Customers never see your operating model. They feel it.

They feel it when a campaign lands after the moment has passed. When the message on social doesn’t match the message in their inbox. When the content they need simply isn’t there.

Customer experience (CX) sits near the top of most marketing agendas Yet most of the attention goes to brand, messaging, and engagement. The experience customers have is only as strong as the operating model behind it: how people, processes and capabilities come together to deliver customer value. Creative work is one part of that equation, but when coordination, resourcing, or execution breaks down, even the best strategy can arrive late, inconsistently, or not at all.

Why this matters

Content demand keeps climbing: According to Gartner’s 2026 CMO Spend Survey, while 70% of CMOs consider becoming an AI leader a critical goal, the same percentage acknowledge that their internal processes are not mature enough to implement and scale AI effectively. Al is reshaping how creative work gets made, but it rewards only the teams with the right foundations in place.

What our poll revealed

We asked our LinkedIn community: What do you see as the biggest barrier preventing your in-house creative teams from scaling effectively? Here’s how our community of marketing and creative leaders responded:

  • Limited capacity: 37%
  • Unclear roles and ownership: 35%
  • Inefficient workflows: 22%
  • Disconnected technology: 4%

Capacity received the highest share of responses, but unclear roles and inefficient workflows accounted for 57% of the total responses. This suggests that headcount may not always be the primary challenge. More often, capacity constraints emerge when work is delayed from unclear ownership, duplicated efforts, or inefficient handoffs.

In other words, operating model gaps often create the very resource pressures teams experience.

The poll results highlight another important insight: technology alone is rarely the cause or solution. While disconnected tools can create inefficiencies, organizations typically realize the greatest gains when they first address the structural and operational issues that shape how the work gets done.

How operational gaps impact your customer

Operational challenges can affect both internal teams and the customer experience they ultimately deliver. Some of these impacts are likely something you and your teams are facing in the day-to-day.

  • Slower time to market: Extra handoffs and approvals add days, and the moment passes.
  • Inconsistent execution: When ownership is unclear, quality and tone depend on channel and team.
  • Resource constraints: Demand peaks outrun fixed teams, so priorities slip or work goes outside without full brand context.
  • Siloed technology: Disconnected tools mean duplicated effort and little visibility into what works.

Capacity received the highest share of responses, but unclear roles and inefficient workflows accounted for 57% of the total responses. This suggests that headcount may not always be the primary challenge. More often, capacity constraints emerge when work is delayed from unclear ownership, duplicated efforts, or inefficient handoffs.

What better-performing organizations have in common

We asked our LinkedIn community: What do you see as the biggest barrier preventing your in-house creative teams from scaling effectively? Here’s how our community of marketing and creative leaders responded:

  • Collaborative operating models where creative, marketing and CX teams work from shared priorities, not passed-along briefs.
  • Efficient workflows with fewer handoffs, faster approvals, and less rework.
  • Clear accountability where everyone knows who decides and who delivers.
  • Scalable production where capacity flexes with demand.
  • Data-informed decisions where performance insight feeds back into the creative.

Proof in practice

Building a Flexible In-House Agency Operating Model

Our client, a global pharmaceutical leader, faced growing content demand that was stretching internal resources, increasing reliance on external agencies, and making it difficult to scale content production efficiently.

Using our evidence-based In-House Agency (IHA) Excellence Framework, we conducted 80+ leader interviews, assessed current-state capabilities, and designed a future-state operating model covering team structures, governance, process, technology and Al.

The results: clearer leadership and team structures, centralized operations and technology platforms, and a flexible Core + Flex resourcing model. Cost per creative asset fell by 40%+, with less reliance on external partners. What solved the capacity problem wasn’t simply adding more people. It was creating a model built to flex.

Reimagining Organizational Agility at Scale

Similar transformations have been seen across the healthcare and pharmaceutical sector. In a case study published by Harvard Business School, Bayer AG transformed its operating model to reduce complexity and improve organizational agility. The initiative demonstrates that scaling performance often requires rethinking structures, governance, and decision-making processes, not just expanding teams.

How it Connects

While these examples address different business challenges, they share a common theme: organizations perform better when their operating models are designed to support speed, clarity, and adaptability. For in-house creative teams, this directly influences the customer experience by enabling faster content delivery, more consistent execution, and greater responsiveness to changing customer needs. When the operating model improves, customer outcomes improve with it.

