In a recent LinkedIn post, Kieranjflanagan proposes a radical reimagining of marketing team structures in the age of artificial intelligence, arguing that integration is insufficient and a fundamental overhaul is necessary. Kieranjflanagan suggests that rather than simply adding AI tools to existing workflows, businesses must rethink team composition, skills, and operational methodologies entirely.
The core of Kieranjflanagan’s argument is that AI necessitates a shift from traditional, hierarchical organizational charts to a more dynamic, system-based approach. This new model, which Kieranjflanagan terms an ‘agentic marketing org,’ is broken down into distinct layers, each with specific functions and required expertise.
“You could fundamentally rebuild your marketing team around AI now, and it would look totally different from your current org chart. Different structure, skills, and ways of working.”
Layer 1: Context and Intelligence – The Foundation of AI Marketing
Kieranjflanagan identifies a crucial first layer focused on ‘Context/Intelligence.’ This layer serves as a centralized repository for market intelligence, operational insights, and performance data. Unlike pre-AI environments where such knowledge resided primarily in individual employees’ minds, this new layer aims to capture and share intelligence systematically. As Kieranjflanagan notes, this shared intelligence layer is “automatically updated from the work you do and from internal and external learning.” This foundational layer is designed to be read from and updated by all other components of the AI marketing system, likely managed by AI operations specialists and enriched by marketing generalists and specialists.
Layer 2: Execution – Balancing AI Agents and Human Craftsmanship
The second layer, ‘Execution,’ is envisioned as a hybrid model combining AI agents with skilled human professionals. Kieranjflanagan posits that while AI can handle a significant portion of content creation, the critical differentiator will be the human element. “I believe AI can draft 70%-80% of something. To stand out, that last 20%-30% will make all the difference,” Kieranjflanagan writes. These ‘craftspeople’ will possess deep customer understanding and specialized discipline knowledge, providing the essential human touch that elevates AI-generated output. The creation of AI agents is expected to stem from a core AI operations function, while craftspeople will be responsible for refining and enhancing the final product.
“True craftspeople who truly understand the customer and the discipline, and who learn quickly, will be difference-makers.”
Layer 3: Orchestration – Managing the AI System
According to Kieranjflanagan, ‘Orchestration’ emerges as a pivotal role in this new structure. This function is responsible for managing the overall AI system, ensuring its smooth operation and effective output. This involves making routing decisions, monitoring performance, and guaranteeing that AI agents access the correct contextual information. Kieranjflanagan points out that this role differs significantly from traditional management, as it requires overseeing a dynamic system rather than a fixed hierarchy. “Your org chart is a living, breathing system. You need to manage a system that’s producing outputs,” Kieranjflanagan explains.
Layer 4: Leadership – System Direction Over People Coordination
The final layer, ‘Leadership,’ redefines the responsibilities of marketing leaders. Kieranjflanagan argues that leadership will shift from coordinating human teams to setting the strategic direction for the AI system itself. The new leadership role involves understanding how to build, refine, and leverage this system to generate optimal outputs. Kieranjflanagan challenges a common assumption about AI’s impact on organizational structures:
“The thing most people get wrong: they assume AI hollows out the middle of the org. I think it does the opposite. It removes the coordination tax and concentrates humans at the points where they actually add value.”
This perspective suggests that AI will not necessarily reduce headcount but rather reallocate human effort to higher-value, strategic tasks, fundamentally altering the nature of marketing organizations and the skills required to succeed within them.
📝 About This Content
This article is based on insights shared by Kieranjflanagan on LinkedIn.
📅 Originally posted on May 26, 2026 | View original post on LinkedIn →