Over the years, marketing leaders have structured their
organizations to get closer to customers, move faster and
maintain control. The irony is that these changes have often had
the opposite effect. Marketers today work in highly-matrixed
environments—most CMOs are responsible for numerous areas of
marketing. What’s more, specialization among agency partners
adds even more silos, blind spots and complexity.
The pandemic exposed these vulnerabilities in marketing. At a
time when customers’ behaviors were shifting fast in wildly
unpredictable ways, it was hard for marketers be truly
customer-centric. Continually having to pull off Herculean feats
in spite of a broken model—and amid pressure to drive growth—is
no way to work. It isn’t effective, efficient or sustainable.
But rewiring marketing for performance and growth is no small
task. Even if leaders want to realign teams and agency partners,
they must do while still delivering day-to-day marketing
responsibilities. After all, there’s no changing out the landing
gear while the plane is in flight.