The document discusses how to be an effective agent of change in marketing. It conducted research that found marketing faces more pressure to change quickly than other departments. An agent of change proactively drives strategic change while bringing others along. Key characteristics of an effective change agent include being supportive, authentic, clear in communication, positive, and pragmatic/flexible. If one is not driving change, they risk being merely an enabler or even a victim of changes imposed on them. The document advocates that all marketers should aspire to be agents of change for their organizations.

1. BY JOEL HARRISON
EDITOR-IN-CHIEF, B2B MARKETING
How to be an
Agent of Change

2. › Marketing is responsible the public face of the
organisation – therefore change is visible.
› Significantly more scrutiny than back-end functions.
› Consequently marketing faces pressure to do it once
and do it right… and do it fast.
› This pressure can mean marketing is resistant to change,
fearful of being burned.
HOW TO BE AN AGENT OF CHANGE
What’s the impact
on marketing?

3. › An individual who proactively drives change in
with a strategic objective in mind, bringing
stakeholders and team members with them.
HOW TO BE AN AGENT OF CHANGE
What is an
Agent of Change?

4. Part 1.
Our research – what we asked…
and what we found

5. Frequency
of major change 35%
Constantly and
every six months
12%
Less than every
two years
19%
Every six
to 12 months
34%
Every one
to two years
PART 1. OUR RESEARCH

6. Positive or negative
impacts of change
PART 1. OUR RESEARCH
9%
Always positive
8%
Mostly negative
0%
Always negative
43%
Mostly positive
40%
As likely
to be positive
as negative

7. Positive impacts
of change
PART 1. OUR RESEARCH
Positive
77%80%
Expansion
into new
markets
Product
development
Development and
implementation
of new strategy
67%

8. Negative impacts
of change
PART 1. OUR RESEARCH
Negative
35%38%
Mergers and
acquisitions
Organisational
restructure
Change in
working culture
33%

9. Organisational
impact of change
versus impact
on marketing
Change in
culture
Change in
work processes
Implementation
of new technology
34%
10%
41%
6%
31%
16%
Difficulty for wider
organisation
Impact on marketing
department
PART 1. OUR RESEARCH

10. Drivers of change versus
deliverers of change
Driving change
48%
Okay Very good
22%
0%
29%
1%
GoodVery weak Weak
Adapting to change
39%
Okay Very good
26%
0%
27%
8%
GoodVery weak Weak
PART 1. OUR RESEARCH

11. Enablers
of change
Clear communication of
strategic goals
A flexible mindset
and approach
Strong leadership Involvement
of marketing and
a shared vision
46%
25%
24%
15%
PART 1. OUR RESEARCH

12. Barriers
of change
Culture poorly
suited to change
Lack of communication
and transparency
Lack of budget Poor leadership
22%
21%
15%
14%
PART 1. OUR RESEARCH

13. The qualities
of change-making
organisations
35%
Clear leadership
from the top
Definitive goals
and timelines
76%
63%
Communication
of reasons for change
across the business
PART 1. OUR RESEARCH

14. 1. Codify the cultural change required into a very short statement
2. Align your hiring practices (including onboarding)
3. Document and determine your standards
4. Develop a sustainable reinforcement plan
5. Use (the right) metrics to track
PART 1. OUR RESEARCH
Changing
company culture

15. 1. Identify the goals of your business partners
2. Deconstruct these into behaviours
3. Create actionable communication objectives
4. Ensure internal stakeholders understand the plan
5. Reassess and review regularly.
PART 1. OUR RESEARCH
Communication
of corporate goals

16. Part 2. The characteristics
of an Agent of Change

17. “You need to demonstrate
understanding and compassion –
change is always about people,
many of whom feel insecure,
as much as it is about process
and financials”

18. PART 2. THE CHARACTERISTICS OF AN AGENT OF CHANGE
1. Be supportive
› Have sense of empathy, patience and pragmatic understanding
for those struggling to adapt.
› Provide encouragement and reassurance to your team.
› Predict potential issues and set up support processes.
› Collaborate closely with stakeholders outside of marketing –
create a culture of mutual support.

