On the first day of Christmas, my CMO gave to me…
One email saying we should talk about some new campaigns. On Christmas.
On the second day of Christmas, my CMO gave to me…
two (hundred) new campaign ideas.
On the third day of Christmas, my CMO gave to me…
three new reviewers, on top of everyone else already involved in the creative process. What could go wrong?
On the fourth day of Christmas, my CMO gave to me…
four specific campaigns to launch – all by January 5th.
On the fifth day of Christmas, my CMO gave to me…
five different target segments – for each of the four campaigns. Do they each need different, customized campaign assets? I’m surprised you even had to ask.
On the sixth day of Christmas, my CMO gave to me…
six project launch meetings to brief each of the creative production teams about the new campaigns.
On the seventh day of Christmas, my CMO gave to me…
seven new steps in our publishing workflow. Cue more meetings to get everyone on the same page.
On the eighth day of Christmas, my CMO gave to me…
eight physical copies of assets that need to be sent out for review. By mail. Physical mail. Something about file sizes and me tearing out my hair about deadlines.
On the ninth day of Christmas, my CMO gave to me…
nine conflicting change requests from the reviewers. In nine separate emails.
On the tenth day of Christmas, my CMO gave to me…
ten hours of coordinating feedback between reviewers and the creative team.
On the eleventh day of Christmas, my CMO gave to me…
eleven rejected assets, sending us right back to the drawing board (literally, for our in-house art producer.)
On the twelfth day of Christmas, my CMO gave to me…
twelve reasons why we need a better review and approval system. All twelve were about the fact that we didn’t launch the campaign on time.
