This article was based on the interview with Sangeeta Prasad, CMO at Slalom by Greg Kihlström, AI and Marketing Technology keynote speaker for the B2B Agility with Greg Kihlström podcast. Listen to the original episode here:
Building a marketing organization from scratch is a unique challenge, full of misconceptions and opportunities. It requires not only a deep understanding of marketing principles but also a knack for evangelism, education, and fostering trust within an organization. Sangita Prasad, CMO of Slalom, has navigated this process twice in her career, bringing valuable insights into the nuances of establishing marketing’s role and impact. In this article, we’ll explore key takeaways from Sangita’s experience, focusing on how to effectively build a marketing organization from the ground up, establish its value, and navigate the complexities of global alignment. This is particularly relevant for enterprise marketing leaders who are looking to build, scale, or transform their marketing functions.
For many organizations, especially those without a dedicated marketing leadership role, the true scope and potential of marketing often remains misunderstood. This can lead to unrealistic expectations, underestimation of resource needs, and a disconnect between marketing efforts and overall business objectives. Compounding this issue is the rapid evolution of the marketing landscape, fueled by emerging technologies and shifting consumer behaviors. Sangita’s insights provide a roadmap for addressing these challenges and building a marketing organization that truly drives growth.
Marketing Investment Goes Beyond Headcount
One of the most pervasive misconceptions Sangita addresses is the belief that hiring a marketing team constitutes the entirety of the marketing investment. As she explains: “In marketing, people are less than half of the investment. The rest comes in the campaigns and the work you do.” This highlights the critical need to allocate resources for campaigns, technology, data analysis, and other essential marketing activities. Marketing leaders must effectively communicate this reality to stakeholders, demonstrating how these investments contribute to achieving overall business goals. Having been the first CMO at two different organizations, Sangita speaks to the importance of educating stakeholders so they fully understand the function and potential of marketing, especially with regards to budgeting.
Marketing as a Strategic Partner, Not Just an Execution Arm
Another crucial aspect Sangita emphasizes is positioning marketing as a strategic partner, not merely an execution arm of other departments. She observes: “Bring marketing in at the end, tell them what to do and make them execute. I think that’s how people think of marketing.” This highlights the need for marketing to be involved from the outset of strategy development, contributing valuable insights and shaping the direction of campaigns and initiatives. By shifting from a reactive to a proactive role, marketing can demonstrate its ability to drive innovation and achieve measurable results.
The Website Is a Foundation, Not a Destination
In the digital age, the role of a company website can be misunderstood. Sangita debunks the myth that “if you build it, they will come,” stating: “The website is the foundational element for marketing. It is not the outcome of marketing. It’s just what you build in order to do campaigns and have somewhere to land.” This underscores the importance of a holistic digital marketing strategy that encompasses various channels and tactics to drive traffic and engagement. Marketing must be able to utilize that website as a hub but execute other programs to reach their target audience.
Staying Agile in a Constantly Evolving Landscape
In today’s dynamic marketing environment, agility is paramount. Sangita defines agility as “the ability to pivot quickly while keeping true to your strategy and focus.” For her, staying agile involves continuous learning, attending conferences, reading industry publications, listening to podcasts, and engaging with her team and other CMOs. She also advocates for leveraging the multitude of marketing tools available to gain insights and stay ahead of the curve. A key component of her leadership style is also her ability to trust the team of experts she’s assembled: “hire really good people, better than me in their specific area.”
Sangita’s experience building marketing organizations from the ground up provides invaluable lessons for enterprise marketing leaders. By addressing common misconceptions, emphasizing the strategic role of marketing, and fostering a culture of continuous learning, marketing leaders can build high-performing teams that drive significant business impact. Her emphasis on education, both internally and externally, underscores the need for clear communication and data-driven results to demonstrate marketing’s value. Building trust and buy-in across the organization is a continuous process, requiring consistent effort, transparency, and a commitment to delivering measurable results.
As marketing is constantly evolving, Sangita’s insights offer a grounding perspective on the fundamental principles of building and scaling successful marketing organizations. Her focus on the human element, both internally within her team and externally with customers, highlights the importance of connection and building a strong sense of community. As marketing leaders navigate the complexities of the modern landscape, her advice serves as a valuable reminder to stay agile, keep learning, and never underestimate the power of building believers.
