How can large, traditional marketing organizations - those that rely on functional departments, and annual marketing plans / budgets hope to keep up? We believe the answers lie in an Agile approach, and we are working hard to transform our marketing department from a plan / interrupt driven culture to one that can quickly sense and respond to customer needs and market changes. This is easier said than done in a 350 person organization, but we are finding the solutions are familiar, and are rooted in a scaled agile approach. The key ingredients we have found so far include: • A servant leadership mindset that lets go of details and actively supports team success • Full cross-functional agile teams that eliminate the overhead of cross-departmental hand-offs and coordination • Larger delivery groups organized around a set of solutions that deliver on a larger / holistic value proposition (aka release trains) • Adaptive value delivery supported by experimentation, measurement, collaborative planning, and transparent execution Our journey isn’t complete yet, but we are seeing real results. Join Steve Wolfe and Mary Bremel from CA Technologies and Yuval Yeret from AgileSparks to hear about CA’s journey to marketing agility, including key challenges faced and learnings applied along the way. Steve Wolfe, SPC, CSM, Agile Marketing Program Manager CA Technologies Yuval Yeret, Agile/Agile Marketing Consultant AgileSparks

1. @yuvalyeret @sgwolfe #BAM @BosAgileM
Agile Marketing @ Scale
Boston Agile Marketing Meetup
December 6, 2016
Yuval Yeret, AgileSparks
Steve Wolfe, CA Technologies

2. 2 © 2016 CA. ALL RIGHTS RESERVED.
Why are you here?

3. 3 © 2016 CA. ALL RIGHTS RESERVED.
what we heard from our people:
• Slow, Hierarchical, Silo-driven organization
• Focused on “Big Launches” rather than
continuous improving the Customer
Journey
• Drowning in work – Unsustainable Pace
• We sometimes deliver the wrong thing.
• Tough to deal with the level of change /
responsiveness the organization/market
needs
Why Agile, why now?

4. How are decisions made?

5. How do we feel about Failure?
https://www.youtube.com/watch?v=KR_mCvb-KyY

6. What is a stronger force guiding our people in the
trenches?
sprint teams are working on what Leadership tells them to do. In
many cases the field has better insights into what marketing
needs to deliver.

7. Where are we typically on the
Delegation/Centralized Control Scale?
Decisions should be made closer to the work – by great people we hired to do
great work and are empowering to make important decisions.

8. Familiar?
http://www.youtube.com/watch?v=FGfplQ1FUFs

9. Overall...
Strengths
• Already iterating at least on some of the activities
• Collaborating across the value stream
Weaknesses
• Solving for Marketing Requirements Document NOT
what ACTUALLY resonates for the customer and
drives sales.
• Entrenched Siloed Organization
• Entrenched Command & Control Culture
• Unsustainable pace/overload.
Opportunities
• Excitement/Hunger for change and specifically for Agile
– throughout the ranks.
• Good understanding of the essentials of Agile
Marketing
• Leverage Data/Analytics to support “Minimum Viable”
prioritization decisions
• HR Interest to help create the new
leadership/management approach for the Agile era.
Threats
• lack of "slack" to create the space for change
• ownership/ego
• Trivialize agile into an “agile theater” focused on
“Speed” without grasping “Iterate/Learn/Experiment”
and “Empowered Self Organized Team/Value Stream”

10. 10 © 2016 CA. ALL RIGHTS RESERVED.
Businesses Operating Systems are the Problem
What’s needed:
● Roughly right plans & incremental
funding
● Business-outcomes focus
● Empowered teams and feedback
loops
● Adaptive leadership
● Fewer things that matter most
Current systems:
● Lengthy upfront planning &
funding
● Resource-utilization focus
● Managed by stage gates with
sign-offs
● Top down, political, risk averse
● Too much work in process (WIP)

11. 11 © 2016 CA. ALL RIGHTS RESERVED.
We’re implementing a Scaled
Agile Process
at the team/BU/Corporate Marketing levels
We’ll connect to larger
Business Agility Initiatives
with Product, Sales, Services into one big
Lean/Agile system

12. 12 © 2016 CA. ALL RIGHTS RESERVED.
We will work towards a Lean/Agile culture/leadership
style

13. @yuvalyeret @sgwolfe #BAM @BosAgileM
How We’ve Structured Our Pilot

14. @yuvalyeret @sgwolfe #BAM @BosAgileM

15. Scaling Agile Marketing
BU #1
Product
Mktg
Field
Mktg
Integ
Mktg
Digital
Sales
Agile
Teams

16. @yuvalyeret @sgwolfe #BAM @BosAgileM
Start with Big
Room Planning

17. @yuvalyeret @sgwolfe #BAM @BosAgileM
Agile Management - 4 Levels
CMO
Marketing Strategy
Extended Leadership
– Senior Leaders
– Strategy Alignment
– Risks & Impediments
Delivery Group (train)
– Functional Leaders
– Vision & Context, Initiatives, Success Metrics
– Ongoing Steering
Delivery Teams
– Cross Functional
(Field/Integrated/
Product/Sales)
– Team Objectives &
Deliverables (features)
– Sprint Execution
● Servant Leadership
● Strategy
● Delivery / Execution
● Empowered
A
L
I
G
N
M
E
N
T
A
L
I
G
N
M
E
N
T

18. @yuvalyeret @sgwolfe #BAM @BosAgileM
Quarterly Demo
& Retro
The Story of a Quarter
- 1 Month
Initiative Steering
Backlog Refinement
(Deliverables)
BU
Steering
GMC
Week 0 Week 4Week 2
Sprint Demo
& Retro
Sprint
Planning
Extended
Leadership
Meeting
Standups
. . .
Week 12
Scrum of Scrums
Big Room Planning
Sprint 1 Sprint 2 Sprint 6
Week 0
Hackathon
Innovation &
Planning
Week
Pipeline
Review

