Executive Summary

The modern Marketing Operating Model (MOM) has evolved from a static organizational chart into a dynamic, living system designed to bridge the gap between high-level strategy and flawless execution. In an environment characterized by rapid market disruption and the ever-increasing expectations of the “connected customer,” a well-architected MOM is no longer a competitive advantage but a fundamental requirement for survival and growth. This report provides an exhaustive analysis of the deployment of marketing operating models, offering a blueprint for leaders to design, implement, and optimize their marketing function for peak performance.

The analysis reveals that any effective MOM is built upon five interdependent pillars: People, Process, Technology, Data, and Organization. The interplay between these components is critical; a change in one, such as the adoption of a new technology, necessitates a holistic re-evaluation of the others. The foundational choice in organizational architecture lies on a spectrum between centralized control, which offers brand consistency and efficiency, and decentralized autonomy, which provides local relevance and speed. While hybrid models have emerged to balance these trade-offs, the most advanced organizations are evolving towards a sophisticated “Control System” architecture—centralizing foundational infrastructure and data while radically decentralizing creative execution.

Furthermore, the rise of agile methodologies, manifesting in cross-functional “pods” or “squads,” has become a competitive necessity for teams requiring rapid experimentation and responsiveness. The effectiveness of any chosen model must be continuously assessed through a strategic-to-tactical diagnostic funnel, beginning with a comprehensive marketing audit to ensure strategic alignment, followed by a capability maturity assessment to identify skill gaps, and concluding with a granular process and workflow analysis to eliminate operational bottlenecks.

Case studies of industry leaders like Procter & Gamble, Netflix, and The LEGO Group demonstrate that an operating model is a direct proxy for a company’s core competitive advantage. However, they also reveal a critical duality: a model’s greatest strength is often the source of its most significant weakness. The key for leadership is not to pursue a mythical “perfect” model but to manage the inherent trade-offs that accompany a chosen strategic focus.

Looking forward, two convergent technological trends are fundamentally reshaping the marketing organization. Artificial Intelligence (AI) is transforming every pillar of the MOM, moving from simple automation to predictive orchestration. Concurrently, composable architecture provides the necessary modular and agile MarTech foundation required to fully leverage specialized, best-of-breed AI capabilities.

This report concludes with a framework for action, urging leaders to audit their current state against future needs, invest in a flexible and data-centric technology foundation, and cultivate a culture of continuous learning and adaptation. The role of the modern marketing leader is to be the architect of an adaptive system, not the director of every individual play.

Section 1: Deconstructing the Modern Marketing Operating Model

1.1 The Bridge Between Strategy and Execution

A Marketing Operating Model (MOM) is an organization’s internal-facing framework that translates an external-facing marketing strategy into tangible, day-to-day operations.¹ It serves as the living blueprint that dictates precisely how a marketing function works, aligning its people, processes, and technology to achieve broader business objectives such as sustainable growth and profitability.² Without a coherent operating model, even the most brilliant campaign ideas risk failure during execution, creating a costly chasm between ambition and results.²

The strategic importance of a well-defined MOM has escalated in the modern business landscape. In an era defined by the empowered “connected customer” and constant market disruption, a thoughtfully architected operating model is a primary source of competitive advantage.⁴ It provides the structural integrity needed to standardize processes for greater efficiency, ensure consistent brand messaging across a fragmented media ecosystem, and, crucially, maintain the agility required to adapt to market changes.³ For global enterprises, in particular, the MOM is an indispensable tool for managing organizational complexity and mitigating the emergence of unforeseen costs.⁵ It is the internal engine that enables the marketing organization to anticipate and deliver against the fast-changing expectations of its customers.⁵

1.2 The Five Core Pillars

Research and industry analysis consistently identify five core, interdependent pillars that form the foundation of any effective marketing operating model. A rigorous model acknowledges the critical interplay between these components, ensuring the entire system is agile enough to adapt to changes in the business or its environment.⁵

People

This pillar encompasses the human capital required to execute the marketing strategy, including talent, skills, defined roles, and the overarching organizational culture.² A modern approach to this pillar moves beyond simple talent management to the strategic alignment of skills with strategic needs, often initiated through comprehensive skill audits and capability gap assessments.² In today’s dynamic and competitive talent market, the focus has shifted from mere staff retention to the creation of a differentiated people model designed to attract, develop, and retain top marketing professionals.⁷ This involves fostering a culture of collaboration and continuous learning to ensure the team can adapt to new technologies and methodologies.³

Process

Process refers to the structured workflows, methodologies, and operating rhythms that govern how marketing work is accomplished, from ideation to execution and analysis.² The contemporary emphasis is a decisive shift away from rigid, waterfall-style planning toward agile and iterative workflows. This agile approach, characterized by breaking down large initiatives into manageable “sprints,” enables teams to test, learn, and adapt on the fly.² Designing these processes involves systematically mapping existing workflows to identify bottlenecks, establishing clear decision points to avoid ambiguity, and creating robust feedback loops to ensure continuous improvement based on performance data and customer insights.²

Technology

The technology pillar comprises the entire marketing technology (MarTech) stack—the tools and platforms that support and automate marketing operations. This includes Customer Relationship Management (CRM) systems, marketing automation platforms, analytics tools, and content management systems.¹ The prevailing trend is a move away from monolithic, all-in-one platforms toward a scalable, modular, and flexible tech stack. This approach avoids vendor lock-in and empowers the marketing team to integrate best-of-breed tools, allowing for continuous innovation and adaptation as technology evolves.¹

Data

This pillar covers the entire lifecycle of data within the marketing function: its collection, governance, analysis, and application to improve decision-making.² Data is often described as the “fuel” of the modern marketing engine, and its effective management is critical for success.¹¹ Best practices emphasize the creation of a centralized, single source of truth for customer data and the democratization of insights across all internal and external teams.¹ A mature data pillar enables a customer-centric operating model where decisions are guided by empirical evidence rather than intuition.¹

Organization and Governance

This pillar defines the formal structure of the marketing team, including reporting lines, decision-making rights, and accountability mechanisms.³ It provides the answer to the fundamental question, “Who does what?” and establishes the governance framework that ensures every marketing decision is aligned with the organization’s strategic goals.⁸ A critical and often overlooked aspect of this pillar is that it extends beyond the internal team. The definition of “organization” in a modern context must also encompass the entire marketing ecosystem, explicitly defining the relationships, workflows, and governance structures between internal teams and their external partners, such as agencies, freelancers, and technology vendors.¹ The rise of the outsourced model as a formal archetype confirms that these external partners are no longer peripheral vendors but integral components of the operational structure, demanding a more sophisticated approach to ecosystem governance.²

The profound interdependence of these five pillars means they function as a cohesive system, where a change in one creates ripple effects across the others. For instance, the decision to adopt Artificial Intelligence (Technology) is not a simple procurement exercise. It fundamentally alters the other pillars: it necessitates new data science and AI literacy skills (People), requires the redesign of campaign optimization and content creation workflows (Process), demands a foundation of high-quality, accessible training data (Data), and introduces the need for new governance frameworks to manage algorithmic decision-making (Organization).¹³ Therefore, leaders cannot simply “install” a new technology or restructure a team in isolation; they must approach the operating model as a holistic, interconnected system.

