<< Back to Learning Resources
Approx Time

How do you move from an organisation that pays lip service to accountability to one that walks the talk, in every department, across every geography?

What are the implications for internal communications, training and development? How do you complete the picture to include all external agency relationships?

We hear perspectives on building effectiveness culture from two brand leaders, and from Vermeer whose International Study provides insight across multiple categories.


What is the role of marketing in an effectiveness culture?

  • Marketing has to be an active partner in, not just a support for, delivering business growth – with KPIs linked to business performance (not just marketing efficiency metrics)
  • An effectiveness culture is non – hierarchical, fluid with no silos, with the role of the CMO is that of an orchestrator.

“Within six months of setting up our Marketing Effectiveness function we were faced with huge demand from across the organisation”
Sandra Fazackerley Telefonica (02) timecode 23.20

Illustration showing siloed departments

How do organisations with strong effectiveness cultures behave?

  • Clarity of purpose makes it possible to delegate decision-making – empowering broadly to create an across company culture not just ‘command and control’ based on a few leaders.
  • Effectiveness cultures have to be dynamic and fast-moving, seeking to develop foresight as well as hindsight – experimentation and ‘test and learn’ are becoming central to process, as well as increasing dependence on live buy cialis online measures such as social sentiment to anticipate where the consumer and their market is going.
  • It’s important to create focus and urgency, recognise the need for change and the fact that today all platforms are ‘burning platforms’.

“Successful brands identify and nurture a compelling brand purpose, which makes delegation and decision making much easier throughout the organisation”
Steve Rowe Kantar Vermeer timecode 04.10

Illustration - create opportunities for people to grow in order to create a great effectiveness culture

Recruitment and capability building?

  • In terms of people, recruit for passion, attitude and ability – train for skills.
  • Building capabilities is a neglected area – over-performing companies average 20% more training days per employee.

“High performing companies invest more time, energy and resources into building capabilities within their organsation”
Steve Rowe Kantar Vermeer timecode 06.30


  • Kantar Vermeer’s Marketing 2020 report surveyed over 10,000 organisations to determine what distinguishes over-performers from under-performers in terms of the way the leverage their marketing capability. The report found that over-performers win by
    • Connecting marketing to the rest of the organisation (and CEO agenda)
    • Inspiring all stakeholders around a shared purpose
    • Focus and clarity in embedding strategy and tracking execution
    • Organising to deliver a seamless customer experience
    • Building capabilities to equip all with the skills and resources they need



(Chair) Steve Rowe Managing Director Kantar Vermeer UK
Ian Armstrong Global Head of Advertising Jaguar Land Rover
Sandra Fazackerley Director of Data, Analytics, Research ? Customer Experience Telefonica (O2)

<< Back to Learning Resources

“Just what the industry needs, great collaboration between clients and agencies on the topics that drive business growth.”

Bridget Angear, Joint Chief Strategy Officer at AMV BBDO

“It’s great to see the IPA in the UK bring the whole industry and particularly the trade bodies together to focus on effectiveness. This new Marketing Effectiveness initiative will enable people across the industry to work together to build on best practice.”

David Wheldon, Chief Marketing Officer, RBS

“Effectiveness is a team sport, so it was great to see the industry in the widest sense, come together. In an increasingly diverse and fragmented world, only by using all parts of the brain will we solve effectiveness challenges and design our campaigns to deliver short and long term value. That’s why what happens next is important – if the IPA can help facilitate progress on this with a long-term initiative around Marketing Effectiveness, we’ll definitely crack it.”

Bart Michels, Global CEO Kantar Added Value and Country Leader Kantar UK

“The time spent at #EffWeek was extraordinarily effective. It was great to hear the diverse views from all areas of the industry. All tied together with the common themes of accountability and effectiveness.”

Andrew Canter, Global CEO, BCMA

“It has been a privilege to be part of the inaugural Effectiveness Week. The agenda is one which we at O2 UK feel passionately about. To see and hear perspectives across the industry demonstrates how the breadth of marketing effectiveness is increasingly being valued within businesses. Data, insight, social, customer experience, test and learn, ROI, these are all fundamentals and were covered expansively at the event”.

Sandra Fazackerley, Marketing & Consumer, Telefónica UK Limited

“The full week of effectiveness events brought into clear focus the need for marketers to use data and insight to achieve the key business objectives of growth and profits. Marketers today are in a better position to quantify their knowledge of customers and measure the ability of investments in marketing to increase brand and shareholder value.”

Chris Combemale, Group CEO, DMA