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How to Build a World-Class Marketing Organization

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Joanna Lord - The Inbounder Global Conference 2018

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How to Build a World-Class Marketing Organization

  1. 1. How to Build a World-Class Marketing Organization Joanna Lord CMO, ClassPass @joannalord
  2. 2. “When it comes to building a great company, it’s all about the people.”
  3. 3. When it comes to building a great company, “it’s all about the people.”
  4. 4. - said everyone who has ever built a great company When it comes to building a great company, “it’s all about the people.”
  5. 5. but what does that mean?
  6. 6. a million complicated questions. who do I hire? what level should they be at? should it be one hire or two? what skills should they have? what about the balance of creative and technical? how do I structure? fixed? elastic? matrix? what sits with product? growth? site/app? how do I get executive buy in? who owns the marketing plan? finance? us? how do we get budget autonomy? what about multiple products? decentralized offices? international vs. domestic, two teams, one? who? what? how? when? why?
  7. 7. When it comes to building a great company, “it’s all about the people.” - said everyone who barely sleeps because they know this and it’s so damn hard.
  8. 8. Building a world-class marketing organization comes down to a number of truths.
  9. 9. A great marketing team has: The right structure. The right talent. The right processes. The right ecosystem. The right management. The right leadership. The right culture.
  10. 10. but there are patterns.
  11. 11. Top Attributes of a World-Class Marketing Organization
  12. 12. structure.
  13. 13. world-class marketing organizations: structure for right now, not forever. truth #1
  14. 14. 4 Most Common Marketing Organizational Structures a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures Functional CMO Marketing Sales Services Domain-Based CMO Acquisition Lifecycle Creative Geographical/Global CMO AMER EMEA APAC Product-Based CMO CP Studio CP Live Wellness
  15. 15. but all of these are broken.
  16. 16. 4 Most Common Marketing Organizational Structures a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures Functional CMO Marketing Sales Services Domain-Based CMO Acquisition Lifecycle Creative Geographical/Global CMO AMER EMEA APAC Product-Based CMO CP Studio CP Live Wellness
  17. 17. 4 Most Common Marketing Organizational Structures a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures Functional CMO Marketing Sales Services Domain-Based CMO Acquisition Lifecycle Creative Geographical/Global CMO AMER EMEA APAC Product-Based CMO CP Studio CP Live Wellness
  18. 18. 4 Most Common Marketing Organizational Structures a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures Functional CMO Marketing Sales Services Domain-Based CMO Acquisition Lifecycle Creative Geographical/Global CMO AMER EMEA APAC Product-Based CMO CP Studio CP Live Wellness
  19. 19. 4 Most Common Marketing Organizational Structures a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures Functional CMO Marketing Sales Services Domain-Based CMO Acquisition Lifecycle Creative Geographical/Global CMO AMER EMEA APAC Product-Based CMO CP Studio CP Live Wellness
  20. 20. 4 Most Common Marketing Organizational Structures a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures Functional CMO Marketing Sales Services Domain-Based CMO Acquisition Lifecycle Creative Geographical/Global CMO AMER EMEA APAC Product-Based CMO CP Studio CP Live Wellness
  21. 21. but for real then, how should I organize?
  22. 22. around the areas you need to have the most impact on in the next year.
  23. 23. around the areas you need to have the most impact on in the next year. introducing: the elastic org. > functional expertise depth, coupled with cross-functional management.
  24. 24. We are consistently structuring around the needs of the business. Functional CMO Acquisition Design Ops Domain-Based CMO Growth Brand Ops Geographical/Global CMO A&R Creative Ops Product-Based CMO ? ? ? 2016 2017 2018 2019 CPS CPL CPS CPL CPS CPL
  25. 25. stop organizing around people. no really. bonus tip:
  26. 26. but let’s get tactical, what does that mean for me? have extreme clarity around the top 3-5 metrics for your business. solve for the impact you need to see in your plan 6 - 12 months from now. be willing to re-organize bi-annually/annually. centralize ops functions: growth ops, marketing ops, etc. have more request processes earlier than you think you need them. if you find yourself structuring around one person, smack yourself.
  27. 27. talent.
