The Truth About Martech: Why Strategy and Collaboration Matter More Than Tools
From Jomar’s panel session at Measurecamp Malmo 2025
At MeasureCamp Malmö 2025, I had the privilege of hosting a panel discussion on a topic that hits close to home—and, I suspect, to many of yours: why so many companies f%&k up Martech, data integration, and activation. Yes, I said it. Because, let’s be honest, we’ve all been there. Martech promises a lot, yet so often delivers… considerably less.
The Problem with Martech
It became clear early on that many organisations approach Martech the wrong way. Astrid, with her extensive experience overseeing large-scale implementations, put it succinctly: “It’s not that Martech projects fail; it’s that they take forever. And that’s painful.” Milo brought up the point that sometimes it can be an issue that, waiting four years for a project to finish, only to discover the technology is already outdated! That’s like building a rocket to the Moon, only to realise Mars is the destination now.
Milo offered his hands-on perspective, highlighting how even the basics—like consent management and tagging—are frequently mishandled. “We think we’ve solved problems, but we really haven’t,” he admitted, with the kind of humility that makes you both cringe and chuckle.
Then, there was Juliana, bringing her trademark boldness to the room. She introduced us to the term “tool fetishism”—an unhealthy obsession with shiny Martech tools that promise to fix everything but rarely do. “A fool with a tool is still a fool,” she quipped, sparking knowing laughter from the audience.
The Human Silos Problem
While tools and technology often take the blame, the panel agreed that the real issue lies elsewhere: in people—or, more specifically, in silos. Departments operate in isolation—analytics, marketing, product, and sales—and rarely collaborate. As Juliana put it: “The world doesn’t revolve around analysts. Sorry, my homies.”
Astrid reminded us that successful Martech implementations require more than technology. They demand alignment between people, processes, and strategy. “You need to find the small strand of yarn to pull,” she explained, “so everyone sees the value and keeps pulling together.”
Failures Are Learning Opportunities
One thing we all agreed on is that failure isn’t just inevitable—it’s essential. “Fail fast,” Juliana advised, “but fail smart. Learn from it, and move forward.” This sentiment echoed throughout the session: failure isn’t a sign of weakness but rather a step towards innovation.
Key Takeaways from the Panel
If there’s one thing this discussion highlighted, it’s that succeeding in Martech requires more than tools. It demands strategy, collaboration, and a willingness to address the human side of digital transformation. Here are five actionable tips from the session:
- Involve Stakeholders Early
Martech decisions shouldn’t be made in a vacuum. Involve specialists, end-users, and cross-functional teams from the outset to ensure alignment and buy-in. - Prioritise Planning Over Tools
Spend more time understanding your organisation’s needs, defining problems, and mapping out solutions. Tools should support strategy—not replace it. - Break Down Silos
Encourage collaboration between departments. The most successful projects are those where marketing, analytics, product, and sales work together towards a shared goal. - Embrace Failure
View setbacks as opportunities to learn and improve. Fail fast, adapt quickly, and refine iteratively. - Stop the Tool Fetishism
Tools are just that: tools. They’re only as good as the processes and people using them. Focus on internal processes and strategy first.
Final Thoughts
Martech isn’t magic. It won’t solve all your problems, and it certainly won’t fix broken processes or departmental silos. But it can be a powerful enabler with the right strategy, collaboration, and mindset. As our panellists reminded us, it’s not about the tools—it’s about the people who use them and the strategy that guides them.
Astrid Illum
Milo Bengtsson
