Organizational design and restructuring is not new. But, with the requirement to create data-driven marketing organizations and support marketers who show bottom line results more emphasis is being placed on marketing leaders to structure their teams and business in a way that is agile and impactful. Reflecting on this, and doing some additional research of my own, I was struck by the lack of published material describing how one might go about building a marketing organization that addresses business challenges happening right now and most importantly that can drive results right now. Over the past several years as I’ve been fortunate to lead marketing organizations for enterprise and mid-market businesses. During this time I’ve developed an organizational playbook that can scale to virtually any size of business, is highly adaptable, and has a proven track record for success. Enclosed is the core framework for what I believe is an ideal composition for the modern marketing organization. I’m looking forward to your feedback. - Jascha

1. THE MODERN MARKETING
ORGANIZATIONAL STRUCTURE
Jascha Kaykas-Wolff
jascha@kaykas.com
marketingiteration.com
@kaykas

2. ORGANIZATIONAL DESIGN FOR MODERN MARKETERS
Organizational design and restructuring is not new. But, with the requirement to
create data-driven marketing organizations and support marketers who show
bottom line results more emphasis is being placed on marketing leaders to structure
their teams and business in a way that is agile and impactful.
Reflecting on this, and doing some additional research of my own, I was struck by
the lack of published material describing how one might go about building a
marketing organization that addresses business challenges happening right now
and most importantly that can drive results right now.
Over the past several years as I’ve been fortunate to lead marketing organizations
for enterprise and mid-market businesses. During this time I’ve developed an
organizational playbook that can scale to virtually any size of business, is highly
adaptable, and has a proven track record for success.
Enclosed is the core framework for what I believe is an ideal composition for the
modern marketing organization. I’m looking forward to your feedback. - Jascha
prepared by: jascha kaykas-wolff @kaykas

3. ORGANIZATIONAL DESIGN FOR MODERN MARKETERS
Sections:
1. Marketing’s Role
1. Departments and matrixed interactions
2. Engagement Philosophy
3. Operating Systems
4. Structure & Roles
1. Product Marketing
2. Marketing Operations & Technology
3. Field / Demand Gen
4. Content & Communications
5. Creative
prepared by: jascha kaykas-wolff @kaykas

4. MARKETING’S ROLE IN THE ORGANIZATION
Objectives
•Align Product & Marketing To Develop & Maintain A Consistent Go-To-
Market Program
•Create Sales & Marketing Alignment Against Pipeline, Bookings & Revenue
Contribution
•Develop & Maintain A Best-In-Class Relationship With Technology &
Delivery
•Be The First And Best Customer
•Build An Industry & Discipline Thought Leadership Practice
•Be A Best-In-Class Example Content Marketing Organization (Owned,
Earned, Paid)
•Develop And Maintain Strategic Go-To-Market Partnerships
prepared by: jascha kaykas-wolff @kaykas

5. MARKETING’S ROLE IN THE ORGANIZATION
Critical Touch Points
Corporate marketing is the horizontal services
layer that intersects with every organization
across the company developing consistency
in visual and written language & centers of
excellence.
Product marketing turns key themes and customer needs backlog and prioritization.
into actionable sales materials and field marketing campaigns.
Product
Technology and product collaborate on
Technology
Sales
Corporate Marketing
Product
Marketing
Marketing Operations
Field Marketing
Product marketing and product collaborate on core
pain points, buying targets and user personas to further
develop products customers need and the business can
best utilize.
Alignment on key objectives and targets and a
dependence on data drives closer alignment.
Marketing operations provides consistent
data connecting suspects to users from field
marketing to product and technology.
prepared by: jascha kaykas-wolff @kaykas

6. MARKETING ORGANIZATION
Operational Philosophy
Operate Like Consultants
•With Product, Field Marketing & Sales on messaging and GTM strategies
•With Product and Sales on Social Engagement
•Campaigns: Consult to provide strategic input, review, guidance for field based
campaigns with Global PR teams and field marketing
•Engagement in strategy development, wireframe review, creative review
•Execution done by Regional PR or Field Marketing Teams
Execute Like Scientists
•All US Product GTMs: Drive US execution of product, services, partner campaigns
•PR/AR: Execute campaign strategy and tactics for priority campaigns in
partnership with Product, Services, or Partner SMEs
•Transparent access to Marketing (and business) data across the organization
Enable The Corporation
•Content editorial calendar is developed utilizing resources across the entire
company
•Social engagement training and best practices driven from Corp Marketing
•US Online Campaign Playbook: enable broad usage of Agile Marketing techniques
through the resources in the playbook, continually updated with new content
prepared by: jascha kaykas-wolff @kaykas

