Building an Agile for Marketing Strategy by CMG Partners
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During his Triangle AMA talk, CMG Partners co-founder Russ Lange shares how leading companies are using Agile for Marketing to transform the way they approach the market and how you can get started. Background: When customers and markets are constantly changing, how can marketers plan for the future? To win, marketers need a flexible, relevant marketing strategy—they need agile marketing. CMG Partners recently interviewed chief marketing officers (CMOs) at companies like Discover, HP, Scottrade, SAP, Hershey's, Thomson Reuters, and Teradata. The top marketers reported excellent results from using agile marketing techniques: • 93% said they get to market faster • 80% reported being more productive • 93% said they adapt and respond faster to the market Agile marketing increases the speed and success of marketing initiatives through principles like collaboration, empowerment, and flexibility.
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Building an Agile for Marketing Strategy by CMG Partners
- 1. Building an Agile for Marketing Strategy Presented by Russ Lange for Triangle AMA, Jan. 15, 2015 1
- 2. RUSS LANGE Founding Partner, CMG Partners @RussLange @cmgpartners#TriAMA
- 3. @cmgpartners THE ANNUAL MARKETING PLAN IS DEAD. #TriAMA
- 4. @cmgpartners THE MODERN WORLD KILLED IT. #TriAMA
- 5. @cmgpartners Technology is eating the world . . . enabling (and creating) real-time complexity at scale. #TriAMA
- 6. WHAT ARE THE IMPLICATIONS? 1. We all have a super-computer in our pocket. 2. Everything we’ve ever known is now online. 3. Your business is open 24/7/365. 4. Data is everywhere. 5. Power has shifted to the consumer. @cmgpartners#TriAMA
- 7. THE MARKETERS’ ROLE WITHIN THE ORGANIZATION HAS GOTTEN @cmgpartners#TriAMA
- 8. @cmgpartners New expectations require a new way of working. #TriAMA
- 9. ENTER AGILE FOR MARKETING AGILE / AG·ILE /AJƏL/ adjective. Marked by a ready ability to move with quick, easy grace: having a resourceful and adaptable character. AGILE FOR MARKETING (A4M™) A mindset and methodology that transforms culture and operations so you can execute more efficiently, champion the customer, and achieve better performance through a data-driven, iterative approach. @cmgpartners#TriAMA
- 11. 8 PRINCIPLES OF A4M @cmgpartners PRINCIPLES VALUES FLEXIBLE & FOCUSED Responding to change over following a plan DATA DRIVEN Testing & data over opinions & intuition ITERATIVE & EXPERIMENTAL Rapid cycles over big-bang campaigns CLEAR & TRANSPARENT Sharing over self-protection & closed doors COLLABORATIVE Working together over silos & hierarchy EMPOWERED Individuals & interactions over top-down orders CUSTOMER-FOCUSED Meeting customer needs over internal drivers ANTICIPATES CHANGE Anticipate the market over reacting to crisis #TriAMA
- 12. BENEFITS OF A4M Agile Marketing = Growth @cmgpartners Source: CMG Partners research reports: 1. CMO’s Agenda 2014 2. Agile Assessment Survey 2014 Companies with 10% or more growth last year had the most agile marketing practices.2 #TriAMA
- 14. A4M: NOT JUST ANOTHER BUZZWORD The market IS embracing the approach: – Our research results reported in Forbes, CMO.com and others – MIT research concluded that agile companies grow revenue 37% faster and have 30% higher profits – McKinsey determines, “To deliver: build a more agile organization” @cmgpartners “I don’t think there’s anything more important.” “It’s everything.” “Critically important.” “Extremely.” “HOW IMPORTANT IS AGILE TO YOUR COMPANY?” “Real competitive advantage comes from being lean, fast and strong. That is where you get strength.” #TriAMA
- 15. HOW A4M WORKS @cmgpartners IT’S A PROCESS . . . AND A MINDSET A commitment to foster a culture and attitude that embraces transparency, empowers decisions, and supports quick adaptability. #TriAMA
- 16. @cmgpartners Does your BACKLOG represent the values, goals, and priorities you say you have as a business? #TriAMA
- 18. WHAT MAKES A4M SUCCESSFUL? STRATEGIC DIRECTION/ CLARITY Agile works really well to help speed up teams, enhance productivity, drive focus and prioritization; while supporting a clear strategy RIGHT TALENT & TOOLS Best served with T-shaped team members, these individuals may have a specialty but they are willing to contribute on a range of tasks. STRONG GOVERNANCE Backed up with a cross-functional understanding of objectives. METHODOLOGY Sets a repeatable process with operations that are customer and data driven, iterative & speedy. CHANGE MANAGEMENT Have a willingness and the ability to help shape the organization @cmgpartners#TriAMA
- 19. @cmgpartners#TriAMA "Don't tell people how to do things, tell them what to do and let them surprise you with their results.” - George Patton Leadership matters.
