General

Did you attend Workfront’s Leap Virtual Conference this year?

LeapPoint participated and sponsored the Workfront Experience Zone this past month and our thought leaders presented in two different breakout sessions. While we missed seeing all our clients in person and hosting our annual event, we were grateful to engage with so many of you in our sessions, discussion forums, and in our virtual booth.

Whether you already attended the Leap virtual experience or missed our speakers, we have provided links to our breakout sessions for your viewing.

Here’s what you missed:

Enabling the CMO with J. Alan Goddard, Senior Director | LeapPoint

CMOs today face incredible pressure to deliver marketing outcomes while simultaneously working with broken processes that don’t scale. The solution isn’t necessarily to buy more technology but to maximize what they already have and translate it into business effectiveness. Join two of LeapPoint’s MarTech and Connected Works leaders as they walk through a connected ecosystem that streamlines processes and delivers sales and marketing outcomes by connecting Workfront, Allocadia, Adobe, Seismic, Percolate, and G6.

WATCH HERE

 

User Adoption Cheat Code with Erin Furrow, Director of Digital Learning | JumpSeat
This course will share how thousands of Workfront users are leveraging JumpSeat for in-application training. Enable your users with step-by-step instructions that guide them on how to perform their work right inside of Workfront. JumpSeat also helps with adapting to changes, including those in the new Workfront experience. All attendees will receive a free 90-day trial version to pilot a guide with your user base.

WATCH HERE

 

LeapPoint helps you harness the full power of your Workfront Investment.

Interested in learning more about LeapPoint? Visit our Workfront Partnership page or connect with our team to schedule your one-on-one Zoom meeting with our Strategic Solutions Manager, Rodney Still at calendly.com/rodneystill.

How do you plan to prepare for the New Workfront Experience?

Enter JumpSeat – a digital adoption platform that provides efficient, effective, and permanent fix for one of the biggest challenge areas of technology implementation. It supplies users with customized, role-based learning experiences that adapt to their needs to drive learning, understanding, and adoptions. Delivering Real-time Training, In-App Experience, and Persona-Based & Customized Learning Paths. Leverage over 30+ prebuilt New Experience guides or build your own!

If you are interested in a demo sign up here.

LeapPoint and Seismic have established a strategic alliance designed to help enterprise organizations streamline and integrate their marketing processes and technologies to enable sales efficiencies. Seismic, the recognized leader in sales and marketing enablement, equips global sales teams with the knowledge, messaging, and automatically personalized content proven to be the most effective for any buyer interaction. LeapPoint will provide managed services for Seismic, making it possible for organizations to deliver more effective marketing initiatives, greater sales productivity and a greater return on technology spend.

Seismic offers unparalleled capabilities in syncing content between integrated technologies to ensure marketers and sellers have access to the right materials and information wherever they work. Unique to the sales enablement market, however, is the level to which Seismic incorporates data and functionality from integrated technologies to help sellers be more productive.

“Our marketing clients focus heavily on strategic planning and work management,” said Nicholas DeBenedetto, CEO of LeapPoint. “Creating that streamlined user experience to enable the use of this strategic content will be transformative. Seismic’s powerful content intelligence and analytics will demonstrate marketing’s impact on the bottom line, focus on what is delivering revenue and providing the ability to look at future investments more strategically.”

“LeapPoint is widely recognized as a trusted provider of strategic technology services to top global brands, and this alliance will help Seismic to expand our reach into new markets,” said Preseetha Pettigrew, Global VP Strategic Alliances at Seismic. “Organizations are consistently being asked to deliver more with less, and aligning process, technology, and change management to ensure clients are successfully deploying their resources in a way to quickly deliver value and ROI is imperative. Together with LeapPoint, we’ll be able to incorporate data and functionality from integrated technologies to ensure marketers and sellers have access to the right materials and information wherever they work.”

As digital transformation takes hold across one business sector after another, there are more ways for customers to interact with companies, products, and services than ever before. This shifting consumer landscape is prompting new concerns about data security and privacy. A recent study sponsored by Seismic found that there is a direct correlation between sales enablement maturity and a company’s ability to meet and exceed revenue goals. The largest difference between those who achieve their revenue targets and those who do not, outside of talent, is insights. This finding illustrates that providing better insights to sellers and marketers is critical for revenue goal attainment.  These companies also experience larger order values and more cross-sell and upsell opportunities. It’s not surprising: Collaborative teams that are more effective at creating, accessing, and delivering personalized content will deliver better experiences to their buyers — and ultimately win more business.

