ech implementation: Three tips for cross-functional alignment

Martech is by definition cross-functional. But I am still amazed at how many people only talk about martech being implemented by themselves or within their teams. It could be due to different priorities, a desire to move quickly or any other excuse. This leads to a bifurcated reporting and data, as well as duplication of efforts and, dare I suggest, an ineffective solution. To be successful with martech, you’ll need to have cross-functional alignment as well as support for the solution.

The idea, the funding, or the mandate of leadership may be given to a team, but it does not mean that they are responsible for the solution. The people element was one of the main reasons why I fell in love martech. By people, I refer to thinking about the best possible customer experience, working in various teams, and learning from different perspectives — technical and analytical.

You will only solve a part of the problem if you don’t consider all angles. The following are my recommendations for implementing, managing and maintaining new martech.

1. Communication and outreach should be proactive

Let me elaborate on this first step. Reach out to cross-functional partners as soon as you recognize a gap in the capabilities of your platforms. Ask them if they think it’s a problem. If they do not, it is a good indication of the actions you will need to take in order to succeed with your change (e.g. whether they need to educated or convinced; if you need their support, resources, or buy-in to get approval etc.). It is useful information in either case.

Ask them why they don’t agree that the issue is one of capability. From their perspective, understand the challenges they face or don’t face. Use this knowledge to research and gather content from vendors to help you address their concerns. You must also ask for their involvement and support. Ask for their commitment through words and actions. Here’s how I confirm my commitment:

• You can ask to be part of the active implementation team.
  • Who will you assign to the project?
• You can ask them to help you communicate your project to the leadership.
  • Do you have a place to ask for support from X? Can I present this proposal to you, as we require a firm commitment in terms of time and resources?”
• Participation in the development of a project plan is a must
  • Who can help you outline your needs and actions in the overall project planning?

If you are rebuffed on any of your requests, then it is not a full commitment. Assess their importance to the project by evaluating the amount of work required, the political influence they have and the capabilities that are managed. Stop and find out how you can align if they have a similar platform but disagree with yours. Before you start implementation, determine what platform will be used to manage the capability.

Lastly, ensure you have the support of multiple levels. The CMO, CTO, or other senior colleagues should all agree on the solution. They must also acknowledge that the project is happening simultaneously. The project should be known and understood by other leaders in the marketing, tech and data teams. To ensure that teams are aware of how the new solution is going to transform their work, it’s important to get commitment and alignment.

2. Create a project plan that is cross-functional

You should be creating a joint project during the phase of solution outreach and communication. Your project manager can use these conversations to outline the needs and actions of each team. It is best to ask teams to contribute and create the plan to determine their commitment and understanding of the end goal.

You should include the following teams, depending on the size and scope of your organization in your cross-functional plan:

• Marketing.
• Martech.
• IT/engineering.
• Analytics.
• Marketing operations
• Data management is a way to manage data.

Each team has a unique perspective. Please note that I have separated marketing, martech, and marketing operations. Marketing teams and marketing strategists need to know what data and insights your platform offers in terms of measurements, new customer experiences and measurement. While MOps need to understand how tactics are created, changes to the data and capabilities of systems impact their actual processes. Each team should be given time to understand the technology from their perspective and work with them on identifying their specific contributions and actions.

In the project planning phase, I like to define roles and responsibilities both for the platform and the individual team. Ask and agree on the questions along the way. Here are some questions that I would recommend.

• Can you explain how we’ll sunset X on Y platform, given the new platform has the capability to do X? What will we continue to run in the system, if any?
• Do we agree to the fact that team A will do Z, and team B Y? This will change with the new solutions? Who would be best to manage C in your opinion?
• What are the prerequisites (if any) before we can proceed with D? How much time will you need to complete the work and align your partner team?
• What will the rest of the team members be working on if this new team assumes this responsibility?

After you have defined the tasks for each team, and understood their unique perspectives, create a comprehensive plan that incorporates the actions of each team on the same timeline. If the team’s actions and progress is communicated to them as part of a larger initiative, they will feel more motivated and engaged.

3. Define the new operational model

Operating models are, in my opinion, a mix of art, science, and personal. Change is not something that most people like, but if it’s not done you won’t be able to transform anything. It’s impossible to operate the new platform the same as the old one.

In order to develop a superior operational model, you must identify the core capabilities and tasks that each team is required to perform as well as their interdependence. You must also assess the performance of each team, their strengths and challenges, and identify any gaps or opportunities for improvement.

You can design a new organization structure by conducting an honest evaluation. This will help you define roles and responsibilities. It will take some time, and the platform may not be fully implemented until then. The foundation will be laid by having these conversations often and early. Here are some core topics to address:

• Who will be responsible for core capabilities? (e.g. template and component creation, campaign builds and sends and platform performance, uptime and reporting, etc.).
• Who decides on the product roadmap? Who is the last to vote?
• Who makes the changes to taxonomy and data? ?

There is no one way to manage martech. It varies by company. Just honest and positive communication is needed, as well as compromise and a growth-oriented mindset. Document key roles and responsibilities. Own your budget and system.

The post Martech Implementation: 3 Tips for Cross-functional Alignment appeared initially on MarTech.