While service organizations have had success harnessing technology, marketing and sales organizations have failed to realize its full productivity and effectiveness potential.
There are three reasons these projects fall short:
- Marketing has little or no process documented
- Sales has great sales process, but it’s infrequently fully integrated with the other processes in the organization
- Marketing and sales have delegated their responsibilities for defining their business and tool requirements to operations and IT organizations
Business processes are a key source of definitions of both business requirements for technology systems and tool functionality. In the absence of such processes, well-intentioned operations and IT people try to facilitate process development with the business functions in the context of technology implementation projects. As a consequence, the tail wags the dog.