“The future of work is clear,” said Janelle Nash, senior director at LeapPoint. “Our clients want their technology investments to work together and make it easy for their teams to manage their work. Our alliance with Seismic helps us provide strategic guidance and services to organizations that need to measure marketing investments, strategically align with sales, and make sure they are investing their time and money in the right ways.”

LeapPoint offers a unique perspective and services for Seismic clients:

    •       Strategy and Roadmap: Ensure the most strategic work is prioritized, streamlined and delivers desired outcomes. Our experts come from highly regulated industries and understand the complex challenges that need to be addressed to achieve successful results. 
    •       Business Process: Whether designing new organization models from scratch or modernizing marketing or sales enablement teams, we enjoy helping clients think differently when aligning people to deliver on their most important work.
    •       Seismic Implementation: Maximize solution usability, scalability and drive operational efficiencies. Experienced LeapPoint consultants can walk you through the strategy and design of a Seismic solution that fits your needs, then configure, test and deploy using our proven methodology.
    •       Integrations and Development: Reduce manual effort and improve data integrity across solutions. Our large team of seasoned integration professionals can develop integration roadmaps, guide you through best practices, and do the hands-on work with API connections or iPaaS solutions like Workato, MuleSoft, DellBoomi and more.
    •       People and Change: Go beyond user adoption and achieve adaptation. With multiple bundled options, LeapPoint can help you get your teams trained on your processes, workflows and your customized Seismic system.
    •       Reporting and business intelligence: Improved decision making and business outcomes. Tell your story using data from multiple systems, delivered via visualization platforms like Tableau, Domo and PowerBI.

 

To learn more about how to leverage the LeapPoint & Seismic partnership, click here.

 

About LeapPoint

LeapPoint is a boutique consultancy founded in 2006 with a mission to drive enterprise change through the delivery of innovative solutions. Established by Big 4 alumni who sought more flexibility and agility in meeting clients’ most critical business needs, the firm has a long history of cross-industry experience across finance, HR, IT, marketing, and federal government teams. LeapPoint prides itself on its ability to deliver immediate and lasting benefits to its clients. Since its inception, LeapPoint has grown to a lean yet effective team of more than 60 consultants who encompass a diversity of backgrounds and bring a wealth of expertise from all levels of the enterprise. Balancing strategic business acumen with deep functional expertise, LeapPoint offers its clients the right combination of strategic insight and tactical support. For more information, visit leappoint.com.

About Seismic

Seismic is the recognized leader in sales and marketing enablement, equipping global sales teams with the knowledge, messaging, and automatically personalized content proven to be the most effective for any buyer interaction. Powerful content intelligence and analytics enable marketers to prove and improve their impact on the bottom line, revealing what is really driving revenue and what needs to be adjusted. The result for global enterprises like IBM, American Express, PayPal, and Quest Diagnostics is better to win rates, larger deals, and higher customer retention. Seismic is headquartered in San Diego with additional offices in North America, Europe, and Australia. To see how Seismic is being used by companies in your industry, visit https://seismic.com/

Now that you have a Workfront Requests queue to track errors, it is time to show our admins how to troubleshoot Workfront using a real-life example (with historical Revolutionary War heroes as our users). 

Remember, in the first article titled, “Think Like a Workfront Admin: What is Troubleshooting?” we discussed four fundamental questions to ask after reviewing the technical support ticket: 

In addition, we identified the process for troubleshooting errors in Workfront: 

Let’s attempt to solve George Washington’s error in Workfront. 

George Washington submitted a request to the Workfront Requests queue as a Technical Support request. After reviewing the form, we have identified the error involves a report on a layout template: 

Based on the custom form, we can identify three out of four fundamental questions when reviewing Workfront errors: 

        1. George Washington is attempting to view a list of active projects he owns on the “My Active Projects” report in Workfront.
        2. George Washington has the Planner Access Level.
        3. George Washington’s Layout Template is Creative Director (based on the ID in the Custom Form).

 

The last question we need to answer is, “Does the user have the correct sharing permissions on the corresponding object?” In this case, we need to review the sharing rights on the “My Active Projects” report. 

