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ITSMA Agility Survey: Accelerating the Move to Agile Marketing

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The vast majority of B2B marketers (91%) recognize the importance of increasing marketing agility, but most have only recently begun to take action or are still in the planning stage.

The good news is that a majority of those that have already started down the road to agile are seeing results, especially in areas such as campaign development and execution, digital and social marketing, and content marketing.

ITSMA’s study, Accelerating the Move to Agile Marketing, documents the progress companies are making in agile, the specific approaches they are taking, the benefits they are seeing, and the keys to organizational success. The study also includes case study examples from companies including Capgemini, Optum, PwC, Dell, Avanade, EMC, and Black & Veatch.

The study utilizes a broad definition of Marketing Agility—“Improving the speed, predictability, transparency, and adaptability to change of the marketing function”—and highlights homegrown approaches along with methodologies borrowed from agile software development. In fact, companies following homegrown approaches can be just as effective as those employing scrum or lean, according to the study.

Most important, the study highlights five organizational behaviors that correlate most with impact from agile marketing initiatives: Collaboration, Experimentation, Digital first, Free flow of information, and Continuous measurement.

Based on survey data as well as in-depth interviews from a range of large B2B technology and services firms, the study provides detailed data on:

The importance of marketing agility
The current state of marketing agility
The approaches taken to increase agility
Corporate and marketing leadership to drive agility
Key contributors to agility
The metrics and benefits of increased agility
The study includes both aggregate data for all respondents and comparative data between Agile Marketing Leaders and Followers.

Study Methodology
Web-based Survey
Survey invitations were emailed during April–May 2016 to ITSMA member and select non-member companies

149 primarily marketers at B2B technology and business services companies completed the survey

Qualitative Interviews: Amdocs, Avanade, Black & Veatch, Booz Allen Hamilton, Capgemini, Cisco Systems, Dell, Genpact, HCL, IBM, Neudesic, Optum, Rimini Street, SITA, and Vodafone.

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ITSMA Agility Survey: Accelerating the Move to Agile Marketing