Section 2: Architectural Blueprints: A Comparative Analysis of Marketing Organizational Structures

The architecture of a marketing operating model is not a one-size-fits-all solution. The choice of structure is a strategic decision that reflects a company’s unique context, including its size, geographic spread, brand portfolio, and core competitive strategy. The model chosen is more than an organizational chart; it is a physical manifestation of what the company prioritizes to win in its market—be it brand control, market agility, or data-driven personalization.

2.1 The Traditional Spectrum

Historically, marketing organizations have been structured along a spectrum ranging from fully centralized control to complete decentralized autonomy.

Centralized Model

In a centralized model, all key marketing functions—strategy, content, campaign management, and budget allocation—are managed by a single, central team.³ This structure is ideal for organizations that require a strong, unified brand position and absolute consistency across all touchpoints.³ By centralizing resources and decision-making, companies can achieve significant economies of scale and ensure tight alignment between marketing efforts and overarching corporate goals.³ A quintessential example is Apple, which employs a centralized model to orchestrate globally consistent messaging for its product launches, reinforcing its singular brand identity.³ The primary weaknesses of this model are its inherent rigidity and lack of speed. Centralization can create significant bottlenecks, slow down decision-making, and result in global campaigns that fail to resonate with local market nuances.²

Decentralized Model

The decentralized model represents the opposite pole, distributing marketing responsibility and authority across various business units, geographic regions, or product lines.² This structure empowers local teams with a high degree of autonomy, enabling them to operate as mini-marketing powerhouses that can respond swiftly to local market conditions and consumer preferences.³ It is best suited for large, complex organizations with diverse product portfolios or operations in varied geographical regions, such as the consumer goods conglomerate Procter & Gamble, where individual brands need the flexibility to compete effectively in their specific categories.³ The main drawbacks are the significant risk of brand inconsistency, the potential for duplicated efforts and redundant technology stacks across teams, and a lack of central strategic oversight.²

Hybrid (or Federated) Model

Seeking to capture the benefits of both extremes, the hybrid model strikes a deliberate balance between global alignment and local autonomy.³ In this structure, high-level strategy, overarching brand guidelines, budget control, and key technology decisions are typically centralized, while the execution of marketing campaigns is decentralized to regional or business-specific teams.³ This model is designed to foster collaboration and synergy, combining the power of a global strategy with the richness of local knowledge.³ A global automotive brand like Toyota might operate under this model, with its core marketing strategy developed centrally while regional teams adapt campaigns to local tastes and regulations.³ The primary challenge of the hybrid model lies in its complexity; it requires exceptionally clear governance and well-defined decision rights to prevent confusion and friction between central and local teams.³

This hybrid concept is evolving into a more sophisticated architecture that can be described as a “Control System.” This advanced model moves beyond a simple split of strategy and execution. Instead, it mandates that the foundational infrastructure is non-negotiably centralized. This includes the ad account structure, analytics and attribution tools like GA4, and central libraries for creative assets and templates.¹⁶ This approach ensures data integrity, a single source of truth, and operational efficiency. Simultaneously, creative and strategic

execution is radically decentralized. Brand teams are given full autonomy to run their own campaign strategies, develop creative briefs, and test new channels.¹⁶ This evolution is significant because it shifts the focus of central control from strategic

ideas to the foundational rails—the data and technology infrastructure—upon which decentralized teams can experiment freely, quickly, and, most importantly, measurably.

2.2 The Agile Evolution: Pods, Squads, and Tribes

Driven by the need for greater speed and adaptability, many marketing organizations are adopting principles from agile software development. This represents a fundamental shift in process and structure, moving away from long-term, “big-bang” campaigns toward rapid, data-driven iterations executed in short cycles known as “sprints”.⁹ The agile marketing philosophy prioritizes reacting to change over rigidly following a plan, fostering deep cross-functional collaboration over working in silos, and embedding a culture of continuous learning through frequent retrospectives.⁹

This philosophy has given rise to a new organizational structure: the Agile Pod (or Squad). A pod is a small, cross-functional, and self-organizing team that is empowered to deliver a specific business outcome from start to finish with minimal external dependencies.²⁰ These teams are composed of members with all the necessary skills to complete a project—such as a developer, designer, analyst, and copywriter—all working together as a single unit.²⁰ This structure is designed to eliminate time-consuming handoffs between functional departments, thereby increasing speed, fostering a strong sense of ownership and accountability, and spurring innovation.¹⁹

As organizations scale their use of agile pods, they face the challenge of preventing fragmentation and ensuring alignment. To address this, many have adopted frameworks like the “Tribe-Chapter-Guild” model, famously pioneered by Spotify. In this model:

• Tribes are collections of pods that work in related areas and share a common overarching mission.
• Chapters are horizontal groupings that bring together people with similar skills from different pods (e.g., all the data analysts or all the UX designers) to share best practices, provide mentorship, and maintain functional excellence.
• Guilds are voluntary, lightweight communities of interest that allow anyone in the organization to share knowledge and expertise on a specific topic (e.g., a “data visualization guild”).²¹

2.3 Emerging and Specialized Models

Beyond the primary archetypes, several specialized models have emerged to address specific organizational needs.