19. @yuvalyeret @sgwolfe #BAM @BosAgileM
The Story of a Sprint
Two Weeks
Day 1 Day 14Day 14Daily
Execution
Team Standups

20. Stop starting start finishing –
Drives
speed/focus/collaboration
The Agile Marketing Team Kanban
Agile Team2
Agile Team1
Ongoing
Feature
Done
PI
Features
Backlog
Create
Feature/
Sprint
in
Progress Review
Done Ongoing
Stories
Backlog
Reflect/
Learn
Accepted/Ar
chiveOngoing
Define
Ready
AG
H
K
L
M
H.6
H.0
H.1H.2
H.3
H.4H.5
D2
D3
T2
T1
D1
P1
H.7
T2
Implement Feature by Stories
Deliver
WIP Limit=5
Help work flow, drives
T-shaped/full-stack
marketers

21. Servant Leadership - How are we shaping/steering towards
success?
1. Alignment/Clarity through
Vision & Context
2. Letting TEAMS own the
Customer Journey (&
Pipeline) for their markets
3. Leaders help out with key
risks/issues.
4. Triage (+Saying NO)
unplanned work
5. Build competency
6. Inspect & Adapt the process

22. @yuvalyeret @sgwolfe #BAM @BosAgileM
Initial Successes
▪ Active leadership engagement / investment
– Monthly coaching with CMO
– SOS and Extended Leadership teams
▪ Agile teams outpacing waterfall counterparts (case study)
▪ Big Room Planning is fostering alignment, collaboration, “team”
▪ Pipeline performance is consistently green
– Teams are sensing gaps and responding during sprints
▪ Sales leaders on team are engaged in team decision making
– “It makes my heart sing that we are regularly delivering new
sales plays that help my teams”

23. What hurdles are you facing?

24. Challenges
1. Establishing an Agile Mindset – Teams and Leadership
2. Team Forming / Team Building
- Highly Distributed
- Departmental WiP
3. Visibility into our work
4. Servant Leadership, but the will is there

25. CLARITY
COMPETENCE

26. @yuvalyeret @sgwolfe #BAM @BosAgileM
Case Study - A Corporate Campaign

27. @yuvalyeret @sgwolfe #BAM @BosAgileM
Campaign Timeline
Q3 AMBU
Initiative
launched
(I13 - Competitive
Campaigns)
Content Team
formed
(Jenny, Richard,
Dru)
Sept Oct Nov
SmartSheet
introduced
(Agile Firefighters)
Sept 13-15
Sprint 3 Planning
Oct 26
Extended
Team Planning
(Agile teams +
Dottie, Nerissa,
Stephanie, SteveT)
Sprint 4 Planning
Nov 10
Sprint 5 Planning
Dec 1
Dec
Agile Teams
Merge
Competitive
Web-Page
Battlecard
Sales
Enablement
Proof
Points
Sales Play
launched
Sales
Enablement
Key
Deliverables
(to date)
Validation
Report
(Apprize360)

28. @yuvalyeret @sgwolfe #BAM @BosAgileM
What worked well?
1. Big Room Planning
– Early visibility into Campaign -- Vision and Context, Quarterly Initiative
– Content ‘Swarm’ Team formed - able to staff early with right resources
2. Campaign Web-Page as container for driving key elements
3. Integrated agile marketing team & cadence in place (Field, IM, Product, Sales)
4. Tight coordination between delivery and content teams
– Extended team sprint planning meetings
– Sales Play / Sales Kit delivered in one sprint
– Relevant and timely sales enablement sessions
5. BU & Sales Leadership looped in throughout
6. Used framework as a guide rather than a checklist
7. Cross-Pollination across AMBU group - PPM Planview campaign initiated
maintaining compete campaign cohesion and alignment

29. @yuvalyeret @sgwolfe #BAM @BosAgileM
Challenges
1. Top-down planning -- One size didn’t fit all
2. Campaign did not take into account current WIP & impact (CAW timing)
3. Multiple messaging iterations:
– Approval processes (leaders & legal)
4. Two planning systems - SmartSheet and CA Agile Central
5. Creative process - agencies too far removed from teams/SME’s

30. @yuvalyeret @sgwolfe #BAM @BosAgileM
What’s Next?

31. Scaling Agile Marketing
BU #1
Product
Mktg
Field
Mktg
Integ
Mktg
Digita
l
Sales
Cross
Initiative
BU #2
Product
Mktg
Field
Mktg
Integ
Mktg
Digita
l
Sales
The Agile
Pilot
Work with cross-corporate
campaigns

32. WSJF Priorities
1, 2, 3, 5, 8, 13, 20, 40 Business Value
- Direct impact
on Marketing
performance
Time
Criticality
Opportunity
Enablement /
Risk
Reduction
Cost of
Delay
Size WSJF
(high=
prioritize)
Agile Pilot (Agile Mgmt BU)
Continued Support
20 20 40 80 8 10
Portfolio / Strategy 20 20 20 60 13 5
Apply agile to corporate-level
programs that scale across
multiple domains/BUs
20 20 3 8 2 4
Leadership
Style/Culture/Behavior
20 13 20 53 8 7
Additional BUs 20 5 13 46 13 4
Functional Groups 2 2 8 12 5 2.5

33. Questions?
Feel free to contact us at Yuval@AgileSparks.com or
Steve.Wolfe@CA.com with feedback/questions...