  1. 1. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 1 Accelerating the Move to Agile Marketing ITSMA Agility Survey | Abbreviated Summary | May 2016 Julie Schwartz, Senior Vice President, Research and Thought Leadership, ITSMA This abbreviated summary highlights some of the most significant findings of ITSMA’s Accelerating the Move to Agile Marketing. A more in-depth analysis can be found in the full report http://www.itsma.com/research/accelerating-move-agile-marketing/ Abbreviated Summary
  2. 2. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 2 recognize the importance of marketing agility 91% 23%have already taken steps to make their marketing organizations more agile The vast majority of B2B marketers (91%) recognize the importance of increasing marketing agility, but most have only recently begun to take action or are still in the planning stage. 40%are currently redesigning marketing processes and organizations to improve agility Source: ITSMA Agility Survey, April 2016 (N=149) 20%are planning to take action
  3. 3. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 3 The good news is that a majority of those that have already started down the road to agile are seeing results, especially in areas such as campaign development and execution, digital and social marketing, and content marketing. These are the Agile Marketing Leaders: Source: ITSMA Agility Survey, April 2016 (N=70) of marketers that have already started down the road to agile are seeing results 58%
  4. 4. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 4 ITSMA’s new study, Accelerating the Move to Agile Marketing, documents the approaches taken to increase agility and the five organizational behaviors that correlate most with impact from agile marketing initiatives: the equal effectiveness of following either a homegrown approach or software development-inspired approach to marketing agility There are two roads that lead to agile marketing % of Respondents (N=122) Source: ITSMAAgility Survey, April 2016 Adopting new methodologies borrowed from the software development and/or manufacturing world Taking another approach 6634 48 42 32 30 29 29 14 12 6 Scrum, although popular, is not the only way to achieve marketing agility Which approaches have you taken to increase marketing agility? % of Respondents (N=122) Note: Multiple responses allowed. Source: ITSMAAgility Survey, April 2016 Marketing organization restructuring Own homegrown approach Scrum Flexible staffing and/or outsourcing Lean Design thinking Six Sigma Kanban No particular approach Marketers following homegrown approaches can be just as effective as those employing scrum or lean Note: Multiple responses allowed. Source: ITSMAAgility Survey, April 2016 Which approaches have you taken to increase marketing agility? % of Respondents 45 50 30 35 33 28 23 18 3 49 38 33 28 27 29 10 10 7 Marketing organization restructuring Own homegrown approach Scrum Flexible staffing and/or outsourcing Lean Design thinking Six Sigma Kanban No particular approach Agile Marketing Leaders (N=40) Agile Followers (N=82) 1 2 3 4 5 Collaboration Experimentation Digital 1st Free flow of information Continuous measurement
  5. 5. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 5 The study also provides case studies examples and lessons learned from: Source: ITSMA Agility Survey, April 2016
  6. 6. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 6 Methodology Source: ITSMA Agility Survey, April 2016 Web-Based Survey Survey invitations were emailed during April-May 2016 to ITSMA member and select non-member companies 149 Primarily marketers at B2B technology and business services companies completed the survey 15 Qualitative Interviews ● Amdocs ● Avanade ● Black & Veatch ● Booz Allen Hamilton ● Capgemini ● Cisco Systems ● Dell ● Genpact Methodologyand Respondent Demographics ● HCL ● IBM ● Neudesic ● Optum ● Rimini Street ● SITA ● Vodafone Description of an Agile Marketing Organization For the purposes of this survey, we are defining Marketing Agility as: Improving the speed, predictability, transparency, and adaptability to change of the marketing function. Agile marketers value: ● Responding to change over following a plan ● Rapid iterations over Big-Bang campaigns ● Testing and data over opinions and conventions ● Numerous small experiments over a few large bets ● Individuals and interactions over target markets ● Collaboration over silos and hierarchy Source: http://www.agilemarketing.net/what-is-agile-marketing/
  7. 7. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 7 Respondent Demographics Job Title or Level Job Role Company Organization C-level 7% VP/Senior VP 17% Director 38% Manager 22% Individual contributor 16% Marketing 88% Corporate executive team (CEO, President, COO, CFO) 5% Sales 3% Other 5% Primarily B2B 93% Both B2B and B2C 5% Primarily B2C 2% Sell both products and services 46% Primarily sell services (10% or less revenue from products) 42% Primarily sell products (10% or less revenue from services) 12% % of Respondents (N=149) Source: ITSMA Agility Survey, April 2016 Methodologyand Respondent Demographics Which of the following best describes your …
  8. 8. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 8 13 5 7 5 26 7 Less than $50M $50M up to $99M $100M up to $499M $500M up to $999M $1B up to $4.9B $5B up to $9.9B Respondent Demographics In which of the following ranges was your company’s revenue in 2015? Which of the following best describes your organization’s industry? Where are you physically located? 28 19 15 10 9 6 5 2 7 Other Architecture/engineering/construction Management consulting Outsourcing (technology/business process) Computer systems and solutions Telecommunications and network systems/solutions Accounting and other business services Software solutions IT professional services/consultingNorth America 67% Europe 22% Asia/Pacific 9% Latin America 1% Africa 1% Methodologyand Respondent Demographics % of Respondents (N=149) Source: ITSMA Agility Survey, April 2016
  9. 9. ITSMA Agility Survey | Abbreviated Summary | May 2016 | © 2016 ITSMA. All rights reserved. | www.itsma.com | SV4599A | 9 ContactContactJulie Schwartz Senior Vice President Research and Thought Leadership ITSMA jschwartz@itsma.com +1-407‐788‐8220 Want to learn more? Here’s what is included in the full study http://www.itsma.com/research/accelerating- move-agile-marketing/ Slide Executive Summary 3 Methodology and Respondent Demographics 31 Detailed Findings 40 Agility Survey Crosstabs 54

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