The new CIO-CMO relationship in Higher Education
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The new CIO-CMO relationship in Higher Education

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Extreme Networks interviewed CIOs and conducted research to find how Higher Education CIOs can work with their CMOs to lead campus digital transformation.

Extreme Networks interviewed CIOs and conducted research to find how Higher Education CIOs can work with their CMOs to lead campus digital transformation.

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  • “Better Connections. Better Experiences. For Everyone” can only be achieved if you consider the most impactful and influential trends of our (or possible any) time in history.
  • http://www.capgemini.com/resource-file-access/resource/pdf/2014-03-04_alr_v8_web_0.pdf
  • http://www.cio.com/article/744601/State_of_the_CIO_2014_The_Great_SchismIn our 13th annual State of the CIO survey, 25 percent of the 722 CIOs we surveyed report that the IT group is perceived by colleagues as a true business peer--or even a game-changer--that can create and launch new products and open new markets.
  • http://www.cio.com/article/744601/State_of_the_CIO_2014_The_Great_SchismIn our 13th annual State of the CIO survey, 25 percent of the 722 CIOs we surveyed report that the IT group is perceived by colleagues as a true business peer--or even a game-changer--that can create and launch new products and open new markets.
  • The new CIO mandateBy Dion Hinchcliffe on February 19, 2014 http://www.enterpriseirregulars.com/72112/new-cio-mandate/
  • http://www.cio.com/article/748970/CMOs_Eye_CEO_Office_But_Need_CIOs_to_Get_There
  • CIOs and CMOs: Power couple or strange bedfellows?, January 2014http://www.networkworld.com/news/2014/010614-cio-cmo-277271.html
  • HBR: Should Your CIO Be Chief Digital Officer?, August 2013http://blogs.hbr.org/2013/08/should-your-cio-be-chief-digit/So, should your CIO take on digital responsibilities? Here are some questions you can ask yourself:Is your CIO great at the CIO role? Is IT clearly running well? Are IT costs and agility what you want them to be? If your answer to these questions is “no,” then you probably want your CIO to focus on fixing IT, not expanding beyond IT.Is your CIO ready for a CIO-Plus role? Do you see your CIO as a senior executive colleague or just a leader of the technology function? Has he successfully managed non-technical roles such as merger integration, process management, or shared services? Is your senior team smarter when your CIO is in the room?Does your CIO have digital expertise? Can she talk the language of social media or mobile or analytics, and can she help you understand? Does she understand the digital threats and opportunities your company faces — from inside and outside its industry? Can she create a compelling digital vision for the firm?Will your CIO command respect across the enterprise? The CDO role can require even more political savvy and communication skills than the CIO role does. Is your CIO up to the task of driving change across a strong-willed senior executive team? Can she engage a busy workforce to turn digital vision into reality?
  • By 2015, 25 Percent of Large Global Organizations Will Have Appointed Chief Data Officers, January 2014http://www.gartner.com/newsroom/id/2659215Gartner Predicts That by 2014, More Than 20 Percent of Government Organizations Will Have Appointed a Chief Digital OfficerOctober 2013http://www.gartner.com/newsroom/id/2615319
  • HBR: CMOs and CIOs Need to Get Along to Make Big Data Work, February 2014http://blogs.hbr.org/2014/02/cmos-and-cios-need-to-get-along-to-make-big-data-work/
  • Extreme Networks Higher Education Customers:North America (Canada, Mexico, United States)More than 300 active customers253 Customers represented on the map:Adrian Dominican SistersAlbany State UniversityAlderson Broaddus College
  • A catalyst for transformation in the context of social, mobile, apps, and cloud computing (including BYOD).
  • To achieve maximum impact, CIOs should define an information technology strategy and business operating model that connects IT to the institution’s strategic plan and operational requirements. Such an alignment strategy can only succeed if the CIO is fluent with the business challenges facing the institution, so he or she must find ways to gain meaningful awareness of these issues. Of course, CIOs should also help advance their institution’s efforts to improve educational delivery to students. In addition, the CIO must think beyond technology to offer responsive service that benefits the various constituencies and stakeholders present in any institution of higher education. Strategic alignment, business orientation, and customer focus are key drivers of CIO success. CIOs who reject this view risk becoming marginalized and devalued, relegated to providing low value “feeds and speeds.” Conversely, strategic CIOs with a user-centric mindset bring tremendous value and advance their institution’s mission in important and diverse ways.