Where to start

  • Clarify ownership: For your workflows, map who decides, who creates, and who approves.
  • Track workflows: Track the time lost in handoffs and approval, not just production time.
  • Build in flexibility: Pair a stable core team with flex resources for peaks.
  • Choose tools that fit the way you work: Choose technology that supports your workflows, not the other way round.
  • Measure Key Metrics: Track speed-to-market, consistency, and cost per asset.

What’s next?

Al-powered operations and data-driven decision making will raise the bar. Teams with clear roles, efficient workflows, and connected data will move faster, whereas the teams without them will find that new tools simply speed up existing friction.

How we help

Everforth Creative Circle helps organizations design and evolve in-house creative operating models that are built for today’s demands and ready for what’s next. Through consulting services, embedded teams, and studio & flex bench solutions, we help clients create scalable, flexible ways of working that align people, processes, technology, and talent to deliver stronger business and customer outcomes.

Whether you’re looking to improve efficiency, increase capacity, enhance collaboration, or prepare your organization for AI-enabled ways of working, the right operating model can create the foundation for sustainable growth.

Talk to our team about assessing your in-house creative operating model and explore opportunities to build a more flexible, future-ready organization.

Reimagining the In-House Agency

For years, in-house agencies (IHAs) have been the holy grail of marketing efficiency. They were faster, cheaper, and closer to the brand than relying on external agencies and partners. But today, as budgets tighten and speed-to-market is measured in days, not months, strategy can feel outdated even before launch. And many companies are rethinking the equation: What belongs in-house? What should be outsourced, or automated? And where does AI fit in? 

Market forces from cost-cutting pressures to evolving talent needs are influencing in-house agency structures. At the same time, external factors such as a changing political climate and rapid technological advances mean campaigns must evolve in real time. Generative AI has also transformed how strategy and storytelling come together. And the rise of “vibe marketing,” where campaigns are built around mood, movement, and cultural resonance rather than hard data or demographics, reflects a new creative instinct powered by AI tools. 

Even high-profile internal shops aren’t immune to the shift. Liquid Sunshine, the award-winning in-house agency behind Keurig Dr Pepper, was recently dismantled as they chose to move away from their in-house creative model. And while Mark Zuckerberg predicted that AI will eventually take over agency work, the reality today is far from apocalyptic. Instead, it is ushering in an era of nimble decision-making that blends human creativity with AI-driven insight.

From Consolidated to Connected: How AI Is Rewriting the IHA Playbook 

For many IHAs, capabilities can lag behind ambition: A 2025 Gartner survey found more than a quarter of CMOs have limited or no AI adoption in their marketing campaigns. That gap is forcing teams to make critical choices about how to build, buy, or borrow the technology they need to stay competitive.

Some brands are building proprietary AI systems: A massive technical and financial lift that demands new governance frameworks and training programs. For example, Adobe leverages the tools created for external partners for in-house work. Second Wave, the IHA for Aimbridge Hospitality, created closed-source, proprietary AI platforms that allow new hotels and projects to autonomously jumpstart brand-building. 

Other IHAs are partnering with external agencies that have their own AI infrastructure, a choice that can unlock efficiency but sometimes means ceding a bit of control. U.S. Bank, for example, has developed a hybrid approach, using agency Supergood for heavier lifts, while using their own in-house systems for everyday marketing efforts.  

Either way, workflows are being rewritten. The once-clear boundaries between internal and external teams are blurring, requiring tighter communication, shared platforms, and co-created content pipelines. Unilever’s Beauty AI Studio is a perfect example. “We used to send briefs off and get content back. Now it’s this agile, iterative approach,” Selina Sykes, Global VP and Head of Marketing Transformation for Beauty and Wellbeing, told Digiday about how the beauty brand is shifting.  

Turning Pressure into Possibility 

In-house agencies are at an inflection point. The pressure to do more with less can feel relentless. But it’s also sparking innovation. Constraints are forcing teams to rethink legacy structures, pilot new workflows, and uncover efficiencies that create both creative and budgetary flex. 

The first move is clarity. Map how work actually gets done … not how it’s supposed to get done. Identify bottlenecks, overlapping roles, and where technology is underused or skills are lagging. A fresh set of eyes can help: many brands are bringing in consultancies or external auditors to benchmark performance and uncover hidden inefficiencies. 

From there, experiment in controlled environments. Pilot hybrid workflows that combine AI-assisted production with human oversight. Start with lower-stakes campaigns to test new processes, clarify ownership, and measure output. The goal isn’t to do everything internally, but to decide what belongs in-house, what can be automated, and what’s best handled by trusted partners.

