5 ways marketing and IT can work better together

Change is our solely fixed today. What makes this period of change so difficult inside organizations is it usually impacts {our relationships} with others. 

The relationship between IT and marketing, particularly marketing knowledge, is one instance affected by fixed change. Here’s how.

A take a look at IT and marketing knowledge’s relationship

Technology is growing exponentially. Emerging tech will expertise a progress of 104% by 2023, in response to Statistica. That progress is in a market representing {hardware}, knowledge facilities and semiconductors that reached $1.4T in 2021.   

Now couple this expertise progress with the ever-changing face of marketing the place expertise is having a profound impression. More marketing duties are being automated requiring fewer individuals. Artificial intelligence dynamically manages buyer responses and requests. Experiential marketing efforts are deploying digital or augmented actuality environments at a staggering tempo and all these modifications have an effect on the info on which marketing is ever extra reliant. 

In this cacophony of exercise, it’s usually tough to see the place the road between IT and marketing needs to be drawn on the subject of knowledge. The fast tempo and altering face of organizations merely imply that marketing and IT should come together to resolve their challenges. 

In this surroundings, there are ways to make sure that marketing acknowledges, develops and maintains a stable working relationship with IT. Here are 5 ways to get began. 

1. Seek first to know

About 78% of IT individuals assume they work collaboratively with marketing. The unhappy information is that solely 58% of entrepreneurs agree that’s the case. This 20% hole permits for a good quantity of disagreement and is usually brought on by a lack of information on each side. 

One of a very powerful first steps in pulling together IT and marketing knowledge is to know the opposite facet. Look at these sensible issues that can be finished to study extra in regards to the different group. 

Dig deeper: What is marketing operations and who’re MOps professionals?

Develop a one-day workshop for marketing and IT that talks by simply the language of the 2 teams. For instance, IT learns the acronyms in marketing (CMS, CTA, PPC, website positioning). And marketing learns IT’s TLA (three-letter acronyms), comparable to OT, DNS, MWB, PGP. These are solely the beginning. Both marketing and IT are very keen on jargon, together with: 


  • CMS – Content administration methods 
  • CTA – Call to motion 
  • PPC – Pay per click on 
  • website positioning – Search engine optimization 


  • OT – Operational expertise 
  • DNS – Doman identify system 
  • MWB – Malwarebytes 
  • PGP – Pretty Good Privacy 

Also, marketing should clarify the processes and instruments that they use to the IT crew, who in flip can clarify how every of the instruments works. This might sound like a waste of time for these already concerned in IT and marketing operations, however usually for the broader audiences, that is new, fascinating data. This additionally offers each groups the chance to show their stars by giving them key spotlights. 

Create an intern program internally between marketing knowledge and IT the place you alternate sources for 1 / 4. This might seem tough, however it can be managed if the exchanges are well-selected from each side. Sometimes choosing a center supervisor is the important thing to this alternate. 

Hold quarterly summits hosted by the CIO and the CMO. In these summits, spotlight what the groups have achieved and how they’re working together. Show off the info and the way it has impacted each organizations. Make positive that each executives attend and they present their collaborative methods by their interactions. Remember, the velocity of the crew is the velocity of its leaders. 

Dig deeper: Driving marketing at scale: People, processes, platforms and applications

2. Don’t duplicate capabilities 

In some organizations that haven’t been functioning nicely, the tendency is to duplicate capabilities. For instance, marketing will create an IT perform to handle knowledge or IT will section their technologists by the realm that they serve, making an IT marketing crew. 

In these instances, marketing typically will argue that not all IT capabilities should be in IT and there are some capabilities comparable to personalization growth that marketing ought to have some management over. And the argument can have advantage.  

However, the groups should be coordinated, particularly associated to knowledge administration. Organizations must have uniform management and governance over all their knowledge and marketing and all different departments must keep away from duplicating the capabilities IT already has.  

If your organization is organized into IT and marketing groups, you will have to start the work of delineating roles and tasks between your marketing knowledge expertise crew and IT. The most vital choices you will have to make are these related to who swims in what lane.  

Marketers ought to do not forget that IT can present a number of worth in growing databases and creating the infrastructure for managing knowledge. IT’s experience is growing databases and managing methods in addition to serving to automate marketing processes and offering triggers for key occasions.  

However, marketing usually should interact new ways of going to market, quicker than their IT crew can reply. Take for instance the rise of podcasts within the market and the info generated from these occasions. Marketing may have that functionality tomorrow and IT may need an issue with constructing it in that timeframe.

This scenario usually results in marketing participating outdoors businesses for the expertise permitting them to maneuver quicker and react to tendencies. But, it might trigger issues when attempting to combine knowledge again into the corporate’s methods.  

If businesses should present new capabilities, make it possible for what they develop is supported by IT and that IT can decide up the upkeep of methods or processes if essential.  

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3. Build processes that permit time and area for collaboration    

This might sound like a easy motion to take however contemplate that every division is doing its finest to maintain up with its personal every day calls for. Building time for collaboration isn’t normally on anybody’s calendar.    

Here are some examples of the way you can create time and area for collaboration:  

Have a Monday morning stand-up session to align marketing and IT. Invite the marketing operations VP and the IT director for a 15-minute assembly to speak about what is going to occur through the week and the actions they’re taking that may have an effect on the opposite crew members.  

