How can you ensure Marketing Operations has a voice when collaborating with other departments?

Ensuring Marketing Operations (MO) is heard involves defining roles clearly and communicating visions transparently. Align MO goals with broader business objectives, showcasing tangible impacts regularly. Actively seek feedback, fostering proactive communication and understanding. Share expertise to position as a valuable resource and advocate for MO needs transparently. These strategies build trust, alignment, and influence, ensuring MO's voice resonates across departments

To begin, the team should kindle interest among other cross-functional teams by advocating their expertise and capabilities. This can be accomplished by proactively identifying opportunities for enhancing the customer experience and proposing how the marketing ops team can contribute. Additionally, the marketing ops team should establish open lines of communication with cross-functional teams. They can achieve this by sending periodic newsletters that share the success stories and the overall impact of projects undertaken by the marketing ops team. They should also express their interest and desire to participate in strategy development and act as solution providers.

El Director o Gerente de Marketing se tiene que asegurar que todo el material que salga de la empresa esté acorde con la imagen empresarial. Por lo que es necesario hacer una investigación de los productos de la empresa por lo que es necesario reunirse con las áreas involucradas o los distribuidores si el producto no es propio.

To ensure Marketing Operations has a voice in cross-functional collaborations, clear objectives should be established, relationships with other departments should be built, effective communication is key, participation in meetings and projects is crucial, advocacy for Marketing Operations should be maintained, and feedback from other departments should be sought for continuous improvement and stronger relationships. By following these strategies, Marketing Operations can successfully collaborate with other departments, aligning goals and achieving organizational success.

To ensure marketing operations has a voice when collaborating with other departments, establish clear communication channels, participate in cross-functional meetings, showcase the impact of marketing efforts, and build strong relationships with key stakeholders. Consistent collaboration and highlighting the value of marketing operations will reinforce its importance in the overall organizational strategy.

Outside of what's discussed in regular meetings, it can also be helpful to produce a monthly or quarterly update highlighting the good work the team is doing to help push the business forward. Whether it's a "round-up" style post or email, or just a single issue "case study," it helps bring attention to so many things that MOPs does that often go unnoticed and taken for granted. With more eyes and attention on what's being done, the marketing team and the org at large gains a better understanding of the true value and impact that MOPs brings.

As Ops professionals, we are often guilty of being "heads down" working hard, thinking our work will show for itself in terms of the value and impact that we bring. The reality is that we need to communicate - early, often and with transparency - how our work ties back to the overall strategy, to the overall GTM objectives, and to the success of the business.

This is a pretty simple concept, but not always easy in practice. Making a conscious effort to communicate what you're working and why it is important is nearly as important as the work itself. Establish a habit of finding ways to reinforce the work your team is doing, and how it connects to the broader projects the team is responsible for. You can also dedicate a specific time to putting together an update. This can take whatever format is most popular at your company - a deck, an email, a Slack conversation, etc. This update is essentially like the "Marketing Ops Newsletter" for your team to your stakeholders.

In addition to showcasing the value and impact of Marketing Operations, it's equally important to tailor your communication to different departments' needs and priorities. Recognizing that each department has its unique challenges and objectives, Marketing Operations professionals should craft their messages to resonate with their audience. This might involve highlighting specific examples or success stories that directly relate to a particular department's goals. By customizing your communication, you can effectively demonstrate how Marketing Operations is not just a general asset but a strategic partner that understands and addresses the specific needs of each department, fostering stronger cross-functional collaboration and support.

Communicate Core Values: Attracting Talent: Clearly articulated core values help attract top-quality talent. Millennials and Gen Z employees seek meaning and purpose beyond just a paycheck. They want to work for organizations that align with their values and mission. Employee Engagement: Defining values, mission, and purpose engages employees. Feeling part of a mission larger than themselves motivates and empowers them. Business Impact: Corporate culture influences productivity, creativity, profitability, firm value, and growth rates. Strong core values drive business success.

Always tie back to the GTM strategy and the GTM goals. Show how your work ties back to these and how your achievements have moved the needle in the right direction towards achievement of those goals. Even achievements that seem tactical can have a meaningful impact on the overall business. For example, if you introduced a new lead routing process, you can easily measure (and share!) how the time for assignment has improved by x, how the assignment accuracy has improved by y, how the response time has improved by z... etc., etc. Always tie back to improvements made, capabilities unlocked, efficiencies realized, insights available, etc., etc.

Feedbavk and input from all the departments is very definitive and important as it not only brings ownership of all other stakeholders but also gives you a trialibility of all the situations that might be encountered during the implementation and execution process

Two way communication and asking for feedback is such an easy way to build rapport, share what you are working on, and gain insight into what you can be doing better/ differently. By seeking feedback, you also give yourself an opportunity to proactively learn about initiatives, problems, challenges that are coming --- versus always being "the last to know" and always being in reactive vs. proactive mode.

As Operations professionals, we hold the key to so much great knowledge, data, and insights. Who better to share the pulse of the business, the people, and the customers -- then us? We need to be intentional about sharing knowledge freely and proactively with our teams where it may benefit them. This not only help the business overall, but it helps to elevate you as a thought partner and strategic leader -- vs. just the "order taker" or "admin" that our roles are sometimes viewed as.

When discussing the things your team needs, whether it's headcount, budget, tools, air coverage (or really, all of the above), don't be shy! Bring data to the table and be prepared to make a persuasive business case. Your team might be viewed as an "order-taking" or "service" organization, and it's your responsibility to help flip that narrative. There are at least two different ways you could consider making the case. Either highlight a project where you've made good progress but are blocked, or an area that you can't cover because you don't have the appropriate resources. Illustrating a potential positive outcome can help as well.

Choose your battles! Build a compelling case for the things you need most and I find you're much more likely to be listened to and given what's required as opposed to constantly badgering for every little thing. Besides this, being a good "team player" when other departments come to you with requests helps build good relationships and reciprocity when the time is right.

Marketing operations is a great place to start your marketing career, because it forces you to reckon with outcomes. Your colleagues in the operations department are often well versed in how your inputs are (or are not) contributing to outcomes. Lean on them to help you better understand how to optimize your strategies.

First they need to have a holistic understanding of the organization to be considered as strategic assets They need to share valuable insights and data-driven recommendations; become experts of automated platforms, refine workflows (process optimization), share innovative solutions & methodologies; conduct business performance evaluations; lead strategic planning sessions, master collaboration tools whilst adopting Agile Methodology, champion resource allocation, stay updated on industry trends, emerging technologies, & best practices; have specific liaisons to other departments for smooth communication; ultimately be adaptable and flexible; and lead Knowledge Sharing whilst enauring documentation of valuable insights and lessons learned

Reading this brings a few things to mind 1) marketing internally is as work intensive, if not more, then it’s consumer targeted business 2) other departments are placed under less scrutiny. 3) leaders who are not active in aligning the organization allow unhealthy tension between the business units 4) marketing needs to hire an internal communications team to be able to support the busywork of trying to do everything stipulated above. If you have one team under such unequal scrutiny, you will have less satisfaction, more attrition and an unbearable culture. Align from the top, treat all teams equally and make sure that the bonuses of ops as an example is about marketing success and tie marketing bonuses to ops success -