Joanna Lord - The Inbounder Global Conference 2018

1. How to Build a World-Class
Marketing Organization
Joanna Lord
CMO, ClassPass
@joannalord

2. “When it comes to building a great
company, it’s all about the people.”

3. When it comes to building a great
company, “it’s all about the people.”

4. - said everyone who has ever built a great company
When it comes to building a great
company, “it’s all about the people.”

5. but what does that mean?

6. a million complicated questions. who do I hire?
what level should they be at?
should it be one hire or two?
what skills should they have?
what about the balance of creative and technical?
how do I structure?
fixed? elastic? matrix?
what sits with product? growth? site/app?
how do I get executive buy in?
who owns the marketing plan? finance? us?
how do we get budget autonomy?
what about multiple products? decentralized offices?
international vs. domestic, two teams, one?
who?
what?
how?
when?
why?

7. When it comes to building a great
company, “it’s all about the people.”
- said everyone who barely sleeps because they know this and it’s so damn hard.

8. Building a world-class marketing organization
comes down to a number of truths.

9. A great marketing team has:
The right structure.
The right talent.
The right processes.
The right ecosystem.
The right management.
The right leadership.
The right culture.

12. but there are patterns.

13. Top Attributes of a World-Class
Marketing Organization

14. structure.

15. world-class marketing organizations:
structure for right now, not forever.
truth #1

16. 4 Most Common Marketing Organizational Structures
a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures
Functional
CMO
Marketing Sales Services
Domain-Based
CMO
Acquisition Lifecycle Creative
Geographical/Global
CMO
AMER EMEA APAC
Product-Based
CMO
CP Studio CP Live Wellness

17. but all of these are broken.

18. 4 Most Common Marketing Organizational Structures
a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures
Functional
CMO
Marketing Sales Services
Domain-Based
CMO
Acquisition Lifecycle Creative
Geographical/Global
CMO
AMER EMEA APAC
Product-Based
CMO
CP Studio CP Live Wellness

19. 4 Most Common Marketing Organizational Structures
a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures
Functional
CMO
Marketing Sales Services
Domain-Based
CMO
Acquisition Lifecycle Creative
Geographical/Global
CMO
AMER EMEA APAC
Product-Based
CMO
CP Studio CP Live Wellness

20. 4 Most Common Marketing Organizational Structures
a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures
Functional
CMO
Marketing Sales Services
Domain-Based
CMO
Acquisition Lifecycle Creative
Geographical/Global
CMO
AMER EMEA APAC
Product-Based
CMO
CP Studio CP Live Wellness

21. 4 Most Common Marketing Organizational Structures
a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures
Functional
CMO
Marketing Sales Services
Domain-Based
CMO
Acquisition Lifecycle Creative
Geographical/Global
CMO
AMER EMEA APAC
Product-Based
CMO
CP Studio CP Live Wellness

22. 4 Most Common Marketing Organizational Structures
a blog post that explains this all much better than I can: rebrand.ly/hubspot-team-structures
Functional
CMO
Marketing Sales Services
Domain-Based
CMO
Acquisition Lifecycle Creative
Geographical/Global
CMO
AMER EMEA APAC
Product-Based
CMO
CP Studio CP Live Wellness

23. but for real then, how should I organize?

24. around the areas you need to
have the most impact on in the
next year.

25. around the areas you need to
have the most impact on in the
next year.
introducing: the elastic org.
> functional expertise depth, coupled with cross-functional management.

26. We are consistently structuring around the needs of the business.
Functional
CMO
Acquisition Design Ops
Domain-Based
CMO
Growth Brand Ops
Geographical/Global
CMO
A&R Creative Ops
Product-Based
CMO
? ? ?
2016
2017
2018
2019
CPS CPL CPS CPL CPS CPL

27. stop organizing around people. no really.
bonus tip:

28. but let’s get tactical,
what does that mean for me?
have extreme clarity around the top 3-5 metrics for your business.
solve for the impact you need to see in your plan 6 - 12 months from now.
be willing to re-organize bi-annually/annually.
centralize ops functions: growth ops, marketing ops, etc.
have more request processes earlier than you think you need them.
if you find yourself structuring around one person, smack yourself.

29. talent.

30. world-class marketing organizations:
hire t-shaped, domain agnostic talent.
truth #2

31. skills that fuel growth : t-shaped

32. skills that fuel growth : t-shaped, domain specific
Brand : Lead Gen : Community : Loyalty : Email : Social : Press : Communications : Content : SEO : Technical
PPC

33. Technical : Analytical : Creative : Product : Design Theory : Paid : Inbound : CRO : Content : Statistics: Modeling : Database/SQL : Psychology
Marketing
skills that fuel growth : t-shaped, domain agnostic

