Last week we talked about the construct of your measurement model and how important it is to have your model set upon business objectives that executive management agrees to and will support. The more that ties to your company's long-term strategy the better. We also talked about the challenge of implementing that model and now we'll get into the nitty gritty of making it actionable.
The first thing you should realize is that if you are just starting this process there will be nothing in place for you to go from other than your ideas and a general direction of where you are going. It's going to be scary at first because you are dealing with a lot of unknowns in terms of data, information, systems and processes. Laying the cable for what will be your measurement model and process will provide you long-term benefits but a lot of short-term pain as you have to look at everything in a new light. This means what you're doing, where you time is going, and where you team is in its maturity and ability to adapt to the changes that are coming. A solid direction at this stage will help get you started but be prepared for twists and turns along the ways.
The twists and turns are the ambiguity you are dealing with in the construction phase. You have your objectives, but how that evolves in your build will depend on the data you have vs. the data you need. It's probably a safe bet to say that these don't match up and probably look like they never will, but you have to build it like a bridge - start from both ends and see when and where you can get to the middle. That will probably take you outside of marketing to IT, accounting and finance but getting all the data sources in place, identifying the holes and beginning to figure out how to plug them is a critical step. You may even then have to look at outside data solutions and software packages that will track all the different areas you are managing but if you don't know what you have you won't know what to get.
Concurrently you have to look at what your team is working on and is it things are meeting the objectives you have laid out. That doesn't mean you throw out everything you're doing nor does it mean you stop doing all the "utility" aspects that the marketing department does. There is always value in that - it just have to be defined and understood. The larger part of what you are looking for are those areas that have to change to get to the model you want to create. Resources and needs will have to shift over time and activities that are not tied to have to get changed or eliminated. That is generally violent change since it's probably counterintuitive to what you've always done, but doing what is always done isn't the path to doing what should be done. Now is the time to build your team structure to your new model of marketing or face the challenges of not having the right workers in place when the frame and foundation of the house is built.
In the final part of this series we'll take on the implementation of your model and how it will get you on the road to measurement zen. Tune in next week!