Agile Marketing JESS3 & Mindjet Case Study Between The Minds

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JESS3 & Mindjet explore how they used agile marketing to create a wildly successful marketing campaign, a strong brand and agency relationship, and continue to innovate in the social marketing space.

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Agile Marketing JESS3 & Mindjet Case Study Between The Minds

  1. 1. Between Minds:Agile Methodology In Play
  2. 2. Jascha Kaykas-Wolff Brad CohenCMO, Mindjet Dir. Strategy, JESS3@kaykas @supnahmindjet.com jess3.com
  3. 3. Why is Agile Marketing relevantCase Study: Between The MindsTips To Develop A Team To Work In AgileHow To Get Started 3
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  5. 5. Customer =Marketing 5
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  7. 7. Customer =Customer 7
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  10. 10. Customer =Channels 10
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  12. 12. Customer =Customer 12
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  15. 15. Why is Agile Marketing relevantCase Study: Between The MindsTips To Develop A Team To Work In AgileHow To Get Started 15
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  17. 17. JESS3 Content Philosophy1. Snackable2. Visual3. Fractal4. Flexible 17
  18. 18. 3 person team at Mindjet JESS3 team of 33 week sprint Sprint per week 1Daily Scrum Daily Scrum Focus on analytics Focus on creative _ Media Buying Writing & design _ common tools: Daily communications: Not standups Collaboration tools: Mindjet / Basecamp / Dropbox 18
  19. 19. One Example: Thought Leader Vs. Do Leader 19
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  26. 26. Sorry to say, but there’s even more to it than that... 26
  27. 27. The Story Behind The StoryBetween the Minds1. Original concept > Between the Minds Infographic2. Mindjet feedback > more snackable and engaging3. New concept > Between the Minds series re-imagined4. GREAT SUCCESS!!! 27
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  29. 29. The Story Behind The Story5. Series continues with eventual user fatigue6. Next great idea > Pessimist vs. Optimist7. Oops... :( 29
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  31. 31. The Story Behind The Story8. Examine failure and re-enter brainstorming process9. Retool with new series launching soon (cards)10. Ready to adjust / proceed based on performance 31
  32. 32. Why is Agile Marketing relevantCase Study: Between The MindsTips To Develop A Team To Work In AgileHow To Get Started 32
  33. 33. Tips To Develop A Marketing Team To Work In Agile1. People.Consider hiring agency veterans. They have an advantage over internal creative types because they are used to a rapid pace, can focus onmany priorities in short bursts of time, and operate in an environment of high expectations.2. Atmosphere.Eliminate fear. Hire smart people, and let them take risks. Create an environment that’s conducive to experimentation and open to failing—but never in the same way twice.3. Time.Forget the old set-it-and-forget-it attitude or arcane processes of big presentations and sign-offs. Instead, create time-based problems tosolve (e.g., in the next two weeks, we must identify how to integrate Facebook into our website) and use daily scrum check-ins to shareideas and progress against priorities, face to face.4. Tools.Allow the team to focus on the task at hand by using collaboration tools that promote and dynamically capture the group’s thinking andplans. Ensure that your tools are flexible and user-friendly, so all team members can participate—regardless of platform, device, orlocation.5. Leadership.Consistently guide and encourage members to make decisions and execute them while watching the metrics to guide future iterations. Ibelieve in a “get it right, not perfect” approach, which allows for flexibility without obsession and offers the ability to double-down onefforts that are producing results. 33
  34. 34. How to work with an agency using agile methodology1. Trust.Between Client and Agency. If you don’t trust each other, work more closelyuntil you do. Don’t let it fester.2. Viral.You can’t aim for viral, it has to come to you. Create quality content on aregular basis and continually move toward good ideas.3. Flexibility.You can’t plan “viral” and you can’t always predict success. Agile flexibilityallows campaign planning to shift toward success, away from failure, andleave room for experimentation. 34
  35. 35. Why is Agile Marketing relevantCase Study: Between The MindsTips To Develop A Team To Work In AgileHow To Get Started 35
  36. 36. 1. Start Small.DO select one project. DON’T create a sprint.2. Make it Cross-Functional.Pick a project that has lots of traditional handoffs (e.g., writer, designer, developer). Landing page, SEM target.Nurture campaign.3. Create muscle memory.Overuse the standup. Facilitates acceptance of the process. Nothing will help you move through challengesculturally or practically like seeing each other and explicitly focusing on what is being done. You only need one strong success emotionally to get the team excited about the process reorganization into agile. 36
  37. 37. Our Tools 37
  38. 38. 1. Scrum.For projects. We’ve adapted scrum to work for us. We don’t stay to the letter of the ‘scrum’ laws but ‘in the ballpark’works well. Any mid-sized project outside of lights on is run through this process. 3 weeks on 1 week planning forthe next Sprint.2. Kanban.For lights on. We’ve adapted the lean scheduling technique of Kanban to manage day-2-day activities. This processis always in place, even during planning weeks between sprints.3. 60/40 split.Resource management at this level is hard but the general rule of thumb we try to use is 60% of our time is spenton Sprint projects and 40% is lights on.3. Use every technology you can get...Video teleconferencing, phone conferencing, document sharing, idea management, etc. 38
  39. 39. 1. Scrum. For projects. For projects. We’ve adapted scrum to work for us. We don’t stay to the letter of the ‘scrum’ laws but ‘in the ballpark’ works well. Any mid-sized project outside of lights on is run through this process. 3 weeks on 1 week planning for the next Sprint.Planning maps via http://www.mindjet.com 39
  40. 40. 2. Kanban. For lights on. For lights on. We’ve adapted the lean scheduling technique of Kanban to manage day-2-day activities. This process is always in place, even during planning weeks between sprints.Social Task Management / Kanban boards via http://www.mindjet.com 40
  41. 41. 3. Use every technology you can get... Video teleconferencing, phone conferencing, document sharing, idea management, etc.Oracle SRM / Skype / GoToMeeting / Mindjet 41
  42. 42. Thank You!Jascha Kaykas-Wolff Brad CohenCMO, Mindjet Dir. Strategy, JESS3@kaykas @supnahmindjet.com jess3.com

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