If we look at the ubiquity of the move in-house in recent years, it’s easy to miss the potential still to be tapped. As explored in our post, Welcome to the In-House Revolution, it’s evident that in-house models have evolved from mere production units to strategic partners driving long-term brand equity and value.
Reports from the Data & Marketing Association state that one of the most significant challenges for in-house teams is “adopting new technology” (35%). With the advent of ChatGPT and other LLMs in recent years, these concerns have since been amplified. The speed and volume of work expected have increased, and with that come trade-offs between efficiency and creative excellence. For in-house teams looking to remain proactive without forfeiting the human imprint that makes work relevant, it’s essential to embrace emerging technologies, adaptive structures and the new measures of success shaping the creative landscape.
As these forces converge, the future of in-housing will be defined not just by how teams deliver work, but by how they are set up to evolve.
Tools transforming creativity
AI is no longer a distant disruption - it’s already embedded in the way we create, market, produce, and do business. Early findings from our AI in the Creative Industries Survey show that 63% of employees have received no formal AI training, and that is despite 60% of employees using AI tools every week, according to our 2025 Salary Census. As the adoption of generative AI tools rises, in-house teams will need to test where automation ends and where human creativity must hold firm. That tension will shape the next phase of in-housing.
Nowhere is this clearer than in the convergence of martech and createch functions. Globally, marketing technology spend is expected to surpass $215 billion by 2027, implying a 13.3% annual growth rate. This is the engine that will drive how content is produced, distributed, and optimised. Now instead of having to create something from nothing, marketing teams can start with data. When data shows what an audience is after, campaign strategies can respond to real market needs instead of relying on assumptions or legacy campaign cycles.
Insight from Clevertouch shows a three-fold increase in brands using their data for more personalised campaigns. Yet, although investment in these tools is increasing, there is still a severe underutilisation of existing marketing technology - especially in the UK, where only 15% of Clevertouch’s respondents rated their utilisation level a 10 out of 10.
In-house teams that can leverage the data and tools available to create hyper-personalised experiences will lead the charge. Technology is changing the way we do business, yes, but the why should remain constant: connecting with ideal audience groups in a real and relatable way.
These tools can help in-house teams do this better, but the impact of current AI adoption strategies is unclear. More early data from our AI Survey revealed that 54% of businesses do not measure the impact of AI in their organisation. Technological advancements are only useful when it has a clear purpose. Organisations cannot merely invest in tools and software; they also need to ensure their workforce is set up to use them effectively - that’s how you build a team that can bridge the gap between technical fluency and creative execution.
Structured for success
These technological advancements also impact how roles and teams are structured. According to the PwC 2024 AI Jobs Barometer, AI-exposed roles are seeing skills evolve 25% faster than in other sectors. Due to the current pace of change, our post, Hiring Future-Proof Talent, unpacks why roles can no longer be built around a single discipline; instead, they increasingly blend creative, technical, and strategic responsibilities into something new.
The World Economic Forum’s Future of Work report further highlights this shift. With 43% of companies expecting to reduce their current workforce due to technological integration or automation, human effort will remain crucial for tasks involving managing, advising, decision-making, reasoning, communicating and interacting. That means, beyond staying up to date with new tools, to sustain their edge, in-house teams will also have to prioritise keeping their interpersonal skills sharp.
Successful cross-functional collaboration is becoming the real differentiator between unrealised ideas and measurable success. As is evident in the same Future of Work report, 42% of companies expect to expand the use of contractors doing task-specialised work. Even as in-house teams scale, external partners will remain crucial to provide specialist expertise or increased capacity. What’s encouraging is that the IHALC In-House Agency Benchmarking Survey found that almost two-thirds (64%) of in-house teams see external agencies as partners rather than rivals. To further maximise this partnership, in-house teams need to view external agencies as a natural extension of internal strengths - developing and producing as one team.
Further, the evolution of in-house models is changing how success is measured. Beyond efficiency, new priorities are emerging:
- Innovation velocity: How fast ideas can move from concept to market. The IHALC Survey shows that in-house teams are more equipped to respond with the necessary agility, since 44% say that 30–50% of their work is reactive.
- Brand resilience: The ability to adapt under pressure while maintaining long-term consistency. Sitting closer to the heart of the organisation, in-house teams can deliver continuity and consistency amid market disruptions.
- Cultural relevance: Extending the view past only short-term metrics to build a brand that remains meaningful over time. Positioned at the intersection of internal movements and audience expectations, in-house teams can work at cultivating lasting customer loyalty.
Positioned for influence
Lastly, the real opportunity for in-house teams is their unique position to drive long-term value. Harvard Business School Online's Business Insights describes brand equity as the combination of consumer perception, positive associations, and trust that builds over time. By sitting closer to both the brand and its audience, in-house can take ownership of that process.
Yes, in-house teams serve as the brand custodians, but they are also becoming audience advocates inside their organisations. When every interaction and insight gained creates a connection with the audience, magic can happen. In-house teams can leverage this connection to exert their influence on product development and business strategy. That looks like delivering goods and services that the audience actually desires.
By stewarding this synergy, in-house teams will ensure that the promises made in campaigns align with lived experiences. This is how they can build brand equity. For brands, this isn’t simply a marketing advantage; it’s a growth driver rooted in trust and relevance.
It’s clear that the future of in-housing is no longer about efficiency alone. To fully harness the potential of your in-house team, ensure you match your business ambitions with capability and agility, because the teams that will thrive will be those that grow with intention.
We cannot predict the future, but we can help you prepare for it. If you’re looking to scale your in-house team, whether with permanent hires or freelance expertise, we can help you build a future-fit function: talk@majorplayers.co.uk
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