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<div class="zemanta-img"> <a href="http://www.daylife.com/image/0ewM8kt0eU0m7?utm_source=zemanta&utm_medium=p&utm_content=0ewM8kt0eU0m7&utm_campaign=z1" rel="nofollow" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="NEW YORK - SEPTEMBER 03: Eleo Hensleigh, chie..." src="http://cache.daylife.com/imageserve/0ewM8kt0eU0m7/150x98.jpg" /></a>Image by <a href="http://www.daylife.com/source/Getty_Images">Getty Images</a> via <a href="http://www.daylife.com/">@daylife</a></div> What’s it like to be a chief marketing officer in 2011? “There is no comfort zone anymore,” said Krishnan Chatterjee, <a class="zem_slink freebase/en/chief_marketing_officer" href="http://en.wikipedia.org/wiki/Chief_marketing_officer" rel="wikipedia nofollow" title="Chief marketing officer">CMO</a> for $3.1 billion Indian IT service provider <a class="zem_slink freebase/en/hcl_technologies" href="http://maps.google.com/maps?ll=28.5888027778,77.3475611111&spn=1.0,1.0&q=28.5888027778,77.3475611111%20%28HCL%20Technologies%29&t=h" rel="geolocation nofollow" title="HCL Technologies">HCL Technologies</a>. What’s hot can turn cold. What’s up may come down. And it all happens at warp speed. There’s increased audience segmentation, a growing choice of marketing vehicles, the necessary integration of more third-party providers, and the seemingly endless touch points for any given brand that necessitates new relationships from HR and sales to IT and customer service. “The CMO today has really got to use the maximum amount of peripheral vision both internally and externally,” said Lynne Seid, partner in the global marketing officers practice of executive recruiter Heidrick & Struggles. The key is to build a corporate marketing team for tomorrow. “It’s very difficult to think you’re going to be able to construct the perfect message with the perfect execution anymore. If you linger too long or hesitate, someone will beat you to the punch,” said Gayle Meredith, CMO at commercial real estate firm Cassidy Turley, in an interview with CMO.com. “You have to construct a team that can help you quickly assemble different pieces that you need.” <a name="more"></a>Here are 10 tips from <a class="zem_slink freebase/en/cmos" href="http://en.wikipedia.org/wiki/CMOS" rel="wikipedia nofollow" title="CMOS">CMOs</a> and industry watchers for assembling the winning marketing team of the future. 1. Build <a class="zem_slink freebase/en/the_a-team" href="http://www.rottentomatoes.com/m/five-factories-workers-control-in-venezuela" rel="rottentomatoes nofollow" title="Five Factories - Workers Control in Venezuela">A Team</a> Of Team Builders <a class="zem_slink" href="http://www.crunchbase.com/person/nigel-dessau" rel="crunchbase nofollow" title="Nigel Dessau">Nigel Dessau</a>, senior vice president and CMO of $6.5 billion semiconductor maker <a class="zem_slink freebase/en/advanced_micro_devices" href="http://www.google.com/finance?q=NYSE:AMD" rel="googlefinance nofollow" title="NYSE: AMD">AMD</a>, told CMO.com he is always searching for new talent. Yet even with the new demands of digital marketing, he rarely seeks a particular technical ability. “The biggest single skill necessary is collaboration,” said <a class="zem_slink freebase/en/dessau" href="http://www.lonelyplanet.com/germany/saxony-anhalt/dessau?destination_tag_id=359403" rel="lonelyplanet nofollow" title="Dessau">Dessau</a>, who must compete with archrival Intel at one-eighth of its marketing budget. “And it’s the one thing you don’t learn in school.” He recruits entry-level employees who can learn on the job, <a class="zem_slink freebase/m/07s6fsf" href="http://en.wikipedia.org/wiki/Master_of_Business_Administration" rel="wikipedia nofollow" title="Master of Business Administration">MBAs</a> who can quickly assimilate, and seasoned team builders. “A lot of things that we are doing today are very new and have not been done before by a lot of people,” said HCL’s Chatterjee, who spent the first decade of his marketing career in consumer goods launching everything from a cigarette brand to a high-end apparel chain. He values intellectual curiosity, positivity, and experimentation. 2. Consider Creating A CDO Digital media is just one aspect of marketing, but it’s the newest and most challenging for many corporate marketers. Some CMOs are appointing a chief digital officer (CDO) to guide them on the frontier. “This is a new kind of person sitting in the corporate environment that, a few years ago, may have been at a dotcom or a digital agency,” Heidrick & Struggles’ Seid told CMO.com. “This will be the strategic architect of company’s digital point of view.” 3. Enter The Matrix Meeting new demands doesn’t begin and end with the coronation of a digital chief. “It can’t be done by one person sitting at a marketing dashboard doing their own thing,” Seid said. “It has to be interwoven into every aspect of what CMO does.” “You don’t want to create a ghetto,” AMD’s Dessau agreed. “You have to add a bit of that to everyone’s job.” Think interdepartmental teams, cross-training, and reporting matrices. When Maria Davlantes became the first CMO at $962 million modular rug company Interface, she sought to create a physical and cultural environment conducive to small-group discussions and “cross-pollination.” “We want staff who are experts in their respective disciplines, but who can also step outside of their comfort zone and value different ideas,” she told CMO.com. But take care to create common goals, Dessau warned.  