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MEMORANDUM: Information Leaders, please respect our business goals

To: Sales and Marketing Leaders

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“At some point, you have to invest in better automation in order to enjoy the speed and agility you demand.”

We, the Sales & Marketing Leadership, recognize and respect your data governance efforts. But we assert that you must in turn respect our responsibilities to the business. Without short-term gains, we lack the flexibility to invest in long-term stability. Yes, we acknowledge there are best practices. But we must underscore the debilitating impact of weeks—even months—of downtime and diverted resources on time-sensitive sales and marketing programs.

We got your memo. Thanks for sharing your perspective. But this incessant debate seems to stand in the way of progress. We must agree on a course to balance our business imperatives with your data governance initiatives in the interest of long-term organizational goals. Here is our point of view:

Sales and marketing funding and timing pressures supersede all other considerations.

The success of our sales and marketing efforts relies on reliable and clean customer data. If our source systems become unreliable, our only remedy is a lot of manual labor. We don’t have the luxury of time to build long-term initiatives. So “your” process may have long-term benefits, but it can’t stand in the way of revenue goals.

Our initiatives are time-sensitive and require a short turnaround time. In addition, our business needs, and the technologies that support them, are changing all of the time. As a result, we need to act quickly and keep up with current demands. If we don’t address pressing problems in a timely fashion we risk destroying our growth strategy. That means hurting the business, and nobody wants that.

Technology solutions grow obsolete too quickly to make business sense.

Technology changes so quickly. How can we justify slowing down the pace of business in order to get a system up and running—and then continue to reinvent the wheel every time we need to upgrade technology?

Data governance is a noble cause. We acknowledge there are tremendous advantages afforded by a master data record. But sales and marketing efforts cannot come to a standstill, regardless of best practices. It’s a hardship that the business cannot afford.

Agility is more important than scalability—in the short term.

We need to move at the speed of business. If sales and marketing are not keeping up with demands, the entire organization falls behind. We are not against best practices. We just need a way to work around a whole development cycle.

What about mapping out the business logic for handling data ahead of time? This would give sales and marketing organizations a better chance of supporting short-term growth plans while still meeting long-term trajectories. After all, we have an invested interest in scalable technologies as well as we meet the needs of a growing customer base.

Please understand. We’re not fighting you. We’re fighting to make deadlines and goals imposed on us by the business. It’s a constant challenge. We want and need your expertise, but also your acknowledgement that timing is vital.

 

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