While you’d be correct to point out that the headline makes complete sense, you would be incorrect in assuming that it is a practice followed in very many places. The reasons for why insights are not integrated are many and vary by the organization, but some of the biggest reasons why include:

  1. The marketing team is organized by channel, which promotes execution in a silo
  2. The data isn’t organized in such a way to be able to draw insights across channels
  3. The analytics team isn’t integrated and part of one organization
  4. A breakdown in communication between the marketing and analytics teams to ensure complete understanding of the campaign background and what’s possible from the analytics standpoint
  5. A measurement approach that features a single KPI to rule them all, or even channel-specific KPIs.

Hopefully you’ll notice a pattern with some of the biggest reasons why insights aren’t integrated. First and foremost, it isn’t only the fault of the marketer. My analytics brethren play a significant role in promoting insights in a silo. Second, you’ll notice (I hope) I’m not qualifying these challenges by a specific company’s industry. The challenge of integrating insights applies whether you are in a small or large company, or in health care or technology. Third, there are some significant organizational barriers to overcome even if the marketing and analytics teams are willing to come together. Herein lies what I am hoping you take away from the rest of this post.

When I joined Intel in 2014 to lead up the global paid media and digital analytics function, one of the most exciting challenges we were attempting to solve was just this: How do we bring together our paid media data, with our owned data, with our social data to tell a complete story about the performance of our campaign? We started the journey using a framework that my colleague (at Intel and now again at W2O) Dan Linton visualizes as siloed, collated, correlated and causated. During our respective three+ years at Intel I think we made tremendous progress toward correlated and causated insights that helped build better campaigns, optimize programs in-flight and properly measure performance. Even though both of us are now gone from the company I know that the team is continuing the journey to the nirvana state or causated insights.

So why not continue the journey at Intel? Why come back to W2O to establish the PESO (paid, earned, shared and owned) analytics offering? Aside from the fact that I’ve never encountered executives in my 15 year career who value analytics as much as Jim Weiss, Bob Pearson and Jenn Gottlieb, I would point back to the organizational challenges I cited above:

  1. Our activation teams that put together paid media, digital, social, or public relations programs aren’t in a silo. They sit within one organization, which immediately breaks down barriers to consuming cross-channel insights.
  2. Our data is well organized thanks to some incredible work by my colleague, Jonathan Isernhagen. More on this coming in future blog posts.
  3. Our analytics team is well integrated and in one organization. We’re bringing paid and owned analytics to an incredibly strong earned and shared offering that already exists for clients.
  4. We have a long history of proactive and positive communication between our activation and analytics teams.
  5. We have a significant number of people who have experience building measurement frameworks for clients of all sizes and industries that are not channel-specific.

The promise of PESO insights is tremendous for companies. It’s why I’m back at W2O, and it’s what we’re laser-focused on building out for clients. Over the coming weeks you are going to be hearing from some of my colleagues who are going to be expanding on this topic in greater detail. Everything from the owned analytics angle, to mobile learnings, to broad digital to even how an integrated data warehouse provides the foundation by which we execute PESO insights.

In the meantime, and in the words of our founder Jim Weiss, #integreatness.