New industry research into the implementation of the PESO Model®—a strategic framework encompassing Paid, Earned, Shared, and Owned media—has uncovered a significant "perception gap" within marketing and communications departments. Data derived from the recently launched PESO Model® Diagnostic indicates that while a substantial portion of marketing teams describe their operations as "fully integrated," the vast majority remain in the early, foundational stages of the maturity ladder. Specifically, 91% of surveyed teams are currently situated in the bottom half of the maturity spectrum, with exactly zero percent of respondents reaching the highest level of "Leadership" maturity.
The findings, published by Gini Dietrich and the Spin Sucks team, suggest that the transition from a traditional siloed approach to a truly integrated operating system is far more complex than many senior leaders and agency principals acknowledge. This discrepancy highlights a critical challenge for B2B financial services, nonprofits, and consumer brands as they navigate an increasingly fragmented media landscape influenced by artificial intelligence and changing consumer behaviors.
The Self-Perception Gap: Data Insights and Statistical Reality
The core of the research centers on the discrepancy between how marketing teams view their own performance and how they score based on objective operational criteria. According to the diagnostic results, 68% of teams claimed to run the PESO Model as a cohesive system. However, subsequent scoring placed every one of these teams in the bottom two stages of the maturity ladder: Foundation or Pilot.
Further analysis reveals that 47% of respondents identified their efforts as "integrated" across all four media types. Despite this self-assessment, their actual operational workflows aligned only with the Pilot or Foundation levels. Perhaps most striking was the group that rated themselves at the top of the self-rating scale (31% of the total); of these, only two teams actually scored above the "Scale" level.
This data suggests that "integration" is frequently used as a buzzword rather than a description of rigorous cross-functional discipline. The research indicates that most teams are at least one full stage behind where they perceive themselves to be. This misalignment often leads to inefficient resource allocation, as teams may attempt to implement advanced real-time tactics without having the necessary systemic foundations in place.
Chronology of the PESO Evolution: From Framework to Operating System
The current findings represent the third phase of an ongoing study titled "The PESO Operating System." To understand the current data, it is necessary to view it through the lens of the model’s evolution over the last decade.
In the initial phase of the series, researchers argued that the PESO Model had graduated from a simple visual graphic or framework into a comprehensive "Operating System." This shift implies that PESO is no longer just a way to categorize media but a structural requirement for business survival in a digital-first economy.
The second phase identified a growing "discipline problem" exacerbated by the rise of generative AI. As teams lean more heavily on automated content creation, the lack of a structured system to distribute and amplify that content through integrated channels has led to a dilution of brand impact.
The third and current phase—the launch of the PESO Model® Diagnostic—was developed to provide a quantitative benchmark for the industry. The diagnostic was built using modern "vibecoding" techniques and integrated with marketing automation software to track how senior leaders, mid-market marketers, and agency leads across various sectors manage their media mix.
The Six Stages of PESO Maturity
The research categorizes organizational maturity into six distinct rungs. Each stage is defined by specific behaviors, organizational structures, and key performance indicators (KPIs).
Stage 0: Foundation
At this entry-level stage, channels exist but operate in complete isolation. Organizations at the Foundation level are execution-led and channel-organized. There is no unified narrative traveling across Paid, Earned, Shared, and Owned media.
A prominent example cited in the research is Oracle. Despite having significant market share in enterprise AI and major cloud deals, the company’s media types often function as four separate entities with four sets of KPIs. While each channel is active, they do not support or amplify one another, resulting in a loss of potential visibility.
Stage 1: Pilot
The Pilot stage is characterized by the successful execution of a single integrated campaign, while the rest of the marketing function remains siloed. Teams at this level may have established cross-functional meetings, but the discipline has not yet become a permanent part of the organizational DNA.
McDonald’s is noted as a "Pilot at scale" example. While the brand executes world-class integrated moments—such as the Travis Scott Meal or the Grimace Shake—the majority of the year is spent running value menus and regional pushes through separate teams and agencies with little coordination.
