ABSTRACT
Chapter 12 is concerned with the structural integration of digital throughout the organization. Specifically, how organizational structure and policy can encourage—or inhibit—digital alignment and transformation; ultimately, an organization's internal processes define its success or failure. Specifically, the chapter addresses the following three questions: 1) Why is organizational structure, a topic traditionally addressed in the human relations department, integral to the future of marketing? 2) Digital is transforming many traditional marketing practices. Why, then, do most marketing departments and business organizations look the same as they did 20-plus years ago? 3) Executives acknowledge digital is transforming their organizations, but their organizations aren’t culturally, technologically, or structurally prepared for the speed of this change. How can this "organizational paradox" of digital be resolved? To clarify these challenges, BLS Chief Executive Officer (CEO) Bill has invited a digital integration consultant to work with his management team. After an organizational audit, the consultant noted four major areas of focus, which Chapter 12 reviews in detail: 1) legacy silos, 2) organizational redesign, 3) relationship of marketing and information technology, and 4) organizational collaboration
