The rise of hybrid marketing models
17 Nov 2025
By Teodora Ninova, Commercial Partner UK
Many organisations are turning to in-housing as a solution in order to minimise spending and turn around marketing deliverables quickly. However, a completely in-house solution rarely works owing to capacity constraints and the need for specialist creative talent. Fully outsourcing to agencies also comes with its own challenges, including additional costs, lack of staff continuity and lengthy turnaround times. Going all in-house or all agency is a false choice. Capacity crunches, talent gaps, and the need for fresh, specialist thinking make a blended approach more resilient and more effective. I believe a more sustainable future for marketers is hybrid, not binary.
Why “all in-house” rarely works
In a market defined by fluctuating needs and rapid timelines, capacity constraints are an ongoing challenge. Among in-house creative leaders surveyed by Cella, “having adequate resources” jumped to the #1 challenge in 2024 (59% vs. 33% the year before). An ISBA report showed that UK advertisers see recruitment as a top barrier, with some sharing that outcomes from fully in-house operations fall short of expectations.
While moving functions internally has its advantages, it is impossible to cover the full remit of diverse skills needed for a fast-moving marketing department. For this reason, many organisations settle into hybrid arrangements that mix internal control with partner support. A recent B2B marketing survey found that in 2025, 36% of companies reported using a hybrid model combining in‑house and external marketing support. That number is expected to rise to 46% in 2026.
The emerging trend: flexible ecosystems
It’s time to challenge the false binary between in-house versus agency. The future lies in a strategic mix of both. According to the World Federation of Advertisers, in-housing is now mainstream, but most brands still rely on partners. Among multinationals, 66% already have in-house agencies and 21% are considering one – while many plan to re-balance work across internal and external teams over the next three years. A MediaSense report reveals that only 11% of major brands say their current agency model is fit for the future, signalling a shift toward more flexible, hybrid operating models rather than a single, monolithic team.
How to make a hybrid model work for you
When applied strategically, a mix of in-house and external partners can keep up internal momentum and expertise, while driving innovation and bursts of productivity in high-traffic periods. McKinsey demonstrates a clear shift toward flexible marketing ecosystems – a model where internal teams are strategically complemented by a curated network of external partners. This ecosystem is not just about outsourcing tasks but about building mutually beneficial, integrated relationships that drive business growth.
In-house teams excel at control and transparency, as well as speed to market and tighter brand stewardship. This is because these teams are usually more integrated into the day-to-day running of the business. External partners, on the other hand, shine at innovation and specialised skills, from advanced AI/content platforms to complex, multi-disciplinary activations. A recurring theme across MediaSense‘s work on future agency models is providing elastic capacity for peaks niche expertise, and campaign-level craft that benefits from outside perspective.
Three simple frameworks that work
Ultimately, the distribution of skills depends on the strategic needs of the business. However, the below two frameworks have proven successful with leading organisations.
1) Core + Flex
In this framework, an in-house core owns brand strategy, BAU content, data, and always-on channels, while external teams are dialled up or down for innovation sprints, bursts of targeted productivity or specialist production
This hybrid service approach is a well-trodden model for orchestrating in-house teams with outside agencies. At HelloKindred, we have worked with few of our clients to build an external team with them that is fully integrated with their business and internal resources.
2) Always-on vs. campaign bursts
Another way to use external teams is to keep always-on activity running (search, CRM/lifecycle, organic/social, utility content) to compound learning and demand. On top of this, external teams can layer campaign bursts for launches, moments, and brand storytelling. Industry bodies and case studies show the market’s shift from pure “bursts” to an always-on backbone – for example, Domino’s moved from burst branding to an always-on video strategy after MMM proved the gains.
3) Specialist Pods Model
Another way to structure hybrid collaboration is through modular “pods,” agile task forces combining in-house and external talent around specific goals or functions. These pods can be designed for growth, content, innovation, or product launches, bringing together cross-disciplinary expertise to solve targeted challenges quickly.
This model breaks down silos and speeds up execution by assembling the right mix of skills, regardless of where the talent sits. For example, a “launch pod” might include an internal brand strategist, a freelance performance marketer, and an external creative lead, all working together with clear shared KPIs.
Brands using pods report faster decision-making, stronger alignment, and better outcomes — especially for innovation projects or complex campaigns. It’s a flexible way to tap into external expertise without losing internal ownership or brand cohesion.
Why hybrid is also a budget strategy
CMOs are embracing zero-based budgeting (ZBB) and agile budgeting models, making hybrid ecosystems more attractive. By decoupling spend from rigid retainer models, brands can:
Shift investment fluidly between content formats. Benchmark performance across internal and external contributors. Optimise spend allocation based on ROI, not structure.
In conclusion
The future of marketing is not fixed. It’s composable, hybrid, and talent-fluid. Organisations that thrive will treat marketing not as a department, but as a networked ecosystem – where in-house mastery meets external innovation in a symbiotic rhythm.
In 2025 and beyond, the winners will be those who:
- Treat hybrid as a design system, not a fallback.
- Use AI and modular talent models to stretch capacity and innovation.
- Build marketing architectures that evolve with the pace of change.
