Marketing vs. IT: Let the Battle Begin

Ladies and gentlemen, what you are about to witness is real. The participants are not actors. They are the actual people who have already either filed suit or been served a summons to

appear in an Illinois municipal court. Both parties in the suit have agreed to dismiss

their court cases and have their disputes settled here, in our forum:

The Association

Court

Justice will be served...

Who is in our Studio Audience?Is your primary job function:–Marketing and/or Membership– IT–Other

Cast of Today’s Show• Judge: Marilyn Jansen, Director, Marketing & Business

Development, Association Management Center• Plaintiff: Bruce Hammond, Senior Manager, Corporate Marketing &

Communications, Association Management Center• Defendant: Janice Plack, Senior Director, Operations, Accreditation

Association for Ambulatory Health Care• Court Reporter: Amanda Pairitz, Operations Manager, American

Pain Society

Why does this tension exist?In this day and age, most projects require separate

Marketing and IT processes to become more fully integrated into one process.

There is a natural tension here, and it is not simply a people issue or personality conflict!

How do we reconcile these two?

Step 1: Facilitate Dialogue

“There is nothing so annoying as to have two people talking when you're busy

interrupting.” ~Mark Twain

Dialogue Requires EmpathyMarketing people are...• Creative, problem-solvers• Charged with driving revenue that

supports the entire association• Plying a trade that is one part

science, one part art• Driven by deadlines• Responsible for the most visible

aspect of the association• Language driven

IT people are...• Creative, problem-solvers• Charged with designing systems, processes,

and efficiencies• Plying a trade that is specific, concrete, and

decision-driven• Driven by accountability; there is no room

for error• Responsible for the most valuable security,

data, and operational aspects of the association

• Data driven

How do we facilitate dialogue?• Marketing should bring IT to the table at the beginning• IT should ask clarifying questions to drill down to true needs• Produce/share visual examples as a way to brainstorm• Create cross-functional teams that approach projects together• Speak in language each group understands

Questions to Consider• Why are we doing this? What is the business need being addressed? • What resources are available? Financial? Human? Time?

• What are the risks associated? What will success look like? What will constitute a nonsuccess?

• What is the timeline associated with this?• Who is project sponsor? Who are the stakeholders?

How do we facilitate dialogue?• Marketing should bring IT to the table at the beginning• IT should ask clarifying questions to drill down to true needs• Produce/share visual examples as a way to brainstorm• Create cross-functional teams that approach projects together• Speak in language each group understands

Marketing & IT Collaboration:Develop Solutions Together

Dialogue Requires EmpathyMarketing people are like...• Symphony Conductors ...they

must create compelling, powerful music that appeals to a broad audience and opens hearts and minds

IT people are like...• Emergency Room

Doctors ...they must analyze symptoms, diagnose problems, perform surgery under pressure, and not make mistakes

Is there a process for dialogue?• Aligning discussions from beginning with strategic goals/plans/outcomes• Proactive and open communication between departments/people• Open discussions and sharing• Mutual acceptance of creative tension• Samples/testing/dry runs• Review and assessment of goals together---did we meet our goals?

Step 2: Communicating Strategy

“The future belongs to those who believe in the beauty of their dreams.”

~Eleanor Roosevelt

How do we forge a shared vision?• The key is prioritization

• List major technical and marketing components• Prioritize them based on strategy—what is most important?• Review them together and agree on a prioritized list of criteria that help

you design/research/build etc.

• Remember: Every decision that is made has trade-offs, you must know what is most important going in!

Step 3: Solving Problems

“It is a mistake to think you can solve any major problems just with potatoes.”

~Douglas Adams

How do we solve problems?• Learn more about the roles and skills of your marketing/IT

counterparts • Respectfully challenge each other to provide ideas/potential

solutions and evaluate them together• Brainstorm several solutions to the same problem• Marketing and IT should come up with solutions together• Collaborate, communicate, celebrate

Verdict?

Contact UsBruce Hammond Marilyn Jansenbhammond@connect2amc.commjansen@connect2amc.com(847) 375-6366 (847) 375-4811

Janice Plack Amanda Pairitzjplack@aaahc.orgapairitz@americanpainsociety.org(847) 853-6060 (847) 375-6332