One of the great things about working in enterprise architecture is the opportunity to work on a diverse range of initiatives. Findings from our Global EA Maturity Survey in Q2 2012 show it is going to be a busy 2013 for enterprise architects:
While variety is to be expected in the enterprise architecture role, EAs will be multi-tasking more than ever. As businesses increasingly experience the value of enterprise architecture, the demands on the EA function increases also. It is a good problem to have - but it is a problem nonetheless. Equally, many of the priorities are linked and progress (or lack of) in one area informs another. For example, strengthening emerging technology processes and simplification of the application and technology portfolio are interlinked. At the same time, many businesses expect results in shorter timeframes and some of the priorities are inherently longer-term and deliver over an extended period of time - which is not always fully appreciated by stakeholders. These are clearly challenges and although it will be a busy year, EAs can look ahead with confidence. Demand for EA services are growing. Businesses are looking for more from their EA functions, in more parts of the business - and the opportunity for developing the scope, importance and relevancy of EA is ever growing.
As 2012 came to a close, we studied the financial position of many CISOs and asked about their expectations for 2013. Unsurprisingly, it was apparent that 2012 was another difficult year and that CISOs had been keeping their belts tight once again. When compared with the other IT departments, however, it became clear that this budgetary flat-line actually represented quite a success, as 2012 had seen most other teams face further cutbacks and spending restrictions.
When we looked ahead to 2013, we saw the usual hopeful optimism from the CISOs – proving once again that any allegation of a correlation between ‘pessimists’ and ‘security professionals’ is complete nonsense. It was interesting, however, to note a marked difference in attitudes dependent upon which side of the Atlantic the respondent was located. Put simply, North American based CISOs had a much more buoyant view of security related finances in 2013 than their European peers.
I only just recently started watching Mad Men — a shock to many of my marketing peers and to regular folks who now think I’ve been living under a rock for the past five-plus years. I’ll save my thoughts on the show for another time, but what strikes me at least once during each episode is how much everything (tactics) and nothing (strategy) have changed. Similar fundamental challenges weigh on Sterling Cooper’s clients’ minds and on our CMO clients’ minds today: How do we connect with our consumers in a way that differentiates us from the competition? While Don Draper was limited to print and TV, thanks to digital platforms and tools, today’s CMOs have an almost-infinite number of options with which to build relationships with consumers.
2013 is the year that digital takes on a much more significant role in marketing and business strategies at business-to-consumer (B2C) organizations, and CMOs will be responsible for shepherding the change. 2013 is the year that CMOs will leverage digital tools to drive innovation of new compelling brand experiences — not as add-ons or enhancements but as integral elements of the brand’s messages, actions, and products that will differentiate your offering.
B2C CMOs, your 2013 resolutions should be to:
Embrace digital disruption. Digital disruption has remarkable strength. It's able to bulldoze traditional sources of competitive advantage faster, with greater power, at less cost than any force that came before it — and no business is immune. CMOs must make a strategic commitment to innovation and stop thinking about digital as another media channel. Digital is everywhere and should elevate marketing and business priorities for consumer benefit.