  • Student retention is an ongoing concern to many institutions, a problem that the economic crisis and competitive market in higher education have exacerbated. Innovative CIOs, however, can use technology to fight back. These CIOs have found numerous ways to improve retention, such as developing early warning systems to identify students before they drop out, using case-management systems to track students as appropriate, and generally supporting students during their life on campus. In fact, many of the initiatives they designed to support students not only help retention, but also create a compelling college experience for students that builds the institution’s brand and differentiates it from the competition.
  • CIOs who participate at a strategic level also understand the challenges their institution faces in raising funds. These CIOs can contribute ideas on using technology to strengthen revenue generation in areas such as alumni giving. Reed Sheard, CIO of Westmont College, increased alumni giving by connecting alumni through a program that brings together data from the school’s ERP system with LinkedIn and Facebook:
  • Increasing efficiency and reducing costs are traditional expectations of IT and the CIO. Every school should use technology to achieve these goals. Administrative services, facilities, and curriculum management are among the areas in which the CIOs we interviewed have developed ideas that can save money or gain efficiencies, for example by using the cloud to increase efficiency and drive business improvement or using software to facilitate employee collaborative work processes and thus improve efficiency.
  • Institutions of higher education distinguish themselves in teaching students and supporting their educational needs. Innovative CIOs can use collaboration technologies and social networking to improve interaction between students and professors, enhance learning in and out of the classroom, and encourage stronger relationships between students and school. By applying innovative and student-centric technologies, CIOs can help create a learning experience that is more satisfying for students and better aligned with the school’s mission.
  • Many of the institutions that participated in this study have served their community for over one hundred years. To endure into the future, these schools must adapt to meet the expectations of all stakeholders including students, faculty, and donors. Although external challenges can encourage an institution to change, transformation based on technology requires a CIO who understands the school’s business needs. An innovative CIO can serve as a catalyst to help the institution evolve. The transformation road map presented here is based on lessons learned from the innovators we interviewed. This structured approach aligns business goals, strategy, and technology to meet the challenges presented in the previous section.
  • To become a credible innovation partner, IT must deliver information technology services and projects to help the institution conduct daily operations and realize its strategic plan. Without the right infrastructure, it is difficult or impossible for IT to deliver the applications and services that students, faculty, and staff demand. Infrastructure planning requires that a CIO anticipate his or her organization’s needs over a relatively long time horizon. These decisions must balance anticipated organizational need, budget, and expected usable life for each technology component under consideration. Choice of on-premise or cloud software deployment may also have a significant impact on infrastructure decisions. In summary, the CIO must plan an infrastructure portfolio that strikes the right balance between competing priorities such as business requirements, budget, and scalability. Components of a higher education infrastructure portfolio typically include: Local (and/or cloud-based) servers and storage Wired and wireless networking with flexible access to institution resources Strong mobile device support, including robust BYOD (bring your own device) capabilities Voice communications Network security and access control Infrastructure to support online learning and collaboration High-speed Internet access Disaster recovery Project management capability
  • 16 higher education CIOs
  • Users depend on applications and services that IT provides, so the choice of which ones to support is a significant decision for CIOs. Application and service portfolios in higher education typically include: Back-end applications such ERP, financial systems, human capital management, and business intelligence Administrative tools such as course selection systems for students Online learning applications, including remote teaching, and learning management systems Collaboration tools such as video conferencing, activity streams, and instant messaging Email and other communications tools Apps for mobile devices and phones
  • Synopsis of our survey results:90 percent of schools offer or plan to offer online courses in the next 3 years - 74 percent offer today2013 - Only 13 percent of schools offer MOOC; but 43 percent plan to offer MOOCs by 201684 percent of schools say MOOCs complement residential educationMOOCs are appropriate for -- top 3 answers: continuing education (72 percent), non-degree programs (59 percent), technical training (53 percent). Only 19 percent believe MOOCs are appropriate for all courses.Biggest value of MOOCs: 44 percent keeping up with development in education, 35 percent raising visibility of the school, 16 percent improving quality of our residential teachingBiggest drawback of MOOCs: 41 percent lack of consistent review and grading system, 25 percent high cost of develop and implement, 15 percent high time commitmentOnly 44 percent of schools are planning to offer MOOC credits!83 percent of schools would consider joining an online education group such asedX, Coursera, or Udacity67 percent of schools believe that MOOCs will never replace traditional, residential classes; 5 percent said yes within 5 years!
