Martech Report 2024: Top management vs all the others
The latest European Martech report highlights an interesting and potentially risky gap within many companies: top management has a much more positive view of the company’s Martech maturity, skills, and engagement compared to other levels in the organization. This difference in perspective can create a range of issues that affect how well companies succeed with their Martech initiatives, especially in sectors like utilities, insurance, and banking, where customer experience is crucial for business success, and Martech can be key to achieving that.
The Difference in Martech Maturity
When it comes to views on the company’s Martech maturity, the report shows that top executives see their organization as significantly more advanced than middle managers and operational teams do. According to the report, 54% of top management rated their Martech maturity as high (4 or 5 on a 5-point scale). This compares to 41% of middle managers and only 34% of lower-level employees who felt their company was as far along.
According to the report, this optimism from leadership is a pattern seen in many industries. Leaders often focus on overall strategies and plans that are being implemented, while the operational reality is more complex and often faces obstacles that aren’t visible at the top level. To truly succeed with Martech, the whole organization needs to be on the same page. If the operational level sees slower progress or if the technology is not being fully utilized, strategies can gradually lose momentum.
Does Management Have the Right Skills to Drive Martech?
Another important issue raised in the report is whether top management truly has the right skills to achieve the goals set within Martech. The numbers are clear: 53% of top executives believe they have the necessary skills to succeed, while only 39% of middle managers and 34% of those at lower levels agree.
This is a clear sign that there is a gap in how skills are assessed within the organization. Top executives often feel they are well-equipped to handle the technical and strategic demands of Martech, but those working closer to the technology often feel that management’s knowledge is insufficient. This can lead to misjudgments about how the technology should be implemented and how to manage daily challenges. Ensuring that skills development reaches all levels and that management gains insights from operational teams, is critical for success.
Is Management’s Engagement Real or Overestimated?
There’s also a noticeable gap in engagement with Martech strategies. 37% of top management believes they are highly engaged in Martech efforts, but only 24% of middle managers and 22% of lower-level employees agree.
What does this mean for your company? If management believes they are deeply involved, but those actually working on the implementation don’t see the same level of engagement, there’s a risk that important strategic decisions may not get the operational buy-in needed to succeed. It’s essential that top management not only makes decisions and formulates strategies but is also actively involved in how these strategies are put into practice at all levels.
Read more: How to succeed with your Martech investment
Who Owns the Martech Processes?
According to the report, 29% of top management claims to have ownership over the entire Martech process, while only 17% of middle managers and 18% of lower-level employees agree. At the same time, 37% of top executives say they are responsible for defining the strategy and ensuring implementation, but that number drops to 34% for middle managers and 33% for operational teams.
This shows that it’s not just about perceptions of skills and engagement but also about responsibility and ownership. If all levels don’t agree on who actually owns and drives the Martech processes, the company risks ending up in a situation where no one takes full responsibility for important decisions and implementations.
Summary: What Can You Do to Bridge the Gap?
The European Martech report paints a clear picture of how top management and the rest of the organization can sometimes have different views on skills, engagement, and responsibility when it comes to Martech. For companies in sectors like energy, insurance, and banking, where technology and customer experience play a central role, this gap can have serious consequences if it’s not addressed.
Here are a few concrete steps you can take to bridge the gap:
- Open Communication: Create channels for honest feedback between management and operational teams. Make sure those working closest to the technology can provide insights into how strategies are working in practice.
- Develop Skills at All Levels: Ensure that both management and operational teams have the skills required to successfully implement the Martech strategy.
- Clarify Ownership: Clearly define who is responsible for which parts of the Martech process and ensure this is understood at all levels.
- Follow Up on Engagement: Don’t just measure how engaged top executives feel but also find out how this engagement is perceived by others in the organization.
By being aware of and acting on these insights, executive teams can ensure that the Martech strategy doesn’t just stay at the top level but also has an impact throughout the organization—from strategy to implementation.