34. interview questions to ask
• What domain are strongest in and what are the other domains you are comfortable with?
• Can you give examples of your highest performing paid and organic marketing campaigns?
• Please give an example of a time you had a question, self-served the data required to resolve it, and acted on those
insights.
• If you discovered a core funnel was underperforming, how would you go about understanding what to build next?
• If I asked you to create a microsite for an upcoming marketing campaign, could you walk me through the creation
processes you would work through to get us there?
• At your last business, what were the 3 most important metrics in your P&L?
• Can you walk me through your last annual planning/forecasting process?
• What language was your previous product built it? What were some of the advantages and disadvantages of that?
• If you didn’t like a design from your Creative team, how would you approach that?
• If you could learn any other area of the business, which one would it be and why?
bonus tip:

35. but let’s get tactical,
what does that mean for me?
rewrite hiring processes to attract, vet and close t-shaped hires.
increase your % to market benchmark on salaries.
invest in T&D internally.
run internships cross-functionally outside existing roadmaps.
accrue the management overhead around role ambiguity.
don’t settle for less.

36. process.

37. world-class marketing organizations:
build processes around accountability.
truth #3

39. & &
World-class marketing organizations have
three types of process
processes
around what
you do
processes
around how
you do it
processes
around who
does what

40. world-class marketing organizations
have tight processes around what you do.

41. processes around what you do:
Marketing Roadmap & Launch Calendar
Marketing Roadmap
Marketing Launch Calendar

42. processes around what you do:
Marketing Roadmap
Marketing Roadmap
Marketing Roadmap Includes:
Initiative & Description
Impact on business
Priority Order
Supporting Docs
Status
Effort/Sprints Required
Confidence in accomplishing Impact
Start Date
Target Date
Release Date
What are we building?
When will it be done?
What is the impact to the business?

43. processes around what you do:
Marketing Launch Calendar
Marketing Launch Calendar
Marketing Launch Calendar Includes:
Launch Planned
Dependencies
GTM Owner
Company Stakeholders
GTM Gate Status
Launch Date
Success Metric
Tracking Status
What are we launching?
When will it launch?
What is the impact to the business?

44. world-class marketing organizations
have tight processes around how you do it.

45. processes around how you do it:
Request Forms, Asset Trackers & Quality Frameworks
Request Forms Asset Trackers Scoping Frameworks
Google docs
Pipefy
Asana
Trello
Nutcache
Google Docs
Proprietary

46. world-class marketing organizations
have tight processes around who does what.

47. Great post on DACI framework: rebrand.ly/DACI
processes around who does what:
DACI/Role Clarity Frameworks
D =
DRIVER
C =
CONTRIBUTORS
I =
INFORMED
A =
APPROVER
Responsible for
corralling stakeholders,
collating all information
needed, getting the
decision made, and
hitting the date.
The person who makes
the decision, ultimately
responsible for the
success/failure.
Invested stakeholders
that have expertise that
may influence the
decision made.
Informed of the
decisions made along
the way and of
final result.

48. always run retrospectives.
bonus tip:

49. but let’s get tactical,
what does that mean for me?
invest in tools to track and measure your time management.
stand up lightweight request forms so you can add a layer of friction.
have a monthly/quarterly roadmap review process that latters to top business metrics.
invest in team training around business acumen/business first thinking.
every project requires a singular “Driver” and an “Approver” - can’t be shared.
make it exceptionally clear in weekly comms on who is responsible for what metric.

50. ecosystem.

51. world-class marketing organizations:
organize in full stacked, cross-functional squads
truth #4

52. T H I S I S
T H E H A R D E S T
PA R T
“How you organize will
either fuel or kill
growth.”

53. MARKETING PARTNERS PRODUCT ENGINEERIN
G
PRICING CX FINANCE LEGAL
T H E WAY I T S A LWAY S B E E N D O N E .

54. CAC CHUR
N
BURN
T H E WAY I T S H O U L D B E D O N E .

55. SEO
Onboarding
Network
Growth
Comms
PYMK,
Virality,
Connections
Engagement through
email/push,
Resurrection
SEO,
Conversion
optimization,
Public profile
Onboarding,
Activation,
Intent discovery
Example:

56. but let’s get tactical,
what does that mean for me?
align marketing, product, engineering and analytics leaders around squad format.
agree on top 3-6 focuses for the next 6-12 months.
agree on top KPI for each squad, all roadmap items ladder up to it.
run discovery gates before you decide on roadmap items.
be open to 1 week sprints vs. 2 depending on squad theme.
run quarterly program reviews, but other than that allow squads to be autonomous.
cross-domain training must be running in parallel consistently.

57. management.

58. world-class marketing organizations:
have exceptional team managers & channel managers
truth #5

59. what makes an exceptional team manager?
driver
partner
business-firstteam - first
majority of managers if
asked what is important?
would answer with:
“that my team is
happy and hitting
their goals.”
majority of
marketing
team managers

60. what makes an exceptional team manager?
driver
partner
business-firstteam - first
world-class managers
when asked what is
important? would
answer with:
“my team is serving
the business in
material and
impactful ways.”
world - class
marketing
team managers

61. that’s only half the battle.