  28. 28. world-class marketing organizations: hire t-shaped, domain agnostic talent. truth #2
  29. 29. skills that fuel growth : t-shaped
  30. 30. skills that fuel growth : t-shaped, domain specific Brand : Lead Gen : Community : Loyalty : Email : Social : Press : Communications : Content : SEO : Technical PPC
  31. 31. Technical : Analytical : Creative : Product : Design Theory : Paid : Inbound : CRO : Content : Statistics: Modeling : Database/SQL : Psychology Marketing skills that fuel growth : t-shaped, domain agnostic
  32. 32. interview questions to ask • What domain are strongest in and what are the other domains you are comfortable with? • Can you give examples of your highest performing paid and organic marketing campaigns? • Please give an example of a time you had a question, self-served the data required to resolve it, and acted on those insights. • If you discovered a core funnel was underperforming, how would you go about understanding what to build next? • If I asked you to create a microsite for an upcoming marketing campaign, could you walk me through the creation processes you would work through to get us there? • At your last business, what were the 3 most important metrics in your P&L? • Can you walk me through your last annual planning/forecasting process? • What language was your previous product built it? What were some of the advantages and disadvantages of that? • If you didn’t like a design from your Creative team, how would you approach that? • If you could learn any other area of the business, which one would it be and why? bonus tip:
  33. 33. but let’s get tactical, what does that mean for me? rewrite hiring processes to attract, vet and close t-shaped hires. increase your % to market benchmark on salaries. invest in T&D internally. run internships cross-functionally outside existing roadmaps. accrue the management overhead around role ambiguity. don’t settle for less.
  34. 34. process.
  35. 35. world-class marketing organizations: build processes around accountability. truth #3
  36. 36. & & World-class marketing organizations have three types of process processes around what you do processes around how you do it processes around who does what
  37. 37. world-class marketing organizations have tight processes around what you do.
  38. 38. processes around what you do: Marketing Roadmap & Launch Calendar Marketing Roadmap Marketing Launch Calendar
  39. 39. processes around what you do: Marketing Roadmap Marketing Roadmap Marketing Roadmap Includes: Initiative & Description Impact on business Priority Order Supporting Docs Status Effort/Sprints Required Confidence in accomplishing Impact Start Date Target Date Release Date What are we building? When will it be done? What is the impact to the business?
  40. 40. processes around what you do: Marketing Launch Calendar Marketing Launch Calendar Marketing Launch Calendar Includes: Launch Planned Dependencies GTM Owner Company Stakeholders GTM Gate Status Launch Date Success Metric Tracking Status What are we launching? When will it launch? What is the impact to the business?
  41. 41. world-class marketing organizations have tight processes around how you do it.
  42. 42. processes around how you do it: Request Forms, Asset Trackers & Quality Frameworks Request Forms Asset Trackers Scoping Frameworks Google docs Pipefy Asana Trello Nutcache Google Docs Proprietary
  43. 43. world-class marketing organizations have tight processes around who does what.
  44. 44. Great post on DACI framework: rebrand.ly/DACI processes around who does what: DACI/Role Clarity Frameworks D = DRIVER C = CONTRIBUTORS I = INFORMED A = APPROVER Responsible for corralling stakeholders, collating all information needed, getting the decision made, and hitting the date. The person who makes the decision, ultimately responsible for the success/failure. Invested stakeholders that have expertise that may influence the decision made. Informed of the decisions made along the way and of final result.
  45. 45. always run retrospectives. bonus tip:
  46. 46. but let’s get tactical, what does that mean for me? invest in tools to track and measure your time management. stand up lightweight request forms so you can add a layer of friction. have a monthly/quarterly roadmap review process that latters to top business metrics. invest in team training around business acumen/business first thinking. every project requires a singular “Driver” and an “Approver” - can’t be shared. make it exceptionally clear in weekly comms on who is responsible for what metric.
  47. 47. ecosystem.
  48. 48. world-class marketing organizations: organize in full stacked, cross-functional squads truth #4
  49. 49. T H I S I S T H E H A R D E S T PA R T “How you organize will either fuel or kill growth.”
  50. 50. MARKETING PARTNERS PRODUCT ENGINEERIN G PRICING CX FINANCE LEGAL T H E WAY I T S A LWAY S B E E N D O N E .
  51. 51. CAC CHUR N BURN T H E WAY I T S H O U L D B E D O N E .
  52. 52. SEO Onboarding Network Growth Comms PYMK, Virality, Connections Engagement through email/push, Resurrection SEO, Conversion
 optimization, Public profile Onboarding, Activation, Intent discovery Example:
  53. 53. but let’s get tactical, what does that mean for me? align marketing, product, engineering and analytics leaders around squad format. agree on top 3-6 focuses for the next 6-12 months. agree on top KPI for each squad, all roadmap items ladder up to it. run discovery gates before you decide on roadmap items. be open to 1 week sprints vs. 2 depending on squad theme. run quarterly program reviews, but other than that allow squads to be autonomous. cross-domain training must be running in parallel consistently.
  54. 54. management.
  55. 55. world-class marketing organizations: have exceptional team managers & channel managers truth #5
  56. 56. what makes an exceptional team manager? driver partner business-firstteam - first majority of managers if asked what is important? would answer with: “that my team is happy and hitting their goals.” majority of marketing team managers
  57. 57. what makes an exceptional team manager? driver partner business-firstteam - first world-class managers when asked what is important? would answer with: “my team is serving the business in material and impactful ways.” world - class marketing team managers
  58. 58. that’s only half the battle.