• Functional Model: This is a type of hybrid model that organizes the marketing department into specialized teams based on deep expertise, such as digital campaigns, content marketing, market analytics, or creative services.² These teams operate with a degree of independence, allowing them to hone their craft and become centers of excellence. The success of this model hinges on establishing strong cross-functional communication channels and shared goals to prevent the specialized teams from becoming isolated silos.²
• Campaign-Centric Model: This highly fluid model eschews permanent structures in favor of assembling temporary, cross-functional “task forces” for each major marketing initiative, such as a product launch or a market expansion.² A team comprising specialists in product marketing, demand generation, content, and analytics is brought together for the duration of the campaign and then disbands. This model provides intense focus and flexibility but requires robust project management capabilities and a culture that is comfortable with dynamic resource reallocation.
• Outsourced Model: This model involves building strategic partnerships with external experts, such as agencies, freelancers, or a fractional CMO, to handle specific marketing functions.² It provides access to specialized, high-caliber talent without the overhead and commitment of full-time hires, making it ideal for organizations that need to scale quickly or lack certain in-house skills. The primary trade-off is a loss of direct control, which necessitates the establishment of clear Service Level Agreements (SLAs), strong communication protocols, and performance metrics to ensure alignment and accountability.²
• Self-Service Model: In this digitally mature model, a central marketing operations team is responsible for building and maintaining the core infrastructure—the technology, tools, templates, and standardized processes. Individual marketing teams are then empowered to use this infrastructure to run their own campaigns independently.² This model combines the speed and flexibility of decentralization with the governance and consistency provided by a shared central system. However, it requires a significant upfront investment in technology and a workforce that is well-trained and tech-savvy.

---

Table 1: Comparative Analysis of Core Marketing Operating Models

Attribute	Centralized	Decentralized	Hybrid (Federated)	Agile Pods
Decision-Making	Top-down, from a single central authority.	Bottom-up, distributed to local/brand teams.	Strategic decisions are central; tactical decisions are local.	Team-based, autonomous within the pod’s scope.
Brand Consistency	Very High. Ensures a unified brand voice globally.	Low to Moderate. Risk of fragmentation and inconsistency.	High. Central brand guidelines with local adaptation.	Moderate to High. Aligned to a common goal (Tribe), but execution varies.
Speed & Agility	Low. Prone to bottlenecks and slow approvals.	Very High. Local teams can react quickly to market changes.	Moderate. Faster than centralized but requires coordination.	Very High. Short sprints and minimal dependencies enable rapid iteration.
Local Relevance	Low. Global strategy may not resonate locally.	Very High. Campaigns are tailored to specific market needs.	High. Balances global strategy with local insights.	High. Pods are focused on specific customer segments or journey stages.
Operational Efficiency	High. Economies of scale in resources and technology.	Low. Potential for duplicated efforts and redundant tools.	Moderate. Central functions provide scale, local teams add cost.	High. Eliminates handoffs and reduces bureaucratic overhead.
Ideal Use Case	Companies with a single, strong global brand (e.g., Apple, luxury brands).	Multi-brand conglomerates or highly diverse regional markets (e.g., P&G).	Global companies needing both consistency and local adaptation (e.g., Toyota).	Tech companies, digital-native businesses, or functions requiring rapid experimentation.

---

Section 3: Best Practices for Operating Model Design and Deployment

Designing and deploying an effective marketing operating model is a strategic undertaking that requires careful planning, robust governance, and a deep understanding of the human element of change. The following best practices provide a roadmap for leaders to architect a model that is not only aligned with business goals but also resilient and adaptable.

3.1 Grounding the Model in Business Ambition

The design process must begin not with an organizational chart, but with a deep understanding of the organization’s overarching ambition and purpose.⁴ The MOM’s primary function is to serve as the engine for the business strategy. This requires conducting regular and intensive strategy sessions with senior leadership to ensure that every facet of the marketing model is designed to directly support core business goals, whether they be customer acquisition, market penetration, or brand leadership.³

A critical component of this alignment is the definition of clear outcomes and Key Performance Indicators (KPIs). Organizations must establish a standardized set of KPIs that are applied consistently across all brands, channels, and geographies.⁴ These metrics must create a direct, measurable link between marketing activities and business objectives.³ A mature measurement framework operates on three distinct levels:

1. Strategic Outcomes: High-level metrics that gauge the cumulative impact of marketing on value creation and business growth (e.g., Customer Lifetime Value, Market Share).⁴
2. Across Channels: Funnel-based metrics that provide insight into how marketing drives the customer journey from awareness to conversion (e.g., Marketing Qualified Leads, Customer Acquisition Cost).⁴
3. In-Channel: Granular, media-specific metrics used for tactical optimization (e.g., Click-Through Rate, Cost Per Lead).⁴Frameworks such as Objectives and Key Results (OKRs) can be instrumental in cascading these strategic goals down to team-level targets, ensuring that daily work is clearly connected to business outcomes.23

3.2 Establishing Robust Governance and Agile Workflows

With the strategic foundation in place, the next step is to design the operational mechanics of the model. This begins with establishing clear and transparent governance. The organization must make deliberate choices about who is responsible for what and how key decisions are made.¹⁰ This involves designating key decision-makers for each functional area of marketing and implementing formal, well-understood processes for approvals and resource allocation.³ The goal of modern governance, however, is not to create a rigid, top-down bureaucracy. Rather, it is to enable autonomous execution within clear boundaries. Leadership’s role shifts from being a gatekeeper for every decision to being the architect of a system with clear “guardrails”—such as budget limits, brand guidelines, and target KPIs—that empower teams to move quickly and independently without compromising strategic alignment.

The design of workflows is equally critical. To achieve the agility required in today’s market, organizations should break large, monolithic projects into smaller, manageable tasks that can be completed in short, focused “sprints”.⁹ The design process should start by systematically mapping current workflows to identify existing bottlenecks, redundancies, and inefficiencies.² From there, new, streamlined workflows can be designed with crystal-clear roles and responsibilities, the automation of repetitive and mundane tasks, and the implementation of regular check-ins, such as daily stand-up meetings, to keep teams aligned and address roadblocks in real-time.²

A key feature of a dynamic operating model is the presence of robust feedback loops. The model should not be a static blueprint but a living system that continuously learns and evolves. Customer feedback, campaign performance data, and team insights must be systematically collected and fed back into the model to refine strategies, processes, and tactics over time.²

3.3 The Human Element: Fostering Collaboration and Managing Change

An operating model is ultimately only as effective as the people who work within it. Therefore, a successful deployment must place a strong emphasis on fostering a culture of collaboration and proactively managing the process of change. This involves actively breaking down the functional silos that often exist between marketing, sales, product development, and customer service. To create a seamless customer experience, organizations must build cross-functional bridges through the use of shared tools and communication channels, the creation of joint priority lists, and the development of shared incentives that encourage teams to work together toward common goals.²

Implementing a new operating model is a significant organizational transformation that can create uncertainty and resistance. Strong change management is therefore crucial. Leadership must clearly and consistently articulate the strategic rationale for the change, explaining why it is happening and what the desired future state looks like.² It is essential to provide the necessary support, training, and resources to help employees adapt to new roles, processes, and technologies, and to create channels for addressing their concerns.² Securing broad buy-in from senior management across the organization is also critical, as their visible support ensures the necessary investment and reinforces the strategic importance of the transformation.¹⁰

In designing these systems, leaders face a fundamental tension between standardization and innovation. The drive for operational efficiency and speed favors the implementation of standardized, repeatable processes.³ However, overly prescriptive governance can stifle the creativity, experimentation, and risk-taking that are the lifeblood of innovation.²⁶ A mature operating model resolves this tension by implementing a dual-track process system. It utilizes highly standardized and automated workflows for known, repeatable tasks (such as weekly reporting or standard email campaigns) to maximize efficiency. Simultaneously, it provides flexible, “sandbox” frameworks with fewer constraints for innovative and experimental activities (such as testing a new marketing channel or developing a breakthrough creative campaign). The model must be sophisticated enough to accommodate both modes of operation, balancing the need for control with the freedom to create.

