BCG and Google have collaborated on different occasions to study the behavior of organizations in relation to digital marketing. One of the questions they sought to answer in their studies is what do organizations with digital maturity have in common?
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Within these large organizations that have the level of digital maturity that we all aspire to have, barriers and obstacles that we all now have have been broken down. They have been able to solve the problems that we face and that, at the same time, are precisely what prevent us from advancing from one stage to another, to gradually reach maturity.
SOME OF THE MAIN OBSTACLES
One of the main obstacles faced by the marketing area, the marketer, marketer or whatever we would like to call him (it is sometimes difficult to translate words as simple in English as "marketer" into Spanish that sound not so adequate), is that they are not mathematicians , or data scientists. It becomes an extremely complex task to analyze information without the integration of technology through the tools available to the marketing department to be able to measure the impact of an action we carry out in relation to sales (online and offline).
I have spoken before in the article on the Maturity Model , of the importance of first focusing on advancing in digital capabilities that have to do with the strategic and organizational. In this article I want to highlight precisely the importance of the lack of integration of a digitized leader and how this affects all tactical capabilities at the same time. When I mention that marketing faces this challenge of data interpretation and the analytical part that this department requires now, it is precisely because it is not convinced and above all, its boss is not convinced , of the importance of efficient technology to determine the cause for each executed task. Here I am talking about 3 different digital capabilities (in reference to the Maturity Model ) : Conviction and Management Support (to obtain the support to integrate the necessary systems), Martech, Infrastructure and Data (for the obvious reason that this digital capacity has to do with having the appropriate tools for interpretation data), and finally the capacity that I consider (from my perspective) the most important, Continuous Improvement Process . This ability is what we talk about when we experiment and allow ourselves to go into " fail fast, fail cheap "modeto determine what works and what doesn't. If you look closely, all capacities are related.
On the other hand, I'm not even going to go into detail about the challenges we face in terms of interdepartmental collaboration. It is incredible to see how the largest organizations (in Mexico at least it is my experience to see this), there is so little collaboration. There is so much competition, jealousy and the famous " silos",that it is impossible to integrate and collaborate with each other. We have no idea of the impact that this has and of the benefit that it would be to be able to have this interdepartmental collaboration. Digital marketing for example requires effectiveness in this type of thing, it is not possible to achieve digital maturation without the above. I think it could even be a digital capacity within the maturity model because we are talking about communication with clients but we do not know that it is more important to achieve internal communication and collaboration, between the different teams. I would like to exemplify a case so that you can understand my determination to convince you that this is BASIC in order to achieve maturity. They may believe that it has nothing to do with it, but let's imagine this ... In a company where the IT department owns all the systems, It is difficult for marketers to be able to make changes, for example in what has to do with the web page, changes in the server to activate new pages, domains or whatever. This is one of the simplest examples I can give you, but you can't imagine how many times it happens and it's really a barrier. Sales, on the other hand, is responsible for everything related to closings, income and has a continuous battle with marketing, this is one of the main frictions that prevent digital growth. Digital marketing itself is an isolated unit within the organization to which they do not pay much importance. The "leads" this department generates don't even believe they are actual leads. We still do not understand that we cannot exist in the digital environment without incorporating all the teams. Not all of us are experts in everything in relation to the company we work for and for the digital world, we must be. Joining forces and skills is when we really project this and can effectively communicate our "why we exist" and this answers the question of how we help you (You can read more about what Simon Sinek's theory of the Golden Circle is in this article).
TRAITS OF A GREAT DIGITIZED LEADER
Let's just look at the leaders of organizations that have embraced digital as a fundamental part of the business. I'm talking about Amazon, Netflix, Starbucks.
Howard Schultz was the CEO of Starbucks, and continues to be the chairman of the board, the transformation he has accomplished is incredible. He joined Starbucks in 1982 as a marketing director, it was a small chain in Seattle that sold coffee equipment, coffee equipment! Over the course of 20 years, he took the reins and transformed the company into what we all already know it to be today. Not only do they sell coffee equipment, they have revolutionized the entire coffee industry.
The main factor of success when Shultz returned to Starbucks in 2008 (he resigned from his position in 2000), was the integration of digital. Especially in building relationships with your customers (loyalty). Building one of the best digital platforms to integrate a loyalty program, simple and direct digital payment programs in your app that in fact account for 14% of Starbucks store revenues ( 2017 ). Shultz himself has said that their digital strategy is what has led them to maintain leadership and success in their physical stores.
Starbucks has been called on different occasions, a technology company. "Our digital flywheel (as someone explains flywheel) is a powerful asset of our own that has led us to build meaningful relationships with our customers, revenue and growth throughout the world ,"Chris Johnson (current CEO of Starbucks). Its commitment is to strengthen relationships through digital channels such as its app in order to strengthen the personalization that we provide to our clients. Starbucks Chief Strategy Officer also mentioned, "Clearly the retail sector is undergoing massive disruption and it is very clear also that the winners of this will be organizations that find elegant ways to bring the physical experience with the digital one."
6 SUCCESS FACTORS ACCORDING TO BCG- DIGITAL CAPABILITIES
In the BCG study, 6 success factors were discovered in an organization that enable a great leader to navigate the digital maturity curve:
-Data connection
-Integration and automation in technology
-Active measurement
-Strategic Alliances
-Specialized Skills
-Teams integrating Agile and culture of "fail-fast" or rapid failure (continuous experimentation could be said).
These are extremely similar if they remember the maturity model that we integrate within Grou. Here I put the two different models (BCG and Smart Insights).
BCG also mentioned that having a roadmap or a path to digital excellence helps enormously. This must have technical and strategic milestones or milestones to be able to advance in each stage.
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