Upon further investigation, we have identified that George Washington does have the correct sharing permissions for the “My Active Projects” report. The report is visible system-wide, without restrictions: 

 

Now it’s time to follow the troubleshooting process! 

      1. Answer the four fundamental questions for troubleshooting errors in Workfront.
      2. Log in as George Washington in Workfront. 
      3. Replicate the error by navigating to the Projects area and viewing the “My Active Projects” report. Picture 1 shows the results that George sees when reviewing the report and picture 2 shows the results George should see but does not:

 

 4. In order to properly resolve the error, we need to further investigate the key features of the report. 

          • First, review the report’s filters and determine that the filters are set up correctly (we use wildcards to make the report dynamic).

          • Next, review the report’s settings and notice that we accidentally set the “Run this report with the Access Rights of Andy Koprowski.” When selecting a user in the “Run this report with the Access Rights of” field, it will overwrite the existing filters of the report. So, instead of viewing active projects with an owner ID equal to $$USER.ID, the report will instead show all active reports owned by Andy Koprowski. 

          • To resolve the error, remove Andy Koprowski from the field, “Run this report with the Access Rights of” and save changes to the report.
          • Next, log back in as George Washington and confirm that the update to the report resolves the error: George can now view all of his active projects.

          • Remember to respond to the error ticket, informing the user that the error has been resolved and move the status of the ticket to Closed. 

 

In our next blog in the “Think Like a Workfront Admin” series, we will discuss how to create advanced reports using advanced views.

In the previous article, we discussed what is troubleshooting and what to expect as a Workfront System Administrator. Now, it is time to shift our focus to Workfront queues.

What is a Workfront Queue?

A Workfront queue refers to a special type of project that stores requests, issues, change orders, and bug reports submitted by Workfront users. Organizations traditionally use queues to capture requests and develop a working backlog of active issues that Workfront System Administrators will resolve. Every organization that leverages Workfront should have a version of a Workfront Request queue.

A successful Workfront Requests queue has the following features:

  • Project name: is informative and clearly articulates the queue’s purpose
  • Project status: equates with a status of Current (this activates the queue)
  • Queue topics: are easy to understand
  • Custom forms: have the appropriate fields to adequately capture the error
  • Other features:
      • The project is published as a Help Request Queue
      • The project enables “Anyone” to add requests to the queue

 

We have successfully outlined the characteristics of a functioning Workfront Requests queue and you are probably thinking, what does an example queue look like? Fortunately, you are in luck. Below is an example queue structure that many successful Workfront organizations use to capture Workfront issues submitted by their workforce.

  • Project name: Workfront Requests
  • Project status: Queue (equates with Current)
  • Queue topic structure:
      • Technical Support
      • Enhancement Idea
  • Custom forms: contain fields to identify the object/area of Workfront experiencing the error, space to describe the error in detail, and a final message to nudge the user to submit any photo/video proof of the error

There are many benefits to having a Workfront Requests queue, but the benefits are not just for Workfront System Administrators. Providing a Workfront Requests queue empowers your users to take control of errors and improves error resolution communication. In addition, logging errors helps Workfront System Administrators conduct intelligent and meaningful conversations with their Workfront Account Executives, Customer Success Managers, and Support Engineers. The more detail captured per error, the better equipped you and Workfront Support will be to quickly resolve the error.

Lastly, creating a Workfront Requests queue that captures technical support requests (errors) and enhancement ideas (product enhancements), supports your organization’s Workfront governance model. Users will build a product backlog of enhancement ideas, which can be routed to your Workfront Governance team. Rather than assuming the enhancement idea is valid and should be resolved, the Workfront Governance team can discuss the idea, determine the ROI of the idea, the overall impact to your user group, and ultimately decide if the enhancement is worth pursuing.

We will be returning to the idea of a Workfront Governance team and structure in a later series.

In our new series, “Think Like a Workfront Admin,” our consultants will walk you through how to troubleshoot Workfront like a pro!

Are you a new Workfront system administrator? Or perhaps you are a seasoned Workfront administrator looking for new ways to troubleshoot system errors. Either way, you’ve come to the right place.

First, we need to start with the basics and answer the following questions:

‘What is troubleshooting and how do you troubleshoot Workfront errors?’