Create groups of each IT and marketing which are devoted to a single undertaking. For instance, dedicate two IT knowledge specialists to the crew with two marketing personalization specialists and give them the duty of growing a system for personalizing buyer interactions. Give the crew visibility, spotlight their progress and acknowledge their contributions each with IT and marketing.   

Build collaboration time into your annual planning. This units the tone and tempo for the 2 organizations and helps create environments that genuinely help each organizations. Also, don’t overlook that collaboration actually begins when every crew member feels revered and engaged. The occasional “after work” gathering helps to generate camaraderie. Other little issues make a giant distinction. For instance, my favourite undertaking with IT required two easy issues: A particular undertaking room with a dilapidated sofa and cupcakes each Friday. 

Consider the place every get together performs in your key processes. Your lead administration course of could also be enormously helped by an IT specialist serving to to handle the scoring of every lead guaranteeing that the lead is scored accurately and delivered to probably the most acceptable useful resource to comply with up. IT might catch points with methods that marketing specialists received’t.  

4. Create particular processes and environments for knowledge and analytics and gross sales 

Most usually the duties that fall between IT and marketing are people who take care of knowledge. After all, knowledge is the lifeblood of marketing. IT methods accumulate, safe and handle this lifeblood making marketing extremely depending on some facets of IT. Because knowledge is so vital that is usually the place the place the fissure between IT and marketing is most evident. 

Marketing wants knowledge about its prospects — what they purchase, once they purchase it and which channel they use for purchases. Most probably, this data will not be within the marketing methods that handle emails, occasions and the leads from these actions, however normally in an ERP or CRM system that’s a part of IT’s infrastructure consideration.

Managing these company methods places IT underneath stress to comply with tips just like the Sarbanes–Oxley Act for finance and the California Privacy Protection Act (CPPA) for knowledge safety. 

Although marketing might concentrate on these constraints, their main concern is speaking to prospects and potential prospects product data as clearly and quickly as doable. This distinction in strategy to knowledge has brought on many marketing organizations to construct their very own knowledge sources on the expense of tens of millions of {dollars}.   

Because of this distinction in working mannequin, some corporations have discovered it useful to arrange a chief knowledge workplace. This workplace is usually run by an expert that understands knowledge and its utilization. Although they could report back to the chief data workplace, it most likely has autonomy over the info that flows by methods for all capabilities within the group.  

Increasingly, we’re seeing this knowledge perform, coupled with analytics, as a serious drive in driving company progress. The finest follow is to additionally embrace a marketing focus within the knowledge workplace. This offers marketing the potential to make use of a bunch of company knowledge and gives a structured IT functionality.   

One of the areas that may nonetheless require marketing and IT collaboration is the acquisition of knowledge to complement and complement the company dataset. IT, accountable for the infrastructure, could have considerations about coming into knowledge from different sources into their methods. Marketing wants this functionality to broaden their understanding of their current clientele in addition to prospects. Having this perform managed by an information workplace is vital for each IT and marketing. 

Dig deeper: Why we care about data-driven marketing

5. Develop and handle joint objectives and KPIs

We all know that we handle what we measure. But measurement for IT and marketing is usually fairly totally different and can end in misalignment between the organizations. 

Take, for instance, the measurements for lead administration. IT metrics will contemplate how quickly the leads are moved from one stage of the cycle to a different. Although marketing will need that data as nicely, they will even must know the standing of the lead when it makes that transfer. 

IT can be involved with the methods managing leads and how they function — their uptime, their throughput and their availability to customers. Although marketing will recognize these metrics, they’ll need further details about lead high quality, lead acceptance and lead potential worth. 

Working together, IT and marketing can develop the appropriate metrics to assist handle every course of. Developing a joint scorecard helps each groups better perceive their impression on the opposite. 

Dig deeper: How to get probably the most worth out of your marketing metrics

IT and marketing work better together

IT and marketing are two fairly totally different disciplines every shifting at a special tempo throughout the group. 

Marketing’s job is to make use of knowledge to continually take a look at new messages and concepts with prospects — utilizing that data in communications each internally and externally. 

IT has structured ideas and processes that they have to stay by to offer the constant, high-performing infrastructure that an organization wants. 

Both departments profit from one another and together can be the powerhouse that generates progress for an organization. 

Opinions expressed on this article are these of the visitor creator and not essentially MarTech. Staff authors are listed right here.

About The Author


Theresa Kushner is obsessed with knowledge evaluation and the way it will get utilized to at this time’s enterprise challenges. For over 25 years she has led corporations – like IBM, Cisco Systems, VMware, Dell/EMC – in recognizing, managing, and utilizing the knowledge or knowledge that has exploded exponentially. Using her experience in journalism, she co-authored two books on knowledge and its use in enterprise: Managing Your Business Data: From Chaos to Confidence (with Maria Villar) and B2B Data-Driven Marketing: Sources, Uses, Results
(with Ruth Stevens). Today, because the Data and Analytics follow lead for NTT DATA, Theresa continues to assist corporations – and their marketing departments — achieve worth from knowledge and data.