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Digitial school Atlanta -Agile-marketing
The document discusses implementing an agile marketing plan for 2015. It advocates adopting agile principles like prioritization, transparency, empowerment and experimentation to increase adaptability, productivity and the ability to incorporate feedback. Marketing used to rely on annual waterfall plans but is now complex and fast-paced, requiring an iterative approach of many small sprints instead of one large project. This allows for adjustments based on learning and feedback between deliverables.
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Digitial school Atlanta -Agile-marketing
- 1. Bulding a AgileMarketing Plan for 2015 Roger Lopez
- 2.
- 3. Marketing used to worklike this. A B
- 4. Today, it feels morelike this. A B
- 5. Faster cycle speeds Fragmentedchannels Feedback loops Frequent disruptions
- 7. Marketing used tobe complicated. Now it is complex.
- 8. Technology (alone) isnot the solution.
- 9. We have moreideas and capabilities than ever — the bottleneck is somewhere else.
- 10. We need neworganizational capital.
- 11.
- 12. “…helping the companies thrive underconditions of high uncertainty and rapid change.”
- 16. Shift happens. Embrace andbenefit from change instead of fighting it. Respond to feedback from real customers. Adaptability.
- 17. When everything ishigh priority, nothing is. Give everyone a mechanism to agree on what is important. Prioritization.
- 18. Helps teams coordinate ina highly dynamic environment. Give knowledge workers knowledge. Transparency.
- 19. Give teams greater responsibilityto make a difference, to shape their work — and to be recognized for their contributions. Empowerment.
- 20. Enable ways forteams to try new innovations quickly, frequently, and on a small scale. Create the flexibility to scale up the winners and drop the duds. Experimentation.
- 21.
- 22. Plan Review Produce Deploy “Waterfall” marketing management —often a quarterly or yearly plan. “Waterfall” is a predictive approach to management.
- 23.
- 25. 72% Improved teammorale 71% Faster time-to-market 75% Increased productivity 77% Improved project visibility 84% Ability to change priorities Benefits reported by software teams who have adopted agile methods Source: VersionOne 6th Annual State of Agile Survey
- 26. Sprint Planning Sprint Sprint Retrospective Daily Stand-up 1day 2-4 weeks Sprint Review Update Backlog
- 27. Write down nominatedtasks: 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 Transparency. Experimentation.
- 28. 1 2 34 5 6 7 8 9 10 11 Rank the nominated tasks in order of importance. Update Backlog Prioritization. Transparency.
- 29. 1 2 34 5 6 7 8 9 10 11 1 2 3 4 5 To Do In Progress Done Sprint Planning Empowerment. Team commits to tasks for the sprint.
- 30. Sprint High ratio ofwork time to process overhead. Minimize “fire drills” that derail work in progress Sprints typically are 1-4 weeks long — the team focuses on completing its work. Empowerment.
- 31. To Do InProgress Done Sprint Teammates take tasks in order of priority, move them to in progress and then done. Empowerment. Transparency.
- 34. Sprint Every day,the team meets for a 15 minute “stand up.” 1. What did I do yesterday? 2. What am I going to do today? 3. Are there any impediments in my way? Transparency.
- 36. If there’s anissue in Europe, I want the head of African diplomacy to know about it.
- 37. 1 3 45 6 7 8 9 11 12 2 10 Sprint If something must be added mid-sprint, then it is prioritized relative to the other tasks — and may bump others out. Transparency. Prioritization.
- 38. To Do InProgress Done Sprint Review At the end of the sprint, the team meets to discuss/demo what was completed.
- 39.
- 40. Sprint Review Collect ideasfor further iterations of completed tasks — as well as entirely new ideas inspired by what was produced/learned. Add them to the backlog. Adaptability. Experimentation.
- 41. Focusing on how things weredone, not just what was done. Sprint Retrospective After the review, the team has a separate meeting just among themselves to discuss their process — and suggests changes for the next sprint.
- 42.
- 43. Sprint Planning Sprint Sprint Retrospective Daily Stand-up 1day 2-4 weeks Sprint Review Update Backlog
- 44. There’s no sleightof hand.
- 45. One Big Waterfall vs. ManySmall Agile Sprints Adaptability.
- 46. Each sprint cycleprovides 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 Adaptability. Experimentation.
- 47. 1 2 3 4 5 To Do Preventburnout by prioritized, self-committed work — and by postponing most interruptions to the next planning. Empowerment.
- 48. Part I PartII Part III Agile is clearly great for small projects that are produced and deployed within a single sprint. But you can build a larger project over several sprints. Each part can benefit from points for internal review.
- 49. Part I PartII Part III Version 1 Version 2 Version 3 This is an incremental approach — each step offers you a chance to adjust your trajectory. This is an iterative approach — each step offers you a chance to refine your deliverable based on feedback. Adaptability.
- 50. Version 1 Version2 Version 3 This is an iterative approach — each step offers you a chance to refine your deliverable based on feedback. An iterative approach lets you “fail fast” — try new ideas on a small scale before scaling them. Experimentation. Adaptability.
- 51. What about quality? Iseverything done “quick and dirty?”
- 52. To Do InProgress DoneQuality is primarily enforced through the definition of done. Managers can still exercise control over when something “ships” to the world.
- 53.
- 54. What about alarger vision? Is everything just planned on-the-fly?
- 55. Prioritization of the backlog Sprintreview feedback Minimize “fire drills” and maintain focus A strong, clear vision is the fuel that powers the agile process.
- 56. What about workthat doesn’t seem to fit the agile process?
- 63. Having too rigidof a plan is suboptimal in a dynamic environment.
- 65.