At NRF Nexus 2024, a panel hosted by Kevin Ertell, CEO of Mistere Advisory, highlighted the growing intersection of technology, digital and marketing functions within organizations and the challenge to find harmony between the different but increasingly intertwined departments.
Several key themes emerged during the moderated discussion with Kimberley Gardiner, chief marketing officer at Tractor Supply Company; Anjana Harve, CIO of BJ’s Wholesale Club; and Michelle Cutter, vice president of digital commerce at REI.
A Culture of Collaboration
One of the foremost challenges discussed was how to cultivate a culture of collaboration among technology, digital and marketing teams.
“What we try and do is really build trust with our teams … in good practices and meetings where we have shared goals,” Cutter said, “and a good prioritization process.”
She further emphasized the concept of unity and collaboration driving productivity by sharing one of REI’s central tenets: We go farther together.
Harve echoed that sentiment, highlighting the significance of setting the right tone from the top and using regular ideation sessions to bring teams together. Executives recognizing the importance of each function and the expertise they bring to the table is integral for getting teams to collaborate.
All three underscored the importance of intentional efforts to create a collaborative environment: shared objectives, regular communication and a mutual understanding of each function’s value.
Overcoming Challenges to Shared Goals
Though obstacles can rise along the road to achieving shared goals, Harve underscored the need to thoughtfully architect and build long-term solutions to obstacles, rather than opting for quick fixes.
“It starts with, at least, recognition that there is a challenge,” she said. “It’s not just that people are putting up barriers for the sake of it, but understanding the why and working through it.”
Ensuring everyone has a stake in the project’s success fosters accountability but also facilitates iterative progress, allowing for adjustments and refinements along the way.
Managing Conflict While Driving Innovation
Conflict is inevitable in any collaborative environment, and the panelists offered valuable strategies for managing and mitigating it. Harve stressed the role of risk management as a driver of innovation, suggesting that constraints can often lead to creative solutions.
“I do think we have been able to mitigate a lot of conflict just purely through A/B testing,” Cutter said, saying it “takes the emotion out of it. It is all data.”
Teams can experiment and find the best solutions without significant friction, eliminating potential biases.
Another critical aspect discussed was the need for flexibility and alignment with cross-divisional partners. Ultimately, Cutter believes it is about getting aligned with your cross-divisional partners, and making sure you’re educating senior leadership.
“Our teams really do delve into a lot of technical pieces and that does have to get up-leveled for senior leaders,” she said. “They won’t and don’t need to understand all of the technical details on how we are going to implement something.”
Access the full article on the NRF Blog.
