5. Somewhat important – it contributes to our business success
Extremely important – it is a core differentiator for us
Neutral – many factors shape our business success
Somewhat unimportant – other factors play a more significant role
Not at all important – agility is not a relevant business criteria for our business
How important is agility to your organization’s overall business success?
6. Improving process efficiency (e.g. change management, outsourcing, automation, standardization)
Improving knowledge management and information sharing processes
Encouraging (and extending) collaboration across the business and beyond
Scenario planning and preparing for market changes
Increasing overall employee productivity
Creating cross-functional teams
What do you believe are your organization’s priorities in improving agility?
7. Rapid decision-making and execution
A high performance culture
The ability to access the right information at the right time
Accountability and credibility
Flexible management of teams and human resources
What are the critical traits of an agile business? (Select up to 3)
8. Customer Relationship Management (CRM)
Content analytics and mining software to identify, manage and leverage knowledge assets
Content management systems
IP-based communication systems
Web 2.0 for easier communications and collaboration
Which technologies will be most helpful in making your organization more agile in the next three years?
Technology and Agility
9. Decision-making can take too long
Conflicting goals/priorities of different departments
Necessary information resides in silos
Culture is risk-adverse and slow to adopt innovation
IT infrastructure is inflexible and inconsistent across the company
Lack of understanding of intellectual capital and knowledge assets
What are the main obstacles to increasing agility in your organization?
Business processes are not aligned with business objectives
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Marketing Operations Partners
Marketing Operations Future
Center your business on customers as the key to growth: accountability, alignment & agility
In reality, most companies struggle to get past the MO 1.0 stage because people aren’t equipped with the tools and resources they need to optimally learn, grow and evolve. To address this gap, leaders in more mature Marketing Operations organizations have begun to incorporate skill-building, career-pathing, and competency and professional development initiatives, into their plans.
Besides the big-picture, holistic framework, the second area the Future Forum really excels at is helping individuals and organizations bridge learning and competency gaps. While other self-help and discovery resources cater to prolific readers (white papers, reports), debaters (Q & A forums like Focus and Quora) and watchers (one-way presentations via PPT, webcasts or video), the Future Forum appeals to every learning style, even individuals who prefer a hands-on experience that stimulates multiple senses. This is an important part of socializing proposed marketing change initiatives at all levels across a company, and spurring buy-in and follow-through. The Future Forum’s experiential, multi-sensory discovery environment enables marketers to move from merely understanding a new concept or insight to actually absorbing – or internalizing – it, then applying it immediately to practical need, adopting new ways of thinking and doing, and achieving new levels of effectiveness.
The Future Forum is based on 6 Marketing Operations Centers of Excellence that promote greater marketing agility, alignment and accountability, and ultimately continuous marketing effectiveness:
Buying process acceleration involves aligning with customers, sales and across campaigns while optimizing close ratios.
Strategy execution integrates shared vision and planning with stakeholder alignment and marketing governance.
Marketing scalability addresses competency development, processes, automation and best practices replication.
Return on marketing comprises performance management, predictable, actionable metrics, prioritizing strategies and holistic dashboards.
Business intelligence includes data integration, predicative analytics, organizational learning and knowledge management.
Customer profitability spurs customer lifetime value, living the brand promise, enterprise-wide alignment to customers and customer experience innovation.
The Future Forum enables executives to explore these MO centers of excellence through a common language, integrating models and frameworks, and a certification path that promotes both individual and team competency and enterprise-wide socialization and buy-in.
A framework helps provide focus and is instrumental to socialize new concepts, such as Marketing Operations. Marketing Operations Partners’ Best Practice framework provides a clear vision of what Marketing Operations can be and how it can most optimally contribute to achieving enterprise objectives. The model starts with enterprise strategy to which marketing strategy must be aligned. From strategy comes guidance, including business intelligence/knowledge, vision, mission, values, charter, norms, policies, procedures, best practices and so on. Guidance is key to developing process, from which metrics can be developed. Everything is supported by technology. Process, technology and metrics comprise the infrastructure management components while strategy and guidance enable alignment of the ecosystem in which MO operates.