In between them is the financial management that says what should I market, where should I market it, how profitable is it, and how much do I really want to spend in financial resources, budgeting, allocation, people, real estate, trucks, whatever it is, to make the two sides work together. If an organization isn’t crossing the boundaries then they are working in silos, not just technological silos but business silos, and that’s not a really good way to run a business.
I think over these last several years, not only because of the volatility in markets, competitiveness, products, availability of products also, but at the same time the changing desires or needs of customers, the metrics now are not just based on how much faster you can get out the reports, how many reports, whether they are accurate or not.
Those are nice things to have, but those are table stakes. Quality information, synchronized information, table stakes, all table stakes. The real issue in an executive’s mind is what’s the impact to the stakeholders in my business. The CEO or CFO are clearly looking at does this affect revenue. Does it affect customer retention?