The New Change Agents: How Subscription Leaders Are Rebuilding Business DNA

A recent executive roundtable with digital publishers and B2C subscription leaders explored the evolving landscape of technology adoption and organizational change in the subscription economy.

As subscription businesses mature, they face increasingly complex challenges around change management, technical talent, and organizational structure. While individual companies may be at different stages of their journey, the evening’s discussion revealed remarkably similar challenges in balancing technological innovation with organizational readiness. From the changing nature of technical roles to the emergence of AI-driven customer targeting, these insights offer a valuable snapshot of where the subscription economy is heading—and what it takes to succeed.

Change Management: The New Operational Cornerstone

Change management emerged as a dominant theme throughout the evening, with executives navigating the complexities of aligning diverse stakeholders around technological decisions. “The conversation has shifted from whether or not to transform to how to transform,” noted Ken Houseman, VP of Product Strategy at Zuora. “Organizations are finding themselves at a crossroads, grappling between implementing more comprehensive enterprise-wide platforms, and more targeted, ‘just enough’ solutions.“

The challenge of change management has taken on new urgency in today’s rapidly evolving business landscape. It’s no longer just about implementing new technologies – it’s about fundamentally reshaping how organizations operate, make decisions, and deliver value to customers. This transformation requires careful orchestration of people, processes, and technology, while maintaining business continuity and employee engagement.

This complexity is further amplified by the changing needs of the employee base. As technology becomes increasingly user-friendly, organizations are witnessing a notable divide among their workforce. Some employees are eagerly embracing the opportunity to take on more technical control and expand their skill sets. Others prefer maintaining traditional roles and responsibilities. This split presents a unique challenge for leaders who must balance innovation with workforce stability and satisfaction.

The Evolution of Technical Roles in Marketing

One of the most significant shifts discussed was the evolution of technical roles within marketing departments. Companies are increasingly moving away from the traditional model of routing all technical requests through IT or engineering departments. Instead, many are creating dedicated technical positions within their marketing teams, such as Marketing Operations Analysts, enabling faster response times, agility, and more specialized expertise.

This transformation aligns with broader change management objectives, as it represents a fundamental shift in how organizations structure their teams and capabilities. By hiring technically proficient marketers who share the company’s vision for digital transformation, organizations can build teams that are naturally aligned with their strategic objectives. These individuals often become internal champions for change, helping bridge the gap between traditional marketing approaches and new technical capabilities.

This structural change reflects a broader industry trend toward reducing dependencies between departments and eliminating the need for constant ticket exchanges. The goal is to empower marketing teams with the technical capabilities they need to operate more swiftly and efficiently. With these organizational changes also comes a growing need to measure their effectiveness.

Measuring Internal Performance and Accountability

Robbie Traube, Chief Revenue Officer, Zuora, highlighted an interesting development in Zuora’s customer expectations: the growing demand for KPIs focused on internal processes and team dynamics. This shift directly supports the change management initiatives discussed earlier – organizations are seeking concrete ways to measure and validate their transformation efforts.

Enterprise clients are specifically asking technology vendors for metrics that track and measure things like:

• Response times between different teams
• Duration of internal approval processes
• Time spent resolving cross-departmental challenges

This push for transparency and accountability represents a mature approach to identifying and addressing organizational bottlenecks. By having technology vendors track these metrics, companies can remove emotional barriers and objectively address inefficiencies in their processes. This data-driven approach to organizational improvement provides clear indicators of progress and areas needing attention.

The evolution of these requirements signals a significant shift in how businesses view their technology partnerships – moving beyond traditional service level agreements to include measurements of internal organizational effectiveness. Companies are recognizing that the success of their digital initiatives depends not just on the technology itself, but on how efficiently their teams can work together to leverage it.

While organizational measurement lays the foundation of transformation, it is undeniable that technology itself continues to present new opportunities and challenges as it evolves. Nowhere is this more evident than in the realm of personalization, where AI is revolutionizing traditional approaches.

The AI Revolution in Customer Targeting

The roundtable discussion also revealed a significant shift in how companies approach customer targeting and personalization. Organizations are moving away from traditional propensity scoring models toward more sophisticated dynamic modeling powered by AI algorithms and reinforcement learning. This shift represents yet another aspect of the broader digital transformation journey, as companies seek to become early adopters of new technology that drives improved customer engagement and rapid business outcomes.

Houseman emphasized that while these AI-driven approaches offer powerful capabilities, they require careful implementation and monitoring. “The key is properly ‘prompting’ the algorithm to achieve desired outcomes while maintaining safeguards to prevent unexpected behaviors,” he explained. This balance between leveraging AI’s potential and maintaining control emerged as a critical consideration for organizations exploring how new technologies can help them grow their capabilities.

The shift to AI-driven targeting isn’t just a technical upgrade – it represents a fundamental shift in how organizations understand and interact with their customers. This transformation requires new skills, processes, and ways of thinking. Implementing these changes requires something fundamental that has long been at the core of every successful business: the ability to move quickly and adapt rapidly to market feedback.

Speed to Market: The Technical Marketing Imperative

The evening’s discussion repeatedly returned to speed-to-market as the primary theme for future success, with executives emphasizing that their ability to quickly test and iterate on new initiatives often determines success or failure in the subscription space.

“The companies winning in subscription aren’t necessarily those with the biggest budgets or the best ideas,” noted Houseman. “They’re the ones who can test, learn, and adapt the fastest.” This observation resonated strongly with other leaders around the table, who shared stories of how traditional approval processes and technical dependencies were holding back their ability to innovate quickly.

The solution, many agreed, lies in embedding technical talent directly within their operations and business teams. This structural shift represents another facet of the broader change management challenge – organizations must evolve from traditional, siloed approaches to more integrated, technically empowered teams. The benefits of this approach are becoming increasingly clear:

• Faster implementation of experiments, often reducing deployment time from weeks to hours.
• More agile response to market changes, enabling real-time optimization of subscription offerings.
• Reduced dependency on IT and engineering departments, eliminating bottlenecks in the deployment process.
• Improved autonomy, fostering a culture of experimentation and continuous improvement.

As companies embed technical talent, they’re able to better track and optimize their speed-to-market metrics, creating a virtuous cycle of improvement and innovation.

These interconnected challenges – from change management and organizational structure to AI adoption and speed-to-market – are reshaping how subscription businesses operate. While each organization’s journey is unique, clear patterns are emerging in how successful companies are approaching these challenges.

Looking Ahead

The roundtable highlighted how digital subscription businesses are adapting to an increasingly complex technological landscape. While challenges remain in managing change and aligning stakeholders, organizations are finding innovative solutions through restructuring teams, embracing new technologies, and implementing more sophisticated measurement systems.

The future of subscription businesses will likely be defined by their ability to navigate these transformational challenges while maintaining operational excellence. Success will require a delicate balance of technological innovation, organizational agility, and strategic change management. Organizations that can effectively combine these elements while maintaining focus on customer value will be best positioned to thrive in the evolving subscription economy.