Upskilling is critical. As creative, marketing, and tech roles continue to converge, AI fluency and cross-functional collaboration are becoming baseline expectations. Teams that invest in training now will be better positioned to lead, not follow, as tools and platforms evolve. Just as important is finding the right partners who complement internal strengths, bring specialized expertise, and can flex as priorities shift. 

If projects stall in approvals, campaigns feel repetitive, or AI tools sit idle, those are signs it’s time for your IHA to recalibrate, not rebuild. The strongest IHAs see transformation as a continuous cycle of testing, learning, and scaling what works. Because at this turning point, the real advantage isn’t size or spend. It’s the ability to stay flexible, adapt fast, and turn every constraint into a catalyst for better work. 

The Future of IHAs is Human 

The next era of in-house work isn’t defined by automation. It’s defined by alignment: between people and platforms, insight and execution, creativity and technology. Because while AI may be able to execute campaigns, it’s people who decide which campaigns matter. Teams are the connective tissue that allow brands to pivot, sense cultural shifts, and build authentic identity in ways only humans can. 

Everforth Creative Circle helps brands build flexible, future-ready teams that blend human expertise with emerging technology. Whether you’re reimagining your IHA or exploring AI-enhanced workflows, we can help you find the right mix of people, partners, and potential.  

About the Author: Anna Davies is a Everforth Creative Circle freelancer who specializes in personal finance, investing, fintech, and startups. She has worked with WeWork, Happy Money, and Haven Life —plus Fortune 500 companies such as Goldman Sachs, American Express, Citi, and Chase. Davies has also collaborated and ghostwritten for multiple New York Times bestsellers. 

One of the hottest questions in marketing these days is: are you in, or are you out? Many brands are setting up in-house teams to do work traditionally done by external agencies, giving birth to a new advertising and marketing model that may just have staying power.

The Association of National Advertisers, or ANA, has been doing a study every five years called The Continued Rise of the In-House Agency. The 2023 edition shows that 82% of marketers now have in-house agency teams — up from 78% in 2018, 58% in 2013, and just 42% in 2008.

What is an “in-house agency”?

For the ANA study, “in-house agency” was defined as “a department, group, or person that has responsibilities that typically are performed by an external advertising or other MarCom agency.”

In-house agencies, sometimes called IHAs, center on an internal marketing team that handles advertising exclusively for the company. IHA employees leverage their in-depth knowledge of the brand and its needs to create marketing strategies and craft campaigns without the help of an external party.

The ANA report “definitively shows that in-house agencies have become a firmly entrenched part of the holistic marketing ecosystem and are now a mainstay among a majority of marketers,” said ANA CEO Bob Liodice. But he hedged, “Agencies still play an important role for marketers, witnessed by the fact that 92% of respondents still use them. But the growth of in-house capabilities has clearly changed the client/agency relationship over the past 15 years.”

In-house versus External

Moving advertising and creative in-house is one of the most popular trends in marketing — but there is no one-size-fits-all solution. Some companies may find the initial time and investment to set up an in-house team outweigh the possible benefits. Two distinct IHA models have emerged: in-house and hybrid in-house agencies.

The completely in-house agency builds out all the digital marketing functions within the company, which gives the business total control of its data, the ability to shift tactics quickly, and confidence that privacy regulations are being followed with data. Contrast that with agency marketing — the traditional model — where marketing and advertising work is outsourced to an external team that manages all a company’s marketing and advertising work. Agencies theoretically have the strategy, connections, resources, and know-how to successfully promote a business. They often have teams dedicated to specific tasks like strategy, media buying, copywriting, design, project management, and account management who interface with the client.

Somewhere in between, we have a hybrid in-house agency model, where critical data is owned and lives with the brand. The brand usually also owns the media accounts, adtech accounts, and data management and has a small team dedicated to managing external agency activity with clearly defined goals. Marketing campaign infrastructure and accounts live with the in-house company team, while an external agency runs campaigns and handles digital data. This model often works well for companies with small digital marketing teams that need more resources and know-how to manage data in-house. Brands will often outsource media buying, especially programmatic buying, which helps explain the growing popularity of the hybrid model.

In-house marketing and external advertising agencies each have positive and negative aspects; the utility of each option varies depending on your business. Here are some pros and cons of each.