  • Why are we involved with moocs?Our mission includeshelping to educateImprove our course contentStay ahead of major trendsPartner with our education customersPilot version 1 Upcoming coursesData center basicsData network fundamentalsWirelesslan fundamentalsIn DevelopmentSecurity ConceptsIntroduction to the Internet
  • Having the right infrastructure, applications and services in place makes IT a credible technology provider. However, the challenges facing higher education require IT to be a catalyst for change rather than only a provider of technology. Becoming a strategic partner demands that IT meet stakeholder expectations, provide a high level of service, operate efficiently, and think strategically. To achieve these goals, the CIO must create an appropriate organizational design and cultivate the right cultural dynamics. Because a strategic IT group functions differently than one focused primarily on feeds and speeds, the CIO must shape the dynamics within his or her organization.
  • CIOs must run IT as a business that provides computing, information, and communication services to the entire institution. Ultimately, however, IT must justify its role based on how well it supports core institutional goals and enables operational efficiencies. That said, the highest value a CIO can offer to any institution is being a catalyst that drives strategic and transformational change. By following the path described earlier in this paper, IT can develop the trust and credibility needed to influence the institution as a whole. Once the institution sees IT as a reliable partner, a skilful CIO can gradually take on the role of trusted advisor and agent of change. The CIOs we interviewed used the approach described in this section to develop trusted relationships with their institutions.
  • http://www.huffingtonpost.com/vala-afshar/harvards-chief-digital-of_b_4701663.html
  • http://www.huffingtonpost.com/vala-afshar/harvards-chief-digital-of_b_4701663.html
  • John Hagel, Co-Chair, Deloitte Center at the Edgehttp://www.huffingtonpost.com/vala-afshar/a-bright-spot-in-the-dark_b_4669235.html
  • David Bray, CIO, FCChttp://www.huffingtonpost.com/vala-afshar/fcc-cio-5-ways-to-create_b_4860704.html
  • Ramon Baez, CIO, HPhttp://www.huffingtonpost.com/vala-afshar/6-ways-cios-can-increase_b_4309736.html
  • AndiKaraboutis, CIO, Dellhttp://www.huffingtonpost.com/vala-afshar/cios-stop-chasing-shadow_b_4239465.html
  • John Hagel, Co-Chair, Deloitte Center at the Edgehttp://www.huffingtonpost.com/vala-afshar/a-bright-spot-in-the-dark_b_4669235.html
  • http://www.huffingtonpost.com/vala-afshar/cios-to-fix-it_b_4755479.html
  • http://www.huffingtonpost.com/vala-afshar/inspired-cios-are-more-in_b_4350438.html

The new CIO-CMO relationship in Higher Education The new CIO-CMO relationship in Higher Education Presentation Transcript

  • ©2014 Extreme Networks, Inc. All rights reserved.
