AssessingYourAgileMarke0ng

MaturityLevel

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Whyassessthelevel

ofAgileMarke0ng?

Teams,ManagersandCoachescanquicklyevaluatethecurrentcapabilityofateam/group,inorderto:

•  Seehowthecapabilitymeasuresagainsttherecommendedlevelforbenefi0ngfrommarke0ngagility

•  Guidetheteam/grouponwhattoimprovenext

•  See,over0me,theevolu4onofagility(posi0veornega0vetrend)

•  Seetheimpactoftheteam/groupimprovementwork

•  Seetheimpactoforganiza0onal/structuralchangesthatareoutsidetheteam/group’scontrol(costsreduc0ons,distributed,etc.)

•  Mo)vate!Getacheivementsandrecogni4onforreachinghigheragilitylevels(Emphasizeintrinsicmo0va0on!)

KeyAssessmentAreas

InspiredbytheAgileMarke0ngManifesto:

•  Customer’sjourney-orientedcross-func4onalcollabora4on

•  FlexibleValue-orientedPlanning/Execu4on–  Flexiblevs.rigidplanning-Respondingtochangeoverfollowingaplan

•  Adap4veandItera4veFlowofMarke4ngWork

•  ValidatedLearning/Manysmallexperimentsoverafewlargebets

InspiredbyLean:

•  Lean/AgileLeadership

•  Respect/EmpowerMarketersandtheirHumanity

•  RelentlessImprovement

1. Marketersseeworkingdeliverablesfrequentlyanduse

themtoinspectandadapttheirmarke0ngplan/

execu0on.

2. Marke0ngValueisplanned,designed,builtand

deliveredinitera0vechunkscross-cu\ngacrossthe

marke0ngstackifnecessarytherebyincreasing

marke0ngagility–faster0metomarketandkeeping

moreop0onsopentowhatwillbedeliveredlateron.

3.Planning/Execu0onisalignedtoobjec0ves/goals

4.FrequentlyInspectandAdaptwithstakeholders/usersbeyond

justthemarketersontheteam.

5.WorkitemsareSMALL-canbedeliveredindaysthereby

0ghteningthefeedbackloop

Dimension

Novice

Advanced

Beginner

Competent

2.FlexibleValue-orientedPlanning/Execu4on

1.Customer’sjourney-orientedcross-func5onal

collabora5on

1.  Allpeopleinvolvedinaworkitemworkonitmoreorlessinthesame0meperiod(ProductMarke0ng/Content/

Digital/Field/Sales)minimizingtheoverhead/wastefromcontextswitching/recallingpastwork.

2.  80%ofthepeopleareworkingononlyoneteamateachpointin0meand80%oftheir0meisspentonteam

goalsratherthandepartmentalgoals.

3.Peopleworkoncross-func0onalcustomer-journeyorientedteamsthatwheretheycaneasilycollaborateacross

func0onstomaximizemarke0ngimpactandeffec0veness.

4.Mostteamsarerela0velystable(Notad-hocteamsrecreatedeverycoupleofweeks)

5.Teamenvironmentisascollabora0onfriendlyaspossible

6.Peoplepullworkoutsidetheirnaturalfunc0oninordertomaketheteammoreflexibleandeffec0ve.(T-Shaped

Marketers)

7.Significantaspectsofgoalsandrewardsareorientedtowardsteamperformance/goals(ratherthanindividual

performance)drivingcollabora0onnotjustindividualism.

8.Peopleworkinsmallteams(notmorethan10,ideallyaround5-7)enablinggoodcommunica0onanddirect

collabora0onaswellaseffec0vemee0ngsandinterac0on

2.FlexibleValue-orientedPlanning/Execu4on

1. Marketersseeworkingdeliverablesfrequentlyandusethemtoinspectand

adapttheirmarke0ngplan/execu0on.

2. Marke0ngValueisplanned,designed,builtanddeliveredinitera0ve

chunkscross-cu\ngacrossthemarke0ngstackifnecessarythereby

increasingmarke0ngagility–faster0metomarketandkeepingmore

op0onsopentowhatwillbedeliveredlateron.

3.Planning/Execu0onisalignedtoobjec0ves/goals

4.FrequentlyInspectandAdaptwithstakeholders/usersbeyondjustthe

marketersontheteam.

5.WorkitemsareSMALL-canbedeliveredindaysthereby0ghteningthe

feedbackloop

1.Adap5veandItera5veCampaignFlow

1.  Visualizewhoisworkingonwhataswellasinordertobeawareoflevelofmul4taskinganddependencyonspecific

people.

2.  Commitmenttofinishingworkoverstar4ngnew(eventuallyreachingaWIPlevelthat“feelsOK”fortheteam)tostartto

“weakly”constrainandimproveflow.

3.  Defini4onofwhatDone(Finished/DeliveredMarke4ngPlay)meansisclearandadheredto(“DoD”)sorealflowis

measuredandsoexcep4onsdrivediscussion/improvement.

4.  Visualizeworkflowthroughthedifferentprocessstages(usingKanbanBoardorsimilar)tocreateflowawareness

5.   PlanningisCon4nuous–Beyondthenextfewweeksthereisahealthymixofcommi]edanduncommi]edwork–

enablingbusinessagility

6.   WIPislimitedacrossthesysteme.g.usingKanbanWIPLimits,ScrumSprintCommitment.

7.   Visualizeandfocusonblockedworksomajorflowefficiencyissuesareaddressed

8.   Visualizeworkthatisqueued/wai4ngbetweenpeople/workflowstatestostartraisetoawarenessreasonsforqueuing

andiden4fyop4onsforreducing

9.   Teamisawareofdifferentexpecta4onsforhandlingcertainworktypes&peoplecanmakeintelligentflowdecisions

accordingtothecontext

10.   Visualizeworkvariabilityandseektoreduceit(e.g.usingVelocity/CycleTimeControlCharts)sothatoverallflowis

improved.