Section 4: Auditing and Optimizing for Peak Performance

A marketing operating model is not a “set it and forget it” framework. To ensure sustained effectiveness and alignment with evolving business needs, it must be subjected to regular, objective assessment. There are three primary methodologies for auditing a MOM, which can be viewed as a strategic-to-tactical diagnostic funnel. They are not interchangeable alternatives but complementary tools that, when used in logical sequence, provide a multi-layered and comprehensive understanding of the marketing function’s health and performance.

4.1 The Comprehensive Marketing Audit

The comprehensive marketing audit is the highest-level diagnostic, serving as a systematic and objective review of the entire marketing function to assess its strategic alignment and overall effectiveness.²⁷ Its primary purpose is to provide a holistic, 30,000-foot view, answering the fundamental question: Is our marketing function aligned with the broader business strategy and the external market reality? It serves as a benchmark to evaluate the efficacy of all marketing endeavors.²⁷

The methodology typically consists of three main components:

1. External Environment Analysis: This involves a thorough examination of macro-environmental factors (economic, political, social, technological) and a deep dive into the competitive landscape to identify market opportunities and threats.²⁷
2. Internal Environment Analysis: This component evaluates the marketing organization’s internal structure, resources, skills, and capabilities to identify its operational strengths and weaknesses.²⁷
3. Marketing Programs Audit: This is a detailed assessment of the current marketing strategy, including the marketing mix (product, price, place, promotion), marketing systems, and the performance of specific channels and campaigns.²⁷

The process for conducting this audit involves first defining clear objectives, then systematically collecting and analyzing data from a wide range of sources (including surveys, interviews, financial reports, and analytics platforms), evaluating all marketing channels and communications, and finally, synthesizing the findings into a set of strategic recommendations for improvement.²⁷

4.2 The Capability Maturity Assessment

Once strategic alignment has been verified by a comprehensive audit, the next logical question is: Does our organization possess the ability to execute this strategy effectively? This is the domain of the capability maturity assessment, a 10,000-foot view that evaluates the proficiency of the marketing function’s core capabilities. Its purpose is to benchmark the organization’s skills, processes, and tools against a leveled scale to objectively understand its current state of maturity and identify critical gaps.³⁰ This data-driven approach helps leadership prioritize areas for investment in talent development, process improvement, and technology acquisition.³¹

The methodology is centered on a maturity model, which typically defines five progressive levels of capability, such as: Level 1: Mobilising (initial/ad-hoc), Level 2: Emerging (foundational), Level 3: Competitive (defined/managed), Level 4: Leading (quantitatively managed), and Level 5: Optimal (continuously optimizing).³³ The assessment evaluates the organization’s maturity across several key pillars, which often include Vision & Customer Strategy, People & Organization, Data Enablement, Experience Activation, Technology & Orchestration, and Analytics & Optimization.¹¹

The assessment process usually involves a series of guided interviews with key stakeholders across the marketing organization, combined with a review of documented evidence (such as process maps and strategic plans) to benchmark capabilities against industry standards and best practices.¹¹ Self-assessment tools can also be employed to gather perspectives on competency directly from team members.³¹

4.3 The Process & Workflow Analysis

If the marketing strategy is sound (confirmed by the comprehensive audit) and the necessary capabilities are in place (verified by the maturity assessment), but performance is still lagging, the problem is likely operational. This calls for a process and workflow analysis, a tactical, ground-level diagnostic designed to uncover and eliminate specific inefficiencies. Its purpose is to conduct a deep-dive into core marketing workflows—such as content creation, campaign launch, or lead management—to identify and resolve bottlenecks, redundancies, and communication gaps.³⁵

The methodology involves meticulously mapping a workflow on a step-by-step basis, identifying every actor (people, systems, data) and handoff point involved.³⁶ Each stage of the process is then analyzed to identify common problems, such as improperly sequenced tasks, unnecessary steps, information silos, or opportunities for automation.³⁶

The primary benefits of this analysis are tangible and immediate. It leads directly to productivity gains, significant cost savings, stronger team collaboration, and a reduction in operational risk.³⁶ However, this approach has its limitations. The resulting optimized workflows can be rigid and may not be well-suited for handling exceptions or highly creative, non-standardized work.³⁵ Furthermore, to remain effective, the redesigned processes require ongoing maintenance and updates as the business and its technology stack evolve.³⁵

---

Table 2: Marketing Operating Model Audit Methodologies

Methodology	Primary Focus	Key Outputs	Pros	Cons
Comprehensive Marketing Audit	Strategic Alignment & Environment. Assesses the entire marketing function against business goals and the external market.	SWOT Analysis, strategic recommendations, validation of goals and objectives.	Holistic view, aligns marketing with business strategy, identifies external threats and opportunities.	Can be resource-intensive, broad scope may lack tactical depth, findings can be high-level.
Capability Maturity Assessment	People, Skills & Processes. Benchmarks the organization’s capabilities against a defined maturity scale.	Maturity score, capability gap analysis, prioritized investment roadmap for skills and technology.	Objective benchmarking, data-driven approach to identifying weaknesses, clear path for improvement.	Can be subjective depending on the model, may not directly address immediate performance issues, requires stakeholder honesty.
Process & Workflow Analysis	Operational Efficiency. Maps and analyzes specific workflows to identify and eliminate bottlenecks and redundancies.	Optimized workflow maps, identification of automation opportunities, standardized procedures.	Delivers immediate productivity gains, reduces costs, improves team collaboration and accountability.	Can be rigid, may not address creative or non-standard processes well, requires continuous monitoring and updates.

---

Section 5: Case Studies in Action: Lessons from Industry Leaders

Analyzing the operating models of leading companies reveals how organizational structure and processes are strategically designed to support a core competitive advantage. These case studies also highlight a crucial duality: the very architecture that creates a company’s greatest strength is often the source of its most significant weakness. Effective leadership, therefore, is not about designing a flawless model, but about understanding and actively managing the inherent trade-offs of a chosen strategic focus.

