• by Kendall Allen , October 13, 2008

How should we organize for digital marketing? I sometimes wonder how straight a question that really is. Recently, I was asked to help a friend consult with a CPG company that wanted to know this very thing. The client was very focused on models to follow, predictive trends, and -- truth be told -- a crystal-clear, single prevailing schema on how to organize around the Web site and all inbound digital marketing. Company strategists had commissioned reams of consultants before us to survey, benchmark, analyze, align enterprise interests -- and were no further along than when started. Where were they?

 

• Directionless Web site
• No channel strategy
• Siloed staff
• No digital talent
• No digital history
• Circling on the quest for turn-key

  

Taking a Step Back to Step Forward

It was a tall order. I was heartened that my friends and I agreed on a streamlined course of consulting. We would not add to their library of tomes. And, it was clear that we had to be a catalyst for change, even more than the provider of a single answer. We would put two or three proven models up on the wall and then survey the sector for illustrations and supporting models - all the while keeping the pitch focused on action. It was time to move them out of consultancy paralysis -- and get them moving forward, beginning with a few fundamentals. So first there were the models we put out for discussion:

 

1. Brand Marketing Model -- whereby individual brands have their own marketing hierarchy, but rely on an orchestrator within central marketing to coordinate digital integration.

 

1. Communications Planning Model -- a centralized planning capability that is channel-agnostic but versed in integrated marketing. An individual may also conduct coordinated planning with outside agencies, as needed.

 

1. Internal Agency Model -- an internal agency that holds the Web site and inbound marketing, servicing the brands.

 

Then we focused first and foremost on getting the client onboard with three imperatives:

 

1.      The complete management team must align on the business objective of the Web channel.

2.      Ownership for the Web site has to be established.

3.      Bring on board a marketing executive who has an integrated background, who gets digital through and through, and can build a staff to scale.

 

They had a long way to go - but until these three things happened, they could not put any of their mounting intelligence into play and advance with confidence and a clear view.

  

Taking Digital Org to a Higher Place

On the digital or digitally led agency side of things, as we've all continued to explore different models and org schema to get our digital operations to flourish -- especially during times like these -- the greater imperative is around things far less cut-and-dried, but whose value is doubtless.

 

Client Services -- The people managing our client relationships should have an integrated perspective, and take the lead as business and engagement developers, knowing how to leverage digital at every turn to bear fruit. It's not enough to represent the capability; we must delve for opportunities very actively with our clients to dial in digital.

 

Media and/or Project Management Teams -- Through a focus on execution, efficiency, and an eye into all the pockets, nooks and crannies of any given engagement, these professionals can lead the way through savvy optimization of every effort.

 

Creatives - As we develop digital media programs that are increasingly diversified on mix, it's critical that creatives themselves are versed in the digital marketing and media method so their creative vision and platforms are truly tuned to the medium. Nothing is worse than reading a brief that spouts a litany of tactics to support the creative. Best, are well-knit briefs that reveal the power of cooperative creative and media.

 

When exploring organizational models, a brand or agency will never be short of ways to go. But, we do ourselves a service by taking time to establish digitally strong leadership, drive principles of integration, and nurture digital sensibilities across all roles.

 

I am sure you all have stories of organizational approaches that did not work. How many times was it a bad org chart -- and how many times was it any number of more subjective aspects that kept your digital from really humming when it should?