In today’s fast-evolving business environment, organizations face an increasing number of challenges related to data management, customer journeys, and delivering personalized experiences. At our organization, we embarked on a Customer Data Platform (CDP) project, and the journey has been a transformative one. In this first blog post of a three-part series, I’ll share key insights from our CDP project, with focus on the Pre-CDP stage, the first of three stages.
Why “Lean” CDP?
Our project’s guiding principle was the concept of lean. At the outset, we knew that implementing a CDP would impact many parts of our organization and involve complex processes. To ensure focus, we adopted a lean methodology, tackling the project use case by use case, following a “build, measure, learn” cycle. With this lean approach, we wanted to ensure that we didn’t overextend ourselves in the project and could quickly recognize the value the CDP would bring. The idea was to start small, progressing step by step, rather than investing excessive time and resources into building a fully functional CDP from the outset. Our goal was to get something tangible into development as quickly as possible. This allowed us to avoid getting overwhelmed by the project’s scale while keeping our efforts aligned with real business needs.
Let’s dive into how we structured and realized our CDP project, beginning with the foundational Pre-CDP Stage.
Pre-CDP Stage: Laying the foundation
In our daily work, we found ourselves struggling with a common challenge: siloed data. Our various systems stored fragmented data points, which made it difficult to gain a comprehensive view of the customer journey. We often resorted to manual workarounds, exporting data from one system and importing it into another—an inefficient process that left us far from satisfied.
It became clear that we needed a solution to unify our data and enable seamless customer experiences. The answer was a CDP, a platform that could consolidate data and future-proof our technology stack. However, we faced an important decision: should this be an IT-led project or a marketing-driven one?
Recognizing the potential bottlenecks in IT due to their existing workload, and some other internal restrictions, we decided to pursue a marketing-driven approach. This decision meant we could move faster and use as few IT resources as possible in the project’s initial stages. Key to this phase was securing executive sponsorship. An engaged sponsor who understood the strategic importance of a CDP helped us navigate organizational barriers and drive alignment.
Important steps in a Pre-CDP world
As with any strategic initiative, we began by developing use cases derived from key business challenges. It’s important to note that the first use case you select will significantly shape the perception of your CDP initiative across the organization. Therefore, investing time to choose an use case that addresses a critical business issue is essential for gaining early support and demonstrating value.
From these use cases, we established clear requirements and engaged an external agency to perform a comprehensive assessment of our tech stack. This included issuing a Request for Proposal (RfP) to evaluate potential vendors. To ensure the selected vendor could meet our specific needs, we conducted a Proof of Concept (PoC), testing the high-impact use cases we had previously defined. After a successful PoC, we proceeded with the procurement process, including contract negotiations and finalizing all necessary agreements.
Throughout this process, the critical factor was having well-defined use cases. These allowed us to clearly demonstrate to stakeholders both the problems we were addressing and how the CDP could provide effective solutions.
When embarking on a CDP implementation, the focus within the organization often gravitates toward the technology itself—discussions around customer 360° views, profile stitching, and eliminating data silos are common. However, the focus here is not on the technology, but rather on the people and processes. Beyond addressing data silos, a successful CDP initiative requires breaking down “head silos” and fostering a holistic, collaborative mindset across teams.
The three pillars of success
During the process outlined, we identified three key departments within our organization that are critical to the success of the CDP project. It became clear that gaining the buy-in of these teams was essential for the project to succeed. Each department had its own unique pain points—some driven by external factors beyond our control, such as the phasing out of third-party cookies, and others stemming from internal challenges that we could address.
To effectively communicate the value of the CDP, we compiled a detailed list of these pain points and presented them in meetings with the goal of demonstrating how the CDP could directly benefit each team. This approach helped create a clear business need for the platform. It was also crucial to provide a precise definition of the CDP, clarifying its role and ensuring stakeholders understood what it is—and what it is not.
For example, we held several discussions with our IT and privacy teams to emphasize that the CDP is not a CRM system or a BI System, but rather a marketing tool designed to consolidate data silos. This clarity was key to aligning their expectations and securing their support.
Success factors for the Pre-CDP stage:
1. Clear vision and strategy
It’s essential to have a well-defined vision for why the organization needs a CDP and how it aligns with business objectives.
2. Accurate CDP definition
Ensure everyone in the organization understands what a CDP is and, just as importantly, what it is not. Misunderstandings can slow down progress.
3. Executive sponsorship
Securing a committed sponsor is critical. This person acts as a champion to advocate for the CDP and help overcome organizational resistance.
4. Prioritized use cases
Your first use case shapes the perception of the CDP initiative across the organization. Invest time in selecting a high-impact use case that addresses a significant business challenge.
5. Internal and external assessments
Conduct thorough assessments of your data, tech stack, and processes. Engage external agencies if necessary to ensure you choose the right vendor and solution.
6. Stakeholder alignment
Engage key stakeholders early on. Get them on board by clearly communicating how the CDP will address their pain points and deliver value.