1. Marke0ngRequirementsthatareHypothesisarevalidatedUsingMVP(MinimallyViable

Play)inafastlearningloopinordertoenablesafe/cheap-to-failexperimentsaboutrisky

butworthyideas.

2. Teamhasfeedbackloops(quan0ta0veANDqualita0ve)inplacetogaugeeffec0venessof

themajorityofmarke0ngplays

3.  Teamactuallyleveragesthefeedbackloopstoinspect,learnandadapt.

4.  Teamrunsmul0pleexperimentseachmonth

5.  TeamisabletoA/Btestamajorityofmarke0ngplays

4.ValidatedLearning/ManySmall

Experiments

5.Lean/AgileLeadership

1.  Departmentsas”CommunityofPrac00oners”ratherthandriving/controllingthework.

2.  LeadersprovideAlignment/ClaritythroughfrequentlysharingVision&Context

3.  LetTEAMSowntheCustomerJourney(&Pipeline)fortheirmarketsbyspecifyingobjec0vesbutNOT

tac0cs.

4.  Leadershelpoutwithkeyrisks/issuestheirteamsescalate.

5.  Leadershelpteamsmaintainflowthrougheffec0vetriage(SayingNOtounplannedworkunless

Value>>Flow,andeveninthatcasedecidewhattoSTOPbeforesaying”yeswecan/should”)

6.  Leadersspendasignificantsliceoftheir0mebuildingcompetencyoftheirmarketers

7.  Leadersavoidcomprehensivedetaileddepartmentalrepor0ng.Theyleverageagilecross-func0onal

repor0ng/visibility/transparencytogetherwith”GoSee/Gemba”–joiningBRP/Demos/etc.

8.  Leaderscareaboutthesystemofworkandfocusonimprovingit.

9.  Leadersarepro-ac0velyandmethodicallyseekingwaystoimproveautonomyofteamsandindividualsasa

waytoacceleratetheworkandmakeitmoreeffec0veaswellmo0vatemarketers(whoareHumanand

appreciateAutonomy)

10.  Leadersgivemarketersopportunitytoimprovetheirmasteryofareaswhichinterestthem

11.  Leaders/Policiesincen0vize(formallyandinformally)lean/agilethinking-Flow,Improvement,Trust,

Transparecny,WholeTeam,LowWIP,Safetofailexperiments,etc.

6.Respect/EmpowerMarketersandtheirHumanity

1.  Frequentplanningmee0ngs(e.g.DailyStandups)areusedbyPEOPLEtomanage/sync/plantheirdaytoday

work(insteadofworkscheduledbysupervisorsandpushedontothem)

2.  Autonomy-Peoplehaveahighdegreeofcontrolovertheprojectday2dayexecu0on–theychoosewhich

taskstopullwhen,wheretofocus,howtodealwithissues

3.  Reason/Intentiscommunicatedaspartofeveryrequirement/workitem,toincreasemo0va0onaswellas

empowerpeopletodotherightthingforthecontextratherthanblindlyfollowaplan

4.  PeoplepulltocapacityataSustainablePace-byusingTeamEs0ma0onapproachesorjustpulltoWIP

5.  Autonomy-Peoplehaveahighdegreeofcontrolovertheirpersonal&professionaldes0ny

6.  Teamsareinvolvedinhigherlevelplanningandhavetheopportunitytotaketheini0a0ve

7.  Opportunityforinnova0on/crea0vitywithintheworkandontopofthework(e.g.Hackathon).

7.RelentlessImprovement

1.  RegularLessonsLearnedeventsareheldfrequently(every1-4weeks)withac0onable

outcomes(e.g.Retrospec0ves)

2.  Peopleatalllevelsarehighlyawareandinvolvedinimprovementac0vity

3.  Ac0onableImprovementWorkisvisualizedandmanagedusing“Stopstar0ngstart

finishing”

4.  Improvementac0vityisfocusedonateamperformanceobjec0ve/goal

5.  Team/Groupallocatescapacity/0meslotsforimprovementwork

6.  Teamsuseexperimentstodriveimprovementandinnovate.

TheScale

•  Op0on1

– Yes/No

•  Op0on2(Inspiredbywww.AgendaShis.com)

– Not/Barelystarted

– Earlygains

– Ge\ngthere

– Crushingit,Consistently

5.Lean/AgileLeadership

1.Customer-focusedCross-

Func5onalCollabora5on

4.ValidatedLearning/Many

SmallExperiments

2.Business-focusedCustomer

Discovery

7.Relentless

Improvement

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6.Respect/EmpowerMarketersand

theirHumanity

3.Adap5veandItera5ve

CampaignFlow

Howtouse

•  Gothruthedimensions,andassesslevelof

maturityforeachques0on.

•  Use“constella0ons”physicalexercise,

“planningpoker”stylediscussiontolookat

gaps,orsomethinglikepollev/kahoot.

•  Summarizeacrossdimensions

•  Iden0fydimensionstofocusoninimprovement

work

•  Formorehelptofigureouthowtousethis–feel

freetocontactYuval.Yeret@agilesparks.com

References/A<ribu0on

•  AgileSparksLean/AgileDepthAssessment-

www.slideshare.net/yyeret/leanagile-depth-

assessment

•  AgileMarke0ngManifesto-

h<p://agilemarke0ngmanifesto.org/