HBR article “The Ultimate Marketing Machine” by Marc de Swaan Arons, Frank van den Driest, and Keith Weed introduced the challenges of most companies marketing function and organization. More than 10,000 marketing global executives participated in the Marketing2020 survey for the research to conclude best practices to restructure the departments and their marketing functions to succeed. The study involved the following areas: data analytics capabilities, brand strategy, cross-functional and global interactions, employee engagement and compared the responses of high-performing and low-performing organizations.
Moreover, the report led to the conclusion that high performing companies succeeded because their marketing function advanced in the ability to focus on customer insight, communicate a societal purpose, and deliver a rich customer experience. They, also, demonstrated excellent cross-functional collaboration, strategic direction, organizational agility, and training. New active and open organizational structures stimulate these capabilities to perform the highest.
First of all, it allows corporate authenticity to flourish and the real-time flexibility of the companies’ marketing structure to deliver a personalized experience on each customer touchpoint. It stimulates to perform as a one connected living body, which involves both employees from inside and from outside, customers, through the constant exchange of knowledge, experience, and inspiration.
Second, orchestrating the different departments together with marketing by a single leader stimulates to collaborate and to experience more natural and less stressful workflow for employees. It grows a knowledge environment inside companies that allows creating a greater brand experience as the article shares a hope to move from “share a wallet” to “share an experience KPI.”
The approach adds clarity to the details and helps understand how to handle the journey to reach the end goal. As individuals, we follow the same idea in our everyday life. It is a simple activity and does not require any in-depth analysis. It happens by default. When we have a professional meeting, we dress, talk and act differently in many ways than during the informal meeting with a friend. For both meetings, we would have different behavior roles and looks as well; we would have an entirely different mindset, internal emotional arrangement. It is evident until now because it is a simple daily “no brainer” routine when we are, as individuals, very agile to a plan and environment naturally.
However, for a group of people, this simple idea fades fast. The method that works daily for an individual no longer relevant. The complexity and urgent need of structurization and company order disappear the clarity of plan and structure. Which leads to that most corporate structures are copied blindly to put everything in order, and it seems, first, to be proper and organized but does not appear the most efficient according to the study.