CTO Straight Talk - Issue 3 - 51

CTO STRAIGHT TALK | ISSUE 3

conjoin the CTO and CMO roles. The
marketers understand the end problem
the company is trying to solve for the
customer; the technologists are able to
develop a product to deliver that unique
value proposition.
Embodying that approach in a single
CTO-CMO position might not work at
a Fortune 100 company, with its layers
of bureaucracy and specialized roles.
But at Movimento, we can eliminate
the middleman. Instead of one function
conveying insights to another function,
you have, in effect, a single function.
And we don't have the problems that
typically exist when the CTO and CMO
organizations operate independently,
even if collaboratively: They fight for
power and resources, they speak different
languages and they slow each other
down. Here we all speak one language-I
call it "marketecture." We can talk to and
understand our consumers/users while
we can also speak in the ones and zeros
of the digital world. We can communicate
and collaborate internally and externally
to drive the business agenda.
It was that blended mindset that led
us to come up with Movimento's core
principle of the software-defined car, a
term we coined and have trademarked.
When I introduced the idea, I got some
confused looks because it represented
a mind shift for the company, which saw
itself as a provider of software update
systems. When we started thinking about
the product and services we provide
as a platform for this larger concept, it
opened up possibilities for our engineers
and our marketers. They could begin
thinking about software-defined radios;
investigating software-defined networks;
researching software-defined safety and
security. We got there by combining our
deep automotive industry and engineering
knowledge with an understanding of our
customers' needs.

wE CAN TALK
TO AND
UNDERSTAND OUR
CONSUMERS/USERS
wHILE wE CAN
ALSO SPEAK
IN THE ONES AND
zEROS OF THE
DIGITAL wORLD.
In addition, this mindset helped us look
beyond a platform that simply delivered
input-software updates-to the vehicle.
We saw that the platform could also
analyze and diagnose data output from
the vehicle. In a classic example of the
machine learning feedback mechanism,
this data would make future software
updates more efficient and impactful.

B

RIDGING THE GAP BETWEEN
SILICON VALLEY AND DETROIT

But my dual role isn't only about
merging the functional silos and
mindsets of R&D and marketing within
our organization. As Chief Marketing
Officer, I also need to bridge the gulf
between two industries-our own world
of high technology and the world of
our customers, who make automobiles
and related products. Silicon Valley and
Detroit speak different languages, have
contrasting cultures, and employ very
different processes.
We try to span this gap by bringing
together the best of both worlds in a way

51



CTO Straight Talk - Issue 3

Table of Contents for the Digital Edition of CTO Straight Talk - Issue 3

Contents
CTO Straight Talk - Issue 3 - Cover1
CTO Straight Talk - Issue 3 - Cover2
CTO Straight Talk - Issue 3 - 1
CTO Straight Talk - Issue 3 - Contents
CTO Straight Talk - Issue 3 - 3
CTO Straight Talk - Issue 3 - 4
CTO Straight Talk - Issue 3 - 5
CTO Straight Talk - Issue 3 - 6
CTO Straight Talk - Issue 3 - 7
CTO Straight Talk - Issue 3 - 8
CTO Straight Talk - Issue 3 - 9
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CTO Straight Talk - Issue 3 - 51
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CTO Straight Talk - Issue 3 - 65
CTO Straight Talk - Issue 3 - Cover4
https://magazine.straighttalkonline.com/cto/issue4
https://magazine.straighttalkonline.com/cto/issue3
https://magazine.straighttalkonline.com/cto/issue2
https://magazine.straighttalkonline.com/cto/issue1
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