25 Nov 2024
Robin Charney is more than comfortable with diagnosing problems from what is an apparently unrelated set of symptoms. She sometimes says she is AAR’s resident GP, often listening sympathetically to marketers' long list of challenges [and, sadly, there are many. Everything is hard, slow and takes forever to change], whilst helping them to shape how to solve them.
“There is often a real challenge around even having the right language to express what’s wrong” she says, “because the idea of thinking of marketing as a living, interconnected system is still relatively new”.
Robin thinks about marketing as having a Ying and Yang – the WHAT and the HOW. She talks a lot about the how of marketing, perhaps the less glamourous side to the what, but in her mind it’s the key to unlocking marketing’s value to the business. The right operating model, or OS if you will, which she sees as the enabler to less complex, better value marketing outcomes. Diagnosing and helping to fix how problems is where she thrives.
As an AAR Partner, Robin embodies the pragmatism, curiosity and expertise needed to simplify the complex. “The how problems are fairly new to CMOs” Robin explains. For years they were solely focused on the what of marketing – strategy, go to market, product etc. but now the operating system required to deliver that strategy is creaking under the strain of unrealised potential in the organisations designs, the wrong agency model, the lack of process in the system or even the lack of the right platforms to underpin it all. Known by colleagues for her “tidy mind”, Robin loves to get stuck into diagnosing (and ultimately helping to solve) knotty problems, many of which are increasingly focused on how to get things moving again in a better, faster and more efficient way.
Robin is a seasoned leader in the field, with more than 30 years in the marketing industry. Her no-nonsense and collaborative approach gives her the edge when it comes to navigating complex challenges. Having spent most of her career prior to AAR leading marketing teams within technology companies like Adobe, Robin is no stranger to the challenges of large complex marketing organisations that need to change, at pace, when facing disruption.
Robin was at Adobe when the resurgent Apple decided to kill one of their key technologies and saw first-hand how marketing organisations need to pivot when the market is shifting quickly. She sees many parallels to the disruption marketing is facing today as they stare down low growth, technology changes driven by AI and a consumer landscape in much flux.
It’s impossible not to talk about the Gen AI tsunami reshaping the world we live in. Robin believes it will profoundly impact the four Ps of operating models; People in terms of skills and the shape of teams, their Partner models including in-house agencies, their Processes and their Platforms.
She is “starting to see the waves but everyone is bracing as we go into the wild west phase. And again, it's about being prepared, being flexible to change. Without the right marketing operating model underpinning your function, you can’t do that.”
When asked about the most important skills for up-and-comers in the industry, Robin doesn’t hesitate. Curiosity, leadership, and adaptability are key. These traits are essential, whether you’re the CEO or an intern. They are also sadly something that get less focus and training than the more specialist craft skills which, while important, will increasingly become commoditised in Robin’s view.
"Being nosy is a good thing," she jokes. "You have to be curious about what’s coming next and how you can help others navigate it."
She also recognises how her skills as a very enthusiastic gardener and allotment holder are reflected in her organisational skills. “In order to be a gardener, you need hopefulness. You have to believe that the thing you do today will yield results in 6 to 12 months' time.”
Robin’s leadership style is grounded in being a "straight talker." She prides herself on her ability to be the truth sayer in the room when necessary and navigate the politics that can slow down progress. The challenge often isn’t the product, or the strategy. It’s the ability to get sh*t done.
"You can have the best marketing strategy, but if you can’t get things done, it’s not going to happen," she says. "The ‘how’ of marketing—the processes and partners you choose—are always changing, and they constantly need to be reviewed."
This pragmatic, no-nonsense approach is what sets Robin and AAR apart from many consulting firms. Robin emphasises that while other consultancies specialise in business operating models, they often lack the deep understanding of marketing and its role in the business. They don’t have an appreciation and empathy with the job marketing needs to get done.
"Our unique selling point is simple: we get marketing. We don’t just look at the numbers; we understand the landscape and what needs to happen to get results. We’re shoulder to shoulder with our clients, helping them work through problems—not just standing behind them, telling them what to do."
“Fame is not our vibe. We want to be known for doing good work with good people.”
If you want to hear more about marketing operating models or just want some time in the surgery, get in touch with Robin;
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