5.1 Procter & Gamble: The Decentralized Brand-Building Machine

Procter & Gamble (P&G) has long been the archetype of a decentralized marketing operating model. Its organizational structure is built around its historic brand management system, which grants significant autonomy to individual brands or regions, each with its own dedicated marketing teams.³ This model was designed to empower brand managers to treat their brand as a distinct business, allowing them to compete and win within their specific product categories by developing deep consumer insights and tailored differentiation strategies.³⁸

The primary strength of this model is its ability to foster profound brand expertise and a strong sense of ownership. By embedding marketing resources within the brand unit, P&G ensures that strategies are deeply informed by the unique consumer needs and competitive dynamics of that category, leading to the creation of powerful and enduring brand equity across a diverse portfolio.³⁸

However, this decentralized strength creates inherent weaknesses. The structure has been criticized for being slow, conformist, and risk-averse, with a complex, multi-layered hierarchy that can significantly delay decision-making.⁴⁰ Historically, the “ferocious autonomy” of national subsidiaries created high operating costs and acted as a barrier to the efficient global rollout of new products and technological innovations.⁴⁰ This siloed structure makes it difficult to respond quickly to market shifts and has contributed to an over-reliance on mature, slow-growth markets and traditional advertising channels, while competitors have moved more nimbly into emerging markets and digital platforms.⁴¹

5.2 Netflix: The Data-Driven Personalization Engine

Netflix’s operating model is the epitome of a data-driven, customer-centric organization built around a technological core.⁴⁴ The entire company is architected to support its primary competitive advantage: personalization at a global scale. Every aspect of its operation is geared towards the systematic collection and analysis of vast amounts of user data. This data is the fuel for its sophisticated recommendation engine, which personalizes the user experience down to the level of the thumbnail artwork displayed for a specific title.⁴⁴ This data-first approach also informs critical business decisions, including which content to license and which original productions to greenlight.⁴⁷

The undeniable strength of this model is its ability to create a highly personalized and engaging user experience that reduces churn and builds powerful customer loyalty.⁴⁷ This data-driven content strategy has enabled Netflix to produce massive global hits, like

House of Cards and Squid Game, by identifying and serving audience preferences with remarkable accuracy.⁴⁷ Its marketing function is similarly agile and data-driven, using a multi-channel digital approach to deliver highly targeted and personalized promotional campaigns.⁴⁴

This singular focus on a data- and content-driven model, however, creates significant vulnerabilities. The model is incredibly capital-intensive, with massive spending on content production and licensing leading to a substantial and growing debt load.⁴⁹ Its heavy reliance on a single revenue stream—streaming subscriptions—makes the business highly susceptible to the threats of market saturation and intensifying competition from other well-funded media giants.⁴⁹ Furthermore, the algorithm-centric approach can create marketing blind spots. The very data-driven strategy that excels at recommending existing content can fail to effectively promote new, original, or independent films that do not fit neatly into a user’s established viewing patterns, leading to valuable properties getting lost in the vast content library.⁵³

5.3 The LEGO Group: Building a Community-Centric, Collaborative Model

The LEGO Group’s operating model is a unique hybrid that masterfully blends strong, centralized brand values—creativity, quality, and learning—with a deeply collaborative and community-driven approach to marketing and innovation.⁵⁴ A cornerstone of its model is co-creation; through platforms like LEGO Ideas, the company actively invites its passionate fan base to submit and vote on new product designs, effectively turning customers into collaborators.⁵⁶ The company also excels at leveraging nostalgia to target the lucrative adult fans of LEGO (AFOLs) market and builds powerful licensing partnerships with major entertainment franchises like Star Wars and Harry Potter.⁵⁶

The primary strength of this model is the creation of immense brand loyalty and a highly engaged global community that serves as a perpetual source of innovation, market research, and authentic user-generated content.⁵⁶ The strategic licensing partnerships are a force multiplier, allowing LEGO to expand its reach into new, passionate fanbases and drive significant, high-margin revenue.⁵⁷ This is all built upon the stable foundation of a high-quality, core product—the LEGO brick—that has remained consistent for decades.⁵⁸

The history of LEGO, however, reveals the potential pitfalls of this model. In the late 1990s and early 2000s, a period of unchecked innovation and over-diversification away from its core product led the company to the brink of bankruptcy.⁶⁰ This experience highlights the critical risk of losing focus and diluting the brand’s core value proposition. The company has also faced significant operational challenges, including managing an overly complex supply chain that at one point involved 11,000 different suppliers.⁶³ Finally, LEGO’s reliance on plastic as its core material presents a significant and ongoing ethical dilemma regarding its environmental impact, a challenge that requires substantial investment and innovation to address.⁶⁴

Section 6: The Future-Ready Marketing Organization: Innovative Trends and Architectures

The marketing operating model of the future will be defined by its ability to harness technology to create intelligent, adaptable, and deeply personalized customer experiences. Two powerful, convergent trends are at the forefront of this transformation: the infusion of Artificial Intelligence into every facet of marketing and the architectural shift towards composable MarTech stacks. These trends are not parallel developments; they are mutually reinforcing. A composable architecture provides the necessary technological foundation to fully realize the potential of a specialized, AI-powered operating model.

6.1 The AI-Powered Operating Model

Artificial Intelligence is evolving from a peripheral tool for automation into a central nervous system for the entire marketing function. Its integration is not merely a technological upgrade but a force that fundamentally redefines each of the five pillars of the MOM. A successful AI-powered model requires new People with skills in data science and AI literacy; new Processes built around real-time, automated decisioning; new Technology in the form of sophisticated AI platforms; and a new Data strategy, as high-quality, accessible, and well-governed data is the essential prerequisite for any successful AI initiative.¹³

The application of AI in marketing is moving beyond simple prediction to intelligent orchestration, automating and optimizing complex workflows.⁶⁶ Key applications that are reshaping marketing operations include:

• Advanced Data Analysis and Predictive Analytics: AI algorithms can analyze massive datasets to identify subtle patterns and trends, predicting future customer behavior, churn risk, and lifetime value with a high degree of accuracy, thereby informing strategic planning.¹⁵
• Hyper-Personalization at Scale: AI enables the real-time tailoring of content, product recommendations, offers, and entire customer journeys to the individual level, moving far beyond traditional segment-based marketing.¹⁵
• Automated and Generative Content: AI tools can now generate high-quality marketing copy, images, and even video scripts at an unprecedented scale and speed. This automates a significant portion of the content creation process, freeing up human marketers to focus on higher-level strategy and creativity.¹⁴
• AI Agents and Chatbots: AI-powered virtual assistants and chatbots are transforming customer service and engagement by providing instant, 24/7 support, answering common queries, and guiding users through their journey.¹⁵