62. Exceeds
Targets
what makes an exceptional channel manager?

63. Exceeds
Targets
Accountability
what makes an exceptional channel manager?

64. Exceeds
Targets
Accountability
A Strong
POV
what makes an exceptional channel manager?

65. Exceeds
Targets
Accountability
A Strong
POV
Analytical
what makes an exceptional channel manager?

66. Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
what makes an exceptional channel manager?

67. Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
what makes an exceptional channel manager?

68. Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
Diligence/
Organization
]what makes an exceptional channel manager?

69. Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
Diligence/
Organization
Revolutionary
vs. Evolutionary
what makes an exceptional channel manager?

70. Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
Diligence/
Organization
Revolutionary
vs. Evolutionary
Full-Funnel
Understanding
what makes an exceptional channel manager?

71. Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
Diligence/
Organization
Revolutionary
vs. Evolutionary
Full-Funnel
Understanding
Pride of
Channel
what makes an exceptional channel manager?

72. Example Channel Scorecard
Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
Diligence/
Organization
Revolutionary
vs. Evolutionary
Full-Funnel
Understanding
Pride of
Channel
6/10 8/10 7/10
7/10 5/10 10/10
3/104/10
7/10 8/10

73. Example Channel Scorecard
Exceeds
Targets
Accountability
A Strong
POV
Analytical
Strong Business
Acumen
Proactive
Management
Diligence/
Organization
Revolutionary
vs. Evolutionary
Full-Funnel
Understanding
Pride of
Channel
6/10 8/10 7/10
7/10 5/10 10/10
3/104/10
7/10 8/10
65/100 =
D+

74. a governing principle.
bonus tip:
we must do what is right for the business,
while trying to do what is right for the team.

75. but let’s get tactical,
what does that mean for me?
re-working interview process to vet for management approach.
Pre-screen for channel management capabilities.
Leverage one on ones to keep a constant pulse on these standards.
Reward for when someone exemplifies progress against them.
Lean into hard conversations (3-4 a month).
Internal training: Feedback, coaching styles, one on ones, etc.
Cross- team trainings: Finance, Analytics, etc.

76. leadership.

77. world-class marketing organizations:
have leaders that inspire revolutionary work.
truth #6

78. crazy talk stat:
“only 18% of companies
say their leaders
are effective”
Leadership statistic infographic: rebrand.ly/18percent

79. What makes a great leader?

80. gravitas.
confidence (grace under fire)
decisiveness (showing teeth)
integrity (spine to your convictions)
emotional intelligence (all 4 areas)
reputation (standing & pedigree)
vision (charisma)

81. gravitas.
confidence (grace under fire)
decisiveness (showing teeth)
integrity (spine to your convictions)
emotional intelligence (all 4 areas)
reputation (standing & pedigree)
vision (charisma)
communication skills.
speaking skills
ability to read/command the room
forcefulness (assertiveness)
sense of humor (ability to banter)
body language (posture)
eye contact
great book on executive presence: rebrand.ly/EP

82. “Leaders get out in front and stay there by raising the
standards by which they judge themselves – and by
which they are willing to be judged.”
Frederick W Smith,
CEO of Fedex
Example:

83. but let’s get tactical,
what does that mean for me?
Invest in leadership training - internal & external.
Formalize leadership tracks and capabilities required.
Fireside chats with leaders from similar companies.
Open conversations about operating principles & great leadership standards.
Communication skill training.
Read, watch, study, go!

84. culture.

85. world-class marketing organizations:
create a low-ego, high empathy, brutally optimistic culture
truth #7

86. low ego.

87. low ego.
high empathy.

88. low ego.
high empathy.
brutal optimism.

89. In a growth culture, people believe that their most basic
abilities can be developed through dedication and hard work—
brains and talent are just the starting point. This view creates a
love of learning and a resilience that is essential for great
accomplishment.
the coveted “growth culture”

90. In a growth mindset, people believe that their most basic
abilities can be developed through dedication and hard work—
brains and talent are just the starting point. This view creates a
love of learning and a resilience that is essential for great
accomplishment.
the coveted “growth culture”

91. “Its company culture is one that is flat, open and creative. SquareSpace offers
robust benefits and perks, including inspiring office environments, monthly
celebrations, relaxation spaces and frequent guest lecturers. They are known
for hiring down-to-earth leaders and employees as a standard. This results in a
culture where everyone feels their voices can be heard and there is a level of
freedom and empowerment.”
Example:

92. but let’s get tactical,
what does that mean for me?
Vet for toxic employees during interview process.
“I” statement testing during interview process.
Reference every employee, do 360 on feedback to see how they handle it.
Empathy/EQ testing & training.
Perspective training.
Start/End week with wins.
TinyPulse (or similar tool) feedback loops.
Build these charactistics into the review process.

93. let’s
wrap it up.

94. A world-class marketing organization has:
The right structure.
The right talent.
The right processes.
The right ecosystem.
The right management.
The right leadership.
The right culture.

95. World-class marketing organizations are not by chance.
They are built with intention.
They require time, energy and
a relentless obsession with improvement.

96. THANK YOU!
Joanna Lord
CMO, ClassPass
@joannalord