7. MARKETING ORGANIZATION
Operational System
•Agile: It’s not just product development anymore
“Businesses tend to think their major constraint is resources, when in
reality it’s process. And the process constraint modern businesses
need to over come hierarchy is agile. Agile is a process designed
to achieve difficult and rewarding innovations by priority, not by
stockpiling resources. Agile is the process of full value thinking, not
marginal thinkingMa.rg”in al Thinking vs. Full Value Thinking : http://blog.mindjet.com/2013/04/agile-marketing-series-marginal-thinking-
vs-full-value-thinking/ Agile Marketing Case Study: http://www.slideshare.net/kaykas/agile-marketing-jess3-
mindjet-case-study-between-the-minds
prepared by: jascha kaykas-wolff @kaykas

8. MARKETING ORGANIZATION
Structure: Overall
Creative
Content &
Communication
s
Marketing
Operations
Product
Marketing
Field Marketing /
Demand Gen
Ownership
•Brand
•Design
•Brand Writing
•Reporting
•Analytics/Data
•Testing
•Website
•Public Relations
•Editorial
•Content Calendar
•Bill Of Materials
•Pipeline Contribution
target
•Revenue Contribution
target
•Field events
•Demand Gen Activities
& budget
•Sales Enablement
•Product Descriptions
•Pricing
•Sales Training
Functions/Roles
•Brand
•Design
•Brand Writing
•M.A.P. / SFDC
Administrator
•Web Developers
•Project
Management
•Data Scientist
•Editor
•PR Manager
•Corporate Journalist
•Product Marketer
•Project Manager
•Business Manager
Example Tasks
•Website Design/Copy
•Email Design/Copy
•Physical Collateral
•Sales & Marketing
Funnel
Management
•Weekly Reporting
•Ad Hoc Analysis
•Website
Development
•Buying Journey
Stages Development
•Content
Development
Oversight (regardless
where it is
produced)
•PR Outreach
•P&L Management
•Product Launches
•Customer Polls
•Localization
•Demand Gen
•Event Specialist
•Regional Events
•Regional Nurture Program
•Regional SEM Management
Product Marketing Excellence Drives Close Alignment
Between Product & Sales specifically through Field
Marketing
Key Ownership Areas:
•Messaging and value proposition system
•Product Bill-Of-Materials
•Sales enablement
Marketing Operations Excellence Drives Close
Alignment with Technology & Sales with processes
mirroring IT & Product and the use of analytics to
support more efficient selling and marketing
Key Ownership Areas:
•Sales & Marketing Funnel Management
•Analytics
•Project management for digital projects
Content & Communications Excellence Creates
alignment and focus across the company for content
creation and purposeful use of the content to
support the business.
Key Ownership Areas:
•Company content calendar
•Buying journey stages
•Product and company launch communications
prepared by: jascha kaykas-wolff @kaykas

9. MARKETING ORGANIZATION
Structure: Product Marketing / Product
Product Marketing Excellence Drives Close Alignment
Between Product & Sales (Via Field Marketing):
Key Ownership Areas:
•The messaging and value proposition system are
created by product marketing and then used by
the creative team and field teams. Product
marketing is the hub of the spoke and hub model.
Product marketing own’s the core Bill-Of-Materials
that drive the creation of marketing programs in
the field globally.
• The establishment and maintenance of customer
reference programs / Customer advisory boards
are a key responsibility for the product marketing
team. These exercises, driven consistently, provide
a strong foundation of information to establish close
ties with product. Including Product Marketing
team members in the story times for agile product
teams is a critical integration point.
•While not technically a member of the product
marketing organization a dotted line relationship to
a product marketing specialist into the field
marketing team is an effective tactic to support the
regional team’s customization of core product
content. This role helps with Sales Enablement, a
core responsibility of product marketing.
Product
Marketing
Product
Marketing
Manager
Product
Marketing
Manager:
Partners
PMM
Associate(s)
Product
Marketing
Specialist
Field Marketing /
Demand Gen
Size and roles can be scaled to appropriate size for organization however they should address the
basic functional roles above.
prepared by: jascha kaykas-wolff @kaykas

