What Economists Know That Managers Don’t (and Vice Versa)

Why did Jean Tirole win the Nobel Prize in Economics? Not for the highly-regarded work on competition between small numbers of firms with which his career began more than thirty years ago but for more recent work on how carefully structured regulation can improve performance relative to unbridled market forces. This is a reminder that serious students of market performance take market failures seriously.

But what many economists generally gloss over is a notion that I will argue is highly complementary to market failures: management failures. For policy-making purposes economists assume that all businesses act rationally in the pursuit of profits. The possibility that that might not be the case is generally ignored, or even when mentioned, quickly finessed. Read more

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What Makes Someone an Engaging Leader

“How can we have the highest profitability in five years and still have gaps in employee engagement?” asks an executive at a large industrial products company. The reality is that the two don’t necessarily go together. This management team, like many others, has fought to increase profitability through business transformation, restructuring, and cost-cutting, without devoting much thought to keeping employees engaged and connected. As a result, the company may find it hard to sustain the gains, much less drive future growth. Organizational agility, innovation, and growth are really difficult without engaged employees.

The research team at AON Hewitt has made it a priority to understand what is going on in enterprises where both financial performance and employee engagement levels are soaring. Our ongoing study of the companies we’ve labeled Aon Hewitt Best Employers – firms that achieve both top quartile engagement levels and better business results than their peers – finds that they do have something in common. It’s the prevalence of a certain kind of leader, not just at the top, but throughout the ranks of the organization. These individuals – we call them engaging leaders – are distinguished by a certain set of characteristics.

What do these leaders of highly engaged teams have in common? Through extensive interviews we learned that they tend to have had early stretch experiences that shaped them; tend to share a set of beliefs about leading; and tend to exhibit certain behaviors that help to engage those around them.

Formative early experiences. Engaging leaders don’t just start out this way. “I started in the call center,” a CEO from a financial services business unit told us. “I know what it’s like and I still like to go sit with agents and listen.” We often heard in our interviews, as Warren Bennis and Bob Thomas did in their crucibles of leadership research, about early experiences that leaders felt had shaped them. They were not always of the unpleasant, mettle-testing sort; sometimes the person had a caring, attentive mentor; a stretch assignment that “chose the leader” instead of the leader’s choosing it; an assignment that required them to win over people who used to be their peers. The common thread is the reflection on the early experience that allows a leader to learn something, and gain self-confidence, humility, and empathy.

Guiding beliefs. Underneath an engaging leader’s behaviors are a powerful set of beliefs. They feel it is their responsibility to serve their followers, especially in times of crisis and change.  Many expressed core beliefs about the importance of personal connection. For example, a CEO of a beverage company, asked to name the most important responsibility of a leader, said it was “to create the emotional bond between our people and the organization.” Another CEO declared that “Leadership is a contact sport.” When we talked to a leader in an engineering department about why he thought he was regarded as an engaging leader, his thoughtfulness about human relationships came through. “People won’t remember what I did,” he said, “but they will remember how I made them feel.”

Engaging behaviors. We also noted a set of common behaviors, no doubt driven by the beliefs we’ve just been discussing, and clustering around five themes.  Engaging leaders step up, opting to proactively own solutions where others cannot or do not. They energize others, keeping people focused on purpose and vision with contagious positivity. They connect and stabilize groups by listening, staying calm, and unifying people. They serve and grow, by empowering, enabling, and developing others. And they stay grounded, remaining humble, open, candid, and authentic in their communication and behavior. These behaviors are continually validated in our leadership workshops, where we see people in action and hear about recent challenges they have worked to overcome.