You can’t have the director of regional working toward contributing margin dollars and the corporate manager chasing gross margin percentage and expect teamwork. Unite digital and analog efforts with common metrics as well, said Megan Findley, marketing director at <a class="zem_slink freebase/en/boston_consulting_group" href="http://www.bcg.com/" rel="homepage nofollow" title="Boston Consulting Group">The Boston Consulting Group</a> (<a class="zem_slink freebase/en/bacillus_calmette-guerin" href="http://en.wikipedia.org/wiki/Bacillus_Calmette-Gu%C3%A9rin" rel="wikipedia nofollow" title="Bacillus Calmette-Guérin">BCG</a>), in an interview with CMO.com. Incorporate new marketing vehicles into your ROMI model. And “look at a broader range of objectives and ways of defining success,” Findley advised. “Declare victory because you learned something, not just because you sold something.” <div style="background-color: transparent; border: medium none; color: black; overflow: hidden; text-align: left; text-decoration: none;"> </div> 4. Look Beyond The Usual Suspects Meredith has spent the majority of her career in real estate, but the 20-year marketing veteran is looking for talent in new places today—graphics folks with an affinity for new tools and IT professionals who love communications. Sometimes she finds the best people hiding in plain sight. “You have to be inquisitive of the people around you and really try to figure out what their interests are,” Meredith said. “Some people are just really good soldiers doing what you ask.  If you don’t ask the question, you’ll never know what they really want to do.” Consider recruiting from niche agencies or technology suppliers. “Then combine that talent with digital boot camp training and education for the rest of the marketing team,” said BCG partner and managing director Dominic Field. 5. Assess Your Analytics Capacity Seid calls it “the ever-growing and previously unsolvable problem of analytics.” CMOs are blessed with an abundance of data, but turning those bits and bytes into information is an evolving science. “It’s always been an important weapon,” BCG’s Field told CMO.com. “And it’s going to become even more important.” Conduct an audit of your organization’s analytics prowess and fill in gaps. “It goes beyond the market research function; they haven’t been in a world where customer feedback is in real time,” Seid said. CMOs must tap other data silos in the company to create a full analytics picture. Some are creating an analytics director to lead the effort. “They may have come from academics or cultural anthropology or a data company. There’s a complete lack of continuity in the background of these folks,” Seid said. “But what’s very clear is their understanding of the difference between data, information, and insight.” 6. Diversify Your Talent Portfolio The corporate marketing team must reflect the communities and markets in which you do business. “You have to hire the right skills and people locally and nationally and even take it in to account when building your agency model,” AMD’s Dessau said. He has created a two-tier model to incorporate region- and country-specific third parties into his mix. The only danger is in letting every country or region do its own thing, of course, but a balance can be struck. “I can’t manage a China market from Austin, Texas,” Dessau said. “What matters there is not visible from this office.” Managing a geographically diverse team isn’t easy, said Davlantes, whose 100 marketers are scattered around the globe. “Building upon relationships is not always as easy as we’d like it to be,” she said. “[But] along with regular communication, we have multiple in-person meetings throughout different world regions within each year.” 7. Don’t Just Employ--Empower The average age of an employee at HCL Technologies is 25, and that holds true within Chatterjee’s team. Since he manages groups on three continents and tackles everything in-house, he can’t wait for years before entrusting them with important pieces of the marketing portfolio. Once Chatterjee has gone through the due diligence of hiring the right people, cross-training them, and putting the right processes in place, he must let go. “You have to believe in your people, challenge your people, and then let youth brigade take charge as much as you can,” he told CMO.com. HCL holds an annual global meeting of current and future customers in Orlando—a corporate version of a tent revival to energize the business. Last year, with corporate budgets shaky, Chatterjee anticipated 600 attendees at best. One thousand came. “That was pulled off by 20 of my people, none of whom is above 26 years of age,” he said. “They have brilliant ideas if you can enable and empower them to deliver to their potential.” 8. Integrate Third Parties Cassidy Turley’s Meredith does a lot of outsourcing, but the work is increasingly going to a larger number of specialized providers, from media placement agencies to technology vendors. “The number of providers and the niche aspect of what they’re providing have become very complex,” Seid said. “The client wish is that the providers would just talk to one another and self-integrate.” But the onus is on the internal marketing group to coordinate and align suppliers. AMD’s Dessau has changed the nature of his third-party relationships. “We’ve moved away from a relationship that’s transactional—one task at a time—toward one where you may pay some level of retainer to make sure you’re putting together a team that’s able to collaborate,” he said. Meredith currently has a project that requires her external creative agency to join forces with an