The successful implementation of an AI-powered operating model is a strategic endeavor that requires establishing clear business goals, acquiring or developing the necessary talent, ensuring strict adherence to data privacy and security regulations, and carefully selecting the right AI solutions to meet specific needs.¹³ Ultimately, it demands the cultivation of an “AI mindset” across the entire enterprise, often fostered and governed by a central AI Center of Excellence.⁶⁶

6.2 The Composable Revolution: Building a Modular and Agile MarTech Foundation

In parallel with the rise of AI, a fundamental architectural shift is occurring in the world of marketing technology: the move from monolithic platforms to composable architectures. A composable architecture can be thought of as a “marketing LEGO set”.⁶⁷ Instead of relying on a single, all-in-one suite from one vendor, this approach involves constructing the MarTech stack from a collection of modular, interchangeable, best-of-breed components that are seamlessly connected via Application Programming Interfaces (APIs).⁶⁷ This model is inherently vendor-agnostic and is typically built upon a centralized cloud data warehouse, which serves as the single source of truth for all customer data.⁶⁷

The strategic benefits of adopting a composable architecture are profound and directly address the core challenges of modern marketing:

• Agility and Future-Proofing: Marketing teams gain the flexibility to easily add, remove, or swap out tools as business needs change or as superior solutions emerge in the market. This can be done without losing historical data or being forced to rebuild the entire system, thus avoiding vendor lock-in and future-proofing the technology stack.⁶⁸
• Enhanced Personalization: By enabling the seamless integration of best-in-class tools—such as a leading Customer Data Platform (CDP), a headless Content Management System (CMS), and a specialized personalization engine—composable architectures empower marketers to create and deliver sophisticated, hyper-personalized customer experiences across all channels.⁶⁷
• Improved Data Security and Governance: By centralizing all customer data within a highly secure cloud data warehouse, this architecture significantly reduces the organization’s security risk profile. Instead of sensitive data being copied and fragmented across dozens of disparate marketing tools, it remains in a single, well-governed environment, with channel tools being granted limited, temporary access only to the specific data required for a given campaign.⁶⁹

However, the transition to a composable architecture is not a simple “plug-and-play” exercise. It is a significant strategic initiative that requires careful planning, deep technical expertise, dedicated resources for implementation and ongoing management, and the establishment of robust governance frameworks to manage multiple vendor relationships and complex data integrations.⁶⁸

The convergence of these two trends is what will define the next generation of marketing operating models. An organization cannot realistically build a cutting-edge, AI-driven marketing function on top of a rigid, monolithic technology platform. The world of AI is becoming increasingly specialized, with a proliferation of best-of-breed AI agents designed for specific tasks like generative ad copy, predictive lead scoring, or real-time media buying.¹⁴ A composable architecture provides the essential “operating system” upon which these various specialized AI “apps” can be plugged in and orchestrated. In this way, composability is the necessary technological underpinning for a truly AI-powered and future-ready marketing operating model.

Section 7: Conclusion and Strategic Recommendations

7.1 Synthesizing the Path Forward

The analysis throughout this report leads to an unequivocal conclusion: there is no single, universally “best” marketing operating model. The concept of a static, perfect organizational chart is an artifact of a bygone era. The optimal MOM for any given organization is a dynamic construct, a living system that must be meticulously designed to align with its unique corporate strategy, competitive positioning, and stage of maturity. The primary imperatives for modern marketing leaders are therefore not to find a fixed solution, but to build an organization capable of continuous evolution. This requires prioritizing adaptability in structure and culture, establishing a robust and accessible data foundation as the central source of truth, empowering teams with clear governance rather than rigid control, and making strategic, forward-looking investments in the future-proofing technologies of AI and composable architecture. The leader’s focus must fundamentally shift from designing a perfect, static structure to architecting an intelligent and adaptive system.

7.2 A Framework for Action

For leaders tasked with designing, deploying, or transforming their marketing operating model, the following framework provides a set of strategic, actionable recommendations:

1. Audit Your Current State with a Multi-Layered Approach: Before designing the future, gain a clear and objective understanding of the present. Begin by conducting a holistic diagnostic using the three-tiered funnel approach outlined in this report.
   • Start with a Comprehensive Marketing Audit to assess high-level strategic alignment with business goals and the external market.
   • Follow with a Capability Maturity Assessment to benchmark your team’s skills, processes, and data maturity against industry standards and identify critical gaps.
   • Finally, use Process & Workflow Analysis to conduct tactical deep-dives into specific areas of operational friction and identify immediate opportunities for efficiency gains.
2. Define Your Strategic Archetype: Based on the insights from your audit, make a conscious strategic choice about your foundational operating model. This decision should be a direct reflection of your company’s core competitive advantage.
   • If your advantage is a singular, globally consistent brand, lean towards a Centralized model or the advanced “Control System” hybrid.
   • If your advantage lies in local market agility and a diverse brand portfolio, a Decentralized model is more appropriate.
   • If your advantage is data-driven personalization and rapid innovation, architect your organization around Agile Pods.
3. Infuse Agile Principles Universally: Regardless of the overarching architectural choice, embed agile principles and methodologies throughout the marketing function. Do not attempt a “big bang” transformation. Instead, start small by launching a pilot “pod” or squad focused on a single, high-impact business problem. Use the success of this pilot to demonstrate the value of agility, build momentum, and create internal champions who can help scale the new way of working across the organization.
4. Architect for the Future, Starting with Data: Develop a multi-year technology roadmap that charts a deliberate course away from monolithic systems and towards a flexible, composable architecture. The foundational first step in this journey—and the highest priority—should be the creation of a centralized, secure, and accessible single source of customer data. This data layer is the essential prerequisite for both advanced personalization and the effective deployment of AI.
5. Lead the Cultural and Technological Change: The transformation to a modern operating model is as much a cultural challenge as it is a structural one. The role of leadership is paramount.
   • Champion an “AI mindset” by investing in upskilling and training to build AI literacy across the team.
   • Communicate a clear, compelling, and consistent vision for the new operating model, explaining the strategic “why” behind the changes.
   • Provide the necessary resources, support, and psychological safety for your team to navigate the inevitable procedural and cultural shifts.The ultimate role of the modern marketing leader is to evolve from the director of every play into the architect of an adaptive system—one that empowers talented people with the right processes, technology, and data to win.