10. MARKETING ORGANIZATION
Structure: Marketing Operations / Technology
Marketing Operations Excellence Drives Close
Alignment Technology & Sales:
Key Ownership Areas:
•Management of sales & marketing funnel
including improvements to systems and
processes keeps marketing accountable to
sales and vice versa. Operations becomes an
‘central’ arbiter to field marketing and sales to
help alignment. Technology and marketing
gain closer alignment using similar processes
(Agile). Co-planning of backlogs.
•Analytics ownership including M.A.P. data and
related SFDC data (contribution), web analytics
and potentially BI. The analytics competency
enables better decision making across the
entire organization and better alignment with
field marketing and sales.
•Web Development ownership including CMS
oversight, publishing schedule. With good agile
hygiene the web development team becomes
a key connection into the product organization.
Critical Role
Analytics
Marketing
Operations
M.A.P. and
SFDC
Web
Development
Project
Manager
Analyst(s)
Administrator
(s)
Developer(s)
Size and roles can be scaled to appropriate size for organization however they should address the
basic functional roles above.
prepared by: jascha kaykas-wolff @kaykas

11. MARKETING ORGANIZATION
Structure: Field Marketing / Demand Gen
Demand
Generation / Field
Marketing
Field Marketing
Manager
Events Specialist
Associate(s)
Size and roles can be scaled to appropriate size for organization however they should address the
basic functional roles above.
Demand Generation / Field Marketing Excellence
Drives Close Alignment Between Sales & Marketing;
Key Ownership Areas:
•The agreement of goals with the regional sales
organization; focused on pipeline generation and
revenue generation. The Field marketing team
owns all tactics to meet goals as well as the
majority of in market budgets. Incentive structure
should align with sales organizations.
• SEM activities and event (virtual and physical) are
developed in region by the demand generation
teams. Support for Corporate Aircover campaigns
are also a responsibility of the demand teams.
•Note: America’s field team’s often suffer due to a
blurred line with the corporate marketing teams. It’s
important to mirror the structure of the
Demand/Field teams in each operating region.
prepared by: jascha kaykas-wolff @kaykas

12. MARKETING ORGANIZATION
Structure: Content & Communications
Communication
Editor
Content &
s
PR &
Communications
Specialist
Corporate
Journalist
Size and roles can be scaled to appropriate size for organization however they should address the
basic functional roles above.
Content & Communications Excellence Creates
alignment and focus across the company for content
creation and purposeful use of the content to support
the business.
Key Ownership Areas:
•Company content calendar including the
development of the overall plan and timing of
published content. The content team develops
content against the buying journey from authors
across the company and external to the company.
The published content will take many forms
including video, long and short form written content
and infographics. Additionally the team is
responsible for content distribution.
•The content team develops and evolves the
buying journey stages with key inputs from Product,
Product Marketing, Field marketing & Sales.
•Product and company launch communications.
prepared by: jascha kaykas-wolff @kaykas

13. MARKETING ORGANIZATION
Structure: Creative
Creative Excellence Drives Consistency Visually And In
Corporate Voice
Key Ownership Areas:
• Development and application of the core visual
language for the company including products.
Deliverables include the company brand book,
visual style guide and then the enforcement of the
direction.
• Delivering consistent content voice for all
company assets. Including website copy, trade
show signage, and marketing campaigns. Act as
the editor for all product and marketing materials.
• Develop and produce all product video
overviews, marketing promotional and educational
materials.
Creative
Director
Designer / Art
Director
Video
Production
Manager
Production
Designer(s)
Editorial Director
/ Copywriter
Size and roles can be scaled to appropriate size for organization however they should address the
basic functional roles above.
prepared by: jascha kaykas-wolff @kaykas

14. MARKETING’S ROLE IN THE ORGANIZATION
Objectives
•Align Product & Marketing To Develop & Maintain A Consistent Go-To-
Market Program
•Create Sales & Marketing Alignment Against Pipeline, Bookings & Revenue
Contribution
•Develop & Maintain A Best-In-Class Relationship With Technology &
Delivery
•Be the first and best customer
•Build An Industry & Discipline Thought Leadership Practice
•Be A Best-In-Class Example Content Marketing Organization
•Develop And Maintain Strategic Go-To-Market Partnerships
prepared by: jascha kaykas-wolff @kaykas

15. THANK YOU
Jascha Kaykas-Wolff
jascha@kaykas.com
marketingiteration.com
@kaykas

16. You might like Growing Up
Fast:
It’s a practical book about
how to use agile systems in
marketing to be successful as
a modern marketing
organization.
You can buy the book here:
http://www.amazon.com/Growing-Fast-Practices-Innovation-
Stalemates/dp/0692238727/