1. Between Minds:
Agile Methodology In Play

2. Jascha Kaykas-Wolff Brad Cohen
CMO, Mindjet Dir. Strategy, JESS3
@kaykas @supnah
mindjet.com jess3.com

3. Why is Agile Marketing relevant
Case Study: Between The Minds
Tips To Develop A Team To Work In Agile
How To Get Started
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5. Customer
=
Marketing
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7. Customer
=
Customer
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10. Customer
=
Channels
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12. Customer
=
Customer
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15. Why is Agile Marketing relevant
Case Study: Between The Minds
Tips To Develop A Team To Work In Agile
How To Get Started
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17. JESS3 Content Philosophy
1. Snackable
2. Visual
3. Fractal
4. Flexible
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18. 3 person team at Mindjet JESS3 team of 3
3 week sprint Sprint per week 1
Daily Scrum Daily Scrum
Focus on analytics Focus on creative _
Media Buying Writing & design _
common tools:
Daily communications: Not standups
Collaboration tools: Mindjet / Basecamp / Dropbox
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19. One Example: Thought Leader Vs. Do Leader
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26. Sorry to say, but there’s even more to it than that...
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27. The Story Behind The Story
Between the Minds
1. Original concept > Between the Minds Infographic
2. Mindjet feedback > more snackable and engaging
3. New concept > Between the Minds series re-imagined
4. GREAT SUCCESS!!!
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29. The Story Behind The Story
5. Series continues with eventual user fatigue
6. Next great idea > Pessimist vs. Optimist
7. Oops... :(
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31. The Story Behind The Story
8. Examine failure and re-enter brainstorming process
9. Retool with new series launching soon (cards)
10. Ready to adjust / proceed based on performance
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32. Why is Agile Marketing relevant
Case Study: Between The Minds
Tips To Develop A Team To Work In Agile
How To Get Started
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33. Tips To Develop A Marketing Team To Work In Agile
1. People.
Consider hiring agency veterans. They have an advantage over internal creative types because they are used to a rapid pace, can focus on
many 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 to
solve (e.g., in the next two weeks, we must identify how to integrate Facebook into our website) and use daily scrum check-ins to share
ideas 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 and
plans. Ensure that your tools are flexible and user-friendly, so all team members can participate—regardless of platform, device, or
location.
5. Leadership.
Consistently guide and encourage members to make decisions and execute them while watching the metrics to guide future iterations. I
believe in a “get it right, not perfect” approach, which allows for flexibility without obsession and offers the ability to double-down on
efforts that are producing results.
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34. How to work with an agency using agile methodology
1. Trust.
Between Client and Agency. If you don’t trust each other, work more closely
until 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 a
regular basis and continually move toward good ideas.
3. Flexibility.
You can’t plan “viral” and you can’t always predict success. Agile flexibility
allows campaign planning to shift toward success, away from failure, and
leave room for experimentation.
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35. Why is Agile Marketing relevant
Case Study: Between The Minds
Tips To Develop A Team To Work In Agile
How To Get Started
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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 challenges
culturally 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.
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37. Our Tools
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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 for
the next Sprint.
2. Kanban.
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.
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 spent
on Sprint projects and 40% is lights on.
3. Use every technology you can get...
Video teleconferencing, phone conferencing, document sharing, idea management, etc.
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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
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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
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41. 3. Use every technology you can get...
Video teleconferencing, phone conferencing, document sharing, idea management, etc.
Oracle SRM / Skype / GoToMeeting / Mindjet
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42. Thank You!
Jascha Kaykas-Wolff Brad Cohen
CMO, Mindjet Dir. Strategy, JESS3
@kaykas @supnah
mindjet.com jess3.com