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Some myths in life are harmless, or even pleasant and helpful. For example, many parents lean heavily on Santa Claus to keep their kids from doing things that would get them on the dreaded “Naughty List.” And the Tooth Fairy comes in very handy when it comes to convincing a child that a loose tooth is not the end of the world (and a five-alarm tantrum is not required).


 And then, there are other myths that are harmful and need to be exposed and eradicated under the clarifying, cleansing light of truth. And on the work landscape, there are three myths in particular that have to do with Marketing Ops that are long overdue for a whirl in the Truth Machine:

Myth #1: The Customer of Marketing Ops is the Enterprise
Truth: In the big picture sense, yes, the enterprise as-a-whole is the entity that requests and applies the data that Marketing Ops generates, procures or facilitates. But within the enterprise, there are different branches, each with its own marching orders for Marketing Ops. For example: 

  • The CEO branch wants Marketing Ops to supply data to help increase revenue, hit targets, deepen competitive advantage, and establish organizational alignment.
  • The CIO branch wants Marketing Ops to supply data to help control IT costs, maximize IT investments and usage, develop and future-proof IT infrastructure, and align roadmaps with marketing.
  • The CMO branch wants Marketing Ops to supply data to help optimize customer experience, manage complex channels and touchpoints, create scale with IT, and align campaigns and path-to-purchase strategies with sales.  

 A functional and effective Marketing Ops has the resources (people and technology) it needs to serve all of these (rather demanding) internal customers, and at the same time given its unique vantage point at the intersection of marketing strategy, operations, performance, and revenue generation, identify opportunities for innovation and efficiency.  


Myth #2: Marketing Ops Teams Should be Comprised of Left-Brain Geeks Who Love Data
Truth: Yes, Marketing Ops involves a lot of number crunching. But stacking Marketing Ops Teams with IT folks isn’t a good idea, because the mandate isn’t just about leveraging AI, machine learning, and other sources to generate data, data and more (glorious) data. Marketing Ops teams also need to have a deep understanding of digital marketing principles, customer segments, and business operations, so they can connect strategy and standards with execution and results.

 As such, enterprises should develop a robust Marketing Ops team that, in addition to left-brain geeks who love data, also includes financial analysts, project managers, market researchers, programmers, and architects who are wizards when it comes to creating templates that improve efficiency and support standardization. Remember: Marketing Ops is not just about providing accurate answers tools (there’s that data again!), but also about generating new insights, running experiments, and driving innovation to maximize revenue.


 Myth #3: Marketing Ops Can Use Conventional Project Management Software
Truth: Conventional project management software is bloated, hard to use, and difficult — if not in some cases, impossible — to customize. It doesn’t take long for processes like request management to get out of control, and for documents to be scattered across the ecosystem. 

 To succeed, Marketing Ops needs to access a flexible and agile cloud-based platform like Clarizen Go, where they can easily create different workspaces for various teams, customize those workspaces for specific business needs and workflows, use automation to improve efficiency (especially around request management), centralize documents in a single place, and make adjustments on-the-fly for varying processes. All of this translates into providing internal customers with the actionable intelligence they need to achieve goals.


The Road Ahead
Marketing Ops isn’t new, but it has evolved significantly in the last few years and become much more vital in the pursuit of profitable, strategically aligned offline and digital marketing campaigns that fulfill customers’ increasing demand for personalization. Enterprises that avoid the myths highlighted above will go a long way towards ensuring that Marketing Ops fires on all cylinders instead of sputters along, and that team members are empowered, energized, and in position for sustained excellence.