The document discusses the challenges and strategies for scaling marketing operations in 2022, focusing on the importance of addressing organizational barriers and improving martech utilization. It highlights key factors impeding transformation, such as skill gaps, inefficient processes, and governance issues, while suggesting a maturity model for assessing readiness. Top tips include evaluating current maturity levels, clarifying roles, and optimizing organizational structures.

1. © 2021 Merkle, Inc. All Rights Reserved. Confidential.
Center of Excellence
Tips to Scale your MOps in 2022
November 10, 2021, 2:00 PM ET
Michael Turner | Senior Director, Marketing Strategy - Merkle
Ryan Vong | CEO & Founder - Digital Pi
Jeff Coveney |CMO - Digital Pi

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4. 4
Automation platforms like Marketo Engage
offer tremendous advantages to marketers.
But there’s a big challenge holding many companies back…

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The MarTech landscape is in a constant state of change, becoming larger and
more complex every year (>5000% growth in past 10 years).
It moves very quickly.
Chiefmartech.com Marketing Technology Landscape April 2020

6. Yet many businesses are mired in organizational and operational complexity,
holding them back from realizing the full benefits of their MarTech investments.
They move too slowly.

7. 7
While technology typically garners the bulk of an enterprise’s attention,
it’s organizational barriers that are often the biggest hindrances to success
Source: Merkle Transformation Research, n=250 U.S. Fortune 500 marketing executives
29%
27%
14% 14%
9%
Lack of
organizational
adoption
Scope was too
ambitious
Lack of executive
alignment
Poor project
management
Tech did not
perform as
anticipated
Why MarTech Initiatives Fail

8. 8
Companies lack the right skillsets, the right cultures, the ability to move as
fast as MarTech…
26%
22%
19%
17%
16%
Legacy technology Skillset gaps Rapid pace of
change
Company culture Siloed data
Top Challenges Impeding Transformation Efforts
Source: Merkle,The State of Customer Experience Transformation, 2021

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Conversely, when companies address organizational readiness, they’re far
more successful in their technology initiatives
43%
45%
40%
13%
18%
21%
Re-aligns incentives to the objective
of the initiative
Adjusts and adapts processes Adjusts and adapts work groups or
org structure
Impact of Organizational Readiness on Transformation Success
Initiative a Success Initiative Not a Success
Source: Merkle Transformation Research, n=250 U.S. Fortune 500 marketing executives

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The issues impeding full realization of MarTech benefits typically boil
down to three basic things
PEOPLE
Who’s Doing the Work?
Insufficient Resources or Teams
Missing Skillsets
Unclear Roles & Responsibilities
PROCESS
How is the Work Done?
Inefficient Workflows
Missing or Undefined Processes
Absent Collaboration Methods
GOVERNANCE
What Work is Done?
Fragmented Strategy
Conflicting Priorities and Incentives
Insufficient Leadership Support

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Business Readiness
MarTech
Maturity
Successful companies
strike a balance
between their MarTech
maturity and their
readiness to adapt
Under-realized
(inadequate activation of vision)
Business vision and organization are ahead of the tech,
requiring stronger enablement
Over-invested
(poor return on capital)
Tech maturity is ahead of the business, requiring
organizational change

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Where to begin?

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Utilize a maturity model to assess where you are
today, and where you need to go
CAPABILITY

14. 14
Need to progress in areas related to People?
PEOPLE
Who’s Doing the Work?
• Identify resource gaps & evaluate solutions to fill
• Assess team skillsets against needs and
address via training or new hires
• Establish clear roles and responsibilities across
teams, utilizing a simple RACI model or detailed
matrix

