Eighteen people across paid, organic, content, social, email, analytics, operations. Expensive team. Modest outcomes. Board compares your team size to revenue contribution and questions whether structure is right.
You know half the team is capable and half is not but cannot restructure without admitting hiring was wrong. The difference between activity and outcomes matters because activity looks like work whilst outcomes determine whether team is asset or liability.
The answer is not firing half the team. It is restructuring around outcomes, not channels. Most marketing teams are structured to manage channels. They need to be structured to produce commercial outcomes. Different structure. Different accountability. Different results.
If board questions team effectiveness and you know restructuring is needed but cannot execute it without admitting judgement errors, you need an external examination forcing changes you know are right.
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