Sources

1. Reimagining The Future Marketing Operating Model – MediaSense, accessed September 25, 2025, https://www.media-sense.com/2024/09/30/reimagining-the-future-marketing-operating-model/
2. What Is A Marketing Operating Model? An Ultimate Guide – The CMO, accessed September 25, 2025, https://thecmo.com/marketing-operations/what-is-a-marketing-operating-model/
3. The Ultimate Guide to Marketing Operating Models – Allegrow, accessed September 25, 2025, https://allegrow.com/marketing-operating-model/
4. 5 ways CMOs can create an agile operating model | EY – US, accessed September 25, 2025, https://www.ey.com/en_us/cmo/how-cmos-create-an-operating-model-for-growth
5. Marketing Operating Model | PwC Switzerland, accessed September 25, 2025, https://www.pwc.ch/en/insights/transformation/marketing-operating-model.html
6. www.pwc.ch, accessed September 25, 2025, https://www.pwc.ch/en/insights/transformation/marketing-operating-model.html#:~:text=A%20marketing%20operating%20model%20is,%2C%20technology%2C%20organisation%20and%20data.
7. A new operating model for a new world – McKinsey, accessed September 25, 2025, https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/a-new-operating-model-for-a-new-world
8. Operating model basics: What you need to know [+ examples] – Tability, accessed September 25, 2025, https://www.tability.io/odt/articles/operating-model-basics-what-you-need-to-know-examples
9. Use an agile approach for marketing processes – Think with Google, accessed September 25, 2025, https://www.thinkwithgoogle.com/future-of-marketing/management-and-culture/agile-marketing-approach/
10. A blueprint for designing your marketing operating model – Implement Consulting Group, accessed September 25, 2025, https://implementconsultinggroup.com/article/the-marketing-operating-model-blueprint
11. Marketing Maturity Assessment | dentsu Schema | dentsu, accessed September 25, 2025, https://www.dentsu.com/schema
12. Data Driven Marketing: Strategies, Tools, and Benefits – EDHEC Online, accessed September 25, 2025, https://online.edhec.edu/en/blog/data-driven-marketing-transforming-strategy-with-analytics-and-insight/
13. AI in Marketing | IBM, accessed September 25, 2025, https://www.ibm.com/think/topics/ai-in-marketing
14. What is AI marketing: Everything you need to know – Hightouch, accessed September 25, 2025, https://hightouch.com/blog/ai-marketing
15. 5 Key Components of a Successful AI-Powered Marketing Strategy | M1-Project, accessed September 25, 2025, https://www.m1-project.com/blog/5-key-components-of-a-successful-ai-powered-marketing-strategy
16. Centralized vs. Decentralized Marketing Ops: What Actually Works at Scale? – Medium, accessed September 25, 2025, https://medium.com/@amit_55502/centralized-vs-decentralized-marketing-ops-what-actually-works-at-scale-f26f813cb3ca
17. Understand Data Governance Models: Centralized, Decentralized & Federated | Alation, accessed September 25, 2025, https://www.alation.com/blog/understand-data-governance-models-centralized-decentralized-federated/
18. Agile marketing: A step-by-step guide | McKinsey, accessed September 25, 2025, https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/agile-marketing-a-step-by-step-guide
19. An overview of agile marketing and its practices | Atlassian, accessed September 25, 2025, https://www.atlassian.com/agile/agile-marketing/what-is-agile-marketing
20. What is Agile POD Team: Delivery Model, Structure, Services Guide – Vention, accessed September 25, 2025, https://ventionteams.com/company/how-we-work/pods
21. Complete Guide to Agile Pod Teams, Structure & Implementation – Index.dev, accessed September 25, 2025, https://www.index.dev/blog/agile-pod-teams-structure-implementation
22. Agile Pods – FourWeekMBA, accessed September 25, 2025, https://fourweekmba.com/agile-pods/
23. Mastering the Product Operating Model: Core Principles for Leadership Teams – Planview, accessed September 25, 2025, https://www.planview.com/resources/guide/master-the-product-operating-model-core-principles-for-leaders/
24. Step-by-Step Guide to Effective Operating Model Monitoring and Optimisation – Medium, accessed September 25, 2025, https://medium.com/@jamiecullum_22796/step-by-step-guide-to-effective-operating-model-monitoring-and-optimisation-6c36f80b21d9
25. The Modern Era: Modernizing Your Marketing Operations Model – Cella, accessed September 25, 2025, https://www.cellainc.com/insights/blog/part-2-the-modern-era-modernizing-your-marketing-operations-model/
26. How to create a product operating model to support product organization transformation, accessed September 25, 2025, https://www.thoughtworks.com/en-us/insights/articles/how-to-create-a-product-operating-model-to-support-product-organization-transformation
27. How to Conduct a Comprehensive Marketing Audit in 2025 | 310 Creative, accessed September 25, 2025, https://www.310creative.com/blog/marketing-audit
28. How to Conduct a Digital Marketing Audit – Harvard Business School Online, accessed September 25, 2025, https://online.hbs.edu/blog/post/digital-marketing-audit
29. What a Marketing Audit Is (and How to Do One) | SmartBug Media®, accessed September 25, 2025, https://www.smartbugmedia.com/blog/marketing-audit
30. Marketing Capabilities Assessment – gigCMO, accessed September 25, 2025, https://www.gigcmo.com/self-assessments-tools/marketing-capabilities-assessment
31. How to Define, Build & Measure Marketing Capability | Acorn, accessed September 25, 2025, https://acorn.works/resource/marketing-capability
32. Take Apex IT’s Marketing Maturity Assesment | SAP Emarsys, accessed September 25, 2025, https://emarsys.com/apex-it-marketing-maturity-assesment/
33. The 5 Stages of Digital Marketing Maturity [with Self-Assessment & Matrix Template], accessed September 25, 2025, https://banc.digital/blog/the-5-stages-of-digital-marketing-maturity-with-free-template/
34. Assessing Business Capability Market Differentiation and Maturity – Ardoq Help, accessed September 25, 2025, https://help.ardoq.com/en/articles/43978-assessing-business-capability-market-differentiation-and-maturity
35. Increase Business Efficiency with the Right Workflow Type | Nected Blogs, accessed September 25, 2025, https://www.nected.ai/blog/types-of-workflow-automation
36. Workflow Analysis: Key to Building Better Processes – Pipefy, accessed September 25, 2025, https://www.pipefy.com/blog/workflow-analysis/
