Carte blanche for organisational structure is a rare treat for executives. Often they inherit a team structure or have to shape a team within an existing organisation structure. But what would happen if we had to build a marketing and digital team without any legacy? How would the team be structured? What roles would be created?
This post is a response to Ashley Friedlein’s recent post: With a blank sheet, what organisational structure would you choose for marketing and digital? Highly recommend you read this too (after my post of course)!
My route to developing a structure is based on Peter R Scholte’s work in the Leader’s Handbook. The starting point – as shown in the diagram below – is to define the purpose or vision. This statment is an altruistic statement of what the organisation will do for others.
Once a purpose is set, the process for delivering that purpose can be created. The process then proceeds to shape the tasks that need to be carried out. From the tasks come capabilities which can then be translated into roles. Each role then becomes part of the organisation structure.
A structure for marketing and digital
Let me begin with the purpose for marketing and digital:
“Marketing and digital’s purpose is to create easy-to-use, memorable, engaging, and personalised customer experiences across web, mobile app, call centre and stores. Best endeavours will be made to help prospective customers discover our business and engage with it”
From this purpose a process can be designed. I’d shape this as:
- Design the customer experience
- Customer research
- UX design
- Creative design
- Web development
- Mobile app development
- Content production
- Quality control
- Project management
- Data analysis
- Search engine marketing
- Social media marketing
- Direct mail
- Call centre
- Sales force and account team
- TV advertising
- Other paid media
- Email marketing
- Account team
- Social media
- Call centre
There are supporting processes alongside this:
- Team management
- Financial control
The process above, highlights both the tasks and capabilities required in order to fulfil the process. From this I can draw out a simple set of roles:
This is my take on the structure, a single director of marketing and digital (potentially a Chief Customer/Marketing Officer) who either sits on or reports to the board. Below them is a set of operational heads who are responsible for the customer experience, acquisition of customers, and customer engagement.
First of you need to read Ashley’s original post: With a blank sheet, what organisational structure would you choose for marketing and digital?
I also recommend that you pick up a copy of Peter Scholtes’ book The Leader’s Handbook.
Thanks as always for following the blog. To ensure that you get updated on new posts, you can subscribe for the weekly email newsletter here.