  • ©2014 Extreme Networks, Inc. All rights reserved. Digital Economy Welcome to the New User experience is shaped by technology trends Digital economy is defined by mobile, social, cloud, big data and apps The network is a strategic business asset
  • ©2014 Extreme Networks, Inc. All rights reserved. Mobile-first, always connected, highly secure Mobile 74% of viewers will leave a page if not loaded in 5 seconds 268B mobile apps will be downloaded in 2017 70% of mobile searches lead to action within 1 hour
  • ©2014 Extreme Networks, Inc. All rights reserved. Collaborative, open and connected Social 65% of B2B companies have acquired a customer through social 94% of customers believe that c-level social involvement is important 82% of employees trust a company with social leaders
  • ©2014 Extreme Networks, Inc. All rights reserved. Hybrid, flexible and secure Cloud 97% of workers are using cloud services 60% of all cloud deployments will be hybrid by 2016 77% of businesses saw rogue cloud deployments last year
  • ©2014 Extreme Networks, Inc. All rights reserved. Right app, right person, right time Apps 70B apps will be downloaded by 2014 (286 billion by 2017) 84% of mobile traffic is related to apps 0% of college know what apps are running everywhere
  • ©2014 Extreme Networks, Inc. All rights reserved. Data to insight to rapid decision/action Big Data 4300% increase in annual Big Data generation by 2020 0.5% of Big Data is being analyzed today 63% of businesses view analyzing Big Data as a competitive advantage
  • ©2014 Extreme Networks, Inc. All rights reserved. Application Landscape Report 2014 Too many web applications a stumbling block to digital transformation  60% CIOs believe their most valuable contribution is introducing new technologies  Cloud (56%), Mobility (54%), Social (41%) and Big Data (34%) are seeing major adoption  76% CIOs: modernization of the application landscape key to achieving business objectives *Survey of 1,000 global CIOs
  • ©2014 Extreme Networks, Inc. All rights reserved. State of the CIO 2014 Digital strategist or traditional CIO?  90% CIOs: role is increasingly challenging; 65% role is becoming more rewarding  44% CIOs report to the CEO. Tenure is six years, while average pay is holding at $219,500  CIOs spend significant time to focus with business leaders - up to 25% of week  Game-changer CIOs average salary $249,000 (70% report to CEO) vs cost-center CIOs ($182,000 and 37% report to CEO)  48% of CIOs: IT group is viewed as a cost center or service provider  61% CIOs have part of their compensation tied to a specific corporate revenue or profit goal
  • ©2014 Extreme Networks, Inc. All rights reserved. 2014 CIO Priorities “Measurement is fabulous. Unless you’re busy measuring what's easy to measure as opposed to what's important.” – Seth Godin
  • ©2014 Extreme Networks, Inc. All rights reserved. 1. Lead the business from the front 2. Re-invent for next-generation digital 3. Create highly engaging workplace, customer, and partner experiences 4. Enable emergent, decentralized tech change in the organization 5. Don’t constrain IT, empower it CIO Mandate: Lead Digital Transformation Authored by Dion Hinchcliffe, Dachis Group
  • ©2014 Extreme Networks, Inc. All rights reserved. CMOs – 2014 and Beyond How will CMOs and CIOs work together?
  • ©2014 Extreme Networks, Inc. All rights reserved. The Evolved CMO in 2014 CMOs Must Ramp Up Business and Technology Acumen  62% CMOs surveyed globally believe the CIO is a strategic partner in meeting corporate goals  41% CMOs share common vision with CIO of how marketing and IT teams should work together  Only 29% CMOs partner with their IT counterpart when buying marketing technology  31% CMOs use technologies to analyze and respond to customer feedback  40% CMOs claim they are hindered by the quality of customer data in their organization
  • ©2014 Extreme Networks, Inc. All rights reserved. CIOs and CMOs: Power couple or strange bedfellows? Forced marriage of IT and marketing gets off to a rocky start  Gartner, marketing’s budget 10.5% of revenue; IT budgets averaged 3.5%  Marketing budget for “digital marketing” was 2.5% in 2012, 3.5% in 2013  Gartner IT spending by marketing will rise by an average 9% in 2015
  • ©2014 Extreme Networks, Inc. All rights reserved.  Is CDO the next step for the aspiring CIO-Plus?  The CDO’s job is to turn the digital cacophony into a symphony  Roughly 20% of CIOs in Gartner survey said they played the role of a CDO  To build great digital capabilities you need to link to your existing IT capabilities/people  2011 – 75 CDOs 2013 – 500 CDOs 2014 – 1,000 CDOs Should Your CIO be the Chief Digital Officer?
