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Client Management6 min read3 July 2024

What In-House Marketing Teams Get Wrong About the Creative Review Process

In-house teams have different creative review challenges than agencies — and most of the default solutions they reach for make them worse, not better.

In-house creative teams occupy an unusual position in the review process. They are producing the work, but they are also serving internal clients — brand managers, product teams, legal, leadership — who have legitimate authority to request changes. The dynamic is less client-and-agency and more colleague-and-colleague, which changes how feedback flows and how approvals get stuck.

The consensus trap

In-house teams often get caught in a consensus trap: trying to satisfy every stakeholder simultaneously. Unlike an external agency that can refer back to a signed brief, an in-house team is embedded in the politics of the organisation and finds it harder to say 'this feedback is out of scope.' The result is revision cycles that are driven by organisational dynamics rather than genuine creative improvement.

Too many tools, not enough process

Most in-house teams accumulate review tools organically — Slack threads, Google Docs comments, email chains, presentation decks with tracked changes. Each tool handles a different file type or serves a different stakeholder's preference. The result is feedback scattered across multiple platforms that nobody is synthesising effectively.

The stakeholder matrix problem

Without a clear stakeholder matrix — who needs to review, who has veto power, and who is just being kept informed — in-house reviews tend to expand. Someone adds another person to the review. That person adds another. Each one has opinions. The circle widens until the review process has no clear endpoint and no clear authority to close it.

What the best in-house teams do differently

The in-house teams with the shortest, most effective review cycles have done three things. They have named one person as the final approval authority on each asset. They have established a single place for all feedback, regardless of asset type or stakeholder. And they have a defined process for closing a review — a specific action that constitutes approval, not just an email that says things look good.

The review problem in-house teams face is not too little feedback. It is too much feedback from too many people with no clear mechanism for resolving contradictions.

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