  59. 59. Exceeds Targets what makes an exceptional channel manager?
  60. 60. Exceeds Targets Accountability what makes an exceptional channel manager?
  61. 61. Exceeds Targets Accountability A Strong POV what makes an exceptional channel manager?
  62. 62. Exceeds Targets Accountability A Strong POV Analytical what makes an exceptional channel manager?
  63. 63. Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen what makes an exceptional channel manager?
  64. 64. Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management what makes an exceptional channel manager?
  65. 65. Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management Diligence/ Organization ]what makes an exceptional channel manager?
  66. 66. Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management Diligence/ Organization Revolutionary vs. Evolutionary what makes an exceptional channel manager?
  67. 67. Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management Diligence/ Organization Revolutionary vs. Evolutionary Full-Funnel Understanding what makes an exceptional channel manager?
  68. 68. Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management Diligence/ Organization Revolutionary vs. Evolutionary Full-Funnel Understanding Pride of Channel what makes an exceptional channel manager?
  69. 69. Example Channel Scorecard Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management Diligence/ Organization Revolutionary vs. Evolutionary Full-Funnel Understanding Pride of Channel 6/10 8/10 7/10 7/10 5/10 10/10 3/104/10 7/10 8/10
  70. 70. Example Channel Scorecard Exceeds Targets Accountability A Strong POV Analytical Strong Business Acumen Proactive Management Diligence/ Organization Revolutionary vs. Evolutionary Full-Funnel Understanding Pride of Channel 6/10 8/10 7/10 7/10 5/10 10/10 3/104/10 7/10 8/10 65/100 = D+
  71. 71. a governing principle. bonus tip: we must do what is right for the business, while trying to do what is right for the team.
  72. 72. but let’s get tactical, what does that mean for me? re-working interview process to vet for management approach. Pre-screen for channel management capabilities. Leverage one on ones to keep a constant pulse on these standards. Reward for when someone exemplifies progress against them. Lean into hard conversations (3-4 a month). Internal training: Feedback, coaching styles, one on ones, etc. Cross- team trainings: Finance, Analytics, etc.
  73. 73. leadership.
  74. 74. world-class marketing organizations: have leaders that inspire revolutionary work. truth #6
  75. 75. crazy talk stat: “only 18% of companies say their leaders are effective” Leadership statistic infographic: rebrand.ly/18percent
  76. 76. What makes a great leader?
  77. 77. gravitas. confidence (grace under fire) decisiveness (showing teeth) integrity (spine to your convictions) emotional intelligence (all 4 areas) reputation (standing & pedigree) vision (charisma)
  78. 78. gravitas. confidence (grace under fire) decisiveness (showing teeth) integrity (spine to your convictions) emotional intelligence (all 4 areas) reputation (standing & pedigree) vision (charisma) communication skills. speaking skills ability to read/command the room forcefulness (assertiveness) sense of humor (ability to banter) body language (posture) eye contact great book on executive presence: rebrand.ly/EP
  79. 79. “Leaders get out in front and stay there by raising the standards by which they judge themselves – and by which they are willing to be judged.” Frederick W Smith, CEO of Fedex Example:
  80. 80. but let’s get tactical, what does that mean for me? Invest in leadership training - internal & external. Formalize leadership tracks and capabilities required. Fireside chats with leaders from similar companies. Open conversations about operating principles & great leadership standards. Communication skill training. Read, watch, study, go!
  81. 81. culture.
  82. 82. world-class marketing organizations: create a low-ego, high empathy, brutally optimistic culture truth #7
  83. 83. low ego.
  84. 84. low ego. high empathy.
  85. 85. low ego. high empathy. brutal optimism.
  86. 86. In a growth culture, people believe that their most basic abilities can be developed through dedication and hard work— brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment. the coveted “growth culture”
  87. 87. In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work— brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment. the coveted “growth culture”
  88. 88. “Its company culture is one that is flat, open and creative. SquareSpace offers robust benefits and perks, including inspiring office environments, monthly celebrations, relaxation spaces and frequent guest lecturers. They are known for hiring down-to-earth leaders and employees as a standard. This results in a culture where everyone feels their voices can be heard and there is a level of freedom and empowerment.” Example:
  89. 89. but let’s get tactical, what does that mean for me? Vet for toxic employees during interview process. “I” statement testing during interview process. Reference every employee, do 360 on feedback to see how they handle it. Empathy/EQ testing & training. Perspective training. Start/End week with wins. TinyPulse (or similar tool) feedback loops. Build these charactistics into the review process.
  90. 90. let’s wrap it up.
  91. 91. A world-class marketing organization has: The right structure. The right talent. The right processes. The right ecosystem. The right management. The right leadership. The right culture.
  92. 92. World-class marketing organizations are not by chance. They are built with intention. They require time, energy and a relentless obsession with improvement.
  93. 93. THANK YOU! Joanna Lord CMO, ClassPass @joannalord

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