But the problem isn’t just a disconnect with IT.
When asked what’s holding other organisations back from undergoing a digital transformation, Mackey says it’s getting the executives and non-executives on the same page.
He explains that in the last 10 years, technology has connected all parts of an organisation and the customer should be at the centre – a simple idea but one that’s proving to be challenging for many organisations.
Mackey says Ansell prides itself on being an organisation delivering a positive and consistent experience across all touchpoints – meaning there’s a unified voice across all departments.
However, some organisations are simply talking the talk.
“They say ‘yes we put the customer at the centre of our business’, but they aren’t making the organisational investment changes that are necessary to drive genuine change organisational changes.”
The problem they have? Making those changes risks the organisation’s performance metrics and it can be a hard pill for executives to swallow.
“You have to have leadership willing to take a short-term hit–maybe a one year or two year hit – on their numbers in return for fixing their internal dynamics and really connecting the dots.”
Playing the long game
Mackey says senior people tend to have finance and legal backgrounds so they don’t understand the necessity and significance of rebuilding the organisation and its models around the customer.
Those leaders, he advises, need to create a safe working environment for those on the ground to speak up. They have the answers, he says, so need to feel respected to say: “Ok, this is not working and we need to fix it and senior management needs to provide the space for the change to happen from the ground up.”
A suggestion he has for companies struggling to take the first step into automation is to give it a go with a small pilot initiative.
He suggests getting a small team together to execute a benchmark programme that can be measured end-to-end.
“If the programme was to systematically engage with 100 potential customers, that would provide the insights needed to go to senior management and say, ‘OK if we do more of this it’s going to be better’.”
From there, the programme can be scaled up with the support of budget and resources.
“A small pilot initiative is low risk in terms of financial exposure and if you document what you are doing in a structured way with a core group of people then you can get it right.”
During the Adobe Symposium, Will Griffith, head of Australia and New Zealand for Marketo Engage an Adobe Company, took to the stage to talk about the journey it’s been on to make marketers leaders in marketing automation and those who succeed are referred to as “Fearless”.
“We talk about supercharging a nation of fearless marketers because it’s your fearlessness that drives results, that changes the norms, that tests new ways to go to market,” Griffith says.
Mackey agrees with the phrase ‘fearless marketer’ because those who have the courage and persistence to rock the boat are the ones who are going places.
“There’s no business case for sitting there and accepting the status quo.”
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This story is part of a content partnership between StopPress and Marketo.