  • ©2014 Extreme Networks, Inc. All rights reserved. Traditional Business Digital Business Marketing IT Marketing IT
  • ©2014 Extreme Networks, Inc. All rights reserved.  100 CDOs serve in large global organizations in 2014, more than double that in 2012  By 2015, 25% of large global organizations will have appointed Chief Data Officers  Over 25% of CDOs are women, almost twice as high as for CIOs (13%)  By 2014, more than 20% of government organizations will have appointed a CDO Chief Digital Officers
  • ©2014 Extreme Networks, Inc. All rights reserved. CMOs and CIOs Need to Get Along to Make Big Data Work  Data-driven companies are 5% more productive and 6% more profitable  Marketers spend $50 billion on Big Data and analytics capabilities  Per Gartner, the CMO’s IT budget is expected to outstrip the CIO’s by 2018  CMO (customer data) and CIO (Big Data backbone) are natural partners
  • ©2014 Extreme Networks, Inc. All rights reserved. Connecting Students Across North America More than 300 Colleges & Universities
  • ©2014 Extreme Networks, Inc. All rights reserved.  How technological innovation impacts higher education  A roadmap for the transformation of higher education  Trends in Higher Education Extreme Networks CIO Studies In-depth interviews and surveys with Higher Education CIOs
  • ©2014 Extreme Networks, Inc. All rights reserved. CIOS Must Make Strategic Contributions IT strategy should align with the institution’s operating requirements and strategy  Student Recruitment  Student Retention  Fundraising  Reducing costs and improving operating efficiency  Greater classroom innovation
  • ©2014 Extreme Networks, Inc. All rights reserved. Student Recruitment  Increase Web presence  Monitor social media  Identify undecided prospects “We’ve got a Facebook and Twitter presence. IT runs back end and the public affairs office runs front end.” - Erich Matola, CIO University of Wisconsin at Platteville
  • ©2014 Extreme Networks, Inc. All rights reserved. “With our early-alert system, retention rates are up 2-5%.” - Phil Komarny, CIO Seton Hill University Student Retention  Early warning systems  Case-management systems for tracking students  Create a positive student technology experience to grow loyalty
  • ©2014 Extreme Networks, Inc. All rights reserved. “With my fundraising hat on, IT helped turn-around a multi-year decline in alumni giving.” - Reed Sheard, CIO of Westmont College Fundraising  Strive to understand the challenges and contribute ideas where technology can help generate revenue  Provide technology that connects alumni to the school and each other
  • ©2014 Extreme Networks, Inc. All rights reserved. “Cost, efficiencies, better integration, less maintenance, security, all of these are driving cloud applications.” - Lisa Davis, CIO of Georgetown Cost Reduction and Operational Efficiency  Look at admin services, facilities, curriculum management for opportunities  Cloud  Collaborative software  Extreme Networks Purview
  • ©2014 Extreme Networks, Inc. All rights reserved. Classroom Innovation  Higher Education Trends  WiFi everywhere  Digital and video content throughout the campus  Online Testing  Adaptive Learning and Textbooks  MOOCs  Global Connected Classrooms  Digital Badges “We enable students in France and Austin to meet synchronously during and after class via advanced video conferencing.” - Dave Waldron, CIO of St. Edward’s University
  • ©2014 Extreme Networks, Inc. All rights reserved.  Build The Right Infrastructure  Provide The Right Applications And Services  Transform The IT Organization  Support Institutional Transformation Transformation Road Map Structured approach to align business goals, strategy, and technology to institutional challenges
  • ©2014 Extreme Networks, Inc. All rights reserved. Build The Right Infrastructure • Local and cloud-based servers and storage • Wired and wireless networking • Voice • Network security and access control • Infrastructure for online learning and collaboration • High-speed Internet access • Disaster recovery • Project management capability “Digitizing, providing online education, Georgetown Global, that all has to sit upon a solid modern infrastructure and architecture to be able to run.” - Lisa Davis, CIO of Georgetown
