Agile Marketing: Managing Marketing in High Gear
 

Agile Marketing: Managing Marketing in High Gear

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There are two kinds of companies in the digital world: the quick and the dead. ...

There are two kinds of companies in the digital world: the quick and the dead.

Marketing software empowers you with the technology to act and react swiftly to new opportunities. But to take advantage of that power, marketing needs to adapt how it manages its activities to thrive at this new clockspeed. Agile marketing is the ideal management methodology for this environment.

Learn:
- The process of agile marketing
- Examples of how other companies have adopted it
- Steps for getting started
- How other companies are integrating agile with budgeting, long-term planning, metrics & multi-team coordination

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  • Full Name Full Name Comment goes here.
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  • Good stuff, Scott! I'm a big fan of the blog, and the work that you're doing.
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  • Such a helpful presentation, thanks for sharing all of this great information!
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  • Thanks, Mike.

    I agree with you -- the people part of the equation (and the processes that revolve around them more than around the technology) may be the most crucial, but it doesn't always get its due attention in our discussions about 'digital transformation.'

    Thanks for the reference to Abbe Moshowitz -- that's a great point.
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  • Scott,
    You're one of the few folks putting it all together. You've just added a crucial element to your three circles (strategy, marketing and technology) and that's people. The sweet spot is the intersection of those 4 circles. The interactions between and among people as they carry out their work (a.k.a. known as processes) need to be aligned with the same principles upon which you develop your technologies and platform (a.k.a systems). Breakdowns at the process level are why Abbe Moshowitz's assessment in 1976 holds true today - 20% of systems investments deliver the results planned, 40% offer some marginal contribution and 40% are rejected or fail. Great stuff!
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Agile Marketing: Managing Marketing in High Gear Agile Marketing: Managing Marketing in High Gear Presentation Transcript

