For many of these exact reasons I wrote a post last year on what a forward thinking org design would look like.
A companion point I make in my argument is that you have to be careful to what extent you hire ‘specialists’ in specific marketing functions and functions like sales. My rationale recognizes that the market and go-to-market strategies are constantly changing. As a result a team of specialists can box you in.
So if you want a high-performing adaptable team that’s not constantly in transition, hire strong marketers, or better, strong growth-oriented thinkers. Assess their core DNA as business people — regardless of age and experience. Care less about their ‘digital marketing’ or ‘social media marketing’ or ‘sales’ experience. Smart people can learn that stuff overnight and change on the fly. Look for hints of an entrepreneurial mind. Plus if you don’t hire people with too much ‘experience’ they will not be stuck in models of what they think works and will forever have an open mind.
Hopefully soon more companies will adopt this more fluid approach to structure and staffing. I will go as far as to offer that if you condition your team to wait for a change in responsibilities that come with yet another restructure you are limiting your marketplace agility, not to mention taxing your senior management with another redesign.
In a more optimal world you almost never restructure, as your team would almost naturally redeploy its efforts in lightning response to market needs.