Paris, 24–25 October 2012
In Paris this past October, IBM hosted its second CMO CIO Leadership Exchange, convening more than 300 chief marketing officers and chief information officers, from 27 countries and 22 industries. Below is a look at the program and the topics that were explored.
Ginni Rometty, IBM Chairman, President and Chief Executive Officer, opened the conference by describing how big data, analytics and intelligent devices are changing the basis of competitive advantage and putting CMOs and CIOs at the forefront of a shift in customer relationships. "IT is going to move way out of the back office and into the front office," Ginni said. She emphasized that in order to capitalize on the opportunities, CMOs and CIOs need to start collaborating now to better understand each other's requirements and how they can best work together.
By 2015, we estimate there will be one trillion intelligent devices connected to the Internet. When describing the phenomenon of "big data", Ginni referred to the "three Vs": volume, velocity and variety. She added a new V for veracity—data coming from highly unquantifiable sources, making it ambiguous or uncertain. The answer to unlocking new value lies in a company's ability to capture, analyze and make sense out of all of this data to enhance, predict and address the customer’s needs.
Session I: Setting a Shared Agenda
The pace of change – driven largely by technology – is placing increased pressure on the complex systems that make up our companies today. These systems are more instrumented and interconnected than ever before and are generating data at exponential rates. This session will explore the leadership challenges ahead and how leading companies are tapping CMOs and CIOs to extract new intelligence to transform and chart out a new future for the enterprise.
Shared Agenda 1: Understanding Each Customer as an Individual
Ginni Rometty described this shift as the "death of the average customer." The rapid emergence of social networks, mobility, location-based tracking and intelligent sensors is generating thousands of clues about each individual. If an organization has the skills, the tools and the capacity to understand this data, it gives them the power to speak directly to these people. The challenge is to eliminate the uncertainty by applying technology to plumb the patterns and create a far more holistic picture of the actual person.
Shared Agenda 2: Creating Value at Every Touch
This new way of scaling and sustaining the company's ability to serve individuals in the way they wish to be engaged requires new skills, new partnerships and new collaborations between CIOs and CMOs. Systems of engagement enable businesses to reach their customers at exactly the right time with just the right piece of information, advice, service, answer or offer. Done right, the net result is an experience so compelling that it—not just your product or service—differentiates an organization from others.
Shared Agenda 3: Being an Authentic Brand and Culture
In an era of transparency, social networks and empowered customers, every interaction must be authentic. And, in a social enterprise where collaboration and transparency form the foundation for work, leaders have far greater capacity to understand the emotions and beliefs of their employees: what motivates them and how they think. By listening, understanding and engaging employees as much as they do customers, businesses can address issues, find common ground in shared beliefs and drive new opportunities.