Team + Capability
Shape roles, leadership and skills for the next phase.
The situation
- Senior people spend their time on delivery because there is no one else to do it.
- New disciplines; data, marketing technology, AI, sit with whoever showed interest.
- Ambition outpaces capacity, and priorities are set by whoever asks most persistently.
- Good people leave, or stay and stop growing.
- A vacancy at the top leaves the function drifting for months.
Why it happens
Marketing capability requirements have changed faster than most organizations have restructured. The strategic, commercial and executional demands now sit on a team designed for an earlier version of the job. That is a design lag, not a performance problem.
What changes
- Required capabilities are separated from current roles, so the gap is visible.
- Strategic and executional work are split, freeing senior people to steer.
- Ownership is assigned per capability with the performance indicators that go with it.
- Build, borrow or buy is decided per gap rather than defaulting to recruitment.
- Leadership is developed, not just appointed; decision rules, rhythm and standards the team can run without you.
What you get
- Capability assessment against the next phase, not the last one
- Target organizational model with roles, responsibilities and indicators
- Gap analysis with build / borrow / buy recommendations per capability
- Ways of working: meeting rhythm, decision rules, quality standards
- Development priorities for key individuals
How it runs
Interviews across the team and its internal customers, then a design proposed as options with consequences rather than a single answer. Where the gap is immediate, this is the work that most often continues as a fractional or interim engagement.
When this is not the right starting point
If the team is capable and simply pointed in an unclear direction, restructuring will cost you goodwill and solve nothing. Start at Positioning.
If the roles are right and decisions still fail to stick, the gap is in how the function is run, not in who sits where. Start at Transformation.