Every business is structured in a different way. Depending on the geography and digital maturity of the company, the roles between IT, marketing and digital teams can vary. For example, in a more traditional structure, IT and marketing may play equal but separate roles, where IT is limited to technical requirements. As a company becomes more digitally mature, that relationship increases so that IT and marketing collaborate as partners on new technology solutions.
And as some companies digitise, both IT and marketing may play smaller roles to an emerging digital department that becomes more dominant. In this model, traditional ¬¬¬marketing and IT roles merge into a single digital team that handles both technical decisions and marketing vision in an effort to be more agile and innovative.
Regardless of the structure, digital maturity or regional dynamics of any particular company, the CIO plays a critical role in building the experience business.
The modern CIO has a broad business background that includes both IT know-how and a firm grasp on business goals and processes. They know how to apply tech decisions in a way that can help the entire business, not just to make life easier for specific teams. This role comes with many process and political issues, but today’s CIOs are ready for the challenge.
Digital transformation comes with security and privacy risks, but that’s nothing new for a CIO. They deal with compliance and security constantly. What keeps them up at night is finding a way to stay ahead of the technology curve. As leaders, they need to understand all implications of how each tech decision will push the business forward without causing more issues on the back end.
They also need to partner with other execs and departments. A common vision of focusing everything on the experience will only happen if all leaders from the top down believe in it. Departments like marketing and IT may have equal but separate powers and the CIO knows that the only way to succeed is to modernise your own team and be prepared to reach across the chasm to embrace other departments. Involving both sides early and often through open collaboration is the best way to get the most experience value from technology investments.