How to fit the right model to your organizational objectives
Overview: Converting from traditional Marketing to automated Marketing has
a major impact on your organization’s Marketing team. This requires
establishing the correct type of organization to achieve your goals.
Tags:
Marketing Automation, Marketing Automation Organization, Demand Center, Demand
Center Organization
We learned
last week that converting from traditional Marketing to automated Marketing has
a major impact on your organization’s Marketing team. Beyond new skills, your
team has to adapt the new technology to your processes, and this requires
establishing the correct type of organization to accomplish your objectives. The
three very different organizational models are:
1.
Integrated
Automation
2.
Distributed
Demand Center
3.
Centralized
Demand Center
We also
learned that each model represents a compromise and none is universally the
“best” solution for any type of organization. Each has unique benefits and will
require a specific type of change within your organization to drive adoption
and promote success.
In general,
think of Marketing Automation in the same way Henry Ford visualized building
automobiles using assembly lines. Moving from skilled craftsmen creating and
assembling piece-by-piece to specific, repeatable tasks is where economies can
be gained with Marketing Automation. Where individual marketing components can
be repeated, automation excels. Where every task is custom-built, requiring a
highly skilled craftsman, automation is just another task that gets in the way
of completion.
To evaluate
which model best suits your organization, consider the answers to each of the
questions below. Rate of these 15 questions on a scale of 1 to 3 as:
1:
NO
2:
NEUTRAL
3:
YES
Overall Organizational Goals
Is there a
wide array of inconsistency in expectations for Marketing across the organization?
Are there
one or more business units with radically different goals from the rest of the
organization?
Overall Marketing Goals
Do different
product lines or business units have radically different sales cycles, revenue
expectations or methodologies?
Do Marketing
and Sales disagree on goals across the organization?
Is Marketing
perceived as merely a sales support department throughout the organization?
Organizational Culture
Do business
units have vastly different personalities across the organization?
Are business
units or other subdivisions radically different in culture or personality?
Is there lack
of consistency between Marketing and Sales cultures throughout the
organization?
Organizational Dynamics
Is your
business cyclical?
Does your
organization restructure every two years or less?
Do you grow
through M&A?
Current Team Resources
Can your
current staff easily accommodate new skill sets?
Current Management Resources
Are your
managers intolerant to process changes and new vendors?
Do you manage
to available named resources instead of SLAs?
Does your
leadership look out for its own needs over cooperative collaboration that benefits
the entire organization?
Your score
will reflect your propensity towards being able to accommodate one of the three
organizational types:
15 – 24: Centralized
Demand Center
25 – 34: Distributed
Demand Center
35 and
above: Integrated Automation
Notes:
That one-off business unit will weigh disproportionally in the marketing processes being automated. It is best to either not centralize that single unit or not centralize at all, since every process that fits the majority will be loaded with exceptions to accommodate the minority.
A staff that cannot accommodate change or adapt to new skill or processes will often resist centralization. You will generally find low adoption based on a perceived lack of understanding of the “uniqueness” of that business unit’s needs.
In next
week’s edition, we will look at the roles and responsibilities in the three
organizational types. Roles with identical titles can have vastly different
responsibilities in these different organizational structures.
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