15. 15
Operational and technical responsibilities matrix for demand gen
Planning Insight Enablement Execution Infrastructure
Product Program Measurement Analytics Process Skills Governance Design Build Develop Test Data Technology
Product
Strategy
Program
Strategy
Executive
Summaries
Prescriptive
Analytics
Lead
Management
Best Practices
& Innovation
Program
Governance
Audience
Management
Lead
Acquisition
Platform
Architecture
Integration
Testing
Data Strategy
Technology
Strategy
Product
Management
Campaign
Planning
Audience
Measurement
Attribution Test & Learn
End User
Support
Technology
Governance
Cross-Platform
UX
Lead Scoring
Platform
Configuration
End-to-End
Testing
Identity
Management
Technology
Roadmap
Product
Roadmap
KPI Definition
Program
Measurement
Predictive
Analytics
Process
Optimization
Onboarding &
Training
Privacy &
Compliance
Functional
Design
Tagging /
Tokens
Non-Native
Integrations
UAT
Data
Management
Technology
Evaluation
Request
Prioritization
Requirement /
POC Def.
Campaign
Measurement
Diagnostic
Analytics
Change
Management
Regional
Rollout
Data Mapping
Pixel
Management
Native
Integrations
QA Data Schema
Technology
Selection
Request Intake
Use Case
Creation
Tactic
Measurement
Descriptive
Analytics
User Roles &
Access Rights
Technical
Design
Forms
Compliance
Changes
A/B Testing
Data
Enrichment
Configuration
& Deployment
Liaison to BU
Stakeholders
Adoption &
Use
Creative
Development
Landing Pages CSS
Platform
Upgrades
Partner
Relationships
Folder
Governance
Content Perso.
Email
Templates
Cookie
Management
Monitoring &
Alerts
Vendor
Management
Scripts
MARKETING PERSPECTIVE TECHNICAL PERSPECTIVE

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Operational and technical responsibilities matrix for demand gen
Planning Insight Enablement Execution Infrastructure
Product Program Measurement Analytics Process Skills Governance Design Build Develop Test Data Technology
Product
Strategy
Program
Strategy
Executive
Summaries
Prescriptive
Analytics
Lead
Management
Best Practices
& Innovation
Program
Governance
Audience
Management
Lead
Acquisition
Platform
Architecture
Integration
Testing
Data Strategy
Technology
Strategy
Product
Management
Campaign
Planning
Audience
Measurement
Attribution Test & Learn
End User
Support
Technology
Governance
Cross-Platform
UX
Lead Scoring
Platform
Configuration
End-to-End
Testing
Identity
Management
Technology
Roadmap
Product
Roadmap
KPI Definition
Program
Measurement
Predictive
Analytics
Process
Optimization
Onboarding &
Training
Privacy &
Compliance
Functional
Design
Tagging /
Tokens
Non-Native
Integrations
UAT
Data
Management
Technology
Evaluation
Request
Prioritization
Requirement /
POC Def.
Campaign
Measurement
Diagnostic
Analytics
Change
Management
Regional
Rollout
Data Mapping
Pixel
Management
Native
Integrations
QA Data Schema
Technology
Selection
Request Intake
Use Case
Creation
Tactic
Measurement
Descriptive
Analytics
User Roles &
Access Rights
Technical
Design
Forms
Compliance
Changes
A/B Testing
Data
Enrichment
Configuration
& Deployment
Liaison to BU
Stakeholders
Adoption &
Use
Creative
Development
Landing Pages CSS
Platform
Upgrades
Partner
Relationships
Folder
Governance
Content Perso.
Email
Templates
Cookie
Management
Monitoring &
Alerts
Vendor
Management
Scripts
MARKETING PERSPECTIVE TECHNICAL PERSPECTIVE
MOPS LED IT LED
COLLABORATIVE

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Need to progress in areas related to Process?
Process
How is the Work Done?
• Assess current workflows to identify
inefficiencies and opportunities for improved
collaboration
• Map out enhanced processes through
functional flowcharts and/or process maps
detailing inputs, activities, outputs and involved
roles