37. The Workflow Analysis Guide: Benefits, Tips, and Tools – Pulpstream, accessed September 25, 2025, https://pulpstream.com/resources/blog/workflow-analysis
38. (PDF) Research Report on Product Marketing of Procter & Gamble – ResearchGate, accessed September 25, 2025, https://www.researchgate.net/publication/373896189_Research_Report_on_Product_Marketing_of_Procter_Gamble
39. P&G’s Brand Management System | Marketing Case Studies, accessed September 25, 2025, https://ibscdc.org/Case_Studies/Marketing/Marketing/P&G%20Brand%20Management-Marketing%20Case.htm
40. Case Study of Procter and Gamble (P&G): Structure and Culture – MBA Knowledge Base, accessed September 25, 2025, https://www.mbaknol.com/business-analysis/case-study-of-procter-and-gamble-pg-structure-and-culture/
41. SWOT Analysis of Procter and Gamble – P & G SWOT analysis (Updated 2025), accessed September 25, 2025, https://www.marketing91.com/swot-analysis-procter-gamble/
42. Marketing case study on procter & gamble (P&G) | PPTX – Slideshare, accessed September 25, 2025, https://www.slideshare.net/slideshow/marketing-case-study-on-procter-gamble-pg/110513291
43. Procter & Gamble SWOT Analysis & Recommendations – Panmore, accessed September 25, 2025, https://panmore.com/procter-gamble-swot-analysis-recommendations
44. A Case Study on Netflix Marketing Strategy – Sprintzeal.com, accessed September 25, 2025, https://www.sprintzeal.com/blog/netflix-marketing-strategy
45. A Case Study on Netflix Marketing Strategy – Simplilearn.com, accessed September 25, 2025, https://www.simplilearn.com/tutorials/marketing-case-studies-tutorial/netflix-marketing-strategy
46. Netflix Case Study: Marketing Strategies and Tactics – Young Urban Project, accessed September 25, 2025, https://www.youngurbanproject.com/netflix-case-study/
47. Netflix Marketing Strategy: Case Study – SKILLFLOOR, accessed September 25, 2025, https://skillfloor.com/blog/netflix-marketing-strategy-case-study-pdf
48. A Case Study on Netflix’s Marketing Strategies & Tactics, accessed September 25, 2025, https://www.themarcomavenue.com/blog/digital/case-study-on-netflix-marketing-strategies-and-tactics
49. Netflix SWOT 2025 | SWOT Analysis of Netflix | Business Strategy Hub, accessed September 25, 2025, https://bstrategyhub.com/swot-analysis-of-netflix-2019-netflix-swot-analysis/
50. Netflix SWOT Analysis – Business Model Analyst, accessed September 25, 2025, https://businessmodelanalyst.com/netflix-swot-analysis/
51. Analysis of Netflix’s Strategic Issues, Challenges and Opportunities, accessed September 25, 2025, https://drpress.org/ojs/index.php/HBEM/article/download/14202/13773/13862
52. Netflix SWOT Analysis & Recommendations – Panmore Institute, accessed September 25, 2025, https://panmore.com/netflix-swot-analysis-recommendations-case-study
53. Does Netflix Have a Marketing Problem When It Comes to New Movies and Shows? – MovieWeb, accessed September 25, 2025, https://movieweb.com/netflix-movies-shows-marketing-problem/
54. How the Lego Group Built Culture Change: From the Ground Up, accessed September 25, 2025, https://sloanreview.mit.edu/article/how-the-lego-group-built-culture-change-from-the-ground-up/
55. toyLEGO’s Marketing Strategy: An Analysis | by Ronn Torossian | Medium, accessed September 25, 2025, https://ronntorossian.medium.com/legos-marketing-strategy-an-analysis-e06d7d625169
56. Lego Marketing Strategy: A Case Study in Brand Revival – MarcomCentral, accessed September 25, 2025, https://marcom.com/lego-marketing-strategy-case-study/
57. Lego Marketing Strategy (2025) – Business Model Analyst, accessed September 25, 2025, https://businessmodelanalyst.com/lego-marketing-strategy/
58. Lego Business Model – How Lego Makes Money?, accessed September 25, 2025, https://businessmodelanalyst.com/lego-business-model/
59. Brick by Brick: The Marketing Mastery Behind Lego – Ptengine, accessed September 25, 2025, https://www.ptengine.com/blog/business-strategy/brick-by-brick-the-marketing-mastery-behind-lego/
60. LEGO’s Global Marketing Strategy – Analysis And Evaluation – Assignment Helper, accessed September 25, 2025, https://assignmenthelper.org/an-analysis-and-evaluation-of-legos-global-marketing-strategy/
61. Innovating in existing markets: 3 lessons from LEGO – MIT Sloan, accessed September 25, 2025, https://mitsloan.mit.edu/ideas-made-to-matter/innovating-existing-markets-3-lessons-lego
62. LEGO: How the toy brand has overcome globalisation challenges, accessed September 25, 2025, https://stptrans.com/lego-how-the-toy-brand-has-overcome-globalisation-challenges/
63. Challenges to the LEGO Group | UKEssays.com, accessed September 25, 2025, https://www.ukessays.com/essays/commerce/lego-group-supply-chain-management-transformation.php
64. Lego Company’s Core Values and Ethical Dilemmas | Free Essay Example – StudyCorgi, accessed September 25, 2025, https://studycorgi.com/lego-companys-core-values-and-ethical-dilemmas/
65. What is AI Operating Model? A Practical Guide to Their Applications – Tribe AI, accessed September 25, 2025, https://www.tribe.ai/applied-ai/ai-operating-models
66. AI is redefining marketing: Inside Epsilon’s playbook, accessed September 25, 2025, https://m.economictimes.com/tech/artificial-intelligence/ai-is-redefining-marketing-inside-epsilons-playbook/articleshow/123989871.cms
67. What Is Composable Architecture? A Game-Changer for Marketers, accessed September 25, 2025, https://www.novicell.com/uk/latest-thinking/what-is-composable-architecture/
68. Why composable architecture demands more than vendor promises – MarTech, accessed September 25, 2025, https://martech.org/why-composable-architecture-demands-more-than-vendor-promises/
69. 5 reasons why marketers need a composable architecture for long-term success – GrowthLoop, accessed September 25, 2025, https://www.growthloop.com/resources/blogs/5-reasons-why-marketers-need-composable-architecture
70. Composable Architecture Explained: What Is It & How Can It Boost Scalability and Efficiency? | ButterCMS, accessed September 25, 2025, https://buttercms.com/blog/what-is-composable-architecture/
71. What is composable architecture and how it can transform your marketing strategy, accessed September 25, 2025, https://www.brightspot.com/cms-resources/technology-insights/what-is-composable-architecture
72. AI in Marketing: Implementation, Features, Benefits, Future | Creatio, accessed September 25, 2025, https://www.creatio.com/glossary/ai-in-marketing