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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.

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Agile Marketing: Managing Marketing in High Gear

  • 1. Agile Marketing Managing Marketing in High Gear by Scott Brinker @chiefmartec
  • 2. Co-founder & CTO Software and services for marketing apps. Author & Editor Blog on the entwining of marketing & technology.
  • 3. Marketing used to work like this. A B
  • 4. Today, it feels more like this. A B
  • 5. Today, it feels more like this. Faster cycle speeds Fragmented channels Feedback loops Frequent disruptions
  • 6.
  • 7.
  • 8.
  • 9. A Ferrari is complicated.
  • 10. A rainforest is complex.
  • 11. Marketing used to be complicated — now it is complex.
  • 12. Marketing used to be complicated — now it is complex.
  • 13. Marketing used to be complicated — now it is complex.
  • 14. Marketing used to be complicated — now it is complex.
  • 15. How should marketing management adapt to a complex environment?
  • 16. “…helping the companies thrive under conditions of high uncertainty and rapid change.”
  • 17.
  • 18.
  • 19.
  • 20.
  • 21. So, how do we get there from here?
  • 22. So, how do we get there from here? (This is a nicer metaphor, no?)
  • 23. Plan Review Produce Deploy Traditionally, marketing management followed a relatively well-structured, staged plan. It might be a quarterly or yearly plan.
  • 25. 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.
  • 26. This isn’t very predictable. A B This was relatively predictable.
  • 27. Going back up the waterfall is perilous.
  • 28. Since we’re living in this world now…
  • 29. Since we’re living in this world now… …we should figure out how to thrive in it.
  • 30. A source of inspiration: agile software development.
  • 32. Agile software developers invented many new adaptive management methodologies… (This is why marketers should be in charge of naming.) …the most popular is Scrum.
  • 33. Want a great introduction to Scrum? Read the first three chapters of this book.
  • 34. 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
  • 35. Could we adapt those agile methods to help marketing tame its chaos?
  • 36. Could we adapt those agile methods to help marketing tame its chaos? We might have to improvise a bit, since marketing is different…
  • 37. Before we starting improvising though, let’s consider the Scrum agile methodology… team process philosophyartifacts
  • 38. I’d like to sing a song of a new methodology…
  • 39. Stop that! There’ll be no new methodologies while I’m here...
  • 40. 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
  • 41. Just don’t report me to the agile police. Deal? (I’m an evangelist, not a fundamentalist.)
  • 42. 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
  • 43. There are two special roles on a traditional Scrum team: Product Owner The voice of the customer. Scrum Master Facilitates the process.
  • 44. 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.
  • 45. Larger organizations can have multiple teams. Ambassadors from each team can coordinate together.
  • 46. 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
  • 47. 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.
  • 48. Sprint Planning Sprint Sprint Retrospective Daily Stand-up 1 day 2-4 weeks Sprint Review Update Backlog The Scrum Process: An Iterative Cycle
  • 49. 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.
  • 50. 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:
  • 51. 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.
  • 52. 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.
  • 53. 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.
  • 54. 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.
  • 55. You can manage your agile task board using software.
  • 56. You can make your agile task board simple or elaborate.
  • 57. 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.
  • 58. 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.
  • 59. 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.
  • 60. 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
  • 61. 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.
  • 62. 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.
  • 63. 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.
  • 64. Stand-ups are best done in person, but videoconferencing can also work. Skype, Google Hangouts, GoToMeeting, WebEx, ReadyTalk
  • 65. 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
  • 66. 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.
  • 67. Sprint reviews often include other key stakeholders and managers to get feedback.
  • 68. 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.
  • 69. 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.
  • 70. Retrospectives explicitly enable teams and processes to continually evolve.
  • 71. Sprint Planning Sprint Sprint Retrospective Daily Stand-up 1 day 2-4 weeks Sprint Review Update Backlog …and then the cycle repeats.
  • 72. Stop that! There’s no way that would work here because...
  • 73. Let’s bust some agile marketing myths.
  • 74. Myth #1: Agile marketing is a euphemism for “work faster.”
  • 75. Agile marketing produces faster results because it enables incremental and iterative delivery. One Big Waterfall vs. Many Small Agile Sprints
  • 76. 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
  • 77. Agile marketing isn’t about working more or faster. It’s about better allocating your time and energy into activities that produce results.
  • 78. 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.”
  • 79. 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.
  • 80. Myth #2: Agile marketing is a euphemism for “quick and dirty.”
  • 81. First: small can be beautiful. Every increment and iteration in agile marketing can be produced with love. Quick ≠ Dirty
  • 82. 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.
  • 83. 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.
  • 84. 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.
  • 85. 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.
  • 86. Rushing sloppy work to market is not agile — it’s just sloppy.
  • 88. Reducing mid-sprint “fire drills” also helps improve quality and consistency.
  • 89. Myth #3: Agile marketing is short-sighted — no long-term planning.
  • 90. 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.
  • 91. A strong, clear vision is the fuel that powers the agile process.
  • 92. 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.
  • 93. But we should acknowledge that the traditional annual marketing plan is lagging.
  • 94.
  • 95. That is a dead marketing plan. The “marketing plan” must become adaptive — and have the ability to self-correct.
  • 96. The modern marketing plan is less gospel, more jazz — room for improvisation. Tweetable moment?
  • 97. Having too rigid of a plan is suboptimal in a dynamic environment.
  • 98.
  • 99. Of course, being too “exploratory” without enough focus is suboptimal too.
  • 100.
  • 101. Agile marketing is about balancing a clear direction with responsive adaptability.
  • 102. Budgeting should adapt in a similar way: strategic buckets with in-bucket flexibility.
  • 103. You can adapt agile methodologies to best fit your organization.
  • 104. A Scrum-based approach is just one way to embrace an agile philosophy.
  • 105. Or create your own methodology, drawing upon these 6 agile marketing philosophical principles…
  • 106. Adaptability Shift happens. Embrace and benefit from change instead of fighting it. “Adapt or die.” – Billy Beane Adaptability is a frame of mind.
  • 107. Prioritization When everything is high priority, nothing is. Give everyone a mechanism to agree on what is important. Make trade-offs intentionally, not accidentally.
  • 108. Transparency Helps teams coordinate in a highly dynamic environment. Give knowledge workers knowledge. Build trust by providing visibility and open communications — increasing team performance.
  • 109. 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.
  • 110. 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.
  • 111. 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
  • 112. 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.
  • 113. “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
  • 114. “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
  • 115. 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.