These are the hallmarks, then, of engaging leaders – and almost every company has at least some of them. Few workforces, however, enjoy the general condition of having engaging leadership. That’s a systemic belief in the power of engagement that transcends the personal strengths and discretionary actions of individual managers. The organizations trying to make engaging leadership part of their culture are figuring out how to do four things on an ongoing basis:

  • Measure engagement levels. You can’t manage what you don’t measure. The CEO needs to own the engagement survey and follow-through. Enough said.
  • Develop engaging leaders. Workshops and coaching are required to help leaders reflect on their early experiences, find their own beliefs and purpose, and make engaging behaviors more habitual. When the number of engaging leaders amounts to a critical mass, their energy and mutual support can change the engagement culture of the organization.
  • Assess and select engaging leaders. Filling a lot of high-impact roles with engaging leaders should be the objective. Now that we have a good understanding of the experiences, beliefs, and behaviors that typify engaging leaders, it should be possible to use personality instruments, structured interviews, and 360 instruments to predict whether someone is likely to be engaging or not in a leadership role.
  • Measure and reward engagement achieved. Tying incentives to engagement survey scores is tricky and can lead to unintended consequences. However, we are seeing more organizations get serious about recognizing leaders who are engaging and holding those who are not accountable.

Engagement is a leadership responsibility – but by and large, with only , leaders are failing in this regard. Our research suggests that, for most companies, the turnaround won’t happen quickly. The fact that the most engaging leaders are the products of early experiences and deeply held beliefs means that new ones can’t be minted overnight. It will never be a matter of running through some behavioral checklist. But there are steps that employers can take to give more teams the benefit of engaging leadership – and, over time, to reach the levels of innovation, quality, and productivity that can only come from highly engaged people.


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The Internet-Connected Engine Will Change Trucking

It’s happened to all of us. You’re driving down the road and the “check engine” light appears on your dashboard. It could be something simple, like time for an oil change, or it could be something bigger. What do you do? Lose your car for a day while you take it to a service station? Keep on driving and hope for the best?

If you’re a commercial truck driver, the stakes are higher. An unplanned repair visit means losing a day of revenue, and potentially hurting your delivery schedule, for a condition that might be very minor. But if you decide to keep driving, you risk something far worse happening to your engine – and your livelihood.

This kind of uncertainty is a fact of life for many drivers. But Daimler Trucks North America (DTNA) is using the Internet of Things to resolve the uncertainty. DTNA is the largest heavy-duty truck manufacturer in North America, selling trucks under brands such as Freightliner, Western Star, Thomas Built, and Detroit Diesel through more than 1,300 dealers. In 2013, the company released a service called Virtual Technician to help existing drivers while also enabling new business models and revenue streams. According to CIO Dieter Haban, whose team identified the idea and led product development, “the innovation combines telematics, mobility, central mission control, big data analytics, and a seamless process from the truck to the driver, fleet manager, and ultimately to an authorized service outlet.”

DTNA’s engines continuously record performance data and send it to their Detroit Diesel Customer Support Center (CSC).  When a fault occurs, a team of CSC Technicians examine the data in real time and offer a recommendation. If it’s just a routine repair, technicians can help the driver schedule a service appointment for some convenient time and location. But if it’s a more severe condition, they might say “You need to bring your truck in for service right away. There’s a service station 75 miles down the road. When you get there, we’ll have a service bay open and all of the parts we need on hand. You should be in and out in two hours.”

This kind of service is more than just convenience. It brings certainty to a situation where uncertainty can drive tension into the driver/manufacturer relationship.  By capturing information that formerly was available only from an in-person diagnostic test, Daimler Trucks North America creates customer loyalty and reduces risk for commercial drivers.  It’s like driving a truck with a team of technicians on board.

Haban described the savings: “From the time a fault is realized, ordering parts, to getting the truck in the shop and repaired, we eliminated all wasteful steps.  This cuts down the time tremendously.”  But the savings go beyond efficiency. The service gives drivers confidence, and that’s important for a driver who operates alone, often hundreds of miles from home. Drivers are willing to pay for that certainty.

