• Pat Grady

    They should have asked if what % know of a channel who is acting to the detriment of the rest of the channels – we see it often, where some channels, muck up attribution to such a degree, that it impacts the other channels severely. Of course, most of the time, silo’d experts in one area, don’t know enough about other areas to see the carnage raining down on their own heads.

  • Pat Grady

    It’s one thing to obviously be less than a zen master in your area, but quite another to be hacking the limbs off of your teammates.

  • http://elainefogel.net/ Elaine Fogel

    It makes me wonder if there’s someone minding the strategy store behind all these specialists. An excellent marketing generalist – who understands all channels, as well as the big picture – should be overseeing it all.

  • http://www.bilal.ca/ Bilal Jaffery

    “We have found people who are good at ‘digital’ but poor at marketing; occasionally vice versa, but few candidates with standout capabilities on both sides”

    I’m assuming they mean digital as in ‘online/web’. Otherwise, it seems a bit narrow in scope. The rise of the term digital as opposed to ‘online’ or ‘web’ was because the industry started realizing that digital is a combination of technology, content, communications and the overall user experience.

    I’ve led Digital at IBM, Bell and Enterasys and in all of my positions, I’ve ensured that my teams are great in their soft and hard technical skills. Most importantly, communications (aka marketing in the social age), and are able to understand how technology enhances our customer experience.

  • http://www.bilal.ca/ Bilal Jaffery

    The rise of Chief Digital Officer is that — someone who truly understands how all of it comes together as digital is quite different from what the traditional marketer is used to. (ie, control, messages vs. medium, analytics) etc.