- 20. A4M CASE STUDIES Adopter Reason for Adopting Problem Solved Scottrade Needed greater focus on client segments across marketing. • Agile cross-functional go to market teams have deeper connection to customer segments and better feedback loops in place than could be done in prior structure. Teradata Wanted to be more responsive – more quickly – to customer feedback • Use cycles to get closer to the customer, know how the customer is responding • Accomplish 12 months of work in 5.5-6 months HP Volume of work was too great in digital group and team wasn’t getting to market fast enough with initiatives • Agile provides a way of working that breaks large complex projects up into smaller but quicker deliverables and ultimately increases time to market. @cmgpartners#TriAMA
- 21. CMG CASE STUDY CLIENT: One of the most popular web-based businesses in the world OPPORTUNITY: Rethink the marketing org structure, operating mechanism, and Go To Market model to deliver a more integrated, customer-centered experience. KEY CHALLENGES BEFORE PILOT: • Under-Performance: Initiative consistently missing its goals • Lack of Prioritization/Alignment: Need for clearer prioritization/ alignment of teams & resources • Competing Priorities: Competition for marketing resources impacting performance against strategic objectives • Lack of Clear Governance: Need for a GTM team who holds the overall plan, arbitrates over priorities, investment levels and cross-promotion strategy @cmgpartners#TriAMA
- 22. CMG CASE STUDY PILOT STRUCTURE: Planned, Ran, and Reviewed 4 Sprints over Q4 RESULTS: • Strong performance momentum: Surpassed the initiative’s KPI goals for 1st time (142% to goal) • Improved marketing effectiveness: Documented improvements in team communication, empowerment, and understanding of direction • Adopted the A4M process: Moving from pilot to full-implementation across their 4 biggest Q1 marketing initiatives LESSONS LEARNED: • Leadership must be authentic and transparent • Freeing up team members’ capacity is critical • Stop doing stuff outside of the backlog….FOCUS! • Don’t underestimate importance of face-to-face communication @cmgpartners#TriAMA
- 23. THE BEST WAY TO GET STARTED WITH A4M? @cmgpartners Align on objectives, priorities, governance, personas, use cases & tasks Secure resources Apply data and analysis Daily standups Sprint Planning Session, then GO! Align Run & Measure Evaluate results Learn Align Learn and improve for next objectiveSprint #1 Plan START. #TriAMA
- 24. QUESTIONS? RUSS LANGE Founding Partner russ.lange@cmgpartners.com 919.272.6380 @RussLange
Editor's Notes
- Russ introduces himself CMG Partners introduction, referencing history, our focus areas, and the clients we work with + special focus on the local clients Special welcome to any clients or “friends” in attendance Today’s presentation on agile marketing is based on 3 years worth combined research and practice with CMO clients around the U.S. My goal is really have an engaging conversation today. Stop and ask questions. Meant to be a conversation, not a speech. And do note that this presentation will be posted to SlideShare later for you to review and share.