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Future state process map - example
Channel & Campaign Planning
Activities Stakeholders across relevant marketing
channels, Analytics and Marketing
Operations are briefed on the journey
design, test plan, campaign requirements
and development timeline. Resources
are identified and prioritized for journey
development and execution.
Based on outputs from the Journey
Design Document, the Marketing
Manager prepares audience and journey
orchestration requirements and submits
to Marketing Operations for
development.
Based on the Journey Design Document
and Content Matrix, an integrated
Creative Brief is written to direct creative
execution for all journey elements and
personalized assets across channels.
Based on the Journey Design Document
and working within the constraints of the
channel programming strategy, individual
Campaign Requirements Docs are
written detailing targeting criteria,
versioning requirements, etc., and are
submitted to Marketing Operations for
campaign development.
Inputs Measurement and Test Plan
Journey Design Document
Content Matrix
Journey Design Document
Measurement and Test Plan
Test Brief
Journey Design Document
Content Matrix
Segment Profiles
Journey Design Document
Measurement and Test Plan
Test Brief
Outputs Test Brief
Project Plan
Updated Campaign Calendars
Reprioritized Channel Backlogs
Audience & Journey Requirements
Campaign Request
Dashboard Request
Creative Brief Campaign Requirements Documents
Campaign Request
Responsible Journey Manager Marketing Manager Marketing Manager Marketing Manager
Accountable Marketing Director Marketing Director Marketing Director Marketing Director
Consulted Channel Owners
Analytics Lead
Marketing Operations
Journey Manager
Creative Team Marketing Operations
Informed Marketing Operations Analytics Lead Channel Managers Channel Managers
2.1 Cross Channel
Alignment
2.2 Audience &
Orchestration Planning
2.3 Content & Creative
Planning
Use case development is initiated, resources are identified, timelines are established, and requirements are prepared for audience and journey
development, campaign development, and creative execution.
2.4 Campaign
Planning
5-8 days 5-8 days 8-10 days 5-8 days
RACI

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Need to progress in areas related to Governance?
Governance
What Work is Done?
• Establish clear ownership and process around
demand gen product strategy
• Consider advantages of Federated, Hybrid,
Centralized or COE organization models
• Drive cross-team alignment to shared KPIs,
and establish a uniform approach to project
prioritization

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Common marketing organization models
Centralized Structure
Marketing functions largely managed by single,
centralized group:
» Central group is responsible for strategy and
execution
» BUs provide input to go-to-market strategy
» Central group may be accountable to BUs for cost
and results
» BETTER FOR SMALLER COMPANIES; CAN
IMPEDE AGILITY IN LARGER SETTINGS
Hybrid Structure
Marketing functions split between central group and
Business Units:
» Central group manages areas that benefit from scale
and consolidated expertise
» Business Units manage BU-specific strategy
development and marketing execution
» Shared accountability
» IMPROVES CONSISTENCY BUT CAN LEAD TO
CONFLICTING PRIORITIES
Federated Structure
Marketing functions largely managed at the Business
Unit level, with limited or no centralized capabilities or
decision making:
» BUs operate independently, with limited
centralization
» Go-to-market strategy largely owned by BUs
» BUs fully in control of execution and accountable for
results
» GOOD FOR AGILITY BUT PROMOTES
INCONSISTENCY
Centralized expertise and resources focused on developing capabilities and advancing maturity:
» Drives consistency, standardization, enables cross-functional best practices
» Pushes capabilities forward, while empowering distributed execution teams
» Prescribes global procedures and best practices for localization by regional teams
» PROMOTES IMPROVED PRACTICES BUT SUCCESS DEPENDS ON STRONG GOVERNANCE
Center of
Excellence

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Your top tips for 2022
1. Assess your current level of maturity, using our maturity model or your own.
2. Determine if you’re over-invested (org behind tech) or under-realized (tech behind org).
3. Create a responsibilities matrix and ensure that MOps and dev responsibilities are clearly defined
across teams.
4. Assess your MOps process, address gaps and inefficiencies.
5. Look at your org model to determine if it’s the best fit for your needs; consider whether a COE is
right for you.

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Questions?

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Keep the conversation going!
Hello@digitalpi.com