  • Agile Marketing Managing Marketing in High Gear by Scott Brinker @chiefmartec
  • Co-founder & CTO Software and services for marketing apps. Author & Editor Blog on the entwining of marketing & technology.
  • Marketing used to work like this. A B
  • Today, it feels more like this. A B
  • Today, it feels more like this. Faster cycle speeds Fragmented channels Feedback loops Frequent disruptions
  • A Ferrari is complicated.
  • A rainforest is complex.
  • Marketing used to be complicated — now it is complex.
  • Marketing used to be complicated — now it is complex.
  • Marketing used to be complicated — now it is complex.
  • Marketing used to be complicated — now it is complex.
  • How should marketing management adapt to a complex environment?
  • “…helping the companies thrive under conditions of high uncertainty and rapid change.”
  • So, how do we get there from here?
  • So, how do we get there from here? (This is a nicer metaphor, no?)
  • Plan Review Produce Deploy Traditionally, marketing management followed a relatively well-structured, staged plan. It might be a quarterly or yearly plan.
  • The “waterfall” approach to management.
  • Plan Review Produce Deploy Traditionally, marketing management followed a relatively well-structured, staged plan. It might be a quarterly or yearly plan. “Waterfall” is a predictive approach to management.
  • This isn’t very predictable. A B This was relatively predictable.
  • Going back up the waterfall is perilous.
  • Since we’re living in this world now…
  • Since we’re living in this world now… …we should figure out how to thrive in it.
  • A source of inspiration: agile software development.
  • http://agilemanifesto.org
  • Agile software developers invented many new adaptive management methodologies… (This is why marketers should be in charge of naming.) …the most popular is Scrum.
  • Want a great introduction to Scrum? Read the first three chapters of this book.
  • 72% Improved team morale 71% Faster time-to-market 75% Increased productivity 77% Improved project visibility 84% Ability to change priorities Source: VersionOne 6th Annual State of Agile Survey Agile has been very helpful in taming the chaos of software development... Benefits reported by software teams who have adopted agile methods
  • Could we adapt those agile methods to help marketing tame its chaos?
  • Could we adapt those agile methods to help marketing tame its chaos? We might have to improvise a bit, since marketing is different…
  • Before we starting improvising though, let’s consider the Scrum agile methodology… team process philosophyartifacts
  • I’d like to sing a song of a new methodology…
  • Stop that! There’ll be no new methodologies while I’m here...
  • No worries, I’m not the agile police. Consider this a buffet of ideas for agility… You can take the pieces that work for your organization — and leave the rest. team process philosophyartifacts
  • Just don’t report me to the agile police. Deal? (I’m an evangelist, not a fundamentalist.)
  • Scrum revolves around small, hands-on teams — typically no more than 10 people. • Self-managing • High communication • Team-wide visibility • Low overhead • Esprit de corps
  • There are two special roles on a traditional Scrum team: Product Owner The voice of the customer. Scrum Master Facilitates the process.
  • However, in most agile marketing teams, these roles are combined into a single team lead. Depending on scale, this role may be a manager, a director, a VP… or the CMO. After all, in marketing, everyone should be tuned in to the voice of the customer.
  • Larger organizations can have multiple teams. Ambassadors from each team can coordinate together.
  • In theory, anyone can be an ambassador. In practice, in marketing, it’s usually the team leads who meet. CMO Reporting up to the CMO
  • Agile teams thrive with “T-shaped” people — each may have a specialty, but all are willing to help out across a wide range of tasks. T T T T T TT There are never any idle resources on an agile team. Agile teams dynamically rebalance work as needed.
  • Sprint Planning Sprint Sprint Retrospective Daily Stand-up 1 day 2-4 weeks Sprint Review Update Backlog The Scrum Process: An Iterative Cycle
  • Update Backlog Scrum operates around tasks, often characterized as “user stories” or “cards.” • Meaningful chunks of work (not too big, not too small) • Briefly described — can fit on a post-it note • Larger projects are divided into a cluster of tasks • Tasks may have different sizes — S, M, L, XL In marketing, think of these as stories along the buyer’s journey.
  • Update Backlog • Write a case study • Configure new nurture email campaign in MAP • Create a landing page • Launch new Google keyword group • Connect with a social media influencer Sample tasks in a backlog:
  • Update Backlog • Write a case study • Configure new nurture email campaign in MAP • Create a marketing app • Launch new Google keyword group • Connect with a social media influencer Sample tasks in a backlog: ion interactive has recently unveiled a new “marketing apps” platform.
  • 1 2 3 4 5 6 7 8 9 10 11 Update Backlog The product owner (or manager or team lead) must prioritize the tasks on the backlog. Clarity around prioritization is one of the most important facets of agile marketing.
  • 1 2 3 4 5 6 7 8 9 10 11 Sprint Planning Sprint planning is a meeting of the team at the beginning of the sprint to commit to the tasks they will complete within that sprint.Sprint planning is usually time-boxed to no more than a few hours.
  • 1 2 3 4 5 6 7 8 9 10 11 1 2 3 4 5 To Do In Progress Done Sprint Planning These are the tasks to be completed within this sprint. Self commitment is another key cultural aspect of agile marketing.
  • You can manage your agile task board using software.
  • You can make your agile task board simple or elaborate.
  • Sprint Then the sprint begins! Sprints are typically one week to one month long. Long enough to get real work done. Short enough to enable feedback, iteration, and adaptation.
  • Sprint Then the sprint begins! Sprints are typically one week to one month long. Long enough to get real work done. Short enough to enable feedback, iteration, and adaptation. You want a high ratio of work time to planning and review time.
  • Sprint Ideally, commitments and priorities are not changed while the sprint is in progress. Minimize “fire drills” that derail work in progress New work is queued in the backlog for the next sprint. This lets the team focus more productively.
  • Sprint If something must be added mid-sprint, then it is prioritized relative to the other tasks. 1 2 3 4 5 6 7 8 9 10 11
  • 1 3 4 5 6 7 8 9 11 12 Sprint If something must be added mid-sprint, then it is prioritized relative to the other tasks. This may result in another task being “bumped” out of the sprint. 2 10 This is a key mechanism in agile marketing to help other stakeholders recognize trade-offs.
  • To Do In Progress Done Sprint Teammates take on tasks in order of priority. Tasks moved to in progress and then to done. Transparency is a big feature of agile marketing: everyone can see what’s done, what’s in progress, what’s up next.
  • Sprint Every day during the sprint, the team meets for a daily stand-up. It’s time-boxed to 15 minutes — and held standing up (to remind people to keep it to 15 minutes). Meeting every day for a few minutes helps keep the team in sync.
