Content and Organizational Structure

Just as the TPS reports from "Office Space" represent a bureaucracy so entrenched in its processes that it has forgotten why those processes exist in the first place, the separation of media buying and content creation represents a similar disconnect. You can't divorce media buying from content, just like you can't divorce your organizational processes from your employees. Both scenarios lead to a system that prioritizes procedure over purpose, form over function.

Your ad account is an organization with a certain organizational structure to get at defined organizational goals. Just as a company has processes to leverage resources (both human and capital) to get to a specific goal, your ad account and media buyer do this. Each piece of content is an employee. The CEO is the media buyer. The media buyer’s job is to decide how to effectively use the resources at hand to get to the final business goal. 

Even with the best employees (content), the organization may still be doomed to fail because of a mismatch in the organizational structure. There is no objective “best” content, but there is an objective best if we define a set of processes and goals. This is why it’s ineffective to divorce content from media buying. 

At Newform, we believe the media buying process should inform how you build content, and the way you create content should inform how you buy media.

The worst thing is wasting talent (winning content assets) down the drain because of ineffective testing, account structure, etc. The paradigm shift to short-form content has exposed the limitations of legacy media buying processes. These established methods are increasingly ill-equipped to navigate the post-iOS 14, post-short form landscape. The velocity of change in this domain demands a more agile, integrated approach to content and distribution.

Curious how your account structure and processes stack up in today’s changing landscape? Book some time with our founders here.