By Robert Berkeley, Executive Chairman, InnerGroup

Nothing is standing still nowadays. Forget about the status quo, folks. At the halfway point of 2025, in-house teams are in flux: adapting, reacting, and rethinking. And judging by our latest LinkedIn straw poll, the “one-size-fits-all” model of team management is being replaced by a patchwork of strategies, each shaped by external pressures and internal realities.

Last week, in our #MondayQuestion series, we asked: as we enter the second half of 2025, how are you managing your in-house team to stay effective?

Here’s what you told us.

45% are hiring freelancers/contractors, crossing their fingers and hoping they have robust Wi-Fi and quickly get to grips with the brief.
18% are growing their team with permanent hires; remember those?

It’s a bit of a seesaw: flexibility on one end, commitment on the other. And it doesn’t stop there. While 9% are maintaining staffing levels, another 27% of in-house agencies are reorganising their workforce.

These findings are not exactly a picture of stability. More like a snapshot of creative chaos and agility. These numbers illustrate the diversity of responses as teams attempt to navigate an unpredictable environment. Leaders are being forced to make tough decisions, often on a weekly basis, based on factors beyond their control, such as inflation, interest rates, trade disruptions, and shifting corporate priorities. There is no universal playbook anymore, only smart, situational decision-making.

So what are we seeing?

Freelancers are filling gaps. Like those emergency substitute teachers. Great for bursts of activity without long-term strings attached. For many, it’s about managing bursts of activity without long-term commitment. Sounds smart, until your top contractor vanishes mid-project or your timeline suddenly shrinks.

Teams are being reorganised. This is more than shuffling the deckchairs. Teams are being reorganised for new business goals; others, out of necessity. Think budget cuts, mergers, and restructures. It’s not always smooth, but it’s often necessary.

And very few are hiring full-time. This indicates that the market remains uncertain, even as we approach the end of 2025.

This is where flexibility wins

The shifts we’re seeing point to a larger truth: marketing operations can no longer rely on rigid structures. Success now depends on how quickly teams can flex, scale, and adapt to changing demands, whether by tapping into external expertise or reorganising internal talent.

A benchmark for adaptability

Given the constant pressure on talent, many in-house teams are asking, “How do we really compare? Are we structured for what’s next?”

Tools like InnerAssessment give a valuable lens for this kind of reflection. By benchmarking team performance, capabilities, and operational gaps, leaders can better understand where they excel and where there’s room to evolve. It’s less about fitting a one-size-fits-all model and more about discovering the operational shape that fits your organisation’s reality.

The big takeaway?

There’s no single correct answer in today’s environment. But one thing is clear: standing still is not an option.

Teams that succeed are those willing to experiment with new operating models, build flexible talent strategies, and use insights to make smarter decisions.

In a market that demands agility and transparency, the in-house teams best positioned for success are those who adapt quickly, using data and flexible approaches to stay aligned and ahead. This separates in-house thrivers from the in-house survivors.

The right structure starts with insight. Benchmarking tools like InnerAssessment can help.

So, as we said at the start, nothing’s standing still anymore. In-house teams are adapting, reacting, and rethinking. Those who flourish will be the ones who keep moving, keep flexing, and keep learning. It’s a wild ride. But hey, that’s 2025 for you.