First, the pros of in-house agencies:

  • Cost — Companies often find that having an in-house agency costs less to fund and maintain, particularly for small companies. A different ANA study showed that cost efficiency is the top benefit that brands with in-house teams cite, followed by brand knowledge and nimbleness.
  • Communication improvements – An IHA bolsters communication internally between the marketing team and other departments, allowing for better cross-functional sharing of information and resources and boosting collaboration. This can help the marketing team complete projects faster, sparking new ideas and opportunities.
  • Brand knowledge — An IHA is steeped in knowledge of the brand they work for and is familiar with all aspects of the industry, enabling them to fully assess the company’s needs and craft marketing strategies that best fit at any given moment.
  • Control — Having transparency into costs and operations, especially in media buying operations, makes it much easier to identify and implement optimization tactics.
  • Data/tech ownership — As first-party data ownership becomes increasingly critical in a cookie-less, privacy-first world, there are advantages to having marketing technology and adtech in-house.

And now, some cons of IHAs.

  • Talent acquisition timeline — Building an in-house marketing team takes time. It may require an extended period to recruit, identify, interview, hire, and onboard new candidates.
  • Recruitment costs — Whether companies pay outside recruitment agencies or hire an in-house recruiter, there is a cost associated with talent acquisition.
  • Stagnant creative — An in-house team may come to rely on just a few creative styles and strategies, which can impact the ongoing success of your company’s marketing.

Here are the pros of working with an external agency:

  • Advertising fluency — Ad agencies have typically worked with hundreds and sometimes thousands of clients, which means they’ve pretty much seen it all. An ad agency may suggest activations or concepts that a brand has not considered, opening the door for innovative engagement and messaging.
  • Resources — Ad agencies have access to resources like software, high-end printers, digital equipment, and other tools that in-house marketing teams often can’t afford.
  • Connections — You know the adage, “it’s not what you know, it’s who you know” — and that holds especially true for ad agencies, which typically have connections to production companies, advertising platforms, and high-level execs that can elevate exposure for a company.
  • A plethora of creativity — With many employees and specializations, ad agencies have a leg up on offering cutting-edge marketing strategies and activations.

And now, some cons about working with traditional ad agencies.

  • Less in-depth knowledge of your brand — Agencies have many clients, so they must learn many different brand stories. Businesses must teach their agency about their products, audience, culture, goals, and future vision. This takes time, and time cost money.
  • Many clients (sometimes too many) — With numerous clients and multiple campaigns to manage simultaneously, an agency may be unable to dedicate sufficient time or resources to a specific company’s needs, which can translate to long wait times for deliverables.
  • Less creative control — Because you have less direct oversight, it can be difficult to guide an external team to produce deliverables that fit your vision.

How to choose between an in-house agency and a traditional ad agency

Here are some considerations when deciding which option is best for your company.

  • How fast does your company need to improve its marketing strategies?
    An ad agency can be a more time-effective way to move the needle on your company’s brand presence. If there’s time to build a top-tier in-house marketing team, that could be a better option.
  • What’s your marketing budget?
    Budget is a crucial consideration, as it determines what kind of team can be hired in-house and what kind of services the company can afford with an outside agency. Hiring an in-house team will typically cost more, as you’ll pay salaries rather than hourly rates. Compare and contrast costs and balance them with your timeline to help you decide.
  • What are your organization’s needs?
    Determine the short- and long-term goals for marketing efforts and assess which areas need improvement. If just a few components of your marketing campaigns require management, perhaps an in-house option is right for you. But if the brand requires a complete rethink of its advertising efforts, an ad agency may be the right choice.

Many companies like to have their cake and eat it too by choosing not to choose between IHAs and traditional agencies.

For organizations interested in dipping their toe into the world of in-house agencies, without all the time and initial financial outlay to set up an IHA team, there are companies that can provide ready-to-go creative in-house marketing teams. Creative360, Everforth Creative Circle’s services division, delivers fully packaged solutions powered by a team curated for your specific needs. You can step right in with a brand-ready team of creative specialists who provide bespoke solutions to expand your team’s capabilities and extend team capacity.

 

__________________________________

Takeaway

Marketing is one of the main drivers of a brand’s success. Some companies find working with external marketing partners simpler, while others prefer to manage their brand’s presence in-house.

Whatever choice is right for your business, it’s clear that companies are pivoting how creative, adtech, data, and operations are structured into a more collaborative model. Brands are handling more of the tasks historically managed by external agencies in-house — redefining how and where advertising and branding messages are crafted. External agencies continue to be big players, but a realignment is taking place.

If you want to see what a consulting-based IHA can do for you, please reach out so we can discuss your creative marketing needs.

GET IN TOUCH