Marketing transformation: the importance of culture, leadership and talent
This first article in this series on marketing transformation, published a few weeks ago, covered the importance of data for effecting marketing transformation, while the third installment, soon to be published, will draw everything to a close by discussing what technology can bring to this process.
This second article will focus on three aspects: culture, leadership and talent. As early as 2010, in Analytics: The New Path to Value published in the MIT Sloan Review, Steve Lavalle and Michael S. Hopkins listed what was in their estimation the three biggest obstacles to the adoption of analytics within organizations:
- a lack of understanding of the way analytics should be used to improve a company’s business performance;
- a lack of focus on the part of management due to multiple, divergent priorities; and
- an internal lack of skills.
Unfortunately, after almost twelve years, these three organizational barriers continue to hinder the success of analytics projects. Thomas H. Davenport wrote two popular books in which he discussed the level of organizations’ analytics maturity using his DELTA model (Data, Enterprise, Leadership, Targets, Analysts), to which he added two other “TA” elements (Technology, Analytical techniques). Table 1, taken from his book Competing on Analytics: The New Science of Winning, Updated, with a New Introduction, illustrates the key aptitudes needed to be successful in your analytics initiatives.
Leaders in marketing (since we are speaking here specifically about transforming the function of marketing) have a tendency to concentrate on data and technology. But you still need to integrate other aspects into your thinking in order to ensure that analytics are supporting your marketing functions in an integrated way. Personally, after many years spent in analytics, I still believe that the elements of the DELTA model reside at the heart of transforming data into a valuable asset for an organization.
The biggest challenge for organizations is acquiring and keeping these kinds of professionals. You must also promote the development of an environment in which these individuals can continue to learn, flourish and increase their skills.
This concludes the culture, talent and leadership section. The next article will focus on technology that supports data-led marketing transformation.