How Collaboration And Clarity Can Drive Organisational Success

How is marketing viewed within your organisation? Do finance, sales, and IT really understand the value marketing delivers or is there tension between the departments? Tension is often caused by a lack of understanding each other’s roles, which can negatively impact marketing’s internal reputation. Ask yourself, do you really understand the remit, goals and KPIs of other teams? Probably not.

To deliver against the organisational goals requires teams to work in harmony. Achieving harmony requires clarity of roles and responsibilities, and clearly defined and working processes that enable creativity, and give room to innovate and make agile decisions. Teams need to have the right skills to deliver the strategy in the best way with continuous feedback loops to optimise, learn and progress. This collaborative approach enables organisations to achieve desired outcomes and enhances marketing’s internal reputation.

Marketing is a central function. The success of marketing is intrinsically connected to most other functions, and so marketing’s performance and internal reputation relies heavily on the strength of these relationships.

How marketing should influence and work with other functions to drive organisational success

Sales: a critical partnership for growth. Working together will reduce sales cycles, increase sales conversion, retention and customer lifetime value.

Finance: a transparent, dynamic ongoing relationship to fund growth opportunities, set in real-time and iterate along the way.

Product: sharing customer insights will provide an exceptional customer experience to meet their evolving needs and create a competitive advantage.

HR: a core partnership united by brand purpose, connecting EVP, culture and reputation.

IT: unlocking core insights and connected metrics through a joined up tech stack.

CEO/COO: strategic advisor on customer and market to influence the overall business direction.

Does engagement, planning, feedback happen with all these groups on a regular basis? How much time does marketing spend ensuring that these teams have what they need to ultimately help them. Are these relationships reactive or proactive; does it take a crisis to fully engage or do you anticipate the future needs and give each other time, headspace and budget to work out the best way forward? By regularly engaging with other teams and being proactive in anticipating their needs, marketing can enhance its internal reputation and build stronger, more collaborative relationships.

As a marketing leader, it is your role to seek out these relationships, build bridges and unite teams behind a common purpose. Having stronger internal allies, who really understand the power of marketing to drive growth will open up the door to realising your team ambitions, create better working environments where teams can thrive, removing unnecessary barriers to progress. Ultimately, prioritising relationship-building efforts and promoting a collaborative culture can help to enhance marketing’s internal reputation and drive success for the entire organisation.