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Summit 2013 - Scott Brinker Presentation

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Scott Brinker's agile marketing can be an especially good fit for content marketing, social media marketing, and conversion optimization program

Scott Brinker's agile marketing can be an especially good fit for content marketing, social media marketing, and conversion optimization program

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  • 1. Agile Marketingby Scott Brinker @chiefmartec #mus13
  • 2. Don’t panic, but…
  • 3. Marketing is exploding.
  • 4. Explosion oftouchpoints.
  • 5. Explosion of content.
  • 6. Explosion of devices.
  • 7. Explosion of technologies.
  • 8. Explosion of data.
  • 9. “There must be a ponyin here somewhere!”
  • 10. Explosion of ideas.
  • 11. Holy cats!It’s a full-time jobjust keeping up withall the things youshould be keepingup with.
  • 12. Okay, a little panic is appropriate.
  • 13. Unprecedented scale of change.
  • 14. Unprecedented speed of change.
  • 15. Stop the ride.I’m going to be sick.
  • 16. Sorry, this is the new normal.
  • 17. Real-time marketing.
  • 18. High-metabolismmarketing.
  • 19. What’s next? Something even faster?
  • 20. Warp-drive marketing?
  • 21. Is it too lateto consider a career changeto something more tranquil?
  • 22. Like a role on Deadliest Catch?
  • 23. TRUE FACT:Commercial Alaskan king crabfisherman have longer averagetenure than CMOs.
  • 24. Source: CMO Survey, February 2013, www.cmosurvey.orgCMO tenure: 4.8 years
  • 25. But we love marketing.
  • 26. We need a more enlightenedapproach to change.
  • 27. Agile marketing.
  • 28. Buzzworddu jour?
  • 29. Who wouldn’t want to be agile?
  • 30. Little-a agile: an adjective.
  • 31. Big-A Agile: a methodology.
  • 32. Let’s just go with “agile marketing”because shift keys are a pain.
  • 33. “Agile marketing” isapplying agile management methodsin the context of marketing.
  • 34. So what is agile management?
  • 35. An iterative and adaptive process
  • 36. An iterative and adaptive processwhere small, highly-collaborative teams
  • 37. An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,
  • 38. An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,
  • 39. An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,to deliver emergent solutions,
  • 40. An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,to deliver emergent solutions,emphasizing transparencyamong all stakeholders.
  • 41. Gobbledygookon the stage.FOUL:
  • 42. An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,to deliver emergent solutions,emphasizing transparencyamong all stakeholders.
  • 43. An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,to deliver emergent solutions,emphasizing transparencyamong all stakeholders.
  • 44. A brief history of “agile.”
  • 45. It began with software engineers...
  • 46. “Waterfall” project management.
  • 47. This is a predictive process,not an adaptive one.
  • 48. In the real world, things change.
  • 49. Going back up the waterfallis perilous.
  • 50. There must be a better way.
  • 51. agilemanifesto.org
  • 52. Scrum is the #1 agile framework.
  • 53. An agile task board.
  • 54. As a ____(role)_____,I want __(goal/desire)_so that __(benefit)___.Driven by user stories.
  • 55. Sprints: 1-4 weeks,4-8 cross-functional people.
  • 56. T-shaped people.
  • 57. The daily 15-minute stand-up.
  • 58. 1. What did I do yesterday?3 Questions of the Daily Stand-up:
  • 59. 1. What did I do yesterday?2. What am I going to do today?3 Questions of the Daily Stand-up:
  • 60. 1. What did I do yesterday?2. What am I going to do today?3. Are there any impediments in my way?3 Questions of the Daily Stand-up:
  • 61. Potentially shippable increment.
  • 62. The sprint review.
  • 63. The sprint retrospective.
  • 64. Inspect, adapt, repeat.
  • 65. 84% Ability to change prioritiesBenefits of adopting agile:Source: VersionOne 6th Annual State of Agile Survey
  • 66. 77% Improved project visibility84% Ability to change prioritiesBenefits of adopting agile:Source: VersionOne 6th Annual State of Agile Survey
  • 67. 75% Increased productivity77% Improved project visibility84% Ability to change prioritiesBenefits of adopting agile:Source: VersionOne 6th Annual State of Agile Survey
  • 68. 72% Improved team morale75% Increased productivity77% Improved project visibility84% Ability to change prioritiesBenefits of adopting agile:Source: VersionOne 6th Annual State of Agile Survey
  • 69. 72% Improved team morale71% Faster time-to-market75% Increased productivity77% Improved project visibility84% Ability to change prioritiesBenefits of adopting agile:Source: VersionOne 6th Annual State of Agile Survey
  • 70. What does this have to dowith marketing?
  • 71. The marketing planis dead.
  • 72. Who killed themarketing plan?
  • 73. The connected customer.
  • 74. ZMOT: Winning the Zero Moment of Truth, Jim Lecinski
  • 75. Hey, whotwisted upmy funnel?
  • 76. The Cynefin Framework(pronounced ku-nev-in)
  • 77. A Ferrari is complicated.
  • 78. A rainforest is complex.
  • 79. Marketing used to be complicated.
  • 80. Marketing used to be complicated.Now it is complex.
  • 81. This is complex.
  • 82. This is complex.
  • 83. This is complex.
  • 84. From Stretched to Strengthened, IBM Global CMO Study 2011
  • 85. What do you do ina complex environment?
  • 86. Probe, sense, respond.Experiment.
  • 87. That, sir, is a deadmarketing plan.
  • 88. The yearly marketing plan processkind of looked like this:
  • 89. “Little strategy” marketing cycleskind of look like this:
