Is marketing the most important board seat in an organisation?

That can be argued however, marketing deserves a seat at the table because the business performance depends on it

For too long, marketing has been misunderstood.

Not undervalued, misunderstood.

In many organisations, marketing has slipped into a cycle of doing rather than directing. It’s become the team that “gets things out the door,” rather than the team that shapes the direction of the business.

Deadlines get hit. Reports get filed. Content gets produced.

But the strategic heartbeat. Or as Simon Sinek calls it 'the why' behind the work, grows quieter each year.

At Bradshaw Global Consulting, we work with organisations across Ireland, Europe, and beyond and we see the same pattern: smart, committed marketing teams working incredibly hard, but without the structure, alignment, or influence to make their work truly count.

The result?

Effort without impact. Output without outcomes.

And that hurts the business more than anyone realises.

The Strategy Gap No One Talks About

Over the past decade, marketing has been pulled away from the boardroom and into the “content machine.”

The focus shifted from long-term positioning to weekly deliverables.

From meaningful insight to dashboards of vanity metrics.

From leadership to logistics.

Deloitte found that nearly 40% of marketers now see their role as executional rather than strategic, a telling sign of how far the discipline has drifted.

But here’s our view:

No organisation can grow sustainably when marketing is reduced to a task list.

When marketing loses its place at the strategic table, three things happen:

1. The business story becomes unclear.

2. Teams work hard but rarely in the same direction.

3. Marketing becomes reactive instead of shaping demand.

And when that happens, the organisation pays for it in lost momentum, wasted spend, and missed opportunities.

What Strategic Marketing Leadership Actually Looks Like

Strategic marketing leadership isn’t fluff, buzzwords, or bigger PowerPoints.

It’s clarity. Coordination. Direction.

The kind of direction that unlocks momentum across the business.

Great marketing leaders focus on three things:

1. Clarity

What is the business trying to achieve and marketing's role?

Who are we trying to influence?

How are we fulfilling the needs and wants of our audience?

Why should they believe us?

2. Alignment

Are sales, product, operations, leadership, and marketing pulling toward the same outcome?

Is every touchpoint supporting the same story?

3. Accountability

Are we measuring what truly moves the business forward, or simply what’s easy to measure?

When these three are in place, something powerful happens:

Marketing stops being seen as a cost centre and becomes an engine for growth, reputation, and customer loyalty.

This is the difference between campaigns that “go live” and campaigns that go somewhere.

Why Short-Term Thinking Kills Long-Term Success

Part of the challenge is the pressure organisations feel to deliver immediate results.

Quarterly targets. Real-time analytics. Daily KPIs.

All of these reward speed, not substance.

But the brands that win?

They invest in long-term clarity.

Look at Guinness’s “Made of More” platform — more than a decade of consistent storytelling woven into different campaigns, moments, and products. It evolved, it refreshed, it flexed… but it never lost sight of the core idea.

That kind of consistency creates trust. And trust creates growth.

On the other hand, we see startups and even established companies chase trends, new tools, or new audiences with no clear direction.

They burn through cash, dilute their brand, and struggle to build traction.

The difference isn’t talent or budget.

It’s strategy.

Why Investing in Strategy Is Money Well Spent

More hires won’t fix misalignment.

A new tool won’t fix confusion.

A new channel won’t fix a lack of direction.

But a strategy will.

A clear strategic direction:

• Sharpens decision-making

• Reduces wasted spend

• Aligns cross-functional teams

• Improves consistency

• Builds internal confidence

• Creates a north star everyone can rally around

At BGC we believe, and see every day that:

“When strategy is clear, implementing it becomes fun.”

Teams become energised.

Output becomes meaningful.

And the business finally feels the impact of the work.

Final Thought: Marketing Deserves Respect and a Seat at the Strategic Table

Marketing is not just a support function.

It is not just execution.

And it is certainly not the “colouring-in department.”

Marketing is the discipline that brings the customer into the room.

It shapes how the world sees the business.

It drives demand, reputation, trust, and growth.

But only when it is given the space and the respect to operate strategically.

If organisations want marketing to deliver meaningful business outcomes, then they must give it:

• A seat at the table

• A voice in the conversation

• And a mandate to think beyond the next deadline

This is how great organisations grow.

And it all starts by restoring marketing’s strategic role not as an afterthought, but as a guiding force