Why are Design, DX, and Marketing so fragmented? Integrated Strategies that Deliver Results
Partial Optimality Destroys Total Optimality
Design is the design department."
DX is the information systems department."
Marketing is the marketing department."
In many companies, this division of roles is the norm.
That in itself is not a mistake.
But in fact,
Each of us is doing the “right thing”, but the whole is not progressing well.
This situation tends to occur.
The cause of this is not individual measures,
That design, DX, and marketing are proceeding in a fragmented manner.The following is located in the
Organizational structure issues that cause fragmentation
The fragmentation is not intentional.
In many cases, they arise naturally from the following structures
- Different departments have different evaluation indicators.
- The "scope of responsibility" is determined before the objectives.
- Upstream decisions are not well shared
The result,
- Design is "the business of making things look good."
- DX is "the job of putting systems in place."
- Marketing is "the business of attracting customers."
It will be carved out as
👉 What is supposed to be connected,
They are divided by organizational structures.The first is the
The harm that can happen if we proceed in a fragmented manner.
As this condition persists, a variety of problems surface.
- Good design, but not connected to business
- System installed but not used in the field
- Marketing measures have become ad hoc and lack a clear axis.
Each person in charge takes his or her work seriously.
What still doesn't work is,
Because the perspective that unites the whole does not exist.It is.
By the accumulation of partial optimums,
consequentlyThe overall optimum is broken.Condition.
A "common language of strategy" is needed to integrate
What is needed to connect design, DX, and marketing,
It is not about more meetings or stricter management.
Needed,
It is "the common language of strategy."
- What are we trying to achieve?
- What value do you want to deliver and to whom?
- Where to change and where not to change?
If this axis is shared,
Design, DX, and marketing,
Functioning as “roles” facing in the same directionThe first thing to do is to start
👉 What is the strategy?
Criteria for selecting measuresIt is.
The idea of a company that has successfully integrated
For companies where design, DX, and marketing are well integrated,
There is a common idea.
- Strategy is verbalized first.
- Design and DX involvement from upstream.
- We are having conversations on "objectives" not measures.
The result,
- Design plays a role in communicating value.
- DX plays a role in supporting the mechanism.
- Marketing as a role in nurturing relationships.
It is a natural connection.
Important,
Design from the beginning to avoid fragmentation, not to try to integrate.It is.
Summary: Connect everything starting with the strategy.
The design, DX, and marketing are divided,
It is not an individual or departmental issue.
In many cases,
Problem of structure with no shared strategyIt is.
- If you have a strategy, you have a set of decisions.
- When decisions are aligned, measures are connected.
- If measures are connected, change will follow.
We are committed to the desire of companies to "want to change,
Strategy as a starting point,
Organize design, DX, and marketing, and accompany consistently until executionI will do so.
👉 The answer to integration is not addition but “design of the starting point.
What connects them all is a single axis: strategy.