Results from CEB’s recent Digital Marketing Capabilities Survey show that on average, marketers need to deploy new digital marketing capabilities within 6 months of their initial pilot. Unfortunately, at many organizations, IT’s processes for assessing and managing the risks of new technologies slow things down. So it’s no wonder then that many marketers are willing to own technology projects regardless of the risk. We spoke with the CIO of a leading software company who helped marketers assess possible risks quickly, enabling them to accelerate the delivery of new digital capabilities.
We’ve written a lot about best practices – that’s our business, after all – but what about the worst practices?
Implicit within those best practices is the idea that there are failure paths that should be avoided as we react to these shifts. Here are the 10 that we see most frequently—a checklist for behaviors your teams should avoid with emerging technology deployment.
Free gifts, free gift cards, and freebie bonuses – only few of these will appear on smartphones during the holiday season this year. Marketers have been planning for months around the next few weeks, devising strategies for taking advantage of new and emerging digital channels. CEB data shows that while doing so, most of them didn’t plan to make use of advanced mobile capabilities such as mobile coupons or loyalty cards. And despite the increasing number of consumers playing web-based games and games on mobile devices, marketers are yet to see value in gaming for marketing purposes. In fact, most marketers are not at all interested in using digital marketing this year to build brand awareness or drive purchase intent. They are primarily interested in digital marketing capabilities to cut marketing costs. Read More »
IT has rarely been considered a risk-taker. On the contrary, IT is rewarded for its ability to keep the business running. Reliability is built into IT’s KPIs and, historically, it’s how IT has earned its keep. However, in the new landscape, traditional IT is becoming a commodity and simply being reliable is not enough. IT will need to re-think its approach to risk if it has any hope of meeting business partner demands to help enable employee productivity through technology.
The IT capital allocation process shortchanges important priorities and diverts money to lower value opportunities. This is the argument made in the cover article of CEB’s new IT Quarterly. So as you put the finishing touches to your 2014 plan and budget, here is a checklist to ensure you are allocating capital to the most promising areas.
1. Are Some Stakeholders Disappointed?
The answer should be yes. Spreading money around to keep everyone happy will result in lower returns overall. IT budgets should set priorities and place bets. Not everyone is treated equally and some initiatives are funded at the expense of others. The trick is to use a transparent framework such as business capabilities to decide which investments link mostly closely to the company’s strategic goals. Read More »
Enterprises have offered Bring-Your-Own-Device as an option for a while, but employee’s preferences and vendor’s fortunes are constantly changing, making planning a pain point for even the largest and most progressive organizations. However, as Android and iOS continue to rise in popularity with employees—and subsequently become more stable bets in the marketplace—BYOD could become the default posture for most companies, rather than an option.
And that shift is already starting to occur. Throughout our CIO meeting series this year, BYOD strategies invariably came up as a point of frustration for our members, with many of them citing the same concerns. Each of those BYOD concerns is real; they need to be tackled carefully and thoughtfully. None of them, however, need to derail greater use of BYOD.
Organizations consistently strive for the right balance between cost efficiency and new investments, and often err on the side of efficiency. However, the realities of the new work environment require a 20% increase in employee productivity to achieve business objectives. Two thirds of employees are dissatisfied with the productivity tools available to them. Of course, addressing this situation requires additional investments that will put tremendous pressure on already constrained IT budgets. The typical approach is to “self-fund” by moving money around within the budget, but CEB’s recent IT budget benchmarking results show that CIOs can only shift about 5% of project spend to productivity-related investments without increasing the overall spend. The implication is clear –IT needs new sources of investments.
Looking beyond IT-controlled technology budgets can help CIOs find the resources to fund new initiatives. One promising, but often overlooked, source of additional funding is business-sourced IT (or shadow IT).
Program management is quickly becoming a way of life for many PMOs. In fact, since 2010, the percentage of total project portfolio spending managed as part of a program has risen by 66%. With PMOs seeking greater visibility into project work happening beyond their immediate reach in distributed delivery organizations or led by business partners, and searching for a mechanism to ensure that project investments better target the organization’s strategic priorities, PMOs are embracing program management. However, many PMOs lack a structured approach to managing programs, putting a significant chunk of the enterprise’s investment portfolio at risk.
With all the changes in the work environment that we have been talking about for the past year, Security functions are increasingly going back to basics and rethinking the kind of function they’d like to be. Though all Security functions drive toward the same goal of information protection, there are certainly large differences in how each function is organized to do so. One of the key questions to answer is regarding the activities and responsibilities that your Security function should own. Is your function’s current range of activity ownership the most appropriate one? How does the organizational design of your function compare with those in other organizations?
We have spent a lot of time thinking through these questions and speaking to you about them. Our research indicates that, while there is no single “right” answer, there are a few themes to consider.
The Twitter IPO put a multi-billion dollar value on short, to-the-point communications. The popularity of tweets is part of a broader trend as increasingly people are conditioned to scan countless sources of information for small insights, rather than read lengthy communications in-depth.
This is bad news for IT and other corporate functions that have a reputation for opaque, verbose or overly-technical communications. So in 140 characters or less*, here are ten IT messages that would benefit from brevity. Read More »