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Thought leaders such as • Jonathon Colman, REI • Greg Meyer, Salesforce • Kevin Scott, Cisco are progressing on the agile marketing journey. Agile development enables organizations “to build an uncertain product, for an uncertain customer, in an uncertain market.” Interestingly, for those of us working in the social business space for any length of time, this quote could just as easily apply to a social context. In agile marketing, there are a number of recurring themes: • Customer-centricity – better understanding and serving the customer provides distinct motivation for agile. Agile had helps teams move away from the notion of customer being hard-coded to a particular channel – and to a more holistic customer view. • Dealing with disruption – customers and markets change fast; focus on the importance of continual learning, iteration, and bias for action, as opposed to perfectionism. "Fast fail” is something to be embraced and not feared. • Silo-busting – Agile Marketing is a tool for building pan-team and pan-organizational bridges, and the improved richness of the resulting product. Agile in the future is a mechanism for engaging more effectively with organizations outside one's own. • Empowerment – Agile Marketing presents opportunity for sharing accountability up, down, and across the organization; it can enable the emergence of more self-directed (vs. top-down) behavior as a key benefit. • Culture shift – There is evidence that Agile Marketing also may transform sagging morale. Agile Marketing was seen at Cisco as a way to create opportunities to develop talent and enable new leaders to emerge in agile roles. • Freedom with discipline – Agile Marketing is a way to remove the daily impediments that all of us have encountered as marketers (politics, hierarchy, ambiguity, etc.). At the same time, the rapid cadence of agile process – namely two-week iterations – allows for frequent wins and outputs. These outputs and measures can be communicated early and often across the organization to demonstrate tangible value.
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Todd Shimizu, SVP & Managing Director | @shimmage
Agile Marketing:Transformation Two Weeks at a Time
2Proprietary + Confidential | antseyeview.com | Seattle + Austin + Silicon Valley
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Source: http://www.intel.com/content/www/us/en/communications/internet-minute-infographic.html
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Is your operating model ready?
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Large campaigns create an often slow, inflexible, heavyweight “waterfall” planning process
Customer insights, if they exist, are outdated and too static
Overemphasis on paid media widens the customer loyalty gap
The scorecard may be green, but activity does not = impact?
The most creative marketing minds spend their days in endless status & alignment meetings – and not innovating
The current state of many marketing teams
Paid Media
Owned Media Earned Media
Loya
lty
Aware Advocate
Purchase
Consider
Use
You Are Here
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agilemanifestp.org
Agile: a blueprint for marketing transformation
Proven methodologyWell known and well understood development methodology. Widely used in complex organizations.Customer-centricityPlaces customer voice and response to customer need at the heart of operation.
Community-drivenDocumentation, best practices, case studies shared by passionate practitioners.
Talent developmentValues the contribution of individual, in the context of the team. Increasingly a skill employees desire.Culture Encourages empowerment, collaboration, and thoughtful risk-taking. Rewards creativity.
Rhythm & precisionContinual measurement and refinement native, not an afterthought (nor a justification tool).
Developers began addressing similar challenges 10+ years ago.
Result: Agile
A map of Agile marketing
Voiced through “stories”Written in plain English
VOC-focused “product owner” Empowered “scrum master”
“Scrum” Team
Customer Driven Flexible & Creative Iterative & Accountable
2-week “sprints”Measure often
MediaBrandDigitalSocialCommunicationsOperationsFu
nctio
nal
Team
s
Mea
sur
e Mea
sur
e
Multiple scrum teams in parallel
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Traditional Marketing Transitional Marketing Agile Marketing
Customer Insights
• Key customer touchpoints are disconnected – web, social and media.
• Customer understanding occurs via focus groups or quantitative survey.
• Success metrics informed by voice of the customer.
• Social Media listening becomes embedded in business operations and informs campaign, product and service decisions.
• Integrated campaigns deliver on clear brand essence.
• Customer insights are shared broadly across functional teams.
• Process and services dynamically designed around customer needs.
Organization
• Potential leaders hiding in the organization
• Limited knowledge in areas of opportunity – search, analytics, etc.
• Tied to functions vs. shared goals
• Leaders for cross-functional project management are identified and empowered.
• Strong understanding of market trends and customer needs.
• Focused efforts on key disciplines (search)
• Cross-functional leaders are affecting real change driven by customer insights.
• Clarity around where to lead, what the team should do – and what the team should not do.
Strategy • Reactive planning based on demands from business units.
• Rogue activity abounds (apps, one-off campaigns, week 10 flurries)
• Integrated strategic media and creative planning takes root.
• Investments in innovation (mobility, global)
• Structured approach to screening, testing and implementing new ideas.
• Investment in key areas of differentiation based on business imperatives.
• Speed of the business catching up with speed of the marketplace.
Measured Impact
• No alignment around metrics and goals.
• Too many priorities leading to underperformance.
• No uniform way to measure progress.
• Goals map to specific outcomes.• Movement toward tracking baseline
metrics. • Increased rigor for dashboards and
scorecards. • Regular operational and planning rhythm
• Defined KPIs and metrics with regular cadence for review and iteration.
• Impact and efficiency can be measured. • Proven results driving investment
priorities
People • Siloed, independent teams. • Functions are disconnected.
Communication is fractured. • Success is at a functional level
vs. org level
• Empowered teams, run by proven leaders driving coordinated initiatives across teams
• Move from tasks to collaboration. • Celebrating shared outcomes.
• High-performing team• Team members see career growth around
innovation initiatives.
What the agile marketing journey feels like
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Questions answered on the agile journey
• How does rapid agile learning loop back into organization?
• How can we employ tools for driving agile precision?• How do improve epic and story writing for efficiency?
PHASE 1: ENABLEMENT
PHASE 2:ADOPTION
PHASE 3:OPTIMIZATION
• How do we set a baseline of agile competency?• Who are potential agile champions & pioneers on the
team?• How do you empower teams to use agile to unlock
their potential?
• Which peer teams in the business could be agile partners?
• How do create internal community of practice?• How do we get everyone on our team using it?
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Agile marketing fact vs. fiction
MythsIt’s panacea. It’ll fix everything!Everyone’s doing it; we’re behind.Nobody is doing it; it’s hype.It’s weird, and chaotic.
RealitiesIt’s a journey requiring trust in the process.Enterprises are doing it; it’s early though.It can be done thoughtfully & pragmatically.
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A case study in Agile Marketing: Cisco
Global Corporate MarketingLarge global team chartered with brand, digital, media stewardship for Cisco.
Agile marketing framework
Detailed workflows Prescriptive guidance
Training & coaching
Cisco developed and implemented a custom agile marketing practice in their own language & culture
“This is such a better way to work.”
-Agile team member, Cisco
New agile experts created
22Weeks to finish mobile project
(previously stalled for months)
2Measured
impactOrganization
User stories created,
prioritized
100+
Customer insights
10Proprietary + Confidential | antseyeview.com | Seattle + Austin + Silicon Valley
Where are you on the agile marketing journey?
Do we hear, internalize, and respond to our customers’ voice?
Are we solving real problems, or a collection of activities?
Does our agency work for us, or vice versa?
Are we measuring to improve, or simply measuring to tell stories?
Is my team inspired and unleashing their true talents?
Todd Shimizu• SVP & Managing Director• Agile Marketing Practice
Lead
antseyeview.com@antseyeview
[email protected]@shimmage