DTNA’s new service offers a number of important lessons for delivering IoT solutions, and digital transformation in general:

Look beyond the limits of the pre-digital age. Why is repair service so maddening? It’s because technicians can only diagnose and recommend services when your vehicle is actually in the shop. Daimler Trucks North America executives saw how IoT technology could fix this fundamental flaw in the design of the repair process, making the process smoother and more efficient for drivers and technicians alike.

Build and share a transformative vision. To the senior leadership team, this wasn’t just about telematics or new revenue. Putting a virtual technician on board each truck was just the start of a much broader process of changing the relationship between drivers or fleet operators and the company. DTNA leaders created this vision, communicated it widely inside the company, and then listened to ideas that could extend the vision.

Lead from the top. Digital transformation often crosses organizational silos, meeting many types of inertia and conflict along the way.  It takes strong top-down leadership — a combination of persuasion, incentives, mandates, and examples — to make this kind of change happen.  Virtual Technician touches many parts of DTNA, from IT to engineering to customer centers to dealers. Building the service required decisive leadership to invest in the innovation, negotiate across boundaries, address issues, and engage hundreds of people in making the vision real.

Ensure that you have a strong digital platform. DTNA executives had to build a platform that connected engines on the road, engineers and technicians in the control center, and systems in the dealers into a unified process. Failing to connect a link in the chain would lead to service failures and unwanted delays. For example, if dealer service systems were not part of the solution, a driver might arrive for service only to have to wait for a bay to open, or for parts to arrive.  Building a platform that spans different organizational units, and even beyond the boundaries of DTNA, is challenging, but it is the foundation for everything else.

Foster close collaboration between IT and business leaders. In Daimler Trucks North America, the CIO is responsible for innovation, not just for IT. Business and IT leaders work closely together to identify and implement ideas. According to Haban, digital transformation is “a joint effort of IT and business. Nobody says ‘I’m the digital guy.’” This is important; neither IT nor business can do it alone.

Stay attuned to new possibilities.  The Virtual Technician capability is becoming the centerpiece for new service offerings. For example, fleet managers are willing to pay for a service that lets them know, in real-time, where every truck is, how well it’s working, and when it will next need repairs. The data can also help DTNA understand how to improve its engines, help customers choose the right equipment configurations, or optimize inventory management. And management is paying attention to many other opportunities.

Looking forward:

To date, more than 100,000 trucks have activated the Virtual Technician service. More than 85% of users have already received a notification of needed services, and 98% were satisfied with the notification process. Customers report higher satisfaction and higher uptime on their vehicles equipped with Virtual Technician.

DTNA’s new capabilities make many other services possible for the company and its corporate family. Daimler could offer these services to commercial drivers and fleet managers in other parts of the world. It could extend its engine-focused service to other parts of the truck, like wheels or suspensions. And who knows — Mercedes drivers may someday get the same type of service for their passenger cars.

The internet of things is enabling new possibilities for digital transformation in every industry. It is creating new opportunities that were only dreams a decade ago. Take a look at your business.  What can you do that you couldn’t do before? Start to do it now, before someone else does.


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How to Handle Stress in the Moment

You hear a lot of advice about how to reduce stress at work. But most of it is about what to do over the long term — take up yoga, eat a healthy diet, keep a journal, or get more sleep. But what do you do when you’re overcome with stress in the moment — at your desk, say, or in a meeting? Perhaps you’ve heard bad news from a client or were assigned yet another project. How can you regain control?

What the Experts Say
Eighty percent of Americans are stressed at work, according to a recent study by Nielsen for Everest College. Low pay, unreasonable workloads, and hectic commutes were the top sources of tension, followed closely by obnoxious coworkers. What exacerbates the problem is that “people walk into work already laden with stress,” says Maria Gonzales, the founder and president of Argonauta Strategic Alliances Consulting and the author of Mindful Leadership. “If there is a hardship at home, you bring that to the office and it gets layered with your professional stress and — if you’re not careful — it can spiral out of control.” How well you react to and manage daily stressors “impacts your relationships with other people, with yourself, and how others perceive you,” she says. Justin Menkes, a consultant at Spencer Stuart and the author of Better Under Pressure says it’s critical “to get a handle on your reaction to the stressful things that happen to you in the moment.” Here are some techniques to do just that.

