that need to be filled? What cutting edge or staple tools of the modern marketing stack have already been adopted? Maybe the biggest trap to avoid here is investing too soon and too much.
In over a decade of consulting with organizations all around the world, I've seen way too many organizations listen to the sales pitch and buy tools or technology that they're not ready to use. Let your roadmap guide the timing of your tool adoption and while building a foundation that can scale with you is extremely important, it's equally important to not get too far out over your skis. As a general rule, always make sure that you have budget after you've bought the tech that can be invested in the people, training, and processes required to use that tech.
Once technology is in place, it's only really useful when people are enabled to take advantage of it. You might or maybe you might not be surprised at how many organizations out there have tremendously sophisticated IT tools and infrastructure in place, and yet, very few people in the organization have any access to it or even any idea that it exists. Too often, internal data sets are guarded very closely, or analysts are kept too busy to make it available to teams that really need it. Democratizing your data is the first step to enablement.
There are plenty of great examples where IT fears, very well founded in many cases, can be calmed, the dependence on small groups of analysts can be relieved and those who need the technology to drive the decisions they make can be empowered with exactly what they need. There are some great examples of this that have emerged in the recent past. The explosion of tag management systems is perhaps the best one to highlight. Before them, every analytics tag, conversion tracking tag, experiment setup, tracking pixel, or just about any other technical requirement of any digital marketing tool had to be put in the IT queue and prioritized for release into the wild.
In many organizations, this meant that months or more could go by where marketers didn't have the data or the functionality they needed. Of course, this became an issue. While IT departments needed to take the time to understand and deploy the new code, do the proper quality assurance to make sure core functionality wasn't affected, and then take on a new responsibility of yet another technology to own, marketers needed quick and frequent access to the new tools that they had just acquired. Tag management, which we'll cover in more detail later in this course, was the technical solution to these problems.
The other example of enablement worth highlighting is the data visualization advances that have been made in recent years. With tools like Tableau, ClickView, Spotfire, Klipfolio, Domo, and countless more, data can be very quickly aggregated, visualized, and explored throughout an organization. No longer are stakeholders needing to wait for their monthly static report, or spend countless hours logging in to dozens of tools to export all of their data into something like Excel so they can then try to make sense out of it.
But the solution is not to simply acquire all the technology you can, and then give people free rein over it. In fact, that might be the new definition of corporate chaos. The last component to success is to put in place a clear system of accountability so that everyone knows what's there, who owns it, and who needs what levels of access to it. Governance isn't only about a roadmap that's represented and supported by the necessary stakeholders, it's also about understanding roles and accountability, and ultimately, knowing whose throat to choke when things go wrong.
We've seen many organizations adopt what are known as RACI frameworks that achieve this, and if you're familiar with RACI, you likely know where this is going. If not, RACI is a responsibility assignment matrix where each element of the plan or the roadmap is listed out and then people or groups are assigned as either responsible, accountable, consulted, or informed. For example, if your digital roadmap includes integrating, say, a web analytics platform with your CRM system, you may need your IT department to be responsible for it while a senior lead from the marketing department is accountable and will answer for the success or failure of the project.
Meanwhile, there might be a number of individuals or groups that will need to provide input into just how they need it done. So, they'll also need to be consulted. Last, there would be another group of people or departments that need to be informed that this has happened with the details, so that they can perform their duties. Establishing a formal governance structure in your organization can be the single most important thing that you do in your journey down the path to digital marketing success. Having the roadmap that dictates how and when you'll adopt which technologies, ensuring that you're enabling the organization to use that technology, and putting in place clear ownership and accountability, will keep you on track in moving your plan forward.
NOTE: While specific software and platforms aren't endorsed, you will see how tools like a customer relationship management system and web analytics work in a successful marketing mix.
- What is digital marketing?
- Understanding the marketing data being generated
- Reaching customers via digital channels like social, search, and display
- Working with digital experiences
- Selling online with ecommerce
- Going mobile
- Measuring and optimizing with testing and analytics
- Running and operating a business with technology
- Storing and extracting data
- Learning and predicting with data exploration and modeling