- Let’s start today by mourning for our dear, beloved, and now departed annual marketing plan. Long a once-a-year activity that was THE single most important thing a CMO and his/her staff produced, the annual marketing plan would provide detail on all of our programs for the marketing team to go execute over the next 12 months. People literally made their careers on their ability to write a clear and comprehensive snapshot of the year ahead. But, welcome to 2015….your annual marketing plan is dead.
- If we accept that the marketing plan is dead…..let’s talk about what killed it. The answer is that the modern world killed it. We live in a constantly changing, globally connected, and always on world. The business landscape of 2015 is infinitely more complex than the one that some of us started our careers in. The speed at which decisions are needed can’t be underestimated. The transformation is happening at unprecedented pace….and the scary thing is that it’s accelerating.
- Mark Andreessen, the founder of Netscape and a well-known investor in Silicon Valley is famous for saying “Software is eating the world.” We agree and our reframing of that quote is that technology is eating the world….and, therefore, transforming every business sector. Unpacking this a bit….it means: With this thing called the Internet, whether you know it or not, we are all in the technology business. Real-Time decision-making and reaction is required The marketing funnel has gotten more complex And, it’s happening on a global scale The stakes are massive.
- The implications of technology eating the world are profound. Go through list…. It’s this connected consumer that has changed everything for us marketers. Instead of sitting back and passively absorbing our brilliant marketing efforts, the connected consumer has taken control of the steering wheel and now sits in the driver’s seat. He or she demands that we keep up with her in real time. As Scott Brinker, an agile leader says about these all-powerful consumers, “They ruthlessly compare us to competitors, judge us, praise us, chide us, advise us, all out in the public square. It’s 24/7 and you can’t turn it off.” So what are us marketers supposed to do about this?
- One thing is that our role as marketers within our organizations has gotten BIGGER. Since it’s awards season, it’s like we have moved from being nominated as a best actor in a supporting role to the best actor category. Marketing is responsible for contributing to revenue at levels not seen before. We represent the voice of customer, internally and externally. We’re now responsible for a wide-range of technical decisions – from CRM systems to social media monitoring tools to real-time analytics tools. Yes, the world has changed, marketing has changed, and your role as a leader has changed
- Definition of agile….. What it is: a mindset and methodology that transforms bodies working on tasks into empowered teams achieving prioritized goals to perform better
- Comparison of agile vs. water fall/annual plans We’re talking about improved performance at the end of the day.
- Our own extensive two-year research endeavor finds A4M practices lead to improvement in key performance areas when compared to traditional marketing methods….
- Of course, we’ve heard the many organizational buzz words and trends before – Total Quality Management “TQM” - Matrix Management, 360-degree, Six Sigma, etc. – they’ve had their supporters and detractors, what is different with Agile, is its adoption by software developers has been wholehearted and successful. Others within tech organizations saw this and said – I want to apply this to my processes. The support from the best marketing leaders today makes it seem inevitable – a necessity. McKinsey full quote: Deliver: Build a more agile organization In our experience, too many companies are afraid to launch “good enough” campaigns—ones that are continually refined as customers’ purchase behaviors and stated preferences change. Under the direction of conservative senior leaders, teams tend to launch campaigns that take too long to get off the ground and end up revealing few new insights. Instead, they must be willing to conduct lots of small-scale experiments with cloud or proxy website services to pilot new designs and prove their value for investment.
- An iterative and adaptive process where small, highly-collaborative and self-organizing teams work in a series of short cycles, incorporating rapid feedback, to deliver emergent solutions, emphasizing transparency among all stakeholders.
- CMGP Agile Assessment in field now – early view – top 20% performers – by revenue growth rate – rates highest on 3 key agile drivers: Collaboration, Ability to anticipate opportunities and Transparency / clarity
- Tie it back to materials