GartnerforMarketers©2019Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_I_770580MarketingOrganizationalSurvey2019:MarketersAspireforAgilityandControlbutFightOperationalChallengesMarcBrownSeniorDirectorAnalystChristopherRossVPAnalystMarketingteamsseekinggreateragilityandresponsivenessstruggletoaccesstherightcapabilitiesandimplementeffectiveoperationalmodels.Inthequestformodernizationandevolution,marketingleadersmustestablishsolidteamfoundations—goodcommunication,coordinationandcollaboration.MarcBrownSeniorDirectorAnalystChristopherRossVPAnalystPublished30July2019—IDG00394340MarketingOrganizationalSurvey2019GartnerforMarketersGML@gartner.com@GartnerDigitalgartner.com/marketing2OverviewOpportunitiesandChallenges•Marketingleadersstrivefordecentralizationtomeetdigitaltransformationandenterprisegrowthgoals.Morethanhalfofoursurveyrespondentsexpecttodeployadecentralizedorganizationalmodelby2022,butonly20%ofrespondentshavethatmodelinplacetoday.•Marketing’sresourcemixcontinuestochange.Sixty-threepercentofrespondentshaveshiftedworkin-house,seekinggreatercontrolwhileleveragingexternalagenciesforexpertiseandscale.•Overtwo-thirdsofmarketingorganizationsnowhaveadiscretemarketingoperationsfunctionwithresponsibilityforfinancialplanning,performancemeasurementandcampaignmanagement.•Martech,analyticsandcustomerexperience(CX)capabilitiesarerankedasmostimportantbymarketingleaders,buttheyarealsotheareaswiththegreatestcapabilitygaps.•Three-quartersofmarketingteamsareusingagiletechniquestoplanandmanagetheirworktoenablegreaterflexibilityandresponsiveness.But,thesetechniquesvaryinscope.WhatYouNeedtoDoTobuildaneffectivemarketingorganization,marketingleadersshould:•UseGartner’sinteractiveMarketingMaturityModeltobenchmarkthecurrentstateoftheirmarketingresourcesandoperationsfunction.Shareresultswithyourleadershipteam,andengageinareturn-on-effortexercisetochartoutthenextsteps.•Designfor,cultivateanddeployinternalmarketingservicesforgreatercontrolandreducedthird-partydependenceo...