19. “Be humble, live what you preach,
and show first hand how you
deal with change before asking
others to do so”

20. PART 2. THE CHARACTERISTICS OF AN AGENT OF CHANGE
2. Be authentic
› Truly and tangibly believe in the change you are driving.
› Demonstrate that in your actions, not just words.
› Use a justification that you believe in.
› Be candid and sincere, but don’t dismiss or counter
the corporate narrative.

21. “To drive change, you need
the ability to create and
articulate a vision of the future –
the dream of what it will be.”

22. PART 2. THE CHARACTERISTICS OF AN AGENT OF CHANGE
3. Be clear and consistent
› Make sure your message easy to digest and understand,
and does not deviate.
› Provide a plan which is robust and realistic, not fanciful.
› Ensure each individual understands the delivery plan,
and their role in it.
› If required to recalibrate, ensure you communicate
what, why and how with equal clarity, leaving no ambiguity.

23. “Agents of change need to lead
from the front with enthusiasm
and clear commitment.”

24. PART 2. THE CHARACTERISTICS OF AN AGENT OF CHANGE
4. Be positive
› Be the advocate or ambassador for the change you are driving.
› Understand the causes of resistance, and address those directly,
but in a conciliatory fashion.
› Be clear about the obstacles and objectives, and have
a realistic plan to overcome them.
› Identify and align with other ambassadors, and present
a consistent and united front.

25. “Agents of change need to be
pragmatic and willing to listen
to alternative ideas for change.
And if they’re good ideas,
be prepared to accept them.”

26. PART 2. THE CHARACTERISTICS OF AN AGENT OF CHANGE
5. Be pragmatic and flexible
› Accept that no plan is ever completely watertight.
› Be willing to adapt to evolving or unforeseen requirements,
and help others do the same.
› Be focused, but know when to graciously accept
when an objective is not achievable.
› Take and respond to feedback from across the team.

27. Part 3.
What’s the alternative?

28. PART 3. WHAT’S THE ALTERNATIVE?
What if you’re not an
Agent of Change?
› Agents of change: Proactively drives
change in with a strategic objective
in mind, bringing stakeholders and
team members with them.
› Enablers of change: Can be relied on
to deliver change originated and
facilitated by others, but with little or
no role in determining the objectives.
› Victims of change: Needs to be
convinced and cajoled about both
the necessity for change, and
proposed changes themselves.
Likely to be less effective in
convincing others of merits of
change, or its objectives.

29. PART 3. WHAT’S THE ALTERNATIVE?
A comparison based
on supportiveness
› Agents create and embody a
supportive environment for their
team and other relevant
stakeholders.
› Enablers reluctantly try to bring the
team with you, but don’t really get to
grips with their needs and drivers in
embracing it.
› Victims make little effort to convince
their teams of the merits of the
changes, and are dismissive on
requests for guidance or assistance.

30. PART 3. WHAT’S THE ALTERNATIVE?
A comparison based
on authenticity?
› Agents believe to their core in the
change that they are seeking to drive
– whether they instigated it, or not.
› Enablers toe the party line officially
but without apparent personal
investment… privately harbour
doubts which are sometimes
verbalised.
› Victims palpably do not align with
let alone agree with enforced
changes, and consequently are
ill equipped to convince others.

31. HOW TO BE AN AGENT OF CHANGE
In summary
› All marketers can be Agents of Change.
› Moreover, marketers should aspire to be one.
› If you’re not driving change, you may be a victim of change.
› We all need to keep working at it!

32. HOW TO BE AN AGENT OF CHANGE
You can buy the report!

33. Thanks for listening!
Any questions?
BY JOEL HARRISON
EDITOR-IN-CHIEF, B2B MARKETING