43 Kellogg Insight structure is increasingly anachronistic. The functional distinctions are now at best arbitrary and becoming problematic. Look at e-commerce. Where does the marketing function leave off and the IT function pick up? That’s a stress line in every organization I’ve ever been involved with. Look at data-driven advertising. Where does the data-ana - lytic function leave off and the advertis- ing function pick up? That is a stress line right now and will become more so. LEININGER: Organizations created sepa - rate digital-marketing and e-commerce teams because their legacy marketing teams couldn’t do what needed to be done, and if digital marketing or e-com - merce was made subordinate to classi - cally trained marketers, change wouldn’t happen fast enough. Now organizations are saying, “I created these separate teams so I could get some - thing done—and now I have three orga - nizations where really I need one unified organization.” What do you see as the biggest challenge of getting from those siloed organizations to one organization? Based on insights from Tom O ’ Too le and Eric Leininger Create a Data- Friendly Culture Tip 5. Turn Information into Action Promptly Ultimately, a company needs to take action based on data-driven insights. Though there is no single road map for this, executing promptly is crucial to success. “Too often, companies initiate a proposal for a multiyear plan subject to funding approval and IT prioritization that will start next year to enable or act on data analytics,” O’Toole says. “Sometimes that’s necessary, but you need to be asking, ‘What can be done right now? How can we use data insights tomorrow or today?’”