Which silos are most problematic within marketing, e‑com, and CRM?
By Matilda Rydow
Categories: Organisation & Operating Model
The most destructive silos are where one team affects another team’s results every day without sharing goals, measurement points, and the same “truth” about the customer. You optimize locally and pay the price centrally. Three recurring examples: - CRM ↔ acquisition. When acquisition hunts new and CRM nurtures existing as two separate machines, you lose impact. In an agentified journey the line between new and loyal blurs, so optimization must happen as one system. - Brand and creative ↔ performance. Measurement often becomes wrong because of the silo. When brand, creative, and performance run as separate machines, they end up with different definitions of what counts as impact. The result is that performance gets the upper hand because what happens close to clicks and conversion is easier to attribute, while brand and creative end up in a separate world with softer metrics, longer cycles, and weaker feedback loops. - E‑com, ops, and policies ↔ marketing. When delivery promises, returns, inventory, price logic, and customer terms do not match what marketing communicates, you get a mismatch that directly eats conversion. People often try to solve it with more check-ins instead of fixing the root cause, that the customer promise is not a shared system.
Which silos are most problematic within marketing, e‑com, and CRM?
The most destructive silos are where one team affects another team’s results every day without sharing goals, measurement points, and the same “truth” about the customer. You optimize locally and pay the price centrally.
Three recurring examples:
- CRM ↔ acquisition. When acquisition hunts new and CRM nurtures existing as two separate machines, you lose impact. In an agentified journey the line between new and loyal blurs, so optimization must happen as one system.
- Brand and creative ↔ performance. Measurement often becomes wrong because of the silo. When brand, creative, and performance run as separate machines, they end up with different definitions of what counts as impact. The result is that performance gets the upper hand because what happens close to clicks and conversion is easier to attribute, while brand and creative end up in a separate world with softer metrics, longer cycles, and weaker feedback loops.
- E‑com, ops, and policies ↔ marketing. When delivery promises, returns, inventory, price logic, and customer terms do not match what marketing communicates, you get a mismatch that directly eats conversion. People often try to solve it with more check-ins instead of fixing the root cause, that the customer promise is not a shared system.