Any software application, no matter how advanced, will need to be troubleshot by a system administrator or software subject matter expert from time to time. I’ve been in the IT world long enough to know that even the simplest line of code can break and when it does, it is best to be prepared with the right questions to quickly fix the problem.

So, what is troubleshooting?

Troubleshooting is identifying a problem, understanding the root cause, and correcting the problem. That’s it!

Next, we will discuss, how do you troubleshoot errors in Workfront?

Typically, errors are identified by your users. That’s right, the standard plan, work, and review license users will find more errors than you, the system administrator. Let’s be realistic, every system administrator builds Workfront to work, but Workfront doesn’t always work as expected. Don’t take it personally (I had to learn that the hard way). Just remember, it’s your job to identify the root cause and quickly solve the problem.

When an error is identified, you should ask the following questions:

When you answer all of the questions above, you will typically find the root cause of basic problems in Workfront. I cannot tell you how many times users have reported “errors” that weren’t actually software errors, rather, the user needed an upgraded license, access level, and/or layout template.

To make things easier, I execute the following process for each error:

 

After following the process above, if you aren’t able to identify the root cause and resolve the error, you will need to submit a ticket to Workfront Support for additional help.

In the next post, we will discuss “How to create an internal request queue to track and resolve errors that your users identify.”

Stay tuned.

Thank you for checking out Part 3 of our Evolution of Modern Work series. If you’re not caught up, check out Part 1  and Part 2. In these two parts, we introduced the pre-Digital Revolution concept of work and how it fundamentally transformed with the introduction of technology. We then explored the two phases of Enterprise Work Management that aimed to address the challenges of modern work but didn’t quite get us there.

Modern Work, Mastered

Today, we’ll see how the adoption of best of breed systems was a significant first step in addressing the challenges of modern work. But to bring your A-Game, your systems must be paired with Intelligent Integrations, and something called an Operational System of Record.

Intelligent Integrations

If we think back to what organizations were trying to accomplish with big-box systems and custom development – “a common frame of reference for work across the organization.” – It becomes evident that disconnected best of breeds don’t make the cut.

It is not by chance, then, that incredibly agile integration technologies are flourishing in the best of breed era. There are four best practices, depending on the integration scenario:

1. Application Program Interfaces (APIs): An API is a connection between two systems for very specific purposes (e.g., pulling a Customer ID from System A for use in System B). Out-of-the-box APIs are incredibly common in nearly all SaaS. Particularly in best of breed systems so that they can “talk” to other systems to create a more seamless user experience across platforms.

2. Integration Platform As A Service (iPaaS): iPaaS is identical to APIs in purpose and outcome, but they offer extreme, codeless agility in connecting any Cloud-based systems – whether they have existing APIs or not.

3. Custom Integrations: Custom integrations remain an option, particularly in complex integrations or when integration involves any system that is not Cloud-based – some on-premise and legacy systems.

4. Robotics Process Automation (RPA): RPA is an appropriate option when the integration involves automating a highly repeatable process that occurs frequently and requires human interaction.

But let’s return to the example from APIs. Let’s say that the Customer ID pulled from System A for use in System B is then used by an Analyst to do a lookup on a public website. If she is performing 500 Customer ID searches a day, this is an excellent use case for RPA – automating the process and opening up the Analyst’s time for higher-value work.

But merely connecting the best of breed systems is not enough. In the same way that the human body operates through a complex neural network and all governed from a central command – our integrated best of breed network must also be connected and governed from a central command.

Operational System of Record

Every major asset of an organization has a dedicated system of record to administer, track, and manage the asset: human resource management systems for employees, customer relationship management systems for prospects and customers, financial management systems for money and transactions, contracts management systems for contracts, and so on. But what about work?

Work as an Asset

If we recall the characterization of work in the modern workplace, it’s the shepherding of information from one place to another. Information as an asset is not a new concept. The likes of Gartner and even the current US Federal Government Administration have laid out strategies for leveraging data as a strategic asset and championed the resurrection of the Chief Data Officer (CDO) role.

Another compelling case for work as an asset come from Harvard Business Review. They note that small ideas, borne at the proverbial water cooler, often make their way into business processes. And over time, more and more of these small ideas create a sort of intangible intellectual property – one that wouldn’t be showcased in a product or service or documented in a patent. These ideas become powerful differentiators that are extremely difficult for competitors to replicate.