IT vendor. “We’re developing project teams with multiple third-parties and for us to be successful they have to work together,” Meredith said. “It’s an additional management challenge to make sure they play nice.” BCG’s Field suggested changing the incentive structures for outside suppliers. “Some CMOs are making up to 20 percent of compensation contingent on collaboration,” he said. 9. Incent Innovation You get what you pay for outside and inside the organization. If you want to increase the importance of new media or mindsets, then put your money where your mouth is. Set minimums for digital investment and put incentives in place for experimentation, BCG’s Field said. Employees must feel free to fail, Interface’s Davlantes said. “CMOs also need to be reflective—as well as strategic—listeners for their teams,” she said. “The best ideas can come from the most unexpected places.” You know the old phrase, “No one ever got fired for buying too much television”? Start firing people for buying too much television. Or at least require new kinds of investments from your team.  “The CMO should be saying I’m not going to reward more of same,” Field said. “They must actively push people to get in the game.” 10. Walk The Walk Forward-thinking CMOs aren’t sitting on the sidelines. “The most important thing for the CMO is to show leadership stating that [digital media] is important—that it’s a source of competitive advantage if you get it right,” Field said. “There has to be a top-down mandate to say, ‘We need to be present in figuring out how to embrace the opportunities of the array of new options.’” “Some traditional marketers will say, ‘I’m not on Twitter; I have a team that does that.’ But there’s not a switch called ‘advertising’ or ‘social media’ that you turn on to engage in various new outreach methods,” said HCL’s Chatterjee, who is on Twitter, writes a marketing blog, and  has a Facebook page promoting the rock band he formed within his marketing team. “You have to engage yourself to understand how the channels and media work.” “For a CMO to be effective today, it’s very difficult to sit in your ivory tower and prognosticate,” said Dessau, who also tweets and blogs “You have to be much more willing to engage than ever before.” <div style="background-color: transparent; border: medium none; color: black; overflow: hidden; text-align: left; text-decoration: none;"> </div> <div class="zemanta-pixie"> <img alt="" class="zemanta-pixie-img" src="http://img.zemanta.com/pixy.gif?x-id=7fae3409-8dcc-461e-ac77-c655ef19b871" /><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript"> </script></div>

10 Tips For Building Your Next-Gen Marketing Team

Image by Getty Images via @daylife What’s it like to be a chief marketing officer in 2011? “There is no comfort zone anymore,” said Krishn...

<div class="zemanta-img"><a href="http://commons.wikipedia.org/wiki/File:Regional_Organizations_Map.png" rel="nofollow" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="International Association for the Advancement ..." height="92" src="http://upload.wikimedia.org/wikipedia/commons/thumb/a/a2/Regional_Organizations_Map.png/300px-Regional_Organizations_Map.png" width="200" /></a>Image via <a href="http://commons.wikipedia.org/wiki/File:Regional_Organizations_Map.png">Wikipedia</a></div>In today's <a class="zem_slink freebase/en/global_variable" href="http://en.wikipedia.org/wiki/Global_variable" rel="wikipedia nofollow" title="Global variable">global environment</a>, <a class="zem_slink freebase/en/decision_making" href="http://en.wikipedia.org/wiki/Decision_making" rel="wikipedia nofollow" title="Decision making">decision makers</a> must consider the <a class="zem_slink freebase/m/0qb7t" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia nofollow" title="Organization">organization</a>'s business goals and direction while mining <a class="zem_slink freebase/en/talent_management" href="http://en.wikipedia.org/wiki/Talent_management" rel="wikipedia nofollow" title="Talent management">talent</a> and manage the IT <a class="zem_slink freebase/en/workforce" href="http://en.wikipedia.org/wiki/Workforce" rel="wikipedia nofollow" title="Workforce">workforce</a>. By prioritizing the needs of companies, which are open to diversity and unique expertise, and appreciate the talent that already exists internally, executives are more likely to employ workers in line with company values - one that plays a strategic role in the company's ability to develop new services and expand into new markets. <blockquote>Successful managers agree: The power of organization that controls the <a class="zem_slink freebase/en/information_technology" href="http://en.wikipedia.org/wiki/Information_technology" rel="wikipedia nofollow" title="Information technology">Information Technology (IT)</a> are essential components to build and grow a successful company. </blockquote>And today's global environment allows for an organization to build a workforce with no geographical boundaries and regions. An organization can attract labor and <a class="zem_slink freebase/en/human_resources" href="http://en.wikipedia.org/wiki/Human_resources" rel="wikipedia nofollow" title="Human resources">human resources</a> from around the world to build the strongest and most efficient team possible. As a result, it is important for organizations to develop a systematic approach to recruit and retain talent on a global level. In addition, organizations should implement strategies to optimize and utilize global talent of IT services that best suits their business needs of IT services. The following