  • ©2014 Extreme Networks, Inc. All rights reserved. Summary Results 1. Infrastructure 2. Security 3. Virtualization 4. Business Transformation 5. Skills Development 6. Mobile 7. New App Dev 8. Cloud, SaaS 9. Big Data 10.Outsourced Services
  • ©2014 Extreme Networks, Inc. All rights reserved. Provide The Right Applications & Services  Back-end applications  ERP, financial systems, human capital management, business intelligence  Administrative tools  Course selection systems for students  Online learning applications  Remote teaching, learning management systems  Collaboration tools  video conferencing, activity streams, instant messaging  Email and other communications tools  Apps for mobile devices and phones “We GPS-enabled the shuttles and wrote an app so you can use your iPhone to see where the college shuttles are in real-time.” - Reed Sheard, CIO of Westmont College
  • ©2014 Extreme Networks, Inc. All rights reserved. Massive Open Online Courses (MOOCs)
  • ©2014 Extreme Networks, Inc. All rights reserved. Massive Open Online Courses (MOOCs) EXT MOOC • 4 Courses • 2000+ Students • 50 Countries • 7 Partnering Universities What is EXT MOOC
  • ©2014 Extreme Networks, Inc. All rights reserved. Transform The IT Organization  Develop a Service-Oriented Culture within IT  Adopt an Efficient IT Organizational Structure  Align IT and the Business  Develop IT Staff Skills “Every IT person can do any project that doesn’t take more than 12 hours. If there is a contra initiative and you need our help, we help you. There is no need for some committee to decide. ” Rob Rennie, CIO of Florida State College at Jacksonville
  • ©2014 Extreme Networks, Inc. All rights reserved.  Facilitate Open Relationships with Stakeholders  Exchange Ideas with Stakeholders  Foster Executive Relationships  Ideally CIO reports to president, dean, or provost  Participate on non-technology committees  Create informal relationships with institutional leaders Drive and Support Transformation & Culture Shift
  • ©2014 Extreme Networks, Inc. All rights reserved.
  • ©2014 Extreme Networks, Inc. All rights reserved.
  • ©2014 Extreme Networks, Inc. All rights reserved. CDO, HARVARD UNIVERSITY PERRY HEWITT Digital should be everyone's job Think from the outside-in Management needs to live digital
  • ©2014 Extreme Networks, Inc. All rights reserved. CIOCaliforniaStateUniversityChannelIslands. MICHAEL BERMAN Marketing understands brand awareness IT helps with analytics, mobile, social media CIO can manage both IT and Marketing
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, UNH JOANNAYOUNG Be open to innovation Take a 460 degree view Social accelerates contribution
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, SETON HILL PHIL KOMARNY Mobile-first is expected Social media is a learning thing You can’t be relevant without being social
  • ©2014 Extreme Networks, Inc. All rights reserved. CIOUniversity of Mississippi Medical Center DAVID CHOU Drive branding with social media Unify missions of edu, research, patient care Keep organization ahead of the megatrends
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, FCC DAVID BRAY Put culture first Create a culture of "intrepreneurs" Opt for agile adoption in phases
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, INTEL KIM STEVENSON No IT projects, only business projects IT should help transform the business Connect to new sources & influential people
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, HP RAMON BAEZ Never deploy something the business isn't ready for Form close relationships with the business units Extend innovation beyond IT
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, DELL ANDI KARABOUTIS IT must proactively welcome ideas from outside of IT CIOs must form an alliance with CMOs Embrace disruptive technologies, like cloud
  • ©2014 Extreme Networks, Inc. All rights reserved. CO-CHAIR, DELOITTE JOHN HAGEL Drive change at the edge of an organization Accept vulnerability as path to earning trust Move to a model of scalable learning
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, NETFLIX MIKE KAIL Focus on cloud wherever possible IT's charter is to improve business efficiency Partner with line-of-business
