Besides solutions out of leadership and communication, it turns out that focus on two essential architecture viewpoints could help in similar situations: 1. Value streams (VS) view provides a common understanding on how the company creates value for its customers and other stakeholders (including sales force, brokers, after sales services agents, etc.). VS gives end-to-end representation of value adding activities done by all various business functions, thus providing a common context for meaningful participation of different departments in the company's value delivery. 2. Business Capability Map (BCM) represents all needed abilities to fulfill value delivery, in a simple yet clear way, and independent of business unit/division structure.

- Identify key stakeholders and set a clear timeline for when decisions need to be finalized. - Involve influencers from both teams to align on shared goals and desired business outcomes. - Monitor progress through regular check-in meetings, using User Stories or JIRA in an Agile/Sprint framework. - Foster open and transparent discussions, addressing any product gaps and incorporating them into the roadmap or suggesting workarounds (such as customizations). - After reaching key milestones, conduct a retrospective analysis to evaluate successes and identify areas for improvement. - Celebrate small wins and key milestones throughout the journey to maintain momentum and team morale.

If Marketing and IT are in conflict over an architecture decision, the issue might be from a lack of clarity about accountability and the nature of the decision itself. It could also be that the business opportunities and benefits are not fully understood, needing some risk management.

Honestly, the best and fastest way to fix this is to nominate senior leaders from both IT and Marketing. Have those leaders serve in the other department for one to two full-weeks with real-world assignments. They will definitely need someone to shadow and support them in their effort, however the perspective gained will be invaluable. Once their work assignment is completed, invite senior leaders from both departments to sit in a full-day session to discuss the gaps around architectural decisions. The perspective of the senior leaders who participated will be genuine, timely, objective (to a great extent), and motivated to find a way to collaborate and close the gaps. Nothing beats trial by fire!

To bridge the gap between Marketing and IT over architectural decisions, start by fostering open communication. Arrange regular meetings where both teams can voice their concerns and perspectives. Emphasize the shared goal of enhancing the business and find common ground. Use a neutral facilitator to guide discussions and mediate conflicts. Translate technical jargon into business terms and vice versa to ensure mutual understanding. Highlight the benefits of collaboration, such as improved customer experience and operational efficiency. Encourage a culture of respect and empathy, acknowledging each team's expertise and contributions. This collaborative approach can help align their goals and foster cooperation.