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Deloitte Company’s Marketing Transformation

Introduction to the Topic Area

Managerial practices, leadership models, and organizational processes have continued to evolve over the years. Organizational structure has been redefined in an attempt to maximize outputs and empower more employees. The selected topic focuses on how organizational management has changed due to the developments experienced in the world today. The article Walking the Walk: Deloitte’s Own Marketing Transformation by Deloitte Development LLC reveals how modern changes in technology have transformed the way different organizational processes are done. The insights and ideas described in the article add up to the issues revolving around the evolution of organizational structure. Companies that want to remain significant and profitable must be aware of most of the developments experienced in the world and implement appropriate models. This move will tackle a wide range of challenges and improve business performance.

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Synthesis of the Situation

The presented case examines how Deloitte has managed to come up with a superior structure, thereby being in a position to pursue its business objectives. Before 2015, the company had over 800 marketing campaigns and functions operating across the world. This model resulted in a situation whereby every campaign had to be supported using independent assets and resources. This scenario strained most of the departments and processes at the company. The article offers the responses given by Deloitte’s chief marketing officer (CMO) by the name Diana O’Brien (Deloitte Development LLC). Due to the nature of the existing gaps at the corporation, the leaders at Deloitte realized that it was necessary to restructure the existing marketing functions and processes. This goal led to a new model that was aimed at transforming the way different activities were done in this organization. The leaders at Deloitte decided to come up with new processes and support them using advanced technological applications. Deloitte also combined innovative ideas with competent or talented persons. The end result was a superior model that centralized production, planning, and reporting throughout the marketing process. The strategy resulted in fewer and better marketing campaigns.

The respondent in the article also reveals that the transformation has been an ongoing process over the last three years. New concepts such as teamwork and continuous use of emerging technologies have become common at this company. Performance measurement has also been implemented as a critical practice for monitoring progress and evaluating existing models. Emerging strategies and processes are also being supported by using powerful skills. The idea of data-driven business and marketing processes has led to improved performance at this organization (Deloitte Development LLC). Individuals at the company have also been empowered and equipped with the right competencies to improve marketing and business functions. This corporation has gone a step further to introduce metrics for talent satisfaction (Deloitte Development LLC). Consequently, every customer has been satisfied with the services offered by Deloitte.


The ideas presented in the above article show that the idea of organizational structure has evolved due to changes in social and technological developments. Consequently, business people and innovators who have been aware of these issues have redesigned their corporations by introducing new models and strategies that can boost performance. The concept of organizational evolution can be used to analyze the issues described in the article. For instance, working environments have changed whereby teams, human-machine associations, and multilevel leaderships have become common (Greiner 59). Technologies have also been considered to inform and transform a wide range of organizational processes.

According to Greiner, leaders have acknowledged that companies should change depending on emerging forces and factors (61). As the wave of globalization continues to impact business processes, many organizations are restructuring their marketing models, leadership patterns, and empowerment processes to remain competitive in their respective industries. This idea amounts to the concept of business evolution (Deloitte Development LLC). The organizational structure should be changed continuously depending on the expectations of different stakeholders. The concept of business evolution, therefore, explains how companies should be prepared for every next phase or level.

The selected article tries to explain why firms should move away from vertical or hierarchical organizational structures if they are to remain relevant in the global market. This means that they should embrace evidence-based structures and concepts that are associated with teamwork and horizontal managerial approaches. Although vertical leadership has made many companies successful in the recent past, there is a need for leaders to focus on better models (“The Evolution of Organizational Forms” 7). Horizontal models of leadership have emerged whereby task-related teams and linkages have become critical. The efforts have reduced the time taken to achieve positive results and profitability.

Additionally, the redefinition of work is something that has been taken seriously by the article’s author. If every organizational goal is to be realized, top managers should be on the frontline to implement new models and business processes that resonate with the new changes experienced in the world today (Greiner 61). The strategy will eventually deliver positive results.

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Implications for Management and Organization

The articles studied in class reveal that the 21st century has posed numerous challenges and opportunities that should be taken seriously by individuals who want to emerge successful (“The Evolution of Organizational Forms” 6). The insights gained from the above article can be used to inform the practices and behaviors of organizational managers. For instance, managers should use these ideas to appreciate the fact that an organizational revolution is something that cannot be wished away. This happens to be the case because emerging technologies and social forces are transforming the bargaining powers of many service providers and employees (Greiner 58). This means that companies should transform their models to attract more employees and empower them to support the targeted business agenda.

Greiner acknowledges that the working environment has changed significantly within the past decade (61). Many companies are introducing advanced technologies to improve production and decision-making processes. Employees are also in need of superior tools or resources that can make it easier for them to deliver positive results much faster. They also require proper leadership strategies that can empower, mentor, and support them (“The Evolution of Organizational Forms” 11). This means that management and organizational models should move away from traditional practices such as autocracy (Deloitte Development LLC). The concepts captured in the selected article and other class materials should, therefore, be used as powerful guidelines for attracting the right people, forming appropriate teams, providing adequate support, and supporting surrounding communities.


The idea of an organizational revolution is a new reality that might not be wished away. As the level of competition continues to rise, managers are expected to form exponential organizations that focus on concepts such as teamwork, employee empowerment, social welfare, and horizontal leadership. Technological advancements should also be taken into consideration to develop superior business models that resonate with the diverse needs of different stakeholders. The approach will result in a better organizational structure and eventually drive performance.

Work Cited

Deloitte Development LLC. “Walking the Walk: Deloitte’s Own Marketing Transformation.” The Wall Street Journal, 2018. 

Greiner, Larry E. “Evolution and Revolution as Organizations Grow.” Harvard Business Review, May-June 1998, pp. 55-67.

“The Evolution of Organizational Forms and Philosophies.” A Primer on Organizational Behavior, edited by Bowditch L. James et al., 8th ed., Wiley, 2008, pp. 1-19.

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