  • Stand-ups are best done in person, but videoconferencing can also work. Skype, Google Hangouts, GoToMeeting, WebEx, ReadyTalk
  • Sprint During the stand-up, each team member answers three questions: 1. What did I do yesterday? 2. What am I going to do today? 3. Are there any impediments in my way? Problems can’t lurk in the dark
  • To Do In Progress Done Sprint Review At the end of the sprint, the team has a review meeting to discuss/demo what was produced — again, typically time-boxed to an hour or two.
  • Sprint reviews often include other key stakeholders and managers to get feedback.
  • Sprint Review The sprint review is a great opportunity for the team to receive recognition…. To give the rest of the organization visibility into what they’re doing… And to collect feedback that can lead to new ideas added to the backlog for future sprints.
  • Sprint Retrospective After the review, the team has a meeting — a retrospective — among themselves to discuss their process. 1. What went well in this sprint? 2. What could be improved in our next sprint? Focusing on how things were done, not just what was done.
  • Retrospectives explicitly enable teams and processes to continually evolve.
  • Sprint Planning Sprint Sprint Retrospective Daily Stand-up 1 day 2-4 weeks Sprint Review Update Backlog …and then the cycle repeats.
  • Stop that! There’s no way that would work here because...
  • Let’s bust some agile marketing myths.
  • Myth #1: Agile marketing is a euphemism for “work faster.”
  • Agile marketing produces faster results because it enables incremental and iterative delivery. One Big Waterfall vs. Many Small Agile Sprints
  • Each sprint cycle provides an opportunity to: • Reap the benefits of a smaller deliverable • Adjust your approach based on feedback • Stop wasting time on things that aren’t effective — rebalance your investment • Experiment with innovative, new ideas
  • Agile marketing isn’t about working more or faster. It’s about better allocating your time and energy into activities that produce results.
  • 1 2 3 4 5 To Do Agile marketing actually helps prevent burnout by clearly prioritizing what’s important… By letting the team self- commit to a sustainable volume of work… By letting the team focus on their work in the sprint… And by reducing “fire drills.”
  • 1 2 3 4 5 6 7 8 9 10 11 Agile marketing also increases visibility of the full extent of the work being done… 1 3 4 5 6 7 8 9 11 12 2 10 And helps all stakeholders recognize the trade-offs of inserting new tasks.
  • Myth #2: Agile marketing is a euphemism for “quick and dirty.”
  • First: small can be beautiful. Every increment and iteration in agile marketing can be produced with love. Quick ≠ Dirty
  • Agile is great for small projects that are produced and deployed within a single sprint. But agile also lets you build a larger project over several sprints. Part I Part II Part III Each part can benefit from internal review — and is then deployed when it’s complete.
  • This is an incremental approach — each step offers you a chance to adjust your trajectory. Part I Part II Part III Version 1 Version 2 Version 3 This is an iterative approach — each step offers you a chance to refine your deliverable based on real-world feedback.
  • Version 1 Version 2 Version 3 This is an iterative approach — each step offers you a chance to refine your deliverable based on real-world feedback. An iterative approach lets you “fail fast” (and that’s a good thing!) Try new ideas on a small scale before you have to commit to scaling them.
  • To Do In Progress DoneIn all cases, management still sets the expectations for what is considered quality work. Quality control is then enforced in agile marketing through the definition of done.
  • Rushing sloppy work to market is not agile — it’s just sloppy.
  • time marketingproductivity Agile Marketing Robust “Done” Agile Marketing Weak “Done” Traditional Marketing Rushing out sloppy work ends up costing you time
  • Reducing mid-sprint “fire drills” also helps improve quality and consistency.
  • Myth #3: Agile marketing is short-sighted — no long-term planning.
  • Agile marketing isn’t about eliminating long-term plans. It’s about implementing long-term plans in a way that is more responsive and adaptive.
  • A strong, clear vision is the fuel that powers the agile process.
  • Connect long-term vision with the current sprint through prioritization of the backlog. Connect the current sprint to long-term vision during sprint review. Minimize “fire drills” while sprint is in progress to help maintain strategic focus.
  • But we should acknowledge that the traditional annual marketing plan is lagging.
  • That is a dead marketing plan. The “marketing plan” must become adaptive — and have the ability to self-correct.
  • The modern marketing plan is less gospel, more jazz — room for improvisation. Tweetable moment?
  • Having too rigid of a plan is suboptimal in a dynamic environment.
  • Of course, being too “exploratory” without enough focus is suboptimal too.
  • Agile marketing is about balancing a clear direction with responsive adaptability.
  • Budgeting should adapt in a similar way: strategic buckets with in-bucket flexibility.
  • You can adapt agile methodologies to best fit your organization.
  • A Scrum-based approach is just one way to embrace an agile philosophy.
  • Or create your own methodology, drawing upon these 6 agile marketing philosophical principles…
  • Adaptability Shift happens. Embrace and benefit from change instead of fighting it. “Adapt or die.” – Billy Beane Adaptability is a frame of mind.
  • Prioritization When everything is high priority, nothing is. Give everyone a mechanism to agree on what is important. Make trade-offs intentionally, not accidentally.
  • Transparency Helps teams coordinate in a highly dynamic environment. Give knowledge workers knowledge. Build trust by providing visibility and open communications — increasing team performance.
  • Responsiveness Harness the feedback loops from the digital world. React swiftly to new threats or opportunities. An iterative and incremental approach with short, frequent planning cycles lets you respond rapidly to the world.
  • Empowerment Give teams greater responsibility to make a difference, to shape their work — and to be recognized for their contributions. An empowered front-line can improve your reaction speed.
  • Experimentation Enable ways for teams to try new innovations quickly, frequently, and on a small scale. Create the flexibility to scale up the winners and drop the duds. “The best way to have a great idea is to have lots of ideas.” – Linus Pauling
  • Colin Powell held 15-minute daily “stand-ups” at the State Department. If there’s an issue in Europe, I want the head of African diplomacy to know about it.
  • “To the uninitiated (and sometimes even to those in the industry), this way of working feels like barely controlled chaos.” www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058 February 2013
  • “Accelerated cycles, increased transparency, and teaming outside the typical organizational boundaries (both within and outside the company) will have great impact.” www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058 February 2013
  • Co-founder & CTO ion interactive, inc. http://ioninteractive.com sbrinker@ioninteractive.com Twitter: @chiefmartec Author & Editor Chief Marketing Technologist http://chiefmartec.com Thank you! Please feel free to reach out to me if I can help in any way.