Making Marketing the Center of the System
When growth slows down in tech companies, it’s rarely because of a lack of innovation. More often, the culprit is misalignment—between departments, between messages, and between what companies say and what they deliver. Achieving operational alignment in tech companies is crucial to overcoming these challenges.
Jordan Liebman knows this better than most. As a marketing leader who’s steered brands like Verizon, BlueJeans, and Konica Minolta through transformation, he’s seen how easily internal silos can derail even the strongest strategies. And he’s made it his mission to ensure operational alignment in tech companies to fix it.
In Episode 15 of Go Beyond the Connection, Jordan dives into the operational side of marketing—the connective tissue that keeps teams working toward the same goals, speaking the same language, and delivering on the same promises.
“Marketing isn’t just the voice of the customer,” he says. “It’s the translator that connects product, sales, engineering, and leadership—so everyone’s playing from the same page.”
From Broadcast to Feedback Loop
Jordan believes that in modern B2B tech, content can’t just be informative—it has to be interactive. Operational alignment in tech companies facilitates these feedback loops that evolve with audience needs.
That means:
- Using data and direct engagement to shape campaigns
- Designing content that invites participation, not just views
- Framing value through outcomes, not specs
Marketing must reflect not just what your company builds—but what your customers are trying to become.
Alignment as a Growth Strategy
Jordan points out that most misalignment isn’t visible in meetings—it shows up in performance metrics. When KPIs get missed, teams start pointing fingers. But the problem is rarely effort—it’s lack of shared context. Achieving operational alignment in tech companies ensures shared context.
He outlines a clear fix:
- Unified OKRs across departments
- Radical transparency into performance
- A shared definition of “customer success” that’s lived, not just said
“Companies don’t scale because they’re agile,” he warns. “They scale because they’re aligned.”
When each team views growth as a collective responsibility, not a handoff, the results are transformative.
Designing Systems That Scale with You
Jordan encourages leaders to think of alignment not as a one-time initiative, but as an operating system. Operational alignment in tech companies includes:
- Human-centered design principles for both customer and internal experiences
- Real-time sales feedback looped back into marketing and product
- Messaging that starts with consequences, not capabilities
This system helps businesses respond faster to change—and more consistently to customers.
Final Take: Don’t Just Simplify—Synchronize
If your tech solution is complex, your messaging shouldn’t be. Jordan’s advice to IT and business leaders is to stop waiting for clarity to happen organically.
Make alignment a daily practice.
“The best companies aren’t the ones with the most resources,” he says. “They’re the ones where every team knows exactly how they contribute to customer outcomes—and are empowered to deliver.”
Explore More from This Episode
- 📖 Blog Recap ›
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- 📬 Subscribe to the Newsletter ›
- 🎧 Listen on Captivate ›
- 👤 Jordan Liebman on LinkedIn ›
- 🏢 Konica Minolta ›
Based on a podcast interview with Jordan Liebman, Marketing Executive and Strategic Advisor at Konica Minolta.