One: Start collaborating: Today’s b-to-b buyers expect a seamless customer experience.
Two: Accelerate customer experiences: Focus combined efforts on an understanding of the buyer’s journey and customer lifecycle.
Three: Productive technology infrastructure deployments.
Four: Robust security and privacy. In the interest of protecting customer, prospect and organizational data, organizations must understand the data privacy regulations in every region they operate in, such as the General Data Protection Regulation (coming in 2018) or HIPAA rules in healthcare.
Five: Common measurements. 
Six: Joint processes and alignment.
Seven: Aligned leadership and communications.

CIOs will need to take on the challenge of marketing disruption with the following approaches:

o Partner with the CMO

o Focus on Marchitecture and Integration

o Help CMOs Evaluate MarTech Options

Key Investments for CRM 3.0
• Business Intelligence Engine

o Supports Real-time Processing

o Flexibility to Ingest New Data Sources

o Scalability

o Data Prep and Analytics Automation

o AI/Machine Learning

Forrester Research analyst Andrew Bartels says the degree to which business executives are putting CIOs in such precarious positions is up for debate because surveys don't paint the whole picture. In short, the statistics vary based on who is telling the tale, with respondents excluding some forms of technology from their consideration.

For example, U.S. business executives Forrester surveyed in 2016 claimed that 32 percent of their total technology purchases were made outside the purview of IT. But Bartels says this can't be accurate because he estimates that 70 percent of all technology spending is on MOOSE, or maintenance fees, outsourcing agreements, telecommunications services, operations and maintenance staff, as well as associated servers, storage, PCs and other hardware equipment IT typically controls. The remaining 30 percent of U.S. tech spending goes to new projects, where business involvement is greatest.

There are seemingly endless ways that marketing can work with IT to reimagine business and customer outcomes, but the right support is needed to make this happen. To this end, here are five things CMOs want CIOs to know to help marketing teams do what they do best:

1. Speed Matters

2. Solutions do not Always Need to be Built

3. Understand that We Live for the CX

4. We Need the Right Infrastructure and Tools

5. Be a True Business Partner

Surveys consistently show that marketing technology is far down the priority list of IT managers.  That wouldn’t be the case if martech spend were equal to all other tech spending combined. Indeed, one of the main reasons that marketers have been eager to take control of their technology has been the neglect, benign or otherwise, shown by corporate IT.

Understanding the real relationship between martech and other systems is important.  Marketers need to recognize that their systems are a small part of a big picture and can’t work independently of the rest of the company. Yes, marketers should control their internal systems. But the IDC figures show that sales and customer service spend more on tech than marketing. So, when it comes to customer-facing systems, marketers shouldn’t expect other departments to simply adopt marketing systems as a new core.

Here’s how you can do that:

• Commit to understanding each other
• Loop each other in from the start
• Ask the right security questions early
• Think Holistically: Use tools that connect with other tools

*Create the role of chief analytics officer -- Employed by organizations in diverse industries, including Duke University Heath Center, Macy’s, GoDaddy, EY, and even the City of New York, this role is responsible for mapping analytics needs and use cases throughout an organization. With a direct line to the C-suite, chief analytics officers match business needs and problems with analytics technology for answers.

*Form a cross-functional analytics team -- Bringing HR, marketing and other functional personnel together with IT can be one of the most beneficial ways to bridge the gap between IT and end users. Enabling these users to become citizen data scientists and use predictive analytics for their own unique needs creates meaningful results for everyone involved.

• The CIO and CMO join forces around marketing technology. More closely than a partnership, they literally create a matrixed organization dedicated to digital marketing experience, jointly possessing and wielding much more resources than they could alone. The new marketing IT structure will become experts in both marketing and in marketing technology, using their combined purview to create breakthroughs in integration and customer journey. 
• CMOs forge ahead, and make up with CIOs on a case-by-case basis. Given the aforementioned pace of the marketing technology business, I believe this is the most likely scnearios, and what I'm actually seeing is fast-growing marketing IT teams being created solely by the CMO, with knowledge by the CIO, but little involvement as long as important lines aren't crossed.
• CIOs and CMOs align and collaborate across clearly defined responsibilities. The CIO owns the tech stack and the integration between the pieces, and the CMO owns the integrated digital experience itself. This will tend to work better in large companies.

• CIOs can amplify the conversation throughout the C-suite and provide specific examples of how quality social marketing programs benefit the business.
• CIOs can assume leadership roles by communicating best practices to roll out and support social marketing initiatives, as well as how to measure progress. 
• CIOs should ensure that social engagement platforms effectively link back to enterprise systems of record, to provide a comprehensive view of the accounts and contacts that enable contextual outreach.
• CIOs should partner and collaborate with their marketing counterparts to ensure the right controls and policies are in place to effectively manage related efforts, and then make sure they're communicated throughout the company.