tips will help <a class="zem_slink freebase/en/chief_information_officer" href="http://en.wikipedia.org/wiki/Chief_information_officer" rel="wikipedia nofollow" title="Chief information officer">CIOs</a> more effectively in a global executive recruiting IT candidates to ensure their organization's workforce is built for success. <a name="more"></a> 1. Set goals but allow flexibility in the role Setting goals and objectives are required when determining the roles and responsibilities within an organization, but also essential to maintain the flexibility to provide space for the unique individual <a class="zem_slink freebase/en/skill" href="http://en.wikipedia.org/wiki/Skill" rel="wikipedia nofollow" title="Skill">skills</a> and experience. Maintain control of the IT workforce is most effective when the requirements are clearly defined roles while still being flexible enough to incorporate a variety and scope of skills and talent available. For example, executives can reconsider the role of service technicians' so that the unique skills an employee can shine. By remaining flexible, easier to ensure the <a class="zem_slink freebase/en/organizational_culture" href="http://en.wikipedia.org/wiki/Organizational_culture" rel="wikipedia nofollow" title="Organizational culture">organizational culture</a> will support the various groups of employees who grew up with their strengths and follow their instincts. 2. Recruit and promote from within <a class="zem_slink freebase/m/03bxgrp" href="http://en.wikipedia.org/wiki/Company" rel="wikipedia nofollow" title="Company">Companies</a> should strive to identify internal resources to build and develop their workforce. Many managers have found that the resources of their most valuable companies located within the organization. Given proper training and support, internal candidates are placed in a position to perform a wider variety of tasks, especially vital capacity in the IT services industry where technology and processes are constantly evolving. 3. Rent to innate talent and are willing to invest in training Most of the executives tried to build a successful organization understands that it is very important to find a balance between innate ability and experience or specific qualification when looking for IT talent. Often, hiring managers get a candidate who may have personal experience, right, and ability to solve problems but can not set a particular certifications or technical skills. When it comes to the pooling of talent and building IT manpower, decision makers need to understand that while certain skills can be taught, innate ability and the attitude of the prospective hire can not be inculcated by training. When a candidate with the right personality available - even if he does not have a specific set of skills - it helps to determine the skills required for the position and determine whether the gap can be successfully achieved certification through training. 4. Build a network of candidates To maintain the most efficient workforce and IT balanced, it is important to be consistent in looking for talent. This is even more important as a source of global talent, so that prospective resources are larger and more diverse. Having a prospective candidate will reduce the chance the organization will be caught or not ready when the open position. Managers must ensure that they never make a hasty decision or a loss of opportunity to talent. Check your organization's business plan and try to anticipate future needs, including geographic expansion or relocation. Network and build relationships in an effort to recruit talent that is consistent with the needs of your organization's future and direction. 5. Diversification The most diverse organizations tend to be a flexible and strategic about recruiting and retaining IT talent. Executives in these organizations understand the value of diversity in experience, perspective and skills while building a workforce. This is even more important when building a <a class="zem_slink freebase/en/global_workforce" href="http://en.wikipedia.org/wiki/Global_workforce" rel="wikipedia nofollow" title="Global workforce">global workforce</a> of IT, because there are greater opportunities to connect with individuals with various expertise. By utilizing the talents that exist, maintaining a <a class="zem_slink freebase/en/global_network" href="http://en.wikipedia.org/wiki/Global_network" rel="wikipedia nofollow" title="Global network">global network</a>, and investing in diversity, the organization can effectively mine new service source IT talent, build a multicultural talent, and well positioned for market success. By focusing on the ability of appropriate resources to identify sources of new talent, optimize IT talents and build a strong network of talent, organizations can gain access to skills that support business goals, build teamwork strengths and recruit effectively to increase excellence competitive. Will eventually become a large and successful organizations in running a business. So we submit tips that bias could hopefully be motifator for young entrepreneurs who will build a new business system by utilizing IT with berbasih in global technology. <div class="zemanta-pixie"><img alt="" class="zemanta-pixie-img" src="http://img.zemanta.com/pixy.gif?x-id=a44184ae-9eed-40eb-846d-3667ce25f6de" /><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript"> </script></div>

tips on building successful IT systems glogal

Image via Wikipedia In today's global environment , decision makers must consider the organization 's business goals and direction ...