Stage 2: Scale
At the Scale level, integration becomes a repeatable behavior rather than a one-off event. Multiple integrated campaigns are run annually, and shared KPIs begin to emerge between marketing and communications departments.
Dove’s "Real Beauty" campaign serves as a classic example of this stage. While the brand has run integrated campaigns for two decades, the function itself often reverts to standard CPG marketing between major launches. The campaigns are integrated, but the operating system is not yet "always-on."
Stage 3: Systemize
Systemization occurs when integration stops being a campaign discipline and becomes a permanent function. Organizations at this level typically employ a dedicated "PESO Integrator" and utilize shared dashboards to track performance across all four media types.
Sephora is highlighted for its systemic integration, primarily through its "Beauty Insider" loyalty program. This data layer connects digital, in-store, and creator signals. However, even at this advanced stage, the system may lack the agility to react to real-time cultural shifts or viral trends before they fade.
Stage 4: Real-Time
At the Real-Time level, the system becomes highly adaptive. Decisions regarding budget reallocation across Paid, Earned, Shared, and Owned media are made in days or even hours based on live performance data.
Netflix is the primary example of a Real-Time operator. When a show becomes a hit, the entire brand pivots instantly. Algorithms, social media, talent circuits, and paid advertising are reconfigured within a week to capitalize on the momentum.
Stage 5: Leadership
Leadership represents the pinnacle of maturity, where the PESO operating system itself becomes a competitive moat. At this stage, the marketing operation is so refined that it is studied by outsiders and influences enterprise-wide strategy, including hiring and product development.
Liquid Death is cited as the rare brand approaching this level. The product—canned water—is secondary to the marketing operation. The brand’s integrated PESO discipline is its primary asset, allowing it to compete with and outlast much larger institutional brands.
Professional Reactions and Industry Implications
The data has sparked a range of reactions from industry veterans and marketing consultants. Many argue that the "91% stuck" figure is a direct result of legacy budget structures. Traditionally, budgets are "owned" by specific departments—Public Relations owns Earned, Advertising owns Paid—which creates a natural resistance to the fluidity required for a true PESO system.
Industry analysts suggest that the lack of a "dedicated integrator" role is the primary bottleneck. Without a specific individual or team responsible for the connective tissue between channels, organizations naturally drift back toward siloes. Furthermore, the rise of "Answer Engines" (AI-driven search) has made the Earned and Owned components of PESO more critical than ever, as AI models rely on credible, high-authority content to generate responses.
The research emphasizes that being at a lower maturity stage, such as Foundation or Pilot, is not inherently a failure. For startups or smaller organizations, a Pilot approach may be the most efficient use of limited resources. The "crime," as defined by the study, is the lack of awareness regarding one’s actual position, which prevents strategic growth.
Broader Impact and Future Outlook
The implications of this maturity gap are significant for the future of brand building. As consumer attention becomes more fragmented, brands that fail to move toward a Systemized or Real-Time model risk becoming invisible. The research suggests that the "next move" for most organizations is not a massive overhaul but a sequence of small, structural changes.
Key recommendations for teams looking to climb the maturity ladder include:
- Establishing a Cross-Channel Standup: Moving from monthly to weekly coordination.
- Developing a Unified Dashboard: Creating a single source of truth for all four media types.
- Appointing an Integrator: Identifying a leader whose primary KPI is the cohesion of the PESO system.
- Ruthless Self-Assessment: Using diagnostic tools to move beyond optimistic self-reporting.
As we move into 2026, the distinction between "marketing" and "operations" is expected to blur further. For organizations that master the PESO Operating System, the reward is "compounding visibility"—a state where every piece of content and every dollar spent on media builds upon the last, creating a durable advantage that competitors cannot easily replicate. For the 91% currently at the bottom of the ladder, the path forward requires a transition from tactical execution to systemic discipline.
