Marketing frameworks, like fashion trends, come and go – one minute you’re wearing flares, the next they’re back in storage. So, when Boston Consulting Group recently declared the traditional linear marketing funnel officially obsolete I, like many marketers, might have thought, “Didn’t we already pack that away years ago?” (Anyone remember the McKinsey loop?)
BCG’s article “It’s Time for Marketers to Move Beyond the Linear Funnel” argues that consumer journeys have become fragmented, non-linear, and more complex, and I agree… We’ve known this for some time. In their article, they propose replacing the outdated funnel model with “influence maps,” built around the core behaviours of streaming, scrolling, searching, and shopping. It’s a refreshing call for marketers to adopt more nuanced, flexible frameworks. But let’s be clear – while their framing might feel novel, this shift isn’t exactly revolutionary.
Keep it simple – there’s enough complexity without adding another new framework
At Cognitive Union, we’ve long championed a similar departure from rigid, linear approaches. For years we’ve argued marketers must adopt a genuinely holistic understanding of customer behaviours, focusing on actual engagement and intent rather than the simplified funnel stages of Awareness, Interest, Desire, and Action. We’ve frequently advocated the use of Avinash Kaushik’s “See Think Do Care” framework (and still do), which provides exactly the type of customer-centric, adaptable thinking BCG is now recommending.
Kaushik’s framework offers a straightforward yet sophisticated model, neatly segmenting consumers based on intent rather than merely chronological stages. In “See,” marketers capture a broad audience for whom a one-size fits all message applies. “Think” addresses potential customers who have displayed some intent. “Do” targets customers ready to purchase, and “Care” focuses on retaining and delighting existing customers. This intuitive categorisation recognises today’s complex customer journeys and helps marketers address real consumer needs in real-time.
In contrast, BCG’s “influence maps,” though thoughtful, could risk complicating planning unnecessarily. By segmenting consumer behaviour into the distinct yet overlapping activities of streaming, scrolling, searching, and shopping, marketers might find themselves chasing fragmented interactions rather than creating coherent, meaningful experiences. While recognising the complexity of modern journeys, BCG’s method could inadvertently lead to overly granular, potentially confusing execution strategies. I also worry that it pushes the focus too readily to a channel approach (i.e. some channels are where streaming happens, some channels are where searching happens, etc), but consumer’s intent, likelihood to buy, or whether they are in/out of market, might vary massively when streaming, scrolling, etc.
Keep it Human!
BCG highlights AI as the backbone of their new approach – pointing out AI’s obvious power in personalisation, real-time adjustments, and content creation; but putting AI at the centre without clearly anchoring it to human-led strategic insight could leave brands dependent on automation at the expense of authentic customer connection. Conversely, the “See Think Do Care” approach inherently keeps human understanding and empathy at its heart, leveraging technology as a tool rather than a strategy in itself.
There’s another risk in BCG’s framing—its complexity could overwhelm marketers rather than empowering them. Most marketing teams operate under constraints—budgetary, resource-based, or otherwise. A model which demands entirely bespoke strategies for every micro-journey might create impractical workloads. Kaushik’s approach, meanwhile, provides scalable yet flexible strategies. It allows teams to develop robust messaging and campaigns without getting lost in an endless maze of touchpoints.
Engagement Quality and Relevance over Reach
BCG does though underline some pretty crucial elements of modern marketing strategy. Stressing that influence, attention, and trust must trump reach alone is spot on. Marketers Should be prioritising engagement quality and relevance over just exposure. These principles align neatly with our longstanding beliefs at Cognitive Union and underscore the necessity for adaptive frameworks like Kaushik’s.
So, at CU Towers, we’re in agreement about the death of the linear funnel, and we celebrate BCG for joining us at the funeral, but we are a little cautious about marketers adopting yet another overly intricate alternative. Influence maps might add valuable nuance, but the clarity and simplicity of “See Think Do Care” remain powerful advantages, especially when our teams need to stay on top of rapidly changing consumer behaviours at pace.
The lesson here? Don’t reinvent the wheel just because you’ve realised it’s round. Instead, evolve it practically and thoughtfully, grounded always in a deep, empathetic understanding of your customers. After all, consumers haven’t fundamentally changed—they’ve just found new ways to engage. Your marketing strategy should do the same.
Cognitive Union is a progressive, boutique learning and performance consultancy. We work with forward-thinking businesses. Transforming their people. Shaping their culture. Helping them embrace change and take on the world. Find this blog useful? Sign up to our email newsletter (bottom of this page) where you can receive articles like this and other insights (not publically published), and you can also follow us on LinkedIn.