Todd Copeland has part of the National Australia Bank team since July 2004. In his current role as general manager, digital, he oversees sales and service across both consumer and business digital channels.
On the eve of Adobe’s Digital Marketing Symposium–where he’ll be speaking–Copeland discussed with CMO.com APAC how the new generation of digital roles within a rising number of organisations is changing how marketing and IT teams work together.
CMO.com: Digital roles are relatively new. What is your role and what does it encompass?
Copeland: As general manager, digital, at NAB, I have responsibility for over 90% of our customer interactions, including servicing and sales. My team is the enabler of over 2 million customer interactions per day.
My team also oversees customer channels, such as our primary website, www.nab.com.au, Internet banking, mobile Internet banking, NAB Connect–our business banking platform, as well as our social media platform.
CMO.com: Why do you think your role was created, and what does your role consists of?
Copeland: NAB is constantly adapting to changing customer behaviour and the way we build and maintain customer relationships.
We need to sync the delivery of our experiences to our customers’ expectations. On any given day, we know there are over 1,000 customers banking with us at 3 a.m. using our digital channels.
So we have a clear purpose: We are increasing the use our self-service channels, embracing digital adoption to remove effort and improve the customer experience, all while delivering the quality experience our customers expect.
In essence, we are all working to enable a connected customer experience.
CMO.com: What kind of cultural changes have you seen in marketing and IT departments during your career?
Copeland: You can’t underestimate the importance of collaboration and the role of leadership in role modelling the values of your organisation.
We have a culture where we jointly deliver customer outcomes. There are no silos in our approach to creating a more connected customer experience. We have adopted agile and lean work practices, and our teams are aligned with common metrics for success.
CMO.com: What kind of change management did NAB undertake to help these departments operate more effectively together?
Copeland: Our organisation consists of different layers, focusing on customer, product, and operations. Our different units have clear accountabilities, which means we are able to measure outputs like collaboration and engagement.
The right structure is used to integrate leaders and departments, so we have the right leadership and accountability model to ensure we have collaboration across the teams.
CMO.com: What are the hallmarks of an effective digital team? Are marketing and IT speaking the same language, or is it a work in progress?
Copeland: A true digitally focused business has the ability to deliver experiences at the speed at which our customers expect, all the way through an organisation.
To achieve this goal for customers, digital plays a critical role. We bring together marketing, technology, security, operations, and more.
Ultimately, we all need to be customer experience managers. From the process of launching a new campaign, right through to fulfilment and servicing, the organisation needs to be connected.
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