How do you foster collaboration and coordination among different teams involved in integrated marketing?

- Establece metas compartidas y bien definidas. - Promueve comunicación abierta con reuniones y canales comunes. - Coordina con calendarios y herramientas colaborativas. - Reconoce fortalezas individuales y fomenta proyectos cruzados. - Celebra logros conjuntos para fortalecer el trabajo en equipo.

Think always of the customer's bottom line. In fact, go one step beyond that, especially if you're servicing clients in B2B undergoing "the complex sale". Think of your customers' customers bottom line. Why? Internal interests will drive motives inside your company far more strongly than anything external and, thus, create corporate conflict across all departments. This is why fiefdoms develop. This is why teams don't integrate. Remove this temptation to seek for departmental prominence by 𝗮𝗹𝘄𝗮𝘆𝘀 𝗿𝗲𝗾𝘂𝗶𝗿𝗶𝗻𝗴 𝗱𝗲𝗺𝗼𝗻𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻 of how the customer or the customer's customers benefit from an internal marketing policy. It's how to create a 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 shared understanding and common purpose across departments.

While it is definitely important to have a well established RACI/R&R in place to drive collaboration, it's important to understand that these are in place to provide additional clarity & guidance, not hard fast rules. In my experience, I have seen highly intelligent teams fail in delivering high quality work in a timely manner because they got caught up in the "that's not my job" mentality. Working well as a cohesive team means that sometimes you may have to stretch past what's written in your R&R, or at minimum, have a conversation about it with the rest of the team to reach an understanding.

The best way to think of roles and responsibilities is as property rights. If your right to property is vague, you won't believe yourself to be a true owner. Others can step into what may seem to be your domain and do as they please contrary to your will. They won't need be responsible for whatever they do, leaving you to hold the bag of consequence in the end. This is not what a true right of ownership permits. And the same applies to what different marketing teams believe belongs to them! If you don't make it explicit, concrete, measurable, and recorded – even to the point of contractual understandings on what belongs to whom – you'll never achieve integrity of operation. Colleagues will perpetually be stepping on each other's toes.

I recall a transformative phase where defining clear roles elevated our IMC process. Assigning specific tasks and deliverables to each team streamlined our efforts. By delineating responsibilities and fostering cross-team communication, we harmonized our strategies. Clear communication channels ensured swift conflict resolution and alignment, propelling our campaign's success. This structured approach enhanced team synergy, culminating in a cohesive and impactful integrated marketing effort to synergize their efforts, ensuring a synchronized and effective IMC process. The clarity in roles and open communication fosters a collaborative environment for executing successful integrated marketing campaigns.

Nevertheless, do not encourage groupthink or equal-weight voting. You're paying more for experience and expertise not to have to rely on the opinion of the inexperienced and immature. Corporations that run like democracies die by the same defects of democracy, namely the lack of anyone to hold responsible for a stupid decision that shouldn't have been made by the tyranny of the majority. Involve only the heads of the teams in the decision about brand cohesiveness and voice, relying on the rest of the team only for verification of the feasibility of execution. Don't involve more voices, complicating the message if the customer already made a need clear to you. Revert to the earlier point: Think always of the customer's bottom line first.

We always strive for a consistent voice and image across diverse channels. Aligning visual, verbal, and emotional elements ensured a cohesive brand representation. Encouraging teams to embody our brand's personality and values in tone and language fostered a unified voice, resonating deeply with our audience. It makes trust and differentiation and about infusing every interaction with the essence of our brand, cultivating credibility, and forging lasting connections.

However, be sober-minded. Data isn't the same as information. Information isn't the same as knowledge. Knowledge isn't the same as wisdom. You must condition the team toward a culture of appropriate interpretation of facts. Tossing data around as if it could explain itself is the perfect recipe for fomenting a culture of squabbling, undermining the necessary unity that IMC ostensibly seeks to achieve. Select a cross-functional set of KPI's 𝗽𝗿𝗲𝗱𝗲𝗳𝗶𝗻𝗲𝗱 in their interpretation. In other words, if the ratio goes up, then it means exactly the same this time as when it went up the last time, and the same in reverse. Eliminate polemics. Aim to get ratios to where they need to be when 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 is its driving factor.

Today we have more data than we know what to do with so while it is definitely important to leverage data to gain valuable insights, the key to doing this well is to first understand the various sources of your data, what data points/metrics are available, then a plan for which metrics will be most useful for the analysis. Having a team of data & analytics experts at hand will be pivotal in this exercise because they will have the necessary experience & expertise to stitch together the various data points to uncover material insights & create a useful narrative.

Collectivist thinking will kill motivation. Somebody has to win. Somebody has to achieve better than another internally. The key is to reward such achievers for how well they get everyone to keep eyes on what makes the 𝗲𝗻𝘁𝗶𝗿𝗲 cross-functional team superior 𝘁𝗼 𝘁𝗵𝗲 𝗼𝘂𝘁𝘀𝗶𝗱𝗲 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝗼𝗻 and not to internal team members across the hall. Keep competitor insights always fresh in front of all departments, and reward those who can get the teams integrated to serve the clients better 𝘁𝗵𝗮𝗻 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀 𝗮𝗿𝗲 𝗱𝗼𝗶𝗻𝗴. Reward these internal influencers, strategists, and cheerleaders. They keep the departments integrated and focused on remaining united for the sake of scalability and momentum.

Reflecting on a milestone project, we embraced success and setbacks as catalysts for growth. Acknowledging and rewarding team contributions reinforced a culture of appreciation and motivation. Celebrating milestones amplified team morale, fostering a sense of achievement and unity. Equally vital was dissecting failures of our journey. Regular evaluations allowed us to unearth invaluable insights, guiding us toward refining our strategies and practices. This dual approach of celebrating successes and embracing failures fuelled a continual improvement culture. It also leverages setbacks as stepping stones toward more tremendous success, and the hallmark of a resilient and evolving team.