Zen and the Art of Lifecycle Repair

Marketing and IT. We find friction at their intersection. Skepticism builds over time through repeated miscommunication and missed opportunities. They are analogous to emotion and logic. And we need a balance of both to function in life as much as in business.

We need to adopt new ways of working. We need to encourage collaboration and leaders need to facilitate it. We need leaders fluent in both languages, capable of illustrating shared goals mapped to clear actions. And we need this throughout the product lifecycle.??

Great go-to-market plans start with an informed brand strategy and inspired product vision. When developed in parallel, Marketing and IT establish a common vocabulary. That’s critical in the beginning. Strategy and vision are touchstones throughout the lifecycle. They are plastic in the early stages. If there lacks shared understanding, miscommunication is a certainty.?

You can argue it both ways: products fulfill the brand promise; brand promise is created by products. The relationship is symbiotic and it is pervasive: brand attributes and product features; media strategy and user journeys; marketing funnels and user flows.??

Organizations tend to favor specialists over generalists. Few teams are directed by leaders with both Marketing and IT experience. Most knowledge is siloed and what is shared is lost in translation.?

Successful lifecycle management supports the roles of Marketing and IT throughout. Mature organizations facilitate participation. Good managers understand that roles vary by stage. Effective leaders have the know-how to communicate responsibilities out to both departments. Collaboration and unification follow. In summary, we elevate our ways of working to produce products beyond minimal, beyond viable.

The goal is to balance art and science. That’s how great products come to life and continue to thrive over time.?