More than ever, marketing teams are being challenged by continuous surges of disruption at an ever-increasing speed of change. Traditional marketing channels such as mass media have been pushed to the side, advertising models have become less and less able to capture customer attention, and social media has become one of the most powerful influences on customer behaviours.
Meanwhile, marketing technologies and other operational systems within organisations provide an overwhelming amount of data from social and other digital channels, forcing marketers to try and develop ways to access, analyse, and use it to engage customers in real time. Simultaneously, the customer is demanding a cross-channel experience that is personalised and as unique as possible to their specific needs. They seek authentic and genuine interactions with brands that matter to them. Add in the fact that there are employee shortages and the difficulty retaining staff due to the pandemic, and it’s a complex scenario to resolve.
Sue Murray from DCX agency Celerity and Bruce Swann from Adobe discuss why this means that the traditional marketing team organisational structures, centered around a hierarchical, waterfall manner to delegate, design and complete marketing projects may not work as well in this new environment. Instead, marketing executives are modifying their team’s structure, so they can be more efficient, flexible, and nimble in response to changing customer and employee behaviours.