Structure: a strategic act, not operational
Marketing as a strategic interface
Structure to get out of short termism
II. The weak signals that indicate that the time has come
Incoherent messages from one channel to another
Marketing is dispersed throughout the organization
Decisions are reactive, not planned
BONIA RANJALAHY-RASOLOFO 2
KPIs are followed, but not interpreted
III. The three phases of marketing structuring:
maturity levels
Phase 1: Marketing start (0–10 people)
Phase 2: Initial structuring (10–50 people)
Phase 3: Strategic orchestration (50+ people)
IV. Organizational models: who does what, and according to what logic?
The full-stack model
The centralized model
The decentralized (or embeded) model
Hub & Spoke (hybrid)
V. Outsourcing, recruiting or hybridizing: what model of structuring
Choose?
Option 1: Recruit an internal team
Option 2: Outsourcing (freedoms, agencies, collectives)
Option 3: The hybrid model (often most relevant in SMEs)
Fractional CMO
Synthetic comparison: Which model for what situation?
VI. The role of the CMO: architect more than performing
The CMO, an organizational design function
A function of alignment between strategy and reality
The dilemma: strategy vs operation: towards a model in T
Should the CMO be at COMEX?
A role with varying geometry according to contexts
VII. Towards a typology of marketing structuring models
SMEs
A marketing structure, why?
Three large archetypes: Volume, Precision, Systemic
Why this typology is useful
A tool to guide its evolution: the matrix intentions x constraints
VIII. Conclusion – Structure or fluidize?
Structure is the right question
Structure without rigidity