Work is an invaluable asset on-par in value with, if not greater than, all other corporate assets. Institutional investors, who make investments based on hard, tangible, qualitative measures are looking at softer, more intangible measures because of a rather shocking discovery: “The most valuable aspects of jobs are now, ‘the most essentially human tasks: Sensing, judging, creating, and building relationships.’ A great deal of a company’s value now lies ‘between the ears of its employees.’ And this means that when someone leaves a company, he takes his value with him – more often than not, straight to the competition.”

Work Management “Systems”

Whether we acknowledge work as an asset or not, we are tracking it. Both structured work (e.g., planned project tasks) and unstructured work (e.g., an instant message conversation) are both tracked in systems, in documents, and our heads. We’ve even connected many of these tracking mechanisms through the integration methods described above. But connecting the dots still hasn’t revealed the big picture: Are the right people enabled by the right tools? And are they working on the right things, at the right time in the right way to achieve the right business outcomes?

Operational System of Record

The Operational System of Record (OSR) is the central command of our work neural network, the dedicated system of record for work. Work itself may be carried out in the connected best of breed systems. The OSR’s role is to create a virtuous circle, where tightly aligned strategy, operations, and tactics are planned, executed, measured, and adjusted in the context of enterprise business outcomes. The OSR achieves the organizational alignment of the Good Ole Days while capitalizing on the very best technology has to offer.

 

Stay tuned for Part 4 of our Evolution of Modern Work series. In Part 4, we’ll delve into why mastering modern work is incredibly important. Additionally, I’ll introduce you to some of the organizations that are at the top of their game – the A-Game – in mastering modern work.

 

Thank you for checking out Part 2 of 4 of our Evolution of Modern Work series.  If you’re just tuning in, check out Part 1 – The Good Ole Days, where we introduced the pre-Digital Revolution concept of work and how it fundamentally transformed with the introduction of digital technology. Today, we explore 2 phases of Enterprise Work Management that aimed to address the challenges of modern work but didn’t quite get us there. 

Enterprise Work Management 1.0

Organizations adopted one of two approaches in hopes of harnessing the power of IT to adapt to the new world of work:  behemoth proprietary solutions or rigid and complex custom development.

The behemoth solutions offered a wholesale approach – covering commonplace business functions like Human Resources, Finance, Marketing, and more – and customization through configuration.  The singular platform was beneficial in that it anchored the organization – in the same way, the conference room did in The Good Ole Days – with a common frame of reference for strategy, priorities, and changing conditions.

But the solutions were “an inch deep and a mile wide,” offering “good enough” business process automation.  And because these big-box solutions were once seen as the linchpin to the modern work conundrum, vendors were able to – and even to this day in many organizations – lock buyers into expensive, complex licensing agreements.

The custom development option offered more customization but at the expense of “recreating the wheel” for very common, fundamental features and functions.  Custom development was also time/resource intensive; and in particular, during the Waterfall days, development could take months if not longer – and then, often failed to meet the intent of business requirements defined much earlier in the software development life cycle.

Both options offered pros and cons, but neither achieved what organizations were truly after:  a common frame of reference for work across the organization, configured with the fundamental business processes and configurable for the unique nuances of the organization.

 

Enterprise Work Management 2.0: Best of breed Systems

Enter the era of best of breeds:  in the “there’s an app for that” age, we’ve seen SaaS companies with deep understanding of a specific business function (e.g. Human Resources, Finance, etc.) developing highly customizable solutions built on a solid foundation of out-of-the-box functionality for optimizing the automation of common business processes.

Rather than recreate the wheel, organizations can use the SaaS foundation as a springboard for optimizing their business processes and automation, and then customize as needed through codeless or code-lite configuration. Best of breed systems also enable a modular technology ecosystem.  Modularity has two benefits:

  • Swap-In, Swap-Out Agility: Technology evolves rapidly and in the same way that an organization doesn’t want to be beholden to one of the wholesale platforms, it shouldn’t be obliged to stick with a best of breed when a better best in breed emerges.
  • Best (Fit) of Breed: The implied meaning of best of breed is something along the lines of “this is the best system for X of all the systems that do X”.  In that context, one might visit a Gartner Magic Quadrant report to find the Leaders in a particular area – these are the best of breeds.

