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18 ORGANIZATIONAL STRUCTURE

or other internal entities. While related, Diversity
and Inclusion and Multicultural marketing are not While related,
the same thing. Diversity and Inclusion play more Diversity and Inclusion
of an internal role, focusing on human resources
and corporate culture. Multicultural marketing is and Multicultural
more external, focusing on consumers — and, as marketing are not
with all marketing, prioritizing revenue growth. the same thing.

Another “ingredient” in designing an effective
structure is Budget.

Regardless of structure, it is important to be clear about who has budget control or
accountability. Will that specifi c individual or team be working in alignment with subject
matter experts who are best positioned to develop and implement Inclusive and Multicultural
marketing initiatives? Brands traditionally base investments on projected business
opportunity, so it is important that cultural insights are strategically connected to business
objectives and have a bearing on investment decisions early in the budgeting process and not
as an afterthought. A structure should create clear lines of accountability, identify budget
holders, and know how work will be measured or evaluated. If budget-holders are responsible
for the ultimate decision as to how and when to target Multicultural and/or Inclusive
segments, then they should be accountable to the company for these efforts as well.

Empowerment is also important. If cultural specialists are not budget holders, their role may
be more consultative in nature. This may prevent them from fully activating recommendations.
With or without budget responsibility, experts should be empowered to bring culturally
attuned ideas to the table, speak honestly about cultural concerns, and stay engaged
throughout program execution and evaluation.

Along with budgets, clarity around Reporting Structures is also essential. It is important
to establish reporting structures that allow Multicultural marketing programs and those
responsible for them to report to senior level executives, including the C-suite. If Multicultural
marketing specialists or others with Inclusive and Multicultural marketing responsibility
are not reporting to the C-suite, including CMOs and other senior-level executives, their
recommendations are often left out of prioritization and fi nal decision-making.