Not too long ago, corporate re-orgs were sarcastically referred to as ‘rearranging the deck chairs on the Titanic.’ Rather than taking decisive actions to eliminate waste and upgrade capabilities, many reorganizations simply amounted to ‘work arounds’ that were short on tangible results and long on reducing productivity.
Gone are the days of discretionary reorganizations.
Budgets are tight. Resources are scarce. Time is at a premium. Leaders realize that simply moving the boxes on an organizational chart is not the answer.
Times have changed, especially in the world of marketing and communications; expectations are higher and the resource pool is more sophisticated.
Progressive leaders are hunting for professionals who are as comfortable trading in numbers and analyzing statistics as they are communicating with words and debating grammar. The ‘A Team’ of the 21st Century must be as adept shaping opinions, driving conversations, deciphering data and generating revenues — whether the focus in Main Street, Bond Street, the Champs-Elysees or Nanjing Road.
As marketing and communications organizations shuffle the decks to respond to the new requirements of the marketplace, it is essential to push beyond the status quo
and evaluate which skill sets are essential and which skill sets are discretionary. To borrow a framework from Geoffrey Moore (Stanford University), leaders must determine which goods and services are core versus context to their organizations.
I, for one, am running as fast as I can to remain core to my clients and our industry