B2B Marketing leaders wrestle with a host of challenges, chief among them: driving a high-quality sales pipeline, building beloved brands, and assembling world-class teams. But more than any other, one challenge causes us constant, acute pain.
Effectively balancing strategic objectives with the need to flex and respond to near-term business needs is a particularly challenging adversary. We work hard to respond to the frequent requests from our peers and partners and integrate more agility into our processes. Sales needs a one-pager now. Product wants us to emphasize the latest batch of feature updates more. And finance wants us to adjust in real-time to revenue fluctuations and cash burn. It’s a superhuman task, and Marketing leaders do yeoman’s work in their efforts to be accommodating.
Unfortunately, the result is often a jarring disconnect between long-term business goals and the desperate in-quarter demands of setting meetings, creating pipeline, and driving revenue before quarter close. Demands from the C-suite for long-term strategic planning often clash with demands for nimble, market-specific decision-making. This creates uncertainty for our teams and challenges us to make the most of the limited resources we have to allocate and reallocate. Divergent priorities often impede our ability to experiment and seize opportunities. They lead to communication gaps and siloed workflows that create discord between contributors at every level of your organization. Thanks to the adverse interest rate environment of the last several years, Marketing budgets have been stripped back to the bones. That puts even more pressure on leaders to make the right decision every time, to prioritize without error, and to ensure we are driving the maximum value for each dollar we invest. It’s a nearly impossible fight to win.
There are methods to navigate and align amidst the chaos. Tools like Culture Amp, Confluence, and Lattice help organize OKRs to company goals, fostering connectivity. If engagement surveys indicate a lack of alignment between work and success, tools like Klaviyo, Iterable, Sprout Social, and SEMRush offer real-time insights. However, technology alone is insufficient to bridge the gap between long-term strategy and short-term business needs.
To reduce the friction between long-term strategy and in-quarter pressures requires reengineering the way your team operates. There are a number of areas to explore. For example, implementing cross-functional sprint teams, assembled to tackle very specific business needs, enables rapid problem-solving across departments. It’s a great way to bring the best minds together to address your biggest problems. Embracing rapid prototyping methodologies allows for swift iteration and testing of ideas to learn and adapt quickly. Why create that thirty-page, beautifully illustrated e-book before you get performance data from a lightweight email or blog post? Establishing a culture of continuous feedback ensures that your team is learning in real-time and making timely adjustments to stay aligned with evolving market dynamics and strategic goals. By prioritizing operational improvements alongside technological investments, businesses can foster a more adaptive and responsive marketing approach that drives sustainable growth. But again, it’s not enough.
To find equilibrium and, dare I say, happiness, I suggest you rethink your planning process. Do as Patrick Lencioni says in his seminal book “Death by Meeting,” and break the work up into two parts. Strategic planning, a top-down exercise driven by marketing leadership, should set the direction for the team and give them the intellectual “guardrails” they need to operate with independence and at high velocity. If you want to empower your team to move faster, spend more time as leaders on the big rocks and let your more than capable team handle the gravel. This is where you map your work back to the big company objectives and strategies.
Conversely, quarterly tactical planning, performed four times a year by functional teams and individual contributors, ensures adaptability and responsiveness to changing market dynamics. Quarterly tactical planning should include the near-term GTM feature moments, campaign themes that are relevant in the moment, the events happening next month, and the very specific demand generation programs that will drive leads, MQLs, and opportunities. This is where you incorporate the most recent and relevant requests from your partners across the organization.
Based on my practice, initiating tactical planning 60 days before the start of each quarter and finalizing plans 30 days before the quarter offers the optimal value and balance. First, it enables the team to deliver value and drive sales pipeline from day one of the quarter. Second, planning 85% of the work in advance provides direction and clarity to the team, allowing for effective capacity management and the flexibility to accommodate new initiatives and pivots while maintaining productivity and morale.
As a complement to this two-part planning process, it’s essential to engineer a structured method for capturing and managing new ideas that arise during the quarter. This ensures that valuable insights are not overlooked and that contributors feel heard, without the whiplash that comes when we try to act on every new idea in real-time. Ideas should be documented and organized into a backlog, which you and your Marketing leadership team should groom on a monthly basis. This grooming process involves several steps, including completing the inevitably sloppy metadata, assigning effort and impact indicators, prioritizing, and assigning owners and due dates. By complementing your two-part planning process with an always-on backlog program, you can make your partners feel heard, capture valuable ideas, weed out the noise, and drive continuous improvement. Better yet, you can do so without the deceleration and demotivation that a never-ending stream of new, shiny pennies can introduce.
Marketing teams battle headwinds when trying to find the balance between strategic objectives and an adaptive culture. These challenges range from integrating agility into processes to navigating organizational resistance to delivering in-quarter pipeline to the sales organization. While technology offers some relief, it is insufficient. Operational transformation of your strategic planning, cross-functional collaboration, and continuous feedback loops are crucial for driving sustainable growth. By prioritizing investments in your planning processes, fostering experimentation, and implementing structured idea management, you will find a healthy balance between delivering on your longer-term strategic objectives and the near-term demands of your finance and sales teams. Better yet, you will improve morale on your team, increase your engagement scores, and reduce the turnover of valuable team members.
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ABOUT THE AUTHOR
Micha Hershman , CMO at JumpCloud.
Micha Hershman serves as the Chief Marketing Officer (CMO) at JumpCloud, bringing over two decades of expertise in steering marketing initiatives for category leaders such as Eventbrite, Envoy, and Heap Analytics. Micha has played a pivotal role in scaling organizations, notably contributing to the global demand engine that facilitated Eventbrite’s successful IPO in 2018. His strategic prowess extends to category creation efforts, resulting in Envoy’s unicorn valuation, and platform positioning strategies that culminated in Heap’s acquisition by Contentsquare.