But best of breed can also mean the best fit.  An organization may need the Leader for a customer relationship management system but may need a Niche Player product for its contract management system because of its business model.  Best of breed modularity allows organizations to pick and choose the right tools for their business needs, budget, risk-appetite, etc.

In some cases, best of breeds have received a bad rap for creating functional silos. There are two reasons for the accusation:

  • Technology Sprawl: or the uncontrolled proliferation of technology within an organization, is an environment where best of breed solutions thrive:  someone identifies a need, finds a simple app to fulfill the need, and installs the app – no questions are asked. In more recent years, the IT community at large has a collective light-bulb moment that technology sprawl was not the fault any particular technology, but of missing enterprise IT governance – where needs and proposed solutions for those needs are evaluated in a much more holistic context before decisions are made and acted upon.
  • Limited Integrations: Until more recently, the technical agility for connecting a nearly infinite number of apps and applets was nonexistent.  If organizations wanted to connect systems, custom integrations were the only option.  But that’s no longer the case…

 

 

 

Stay tuned for Part 3 of our Evolution of Modern Work series, where we uncover that best of Breeds systems, when paired with intelligent integrations and something called an Operational System of Record, is the answer to the challenges of modern work.  Catching up? Read part 1 – The Good Ole Days

At LeapPoint, we continually invest in security best practices to ensure that your data stays safe. Today, we’re excited to announce that we’ve successfully completed our SOC 2 Type 1 audit.

“A commitment to enterprise-grade security is one reason why many leading Fortune 500 software companies have achieved this status, and now we can say that LeapPoint is no different,” says Ali Langston, Information Security Officer at LeapPoint.

What is SOC 2 Type 1 certification?

SOC 2 is considered the gold standard for security compliance for software-as-a-service (SaaS) companies. SOC 2 requires companies to establish and follow strict information security policies and procedures, encompassing the security, availability, and confidentiality of customer data.

Achieving SOC 2 Type 1 certification means that our software development processes and practices meet required levels of oversight and monitoring so that we can proactively identify and address any unusual activity. Ultimately with this certification, our goal is to give our clients the peace of mind they deserve when using our products – JumpSeat, LeapPoint One, and DataConnect.

 

 

 

We’re ready to take your enterprise to the next level. Contact us at info@leappoint.com and learn how to bring your A-Game.

Thank you for checking out Part 1 of 4 of our Evolution of Modern Work series.  By the end of the series, we’ll be back here in 2019 and even peeking into 2020 and beyond, talking about what it takes to survive and thrive in this era of modern work. 

But today, our journey begins pre-Digital Revolution, pre-internet, pre-“I have 37 notification icons blinking at me right now on 3 different devices”, or better known as The Good Ole Days. 

The Good Ole Days

The idea that all business processes across an enterprise share a single mission was once an obvious concept; picture the Mad Men office where everyone from the C-suite to the front line was connected through highly-structured, yet fairly primitive communication and execution mechanisms because technology had not yet enabled more complex and expeditious methods of getting things done.

With teams fairly centralized, and the typewriter and rotary phone the keystones of modern workplace technology, staying focused on the mission-critical priorities was nowhere near the quagmire it is today.

Since this scene is so far removed from what we experience in the workplace today, it may be hard to imagine how anything got done; even though everyone may have been quite literally sitting at the table, they didn’t have the tools we consider essential to doing work today.

But there was much accomplished.  Think post-World War II –men were returning home and to work, women were contributing to the workforce in unprecedented numbers – the economy was booming, consumer confidence and national morale soaring.  The Civil Rights movement began, the structure of DNA was uncovered, the polio vaccine and the first organ transplants was bringing hope to the afflicted.  And the computer, which would forever change the way we work, made the leap from exclusive science labs and war rooms to the business office.

“I have traveled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won’t last out the year.” Editor of Prentice Hall business books, 1957

 

Problems + Solutions = More Problems

Throughout the dawning of the Digital Revolution, as technology evolved more rapidly and adoption expanded with innovations becoming more accessible and affordable, the modern workplace, too, evolved.

Among other fundamental shifts, the very characterization of “team” changed – geographically dispersed teammates, connected by global networks (and able to visit in-person more easily thanks to parallel technology advances in the travel industry) were able to collaborate quickly and around the clock.

Similarly, the concept of “work” was entirely reimagined, where the physical became digital.  Where “work” was once a tangible object – definable, measurable, and repeatable, it became abstract – a new and strange concept where the workforce simply ushered information from one place to another.

