The document proposes a Marketing Maturity Model consisting of 5 levels that organizations can progress through: 1) Heroic Efforts, 2) Agile as Project Management, 3) Optimizing, 4) Agility and Speed, and 5) Remarkable Customer Experiences. Each level is characterized by increasing levels of strategic alignment, process maturity, people and team development, data use, and technology enablement. The goal of level 5 is for marketing to drive the organization in creating remarkable customer experiences through practices like having customer experience owners, minimum viable products, pi-shaped people, and using data and technology as competitive advantages.

1. Agile Marketing:
Creating a World Class
Marketing Team
WELCOME
Jim Ewel
jim@agilemarketing.net
@jimewel
www.agilemarketing.net

2. My
Background
!
•
•
•
•
•
1989-­‐2001
-­‐
Microso6
in
Sales
&
Marke;ng
2002-­‐2009
-­‐
CEO
GoAhead
So6ware
2009-­‐2011
-­‐
CEO
Adometry
2011-­‐2012
-­‐
Consultant,
agile
mktg
blogger
2013
-­‐
present
-­‐
CEO
InDemand
Interpre;ng
!
2

4. SprintZero
June,
2012
4

5. The
Inspira;on
!
h"p://econsultancy.com/blog/11264-­‐how-­‐do-­‐you-­‐create-­‐a-­‐
marke=ng-­‐func=on-­‐fit-­‐for-­‐the-­‐future
5

6. So6ware
Capability
Maturity
Model
!
6

7. Marke;ng
Maturity
Model
A
Proposal!
7

8. Level
1
–
Heroic
Efforts
!
Ini=al
Summary
Heroic
Efforts
Organiza;onal
strategy
determined
elsewhere,
marke;ng
supports;
even
tac1cs
are
dictated
Vision
&
Strategy
Working
Silo
structures,
waterfall
project
prac=ces,
management,
infrequent
processes,
updates,
hierarchial
decision
tools
making
People,
Teams,
Isolated
knowledge,
ver;cal
skillsets,
poor
training
Culture
Vanity
metrics,
siloed
data
sources,
technology
restricts,
Data
and
legacy
plaorms,
li]le
marke;ng
automa;on
Technology
8

10. •
•
•
•
Vanity Metrics
!
Make you feel good!
Not clear what
caused change!
Different groups
attribute increase to
different things, no
one wants to own
decreases!
Example: Hits or
page views!
•
•
•
•
•
Actionable Metrics
!
Offer guidance on
what to do!
Usually impact
revenue!
Focus on percustomer metrics,
cohorts!
Split-test!
Example: conversions
!

11. Level
2
–
Agile
as
Project
Mgmt
!
Managed
Summary
Agile
as
Project
Mgmt
Vision
&
Strategy
Working
prac=ces,
processes,
tools
People,
Teams,
Culture
Organiza;onal
strategy
s;ll
determined
elsewhere,
but
marke;ng
determines
priori1es
Sprints,
Kanban
and/or
Scrum
Culture
of
execu;on,
accountability
for
deliverables
Data
and
Spreadsheet
metrics,
marke;ng
Technology
automa;on

12. Ma"
Heinz

13. Level
3
–
Op;mizing
!
Op=mizing
Summary
Con=nuous
Improvement
Strategy
may
arise
or
at
the
very
Vision
&
least
is
tempered
and
adjusted
Strategy
by
results
and
data
Working
prac=ces,
processes,
Experiments,
KPIs,
rapid
itera;on
tools
and
prototyping
tools
People,
Accountability
for
results,
T-­‐
Teams,
shaped
people,
sta;s;cally
Culture
literate
Technical
infrastructure
to
support
rapid
itera;ons,
Data
and
prototyping
and
measurement,
dashboards
Technology

14. 19

15. 20

16. Coca-­‐Cola
Content
2020
Part
Two
27

17. 22

18. Brad Terrell, VP & General Manager, Digital
Media, Netezza as quoted in Scott Brinker’s
Chief Marketing Technologist Blog

19. Level
4
–
Agility
and
Speed
!
Agile
Summary
Agility
and
Speed
Organiza;onal
strategy
provides
framework;
marke;ng
executes
Vision
&
quickly,
responds
to
change
and
can
make
real-­‐1me
decisions
Strategy
Working
prac=ces,
processes,
Small,
cross-­‐func;onal
teams,
tools
permission
to
fail
People,
Teams,
Collabora;ve,
open
to
change,
accepts
"good
enough"
Culture
Data
and
Technology
Technical
infrastructure
to
support
real-­‐;me
decision-­‐
making
and
execu;on

20. 15

21. The
Oreo
graphic
was
"designed,
cap;oned
and
approved
within
minutes,"
according
to
Sarah
Hofste]er,
president
of
the
cookie
brand's
digital
agency
of
record,
Dentsu-­‐owned
360i.
All
the
decisions
were
made
in
real
;me
quickly
because
marketers
and
agency
members
were
sifng
together
at
a
"mission
control"
center,
or
a
social-­‐media
war
room
of
sorts
...
32

22. .344

23. Level
5
–
Remarkable
Customer
Experiences
!
Summary
Holis=c
Remarkable
Customer
Experiences
Marke;ng
drives
the
organiza;on
in
crea;ng
remarkable
customer
experiences
and
outcomes
Vision
&
Strategy
Working
prac=ces,
Customer
Experience
Owner,
entrepreneurial,
Minimum
processes,
tools
Viable
Products
People,
Teams,
Pi-­‐shaped
people,
fluid
structure,
agile
culture
Culture
Data
and
Technology
Marke;ng
technologists,
prototype
factories,
data
as
compe;;ve
advantage,
technology
usage
innovators

24. 35

26. Focus
on
Outcomes
!

27. Pi-­‐Shaped
People
!
Right
brained,
crea=ve
Le-­‐Brained,
Analy=cal
Generalist/Broad
Knowledge

29. 49

30. Marketing
Management!
Remarkable
Customer
Experiences!
Brand & Buzz!
Lead
Generation!
Care &
Feeding Sales
Force !
Marketing
Technologists!

31. Summary
Eye
Chart
!

32. Summary
Thoughts
!
•
•
•
•
•
•
•
•
•
•
•
Focus on remarkable customer experiences!
Select a few core, actionable metrics!
Invest in experimentation (70/20/10)!
Figure out how to turn the crank faster (MVPs)!
Hire T-shaped and Pi-shaped people!
Create small, cross-functional teams!
Push down decision making!
Give teams permission to fail!
Automate what you can!
Turn data into competitive advantage!
Adopt new technology for competitive advantage!

33. Q&A
52

34. THANK
YOU
Jim Ewel
jim@agilemarketing.net
@jimewel
www.agilemarketing.net