It has been well documented that data and marketing budgets are tight, and what money that is available seems to have to stretch further and across much more work. More channels, more data, more contacts, better response. Doing more with less is the mantra, and it feels like every conversation is about how AI is going to solve this.
However, embedding AI into a business takes time, and it also creates a need for more investment – whether in developing pilots, investing in new people, sorting out the underlying data or buying tech.
Which takes us back to saving money and cost cutting.
One of the consequences of all of this is the constant restructure. How many big brands, or agencies, do you meet who say “we are going through another round of cuts”? It’s almost like the steady state for bigger organisations right now. It also seems that it then affects two very distinct groups of people – there are no grad jobs, and the middle management layer.
To be honest, I would not want to be a graduate looking for a role at the moment – but that’s a different article. I would also not want to be someone in their 50s looking for a full-time job right now either (yes, I am in my 50s but, luckily, I am not looking for a full-time role). I can’t believe how many of my friends and ex-colleagues are out of work and really struggling to find a role.
Personally, I made a choice to leave, to take a few months out and have then been very lucky to find a combination of roles that work for me and hopefully work for the people I work with. It took a mindset change though, from full-time to part-time, from one employer to many, from guaranteed pay to a bit more but less often.
All of these middle aged, middle managers who are being let go actually did something (sometimes maybe not as much as they should have!) and the result is two-fold, more pressure on those who are left behind and a lack of institutional knowledge. I have seen it myself in a number of businesses, examples of both the senior team, and their team having to take on more work. This in itself can be a problem, when do you have time to innovate when you are running to stand still?
At the same time, mistakes are being made that have been made before, the collective memory has walked out the door and key things, like testing, are being lost.
So, is there something that can be done? I think there is, but it needs change on both sides. First of all, these experienced people need to think differently. A big, full-time, well-paid job isn’t likely to happen, so maybe fractional work is the answer. At the same time, companies need to think about how to keep experience in the business – one or two days a month, not all the time.
Maybe 2026 will be the year of the fractional senior. Buy your expert by the day, keep the knowledge in house and support your team to grow. It will help everyone in the long run.
Scott Logie is a data-driven business consultant