Identify your stress signals
Train yourself to recognize “your physiological signs of stress,” says Gonzales. Perhaps your neck stiffens, your stomach clenches, or your palms sweat. These are all the result of what’s happening inside your body. “The minute you start to experience stress, your pulse races, your heart beats faster and hormones [including cortisol and adrenaline] are released,” she says. “This compromises your immune system and your ability to experience relaxation.”  When you’re able to recognize the signs — instead of ignoring them — you’ll be able to start addressing the underlying cause of the stress.

Don’t think of it as stress
“Most often the reason your blood pressure rises at work is because you’re being asked to do something important” by your boss or a colleague and you want to succeed, says Menkes. “The stress symptoms are telling you: This matters.” Shift your thinking about the task causing you distress and instead try to view it as “an opportunity to move forward that you want to take seriously,” he adds. The goal is to “use that adrenaline pop” to focus your nervous energy, “heighten your attention, and really apply yourself.”

Talk yourself down
When you’re stressed, the voice inside your head gets loud, screechy, and persistent. It tells you: “I’m so angry,” or “I’ll never be able to do this.” To keep this negative voice at bay, “try talking to yourself in a logical, calm tone and injecting some positivity” into your internal dialogue, says Gonzales. “Say something like, ‘I have had an assignment like this in the past and I succeeded. I can handle this, too.’ Or, if you are faced with an unrealistic request, tell yourself: ‘I am going to calm down before I go back and tell my manager that completing this assignment in this amount of time is not possible.’”

Take three deep breaths
Deep breathing is another simple strategy for alleviating in-the-moment tension. “When you feel anxious, your breath starts to get shorter, shallower, and more irregular,” says Gonzales. “Taking three big breaths while being conscious of your belly expanding and contracting ignites your parasympathetic nervous system, which induces a relaxation response.” You can do this while also lowering your shoulders, rotating your neck, or gently rolling your shoulders. Deep breathing also helps preempt stress symptoms if you need to, say, get on a tense conference call or deliver bad news in a performance review. “When your mind becomes crowded with negative thoughts, let deep breathing occupy your mental real estate,” says Gonzales.

Enlist a friendly ear
You shouldn’t have to face nerve-wracking moments at the office alone. “Everyone needs to have somebody they trust who they can call on when they’re feeling under pressure,” says Menkes. “Select this person carefully: You want it to be somebody with whom you have a mutual connection and who, when you share your vulnerabilities, will respond in a thoughtful manner.” Sometimes venting your frustrations aloud allows you to regroup; at other times, it’s helpful to hear a new perspective. This kind of relationship takes time to build and requires nurturing, and it’s likely you will be asked to return the favor. “When you do, it’s incredibly gratifying to be on the other end.”

Make a list
Creating a to-do list that prioritizes your most important tasks is another way to combat feeling overwhelmed. “The act of writing focuses the mind,” says Gonzales. “Do a brain dump and write out everything you need to do and note whether it’s professional or personal, so you make time for both,” she says. Next to each item, indicate when the task needs to be completed. And here is a critical step: “Identify which are ‘important’ and which of those items are ‘urgent.’”  Those are the ones to tackle first.” Once those are finished, move on to the other things that are more routine. “If you spend all your time on the time-consuming mundane things, you may never get to the important things which is how we get ahead,” she says.

Project an aura of calm
Ever notice how when you’re speaking to someone who’s agitated, you start to feel agitated too? That is because stress is contagious. “When someone palpably feels your tension, they react to it,” says Menkes. He suggests “trying to modulate your emotions” when you find yourself in a tense conversation. Force yourself to “keep your speaking voice gentle and controlled,” adds Gonzales. Talk in a reasonable and matter-of-fact manner. “If you are persistently calm, others will be too,” she says.

