For a successful organization, cross-team alignment is essential, especially if digital marketing teams work with almost any team.

While the main marketing tasks and goals of your marketing team remain consistent, there are many cases where one-off (sometimes one-off) projects are created: interviewing, researching, working on a new report, and so on. This requires the team to move quickly from one marketing channel to another, which requires changes in marketing strategy, guarantees, and priorities.

For example: At, the marketing team’s goal is to reach individuals, even in marketing for a larger organization. The campaigns talk to someone within the company about the problem(s) that the person is facing. Wherever we get them, they can change from Facebook to Google to YouTube or they can contain a combination of all 3 – but the goal remains the same.

Key: Agility (and agile marketing).

Agile marketing is a method as a framework for marketing project management inspired by agile software development project management. The agile structure of the marketing group is intended and strategic for this approach.

Why is it important? For sales teams to be as efficient as possible, they need to move away from traditional hierarchical structures to make teams more autonomous: team members cannot wait for managers to make top-down decisions that seep through organizations.

For teams to succeed, they must be able to make decisions and work in a way that suits them to achieve their goals.

The most effective agile marketing team structure for your organization will depend on your sector, your target customer profile, and the media mix you choose, but also on ensuring that your teams can make immediate change decisions. 

3 important changes must be accepted by the marketing departments

Digital marketing teams must accept change. Good News? Many are already on the right track, but they need to focus and prioritize. Here are 3 things that can work in marketing:

1. Extension of the C-set of CMO allies

CMOs have led marketing departments over the years, but two other roles have emerged as key partners in supporting growth and innovation across the organization: Chief Digital Officer (CDO) and Chief Growth Officer (CGO).

CDOs play an important role in an organization’s efforts for digital maturity, innovation, and operational efficiency. CDOs are not always from a marketing environment. However, the combined expertise of CDO and CMO is essential for the development of a common digital vision and the implementation of scaling initiatives.

CGOs focus on accelerating broader business growth while building infrastructure to maintain a larger customer base. While some of their tasks may overlap with CMO, CGO’s initiatives and influence go far beyond marketing other departments responsible for managing growth: including sales, customer success, and research and development. Assigning a CGO to your CMO can enable better departmental continuity, increase coordination, and support efforts to be robust and proactive.

While adding two more roles to Set C seems overwhelming, each organization must determine what roles are needed for its unique goals and needs. But it is undeniable that the breadth of marketing responsibilities is expanding and becoming more complex.

CMOs must not only move the marketing department forward but are also expected to involve the rest of the organization. By partnering with CDO and CGO, you can strengthen your leadership skills to achieve faster. 

2. Master the technology that opens up innovation and drives growth

With increasing workloads and increasing pressure to achieve higher goals, marketing teams need digital platforms to help them manage their workflows, change speed, test, and optimize. some processes. Currently, marketing automation and CRM platforms do not meet these needs, so groups can manage appointments, multiple spreadsheets, and e-mail.

More specialized and advanced technologies will enable suppliers to perform their new tasks more efficiently and create more strategic initiatives.

However, digital investments do not need to be made quickly. Prioritizing which mission tools are critical and what are great additions is an important first step in improving your digital toolkit. Currently, the main priorities of the platform are cooperation, workflow, marketing management, and project management.

Workflow platforms that allow for easy collaboration – within the marketing department and with other teams – have become the basis for maintaining the required level of agility and alignment, despite increasing work pressure. Together with project management and communication functions, the overall speed of the team will increase if the need for status updates and feedback is addressed online instead of in meetings.

3. It emphasizes the importance of cooperation and individual responsibility

As the marketing team has become a major driver of innovation and growth, individual team members must quickly adapt to new responsibilities and expectations.

Real marketing talent is more than just domain skills and experience. Successful team members are adaptable, agile, flexible, self-directed, and actively learn new skills and technologies. In addition, they are ready and willing to wear many different hats if needed.

The days of slow marketing challenges are gone and inactive cultures that break down barriers to collaboration, communication, and accountability cannot be used to meet growing demands. To achieve the department’s goals, only teams with a coherent culture of hyper-cooperation will be created. In other words, if individuals want to complete complex work efficiently and quickly, they must be as good at cooperating as they are at performing their own duties.