In this new world, where the bottom line was hinged upon these dispersed teams, collaborating (faster than ever before) to shepherd information, a new problem emerged:  the old administration mechanisms couldn’t keep up with this new world of work.

 

Stay tuned for Part 2 of our Evolution of Modern Work series, where we introduce the 2 phases of Enterprise Work Management that aimed to address the challenges of modern work but didn’t quite get us there. 

Marketing has dramatically evolved in the last 20 years. The rise of digital marketing and the exponential growth in marketing technology solutions are just a couple of things that have brought a new level of complexity—and power—into the hands of marketers. But, as the saying goes, “With more power comes more responsibility.”

Chief marketing officers and their teams are facing greater expectations to demonstrate results across their organization. Marketing investments are under continued scrutiny and organizations are being tasked to perform at higher levels with the same or fewer resources. The bottom line:  today, marketing organizations must demonstrate steadily increasing ROI while achieving higher levels of innovation, and team and client engagement.

So what?

 

Marketing organizations need to bring their A-Game. They must take steps to evolve their stack, processes, and strategy to keep ahead of the curve – and the competition. Wherever you are in your digital transformation, you should ask yourself:

  • Can you demonstrate how your marketing organization is aligned to the company’s strategy and driving real, measurable value for the enterprise?
  • Do you have the means to communicate full cost and ROI transparency to the CMO and business lines, and drive informed marketing decisions?

 

If you’re not confidently answering “yes” to these questions, here are the six steps you can take to build and bring your marketing A-Game:

 

1. Thoughtfully create your marketing stack

The number of marketing platforms has grown at an exponential rate, and it can be hard to know what the right strategy and tools are for your organization. Assess your current stack with these questions:

  • Can you qualify the value you get from each of your platforms and tools?
  • Are there gaps you can identify within your existing stack?
  • Could you possibly consolidate the number of tools you are using?

 

2. Build integrations

Like most companies, you likely have multiple systems of record. But it’s not effective to plan in one system, execute work in another, and host assets and deploy in others. Your holistic marketing story and accurate ROI reporting are critically important. Power your organization’s collaboration with integrations that seamlessly connect your stack to unlock and unify the data that enables these stories.

 

3. Organize your data & insights

Your stack is creating ever more data to manage. But the problem isn’t the data itself; it’s how to organize it in a way that leads to actionable insights. Define a best-fit data strategy for your stack. And with the right visualizations, your organization will be empowered with the ideas to make smarter marketing, business, and operational decisions.

 

4. Examine your existing processes – and do it often

Organizations and your marketing needs will continually evolve. Being comfortable may lead to a miss on an important technological advance that your competitors are employing.

  • Review your processes regularly to re-engineer and optimize them and to ensure they’re as efficient as possible.
  • Refine your organizational roles to maximize new capabilities.
  • Look into custom development options to create new automation opportunities within your organization.

 

5. Make change personal

Tools are only effective if you know how to use them and know why you’re using them. Equip your team with proven approaches and tools that affect lasting change. Discover methods that will influence behavior and allow your staff to understand the value of new capabilities. By encouraging your team to embrace change, you’ll drive operational excellence and create a model for the rest of the enterprise to follow.

 

6. Recruit an expert or find a reputable partner

Ultimately, bringing your marketing A-Game is complicated. It takes time, strategy, investment, and the right guidance to ensure you will have an ecosystem that positions your organization to win. In this process, don’t be afraid to recruit an expert for that industry or employ a technology partner to make strategic recommendations. Create a roadmap that aligns with your objectives, prioritize your specific initiatives and create the ideal marketing ecosystem for your organization. Your team will be able to focus on creativity and innovation, and you’ll watch your ROI (and credibility as a leader) soar.

 

Are you ready to bring your A-Game?

Through multi-city workshops, LeapPoint will provide senior marketing professionals a solution set that enables their organizations to align with corporate strategy and effectively and efficiently deliver value to the enterprise. We’ll showcase how to achieve these outcomes via a robust, intelligently integrated, set of best-of-breed cloud applications that holistically provide for this capability with effective governance.  All with the added benefit of actually making the end-user experience more efficient and effective.

Learn more about the marketing A-Game and register for an A-Game Workshop in a city near you at leappoint.com.