Most Marketing leaders understand how important a good relationship with their CIO is, but how do you get there?  During the CMO ClubHouse at Cannes, Carol Chen, Global Lubricants Marketing VP at Shell, Nancy Kramer, Chief Evangelist at IBM iX and Laurent Larguinat, Senior Director, Mars Marketing Lab share their experiences for the best CMO CIO partnerships.

Key Takeaways

  • it’s impossible to accomplish goals without engagement with the CIO.
  • In previous worlds, the CIO and CMO didn’t even know each other’s name.
  • When marketing and technology get together, it becomes more about creating new business.
  • As a typical marketing leader, you want to drive the value fast. This creates additional cost for IT. It’s not about whether you buy or build something, but the CIO organization are very proud about building things. The ultimate shared goal is to unlock business value fast.
  • You need to work through the tension to get to the common goal.
  • The CMO is measured by growth and change, whereas the CIO is measured by, “does it stay up and does the system work?”
  • The CIO wants to control as much as possible to achieve measurement goals. It’s a challenge to get the keys turned over to the CMO. Without handing over the keys, you can’t work as efficiently.
  • Up until recently, technology was about keeping the lights on. There wasn’t any conversation. The tension exists now because it’s a new relationship. Technology plays a very different role now.
  • The tension between the CO and CIO can be healthy.We can challenge the system on both sides to unlock value.
  • Great CMOs work to engage in a relationship with the CIO, even when they don’t need anything. The CIO community is pleasantly wanting to help.
  • Good CMOs engage external counsel to understand which questions to ask.
  • It’s essential to have a foundation and connection between the CMO and CIO. Making small investments of our time works.
  • We’ve been working with a customer to build a new platform. We had the ability build a trusted relationship with the CIO which enabled us to engage both him and the CMO on a project. This trust enabled us to get him to a comfortable place, so he could turn over the company’s secret assets to create that platform. The result of the engagement was 52% of customers who accessed the platform purchased within two weeks.
  • We now measure our people the same and provide them with the same incentives. This creates a “skin in the game” attitude.
  • Align the value on top and cascade that down through your organization.
  • Put everyone in a room and make it happen!