Do

  • Identify what your physiological signs of stress are so you can work to alleviate the tension
  • Counteract stressful situations by taking deep breaths
  • Find someone whose judgment you trust who can listen and provide counsel

Don’t

  • Forget the reason you feel stressed in the first place — you are being asked to do something important and you want to succeed
  • Let the negative voice in your head spiral out of control — talk to yourself in a logical, gentle tone
  • Project your stress onto others — speak in a calm, controlled way and others will too

Case study #1: Think positive thoughts
Cha Cha Wang was seven months into her job as a business analyst at an online services company when her manager came to her one afternoon and asked for assistance. He needed her to turn around a comprehensive financial forecast for the company. And she had a week to finish it.

“My heart started racing,” recalls Cha Cha. “Our company was newly public and I wanted to do as good a job as possible. I felt like I had two voices inside my head. One was saying: ‘That is impossible. There’s not enough time to do it,’ and the other was saying: ‘You have no choice; it has to get done.’”

Cha Cha excused herself to the bathroom, looked in the mirror, and took a deep breath. She reflected on her days as an MBA student and her stint as a consultant. “In business school and in consulting, you’re inundated with a lot of different assignments and you have to juggle multiple deadlines,” she says. “I told myself: ‘I can do this. My personal life will go on hold for a week and I will not get much sleep, but it will get done.’”

Having calmed her initial stress reaction, Cha Cha then focused on the “tactical execution” of the project. She made a detailed list of all the financial data she needed; she then scheduled meetings with colleagues who had that information. After each session, she incorporated new figures into her statistical models. She worked late every night that week, but she finished the financial forecast by the deadline.

“When I was younger, I reacted more emotionally [to stress],” she says. “But now that I am a little more seasoned, and I’ve worked in several different jobs and tested my limits, I know what I can do.”

Case study #2: Vent to someone who will help you recover and move on
Pablo Esteves, the director of strategic partnerships for Emzingo — a company that runs leadership immersion programs for business schools — had been working on a proposal for a potential client for months. He had visited the prospective client on site and the two had gone back and forth over the proposal numerous times before he submitted it. Pablo expected to hear good news.

But instead, he received an email from the school’s administrator that said: “We see the value in what you’re doing and we like what you’re doing, but it’s not for us.” Pablo immediately felt stressed out. His pulse started racing and he knew that he needed to talk to someone to calm down. “I knew exactly who I could vent to,” he says.

Pablo, who is based in Madrid, sent an email to his colleague and friend, Daniel, who lives in Peru.  He explained what had happened. Within an hour, the two men were on the phone. Daniel patiently listened to his problems, agreed with Pablo on certain points, and then offered his own perspective and advice. “He helped me understand why things maybe didn’t work out this time, but he also told me that we had other clients who were going to come through,” says Pablo. “He helped me regroup.”

The pep talk helped. After the call Pablo felt less stressed about the rejection and energized about focusing on new projects.

More on reducing stress: 

Nine Ways Successful People Defeat Stress

The Best Way to Defuse Your Stress

Reduce Your Stress in Two Minutes a Day


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Using Algorithms to Predict the Next Outbreak

There’s no doubt that our world faces complex challenges, from a warming climate to violent uprisings to political instability to outbreaks of disease. The number of these crises currently unfolding – in combination with persistent economic uncertainty – has led many leaders to lament the rise of volatility, uncertainty, complexity, and ambiguity. Resilience and adaptability, it seems, are our only recourse.

But what if such destabilizing events could be predicted ahead of time? What actions could leaders take if early warning signs are easier to spot? Just this decade, we have finally reached the critical amount of data and computer power needed to create such tools.