  • 90. Could we adaptagile developmentmethodologiesto help us managecomplex, modernmarketing?
  • 91. Short answer: yes.
  • 92. Agile Development Values
  • 93. Individuals and interactionsover processes and tools.Agile Marketing Values
  • 94. Self-organizing teams.High-bandwidthcommunications.Direct customer interactions.
  • 95. Responding to changeover following a plan.Agile Marketing Values
  • 96. Respond to market feedback.Avoid “sunk cost” traps.Act on new opportunities.
  • 97. Remarkable customer experiencesover formalized internal procedures.Agile Marketing Values
  • 98. Marketing is not manufacturing.“The model is not reality.”Customers don’t see silos.
  • 99. Testing and dataover opinions and conventions.Agile Marketing Values
  • 100. Beware the HiPPO.Detect when things change.Seek “validated learning.”
  • 101. Many small experimentsover a few large bets.Agile Marketing Values
  • 102. Adaptive and iterative campaignsover “Big Bang” campaigns.Probe, sense, respond.Discovery over prophecy.
  • 103. Agile principles have many advocates.
  • 104. Big data thrives with experimentation.
  • 105. Big DataBigTestingBigExperienceGeneratehypothesesProve cause-and-effectDeliver betterexperiences
  • 106. Agree in principle?How does that translate into practice?
  • 107. If agile developmentdelivers software, whatdoes agile marketingdeliver?
  • 108. We ship content!
  • 109. Stories along thebuyer’s journey.As a ___(persona)____,I want __(goal/desire)_so that __(benefit)___.
  • 110. Marketing missions withsmall, discrete components.
  • 111. Content marketingis great for agile marketing.
  • 112. Social media marketingis great for agile marketing.
  • 113. Web developmentis great for agile marketing.
  • 114. Search engine optimization (SEO)is great for agile marketing.
  • 115. Mobile app developmentis great for agile marketing.
  • 116. Marketing automationis great for agile marketing.
  • 117. PPC advertisingis great for agile marketing.
  • 118. Landing page optimizationis great for agile marketing.
  • 119. Landing page optimizationis great for agile marketing.
  • 120. Mobile landing page optimizationis great for agile marketing.
  • 121. Disclosure: my company sellssoftware for agile production ofamazing landing pages (and more).
  • 122. Blatant self-promotionon the stage.FOUL:
  • 123. Many marketing missions canbe broken into discrete chunks foriteration and adaptation.
  • 124. How do you get started?
  • 125. Read “Essential Scrum”by Kenneth S. RubinFor software development,but Chapter 2 will give you agreat high-level explanationof Scrum, and Chapter 3 isone of the best articulatedarguments for adoptingagile for any executive.
  • 126. http://chiefmartec.com/category/agile-marketing/http://www.agilemarketing.nethttp://www.seomoz.org/blog/agile-marketing-whiteboard-fridayhttp://www.agilemarketingblog.comhttp://agilemarketingmanifesto.orghttp://www.wordstream.com/blog/ws/2012/10/01/agile-marketing-guidehttp://neilperkin.typepad.com/only_dead_fish/agile-planning.htmlhttp://gregmeyer.com/?s=agile+marketingRead more specifically about“agile marketing” on the web:
  • 127. Share and discuss withwith colleagues.Not just marketing:sales, IT, and beyond.
  • 128. Win executive support.
  • 129. Get volunteers for yourfirst agile team.
  • 130. Modest expectationsfor your first sprints.Prepare for acclimation.
  • 131. Focus on being agile,not just doing agile.
  • 132. Brace yourself for resistance.
  • 133. Most sacred cowsare not agile.
  • 134. 52% Inability to change cultureWhy agile adoption fails:Source: VersionOne 6th Annual State of Agile Survey
  • 135. 39% General resistance to change52% Inability to change cultureWhy agile adoption fails:Source: VersionOne 6th Annual State of Agile Survey
  • 136. 34% Lack of manager support39% General resistance to change52% Inability to change cultureWhy agile adoption fails:Source: VersionOne 6th Annual State of Agile Survey
  • 137. “To the uninitiated (and sometimeseven to those in the industry),this way of working feels likebarely controlled chaos.”www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058February 2013
  • 138. “Of primary concern is thetemptation to fall back intotraditional command-and-controlmanagement styles—to demand fail-safe business planswith defined outcomes.”– David J. Snowden and Mary E. BooneA Leader’s Framework for Decision MakingChallenge in a Complex Domain
  • 139. Is it worth it?
  • 140. “Accelerated cycles,increased transparency,and teaming outside thetypical 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_3058February 2013
  • 141. Punctuated equilibrium.
  • 142. “Adapt or die.”– Billy Beane
  • 143. Marketing is exploding.
  • 144. Harness the explosions.
  • 145. Harness the explosions.Agile marketing:for a world of constant change.
  • 146. Thank you!Want to reach me?sbrinker@ioninteractive.comTwitter: @chiefmartecSoftware to help you be agile:http://ioninteractive.comMore about agile marketing:http://chiefmartec.com
  • 147. Credits:Inspiration from these brilliant people (and others):Matt BlumbergJohn CassJonathon ColmanFrank DaysJim EwelNeil PerkinTodd ShimizuJascha Kaykas-WolffAgile MarketingKent BeckRon JeffriesMitch LaceyRobert C. MartinKenneth S. RubinMichael SahotaKen SchwaberJeff SutherlandAgile DevelopmentDavid ArmanoBrian ClarkSteve DenningJim ManziEric RiesPeter SimsDavid J. SnowdenBrian SolisAnd More
  • 148. Thank you!Want to reach me?sbrinker@ioninteractive.comTwitter: @chiefmartecSoftware to help you be agile:http://ioninteractive.comMore about agile marketing:http://chiefmartec.com