Business Improvement and Social media

Doing so requires a greater focus from across and within the marketing organization, along with dedicated ownership, accountability and governance. Why? Think about a typical b-to-b organization’s focus on sales enablement. Is marketing enablement somehow less important? Of course not. The problem is that it just doesn’t exist today, and the CMO can’t do it alone. Just as the sales enablement discipline has evolved into a dedicated function ensuring that the sales team has the necessary skills and training, tools, processes, and programs, so too must marketing enablement. This new function will finally allow the CMO to make sure the b-to-b marketing team is at the top of its game every day. After all, change is the only constant.

Via Marteq

If marketing uses on average between two and seven technologies, that’s a full-time job for any technologist to deal with. And let’s remember something; many of these technologies don’t require a developer or IT person to set up or work with. Many are cloud-based. So the marketing technologist doesn’t really have to be tech-savvy – they have to be configuration savvy. There’s a big difference between the two.

The CMO might be involved in leading digital business transformation, along with the CIO and possibly the CMTO (if there is one), but the marketing technologist who spends his or her time working on getting that martech stack to work? She’s not going to play a key role.

The role of the marketing technologist will live on, but it will evolve and I think will split into two levels. Most will slide into the bottom level where they will focus on managing the martech stack because they won’t have the time, experience or ability to master the triad of skills required for a senior position that knows how to drive forward a transformation strategy.

Via Marteq