“What is history? An echo of the past in the future,” wrote Victor Hugo in The Man Who Laughs. Although future events have unique circumstances, they typically follow familiar past patterns. Advances in computing, data storage, and data science algorithms allow those patterns to be seen. Read more

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How Thomson Reuters Is Creating a Culture of Innovation

It’s not easy for big companies to innovate. As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. Moreover, the skills that are cherished and rewarded for achieving current results differ from those that aid in discovery and experimentation, both of which are needed to drive innovation. As a result, fostering a true culture of innovation in big companies is often an aspiration rather than a reality.

If this is the case in your company, then it might be worthwhile to look at the experience of Thomson Reuters, a $12.5B global information solutions company. The company’s strategy of fueling growth through acquisitions served it well for many years – but this approach also reduced the focus on innovation. While many managers were developing new products and services for their own businesses, they were not leveraging innovation across the enterprise, and some were relying too much on acquisitions to drive both innovation and growth.

To reverse this, senior leadership took a number of steps. First they agreed to shift funding from small, incremental acquisitions to innovation. In early 2014, they established a “catalyst fund” – a pool of money that internal innovation teams could use for doing rapid proof of concept on new ideas. The fund was announced on the company’s internal website and teams from anywhere in the businesses were invited to submit their suggestions.

To access the fund, teams had to complete a simple two-page application about their idea, the potential market, and the value to the customer (what problem was being solved). The teams with the most compelling ideas were given an opportunity to present and defend their idea to the innovation investment committee, which included the CEO, CFO, and a few other senior executives. In the first month, five “winners” were announced and then immediately publicized on the Thomson Reuters internal web site. This triggered a great deal of interest, and a steady flow of applications.

The company also took a number of other steps, driven by a newly appointed executive sponsor and a full-time innovation leader, to make innovation a priority. Developed after talking with dozens of people both inside and outside the company, these steps included:

  • Building innovation metrics (such as number of ideas being considered, and amount of revenue from new products/services) into business unit operating reviews, so business leaders would pay attention to the pipeline and commercialization cycle time of new ideas.
  • Appointing “innovation champions” in every business – i.e., credible leaders who would help their business presidents implement programs and processes to move the needle on the innovation metrics. For example, the champions created a common terminology for innovation across the company so that everyone referred to the same types of innovation (e.g. product vs. operational) and referenced the same stages (e.g. “ideation” and “rapid prototyping”). They also built an online Thomson Reuters innovation “toolkit” that employees could use to educate themselves about innovation, run innovation events, and work through the process of translating ideas into commercial opportunities.
  • Creating an innovation “network” on the intranet site where internal entrepreneurs could share their stories and ideas, and get connected to others who were interested in solving customer problems in new ways.
  • Orchestrating a communications campaign with blogs, articles, and video interviews with internal innovators.
  • Organizing an “enterprise innovation workshop,” with representatives from every part of the business, to identify and plan ten specific innovations that leverage existing company assets – and implement them in 100 days or less.

In the spirit of innovation, all of these steps were initiated as experiments to focus on learning, adjusting, and figuring out what would work. For example, the innovation metrics were sharpened as the definitions of innovation evolved, and the experience of the first few innovation champions helped clarify criteria for selecting additional ones. Also, all of these steps were carried out with as much transparency as possible, so that all Thomson Reuters employees would not only know what was happening, but could contribute to the effort as well.

The results of all this work have been impressive. Innovation is now one of the hottest topics in the company. The innovation “network” is the most visited site on the company’s intranet, and more than 250 ideas were submitted by employees for consideration at the enterprise innovation workshop, some of which are already being implemented. Several Catalyst Fund projects, which span multiple business units, also are now being prototyped and piloted with customers and most of the businesses have a robust portfolio of innovative ideas that are moving through the pipeline. So although there is still much to be done, and the jury is still out, clearly the momentum for innovation is building.

