Major mistakes include:
Increasing headcount too much.
Organizations don’t have a minimum or maximum number of people. They have the optimal number required to execute the marketing strategy — so long as all are filled with high-performers.
Employing an outdated structure.
Legacy org charts commonly silo staff by role such as communications, product marketing, and field marketing. Modern structures model according to areas such as vertical industry specialization, content marketing, and marketing ops.
Changing too quickly.
A reorg inevitably disrupts productivity. That can impact revenue, increase costs, and drive away customers and top performers. So don’t drop a big reorg on your team all at once. Roll it out slowly and carefully, communicating copiously and minimizing impact on productivity.
A reorg can be an effective way to spur a lackluster department while it prepares the marketing function for upcoming challenges. Before jumping in, however, think it through carefully and make sure the new org chart will match the needs of the new sales and marketing world.
How to Slay Your Number in 2016
Are you going to make your number in 2016?
If you are not sure but would really like to know, turn to page 46 and read our feature titled “How to Make Your Number in 2016.” Here, we summarize the primary findings from SBI’s ninth-annual research project, which captures what the best of the best are doing to exceed their revenue targets.