Two hun­dred mil­lion. That’s a big num­ber. It’s the num­ber of nerve fibers that con­nect the right side of the human brain with the left. With­out those con­nec­tions, col­lec­tively known as the cor­pus cal­lo­sum, impor­tant infor­ma­tion about sen­sory, motor, and cog­ni­tive actions would be isolated.

If the cor­pus cal­lo­sum is unable to do its job, con­nect­ing the left side of the brain with the right, cre­ative with ana­lyt­i­cal, indi­vid­u­als can still func­tion. They may be able to read. They may be able to walk and even speak. They will not likely com­pre­hend what they’ve read. They may not know where they are walk­ing. And their speech may not make sense. The left and right sides of the brain con­tinue to do their respec­tive jobs but per­for­mance is impaired.

Just like the human cor­pus cal­lo­sum, effec­tive mar­ket­ing groups share infor­ma­tion with all parts of a company’s “brain”. Act­ing as the cor­pus cal­lo­sum, or CC, of mar­ket­ing, you com­mu­ni­cate to both ana­lyt­ics and cre­ative. You can ensure that those respon­si­ble for goal set­ting also have their hands on impor­tant met­rics, like sales and ROI. You can ensure that those plan­ning future actions are also focused on clearly defined goals, pulling toward the same results. And as the mar­ket­ing CC, you can make sure that all depart­ments are aligned with bud­gets, under­stand­ing not only who gets what, but also what to do with it once they get it.

A com­pany can have the sharpest fore­cast­ing peo­ple on the planet, but if the fruits of their labor are not com­mu­ni­cated to other key depart­ments, it just doesn’t mat­ter. If a depart­ment is hap­pily oper­at­ing within its own sphere, but with­out com­mu­ni­ca­tions regard­ing effec­tive­ness or impact, how will they know whether the nee­dle moved against the com­pe­ti­tion as a result of their efforts?

Imag­ine, if you will, that your cor­po­rate cor­pus cal­lo­sum gets sev­ered, essen­tially cut­ting off all avenues of com­mu­ni­ca­tion from the mar­ket­ing arm of the busi­ness. The lights are still on, but not in the mar­ket­ing depart­ment. That means there will be no incom­ing mar­ket­ing or cus­tomer data. No PR. No search. No adver­tis­ing. No infor­ma­tion regard­ing the rela­tion­ship between mar­ket­ing and sales. No cor­re­la­tion between cor­po­rate activ­i­ties and their impor­tance in con­nect­ing cus­tomers with prod­ucts, ser­vices, or sales.

Sales that con­tinue with­out assis­tance from the mar­ket­ing depart­ment are con­sid­ered the base momen­tum. The longer mar­ket­ing remains dis­con­nected, the deeper the dive in that base as your com­pany con­tin­u­ally loses sales and mar­ket share. Depend­ing on the strength of your brand, it’s only a mat­ter of time before all signs point sharply south.

Cur­rent tech­nol­ogy deliv­ers mas­sive data. Stor­ing, sort­ing, inter­pret­ing, and com­mu­ni­cat­ing that data, groomed with good math and sci­ence, is key to high­light­ing the most suc­cess­ful mar­ket­ing chan­nels. Com­mu­ni­cat­ing that pow­er­ful infor­ma­tion among depart­ments sets the foun­da­tion, iden­ti­fy­ing impor­tant chan­nels that drive sales and profits.

This big, fast data encour­ages left-brain ana­lyt­ics to drive right-side cre­ativ­ity, point­ing the path to opti­mized resources. When intel­li­gently ana­lyzed, shared, and tested, mar­ket­ing ana­lyt­ics can work to direct prod­uct devel­op­ment, define media mix, and refine mar­ket­ing mes­sages, improv­ing con­ver­sion rates by more than 20 per­cent. Add local­ized geo­graphic mes­sag­ing along a con­sis­tent over­all theme, and mar­ket­ing can really con­nect on all of its channels.

Col­lect. Ana­lyze. Refine. Com­mu­ni­cate. And win. You’ve got 200 mil­lion ways to do it.