There is no magic formula for how big companies can reinvent themselves. The innovators’ dilemma is still alive and well and is not easy to overcome. But the experience of Thomson Reuters shows that progress is possible – particularly if leaders use the lessons of innovation to build the innovation culture.


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Technology Questions Every CMO Must Ask

Marketers today encounter a mind-boggling array of technologies. CMOs I talk to are swamped by meeting requests from technology vendors, and most feel an acute pressure to climb on the tech bandwagon. But they worry about the massive distraction of full-scale technology assessments—and about the risk of buying expensive tools that don’t live up to their potential.

My colleagues and I believe CMOs can make better technology sourcing decisions by asking five fundamental questions. The first two focus on avoiding the all-too-common trap of treating each technology decision in isolation.

1. Will the technology advance a critical marketing priority? This seems like an obvious consideration, but we often see the technology tail wagging the marketing dog. Plenty of the new tools have the potential to add value in an absolute sense, which is why they appear on CMOs’ radar screens in the first place. But the real question is how much value the tool under evaluation adds relative to other possibilities.

Marketers who ask this question make individual technology assessments in the context of the overall marketing priorities that a given tool will address. It’s hardly rocket science. But this common-sense discipline often falls victim to a combination of poor planning and siloed decision-making—for example, when individual marketing teams independently make narrow, channel-specific technology choices without accounting for interdependencies and appropriate sequencing.

2. Will the tool add balance to the marketing technology portfolio? It’s useful to categorize marketing technologies into three buckets. The first helps a company deliver more personalized marketing content and experiences to customers and prospects (especially through digital media). The second allows marketers to use data and analytics to reach better decisions. The third improves the effectiveness and efficiency of core marketing workflows. These buckets are interlinked. For example, marketing automation technology helps deliver personalized content and offers to large numbers of individual customers on a scale that would be unfeasible using traditional manual processes.

Over time, marketers should strive to build a technology portfolio that is balanced across the three buckets. So any individual technology assessment needs to account for how a given tool fits into the architecture of the overall portfolio.

In many ways, acquiring a new technology is the easy part. The harder part is getting people to use it—which raises three additional questions.

3. Is the organization culturally ready to adopt the new technology? Like technologies elsewhere, marketing technologies can unsettle long-held views and ways of working. Changing these attitudes and behaviors requires a multi-pronged approach: championing by senior leadership, evangelism by believers on the marketing front line, and active involvement of middle managers in encouraging the change. This “sponsorship spine” is at the core of effective change management and raises the odds of disciplined, deliberate adoption. Success requires identifying desired adoption behaviors, anticipating resistance and challenges, and having a deliberate mitigation plan — all before acquiring a new technology.

4. How readily can current marketing workflows integrate the new technology? To take one example: a number of new technologies can improve the analytic power of marketing test-and-learn processes. But many marketers still treat test-and-learn as an adjunct to their main creative and campaign-management workflows. If test-and-learn remains a sideshow, the impact of these new technologies on marketing outcomes will necessarily be limited. It’s only when core marketing processes are overhauled to integrate ongoing testing and iteration (so-called agile marketing) that the value of the new technologies will be realized.

5. Do potential users have the skills they need to benefit fully from the technology? Even when marketers are excited about a new tool, they may lack the skills and capabilities to use it. While most vendors do provide training and support, it may be inadequate to an organization’s needs. Additional training and other support—even new hires—may be required to bridge the capability gaps. Hence, the technology assessment needs to include a plan (and a budget) for whatever additional training and capability investments are needed.

Questions like these are part of the playbook of technology buyers in other parts of the enterprise, who have been adopting new technologies for more than two decades. Marketing is a relative newcomer to this game, which is why so many CMOs feel overwhelmed. The good news is that a well-planned technology diligence process—a process that anchors individual decisions in a larger context and focuses on creating the right environment in terms of sponsorship, process changes, and capabilities—can significantly improve the odds that marketing’s many new technologies will deliver on their promise.


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