Founder, CEO & Strategist since 2001. Anders provides thoughts and reflections about how to think about onlinification and digitalisation in B2B.
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Your marketing team must become a strategic partner in driving your company's growth objectives. Yet, the increased enterprise costs, tighter marketing budgets and the continued repercussions of resignation are some of the concerns CMOs face as they examine their marketing organisations. To combat these challenges, you must rethink your organisational structure, the key responsibilities, skill sets, headcount, and goals to ensure your marketing organisation's success.
While the turmoil at the height of the pandemic has faded, most marketing functions have faced disruption. Increasing enterprise costs, marketing budgets, and the continued repercussions of resignation are just some of the concerns CMOs face as they question their organisations. To shape your marketing function, leaders must account for these new realities in their long-term plans.
These are my four main pieces of advice to give you some guidance.
Centralisation is not a new concept in marketing. However, centralisation has quickened due to various operational excellence issues — such as prioritisation, workflows and collaboration. Centralisation often promises greater control and economies of scale, but it's important to remember that each structure brings benefits and drawbacks. First, place your organisational decisions strategically: make trade-offs based on restructuring objectives, capability gaps and cultural realities.
Marketing's sole responsibilities for marketing operations, strategy and marketing-led innovation are increasing, while duties for creative development, resource management, content tagging and MarTech management are decreasing. In the years ahead, you must identify the responsibilities that marketing can afford to cede and those you must fight to ensure marketing plays an active role in future-forward enterprise value creation.
As customer journeys become more complex, you must develop and recruit new skill sets to support these journeys and, at the same time, maintain a creative and collaborative culture in the new hybrid work environment. With increased competition for talent and in the face of resignation, the talent challenge is amplified. Regardless, teams are growing and significantly more extensive as the year progresses.
It's about building a more modern marketing organisation and ultimately aligning marketing to overall business goals, growth and innovation. Increasing executive-level influence must include the CEO, CFO, CIO or CDO, so marketing doesn't have to work hard to prove its value to your company. If you're running a tight organisation that repeatedly delivers on business outcomes, marketing's value isn’t questioned because it is demonstrated daily. If not, get started.