the role of agile marketing in creating a world-class marketing team
Post on 08-May-2015
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WELCOME
Agile Marketing: Creating a World Class
Marketing Team
Jim Ewel jim@agilemarketing.net @jimewel www.agilemarketing.net
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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!
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SprintZero June, 2012
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The Inspira;on!
h"p://econsultancy.com/blog/11264-‐how-‐do-‐you-‐create-‐a-‐marke=ng-‐func=on-‐fit-‐for-‐the-‐future
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So6ware Capability Maturity Model!
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Marke;ng Maturity Model A Proposal!
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Level 1 – Heroic Efforts! Ini=al
Summary Heroic Efforts
Vision & Strategy
Organiza;onal strategy determined elsewhere,
marke;ng supports; even tac1cs are dictated
Working prac=ces, processes,
tools
Silo structures, waterfall project management, infrequent
updates, hierarchial decision making
People, Teams, Culture
Isolated knowledge, ver;cal skillsets, poor training
Data and Technology
Vanity metrics, siloed data sources, technology restricts,
legacy pla\orms, li]le marke;ng automa;on
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 per-
customer metrics, cohorts!
• Split-test!• Example: conversions!
Level 2 – Agile as Project Mgmt! Managed
Summary Agile as Project Mgmt
Vision & Strategy
Organiza;onal strategy s;ll determined elsewhere, but
marke;ng determines priori1es Working prac=ces, processes,
tools Sprints, Kanban and/or Scrum People, Teams, Culture
Culture of execu;on, accountability for deliverables
Data and Technology
Spreadsheet metrics, marke;ng automa;on
Ma" Heinz
Level 3 – Op;mizing!
Op=mizing
Summary Con=nuous Improvement
Vision & Strategy
Strategy may arise or at the very least is tempered and adjusted
by results and data Working prac=ces, processes,
tools Experiments, KPIs, rapid itera;on
and prototyping tools People, Teams, Culture
Accountability for results, T-‐shaped people, sta;s;cally
literate
Data and Technology
Technical infrastructure to support rapid itera;ons,
prototyping and measurement, dashboards
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20 20
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Coca-‐Cola Content 2020 Part Two
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Brad Terrell, VP & General Manager, Digital Media, Netezza as quoted in Scott Brinker’s Chief Marketing Technologist Blog
Level 4 – Agility and Speed!
Agile
Summary Agility and Speed
Vision & Strategy
Organiza;onal strategy provides framework; marke;ng executes quickly, responds to change and can make real-‐1me decisions
Working prac=ces, processes,
tools Small, cross-‐func;onal teams,
permission to fail People, Teams, Culture
Collabora;ve, open to change, accepts "good enough"
Data and Technology
Technical infrastructure to support real-‐;me decision-‐
making and execu;on
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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 ...
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Level 5 – Remarkable Customer Experiences! Holis=c
Summary Remarkable Customer
Experiences
Vision & Strategy
Marke;ng drives the organiza;on in crea;ng remarkable customer
experiences and outcomes Working prac=ces, processes,
tools
Customer Experience Owner, entrepreneurial, Minimum
Viable Products People, Teams, Culture
Pi-‐shaped people, fluid structure, agile culture
Data and Technology
Marke;ng technologists, prototype factories, data as compe;;ve advantage,
technology usage innovators
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Focus on Outcomes!
Pi-‐Shaped People!
Generalist/Broad Knowledge
Le\-‐Brained
, Ana
ly=cal Right brained, crea=ve
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Marketing Management!
Remarkable Customer
Experiences!Brand & Buzz! Lead
Generation!Care &
Feeding Sales Force !
Marketing Technologists!
Summary Eye Chart!
• 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!
Summary Thoughts!
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Q&A
THANK YOU
Jim Ewel jim@agilemarketing.net @jimewel www.agilemarketing.net
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