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, COLORADO KRISTIN RUSSEL Control is an illusion Collaborate to co-create value Innovation is closest to the frontline
  • ©2014 Extreme Networks, Inc. All rights reserved. VP CONTENT, NE PATRIOTS FRED KIRSCH Know your customers IT infrastructure is a business asset Big Data rewards customer engagement
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, US GSA CASEY COLEMAN Go first and stay ahead Focus on user experience Technology for business sake
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO ofADP MIKE CAPONE Responsible for both IT and product dev Guide strategy with peer collaboration Work with CMO on analytics and big data
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO of San Francisco MARC TOUITOU Customer's business requirements are #1 Simplify. Accelerate. Be the Chief Enthusiast Officer
  • ©2014 Extreme Networks, Inc. All rights reserved. CEO, BOX AARON LEVIE Collaborate with the business IT should be the information enabler Pay attention to where customers are going
  • ©2014 Extreme Networks, Inc. All rights reserved. CIO, CELTICS JAY WESSEL Maintain a winning attitude Teamwork across departments Adore what you do. Passion drives excellence
  • ©2014 Extreme Networks, Inc. All rights reserved. CMO, SAP JONATHAN BECHER Be deliberately digital Democratize Business Intelligence Build programs from the audience in
  • ©2014 Extreme Networks, Inc. All rights reserved. GROUP VP, IDC MIKE FAUSCETTE CMO owns the results of Big Data Customer communication platforms CMO chooses the tools, but CIO makes them work
  • ©2014 Extreme Networks, Inc. All rights reserved. GROUP VP, GARTNER MARK P. McDONALD The emerging CDO Technology is bigger than IT 14% of total economy now happens online
  • ©2014 Extreme Networks, Inc. All rights reserved. FOUNDER,ALLTOP.COM GUY KAWASAKI Trust the crowd Social amplifies voice and choice CIOs empower CMOs to focus outwardly
  • ©2014 Extreme Networks, Inc. All rights reserved. Areas where CMOs become frustrated with CIOs CIO understands marketing requirements Marketing employees understand IT IT employees understand marketing programs Want to enable marketing employees to operate data/content, without IT intervention IT development process is slow and not aligned to the speed of digital marketing Strongly Disagree (%) Strongly Agree 2 9 38 38 13 3 13 38 36 10 5 18 32 34 11 6 13 36 33 12 9 14 38 28 11
  • ©2014 Extreme Networks, Inc. All rights reserved. Areas where CIOs become frustrated with CMOs Software service needs careful planning CMO understands company’s IT infrastructure IT employees understand marketing programs Marketing pulls in technologies without consideration for IT standards Marketing understands technology Strongly Disagree (%) Strongly Agree 14 30 40 25 3 6 36 38 17 3 16 31 35 15 15 29 35 14 15 34 33 153 7
  • ©2014 Extreme Networks, Inc. All rights reserved. Marketing Success Factors
  • ©2014 Extreme Networks, Inc. All rights reserved. “The most powerful combination is the CMO and CIO working together with a shared goal to grow the business.”
  • ©2014 Extreme Networks, Inc. All rights reserved. The new extremenetworks.com  Responsive user interface  Adjusts to desktop, mobile and tablets on the fly  Extend your brand experience across the omni-channel Mobile First
  • ©2014 Extreme Networks, Inc. All rights reserved. Building a Community  Contextual intelligence: real-time web personalization  Understand customer’s needs  Engage during moment of research The Social Web
  • ©2014 Extreme Networks, Inc. All rights reserved. “Partner with the CIO organization so that the IT strategy and tactics for the marketing function become shared and unified.”
  • ©2014 Extreme Networks, Inc. All rights reserved.  Understand the science behind marketing and sales  Understand the markets your company servers  Co-champion marketing and sales innovation  Value design, emotion, and customer experience  Connect with people outside of IT and company WHAT CAN CIOs DO TO HELP CMOs
  • ©2014 Extreme Networks, Inc. All rights reserved. WHAT CAN CMOs DO TO HELP CIOs  Trust IT expertise  Promote IT innovation  Increase your technology IQ  Monitor emerging marketing tech trends  Clearly communicate business objectives
  • ©2014 Extreme Networks, Inc. All rights reserved. Thank You @ValaAfshar