High-performing IC teams undertake periodic research to understand what their audience want and need – and to confirm they have the resources and governance in place to deliver.

This is less about proving what’s delivering well now, and more about envisioning the optimum future state and operating model. A review helps you explore best practice in the wider industry, and the form and function of best-in-class IC teams, applying that outside-in perspective to your organisational design.

Uncovering any gaps (and opportunities) in channel performance, skills or team structure is only part of the picture. If we discover that structural changes would improve your ability to deliver strategic objectives and outcomes, you need to be ready to shore up your team’s foundations to make a case for additional IC investment.

This is exactly what Santander did earlier this year — making the business case for significant investment and organisational restructuring.

Three takeaways from the session:

Learn how the strategic review differs (and builds on) a traditional IC audit
Understand key areas of IC: structure, resource, & governance
See the process of conducting your own strategic review

Aimed at the following practitioner levels:

Head of

Unearthing what makes an effective team

Speakers

Paul Diggins

Lisa Hawksworth