Vos équipes marketing et informatiques s’affrontent à propos d’un outil technologique. Comment allez-vous trouver un terrain d’entente ?

It is a very common problem for companies. The IT team is very bullish about the tech tools, as they know the industry trends and think that these tools solve the problems. Although they are not intentionally wrong, it is important to understand both teams' perspectives and whether the tech tool is solving the core business problem—whether it is increasing productivity and efficiency or decreasing efforts and time. In such cases, we should consider the user perspective—in this case, the marketing team—because they are the SMEs (subject matter experts) as well as the end users of that tech tool. The success factor of the tech tool will be determined by their acceptance & usability.

Bridging the Gap Between Marketing and IT Over Tech Tools In today’s digital landscape, collaboration between marketing and IT is crucial, yet these teams often clash when it comes to choosing tech tools. Marketing teams seek agile, user-friendly tools to accelerate campaigns, while IT prioritizes security, scalability, and integration with existing systems. Finding common ground requires understanding and empathy.

By experience, choosing a tech tool within an enterprise should be based on how well it aligns with the company's strategic goals. Demonstrating how a specific tool can enhance operational efficiency or drive innovation helps both IT and marketing teams see the broader business benefits. This approach facilitates a unified perspective, making it easier to select a tool that not only meets departmental needs but also contributes significantly to the company's overall growth and efficiency.

Un outil n'a de sens que s'il remplit une fonction dans l'entreprise et qu'il puisse être utilisé, déployé, maintenu dans de bonnes conditions. Cela passe donc par un étude du besoin de manière précise, en tenant compte de l'ensemble des dimensions à court terme , moyen terme et long terme.

Busque entender os pontos de fricção entre essas duas áreas e porque isso é uma questão. Olhe com empatia e vise compreender a agenda por traz de cada um dos stakeholders (você nem sempre tem a informação e o cenário completo). Busque ouvir a ambos com um viés de conectar a situação com uma solução de fato; inclusive, tente extrair das conversas com ambos qual solução seria, ate para tentar chegar em um solo comum entre ambos

One of the initial approaches to bridging the rift between marketing and IT teams surrounding a tech tool is to be well-informed about each team's wants and issues. Marketing, for example, could rate attributes like customer engagement and data analysis first, whereas the IT team may tend to address security and system integration issues. Nominate similar needs and potential disagreements, and then figure out the way to compromise by finding the tool which corresponds to the top priorities of both sides. The current collaboration this tool is supporting and if it is possible compels a pilot to be implemented so that the tool is user friendly and at the same time satisfies the project.

Imagine this: Your marketing team is convinced that Tool A will revolutionize your campaigns, while IT swears by Tool B's robust security features. How do you bridge this gap? Start with an open dialogue. "Let's bring everyone to the table," says a report by McKinsey, which found that companies fostering open communication were 4.5 times more likely to outperform their peers in employee engagement metrics. Encouraging transparency and active listening can help both sides understand each other’s needs and constraints.

It's always challenging when different teams have different perspectives on tech tools. In this case, collaboration and communication is necessary to fully understand the views and mindset from both the marketing and tech perspectives It's okay to disagree and in some cases, that can lead to innovation in finding a solution or common ground.

Now that everyone’s talking, it’s time to find some middle ground. According to a study by Harvard Business Review, successful negotiation involves a give-and-take approach where both parties make concessions. For instance, if Marketing needs a user-friendly interface but IT insists on stringent security, perhaps a tool that meets halfway with customizable security settings could be the solution. This compromise not only satisfies both teams but also fosters a culture of collaboration and flexibility.

I tend to use the term "trials" rather than pilots especially in K12 settings. When running Trials, we have specific indicators and objectives that are conveyed and measured. This gives a better sense of purpose to those involved, especially students, parents and faculty. The data and feedback can now be reviewed and applied to further steps for implementation and integration.

Before committing to a full-scale rollout, suggest a pilot test. Gartner research indicates that pilot programs can reduce implementation risks by 30%. By running a short-term trial, both teams can see the tool in action, gather data, and make an informed decision based on real-world performance rather than hypothetical debates. For example, if Marketing's Tool A integrates seamlessly with existing campaigns during the pilot but struggles with IT's security protocols, these insights will be invaluable for the final decision.

Many businesses encourage innovation and different ways of thinking across the organization, but this can sometimes lead to confusion about who owns what. Successful companies often solve this by setting up a clear decision-making framework. In this setup, the business side handles responsibilities like budgets and ensuring things fit with the company’s return on capital invested, while IT takes charge of technology decisions, such as evaluating and implementing new tech, as well as managing data and security. This approach works well in situations where the business wants to introduce something unique, allowing both the business and IT teams to collaborate effectively and create a win-win outcome.

Implement a structured decision framework to guide the choice. According to Bain & Company, decision frameworks increase decision-making efficiency by up to 40%. This framework should include criteria like cost, usability, security, scalability, and ROI. By scoring each tool against these criteria, you can objectively assess which option best meets the company's overall needs.

Be it Tech or Marketing, or any other functional department, ultimate goal should be inline with Organisational strategy. Departmental need to wear hats based on short term goals & long term vision. Hygiene criteria such as budget constraints, technical feasibility, user-friendliness & return on investment are easy to map. Tech will drive to ensure resiliency & recovery from failures factors, while Marketing will drive time to market & customer success. A structured approach that ensures to serve company's best interest will need a structured pre-agreed framework . Situational awareness of organisation risk appetite & marketing dynamics will help make decision making smoothly & establish a clear framework that departments can follow.