March 31, 2022
March 31, 2022
Contributor: Jordan Turner
Spur action to quickly run a more effective and efficient marketing organization.
While the severe turmoil at the height of the pandemic has faded, marketing has continued to face significant disruption. Increasing enterprise costs, squeezed marketing budgets and the continued repercussions of the Great Resignation are just a few of the concerns facing CMOs as they examine their marketing organizations. Marketing leaders will need to account for these new realities in their long-term plans for the shape of the marketing function.
Download now: Rethink the Future of Your Marketing Organization
Centralization is not a new concept in marketing. However, the pace of centralization has quickened due to a host of operational excellence issues — such as prioritization, workflows and collaboration. Centralization often promises greater control and economies of scale, but it’s important to remember that each structure brings both benefits and drawbacks. First, place your organizational decisions in a strategic context: make trade-offs based on restructuring objectives, capability gaps and cultural realities.
Marketing’s sole responsibilities for marketing operations, marketing strategy and marketing-led innovation is increasing, while sole responsibilities for resource management, creative development, content tagging and martech management is decreasing. In the years ahead, identify the responsibilities that marketing can afford to cede and those you must fight to ensure that marketing plays an active role in future-forward enterprise value creation.
As customer journeys become more complex, you must recruit and develop new skill sets to support these journeys. All while maintaining a culture of creativity and collaboration in new hybrid work environments. With increased talent competition, and in the face of the Great Resignation, the talent challenge is amplified. Regardless, teams are growing and are significantly larger as the years progress. So, what does this mean for team size? A median of 6.3 direct reports and a median team size of 115.
Download now: Sample Marketing Org Chart
It’s not just about building a more modern marketing organization but ultimately aligning marketing to overall business goals, growth and innovation. It’s critical to increase executive-level influence to include the CEO, CFO, CIO or CDO, so marketing doesn’t have to work so hard to prove its value to the business. If you’re running a tight organization that delivers on business outcomes time and time again, marketing’s value isn’t in question because it is demonstrated on a day-in and day-out basis.
Connect with the leading CMOs and marketing leaders to get the latest insights on marketing technology, trends, innovation and more.
Recommended resources for Gartner clients*:
Rethink Marketing’s Organizational Structure and Responsibilities
Rethink Marketing’s Talent Mix, Hire Specialists and Train for Critical Skill Sets
5 Peer Insights on Marketing Team Structure Changes
*Note that some documents may not be available to all Gartner clients.