driving market impact through operationalizing agile marketing

Driving Market Impactthrough Operationalizing Agile

December 10, 2015Presenter: Nicolina Nelson Miller

©2015, CMG PARTNERS – NOT FOR DISTRIBUTION

About CMG’s approach to agile EXPERIENCETwo decades of bringing new technologies and products to market, working in collaborative, cross-silo, highly effective/efficient processes.

RESEARCHThree-plus years of research among leading chief marketing officers, agile practitioners and other experts to gain insight on the state of the art.

BUILD We have helped marketing teams of five to 100+ people make the transformation through the trial, adoption and scaling of Agile for Marketing™ (what we call A4M) across their marketing organizations. 2

Nicolina MillerAgile Marketing Specialist

3©2015, CMG PARTNERS – NOT FOR DISTRIBUTION

1. Agile overview

2. What it means to scale agile

3. How to make agile last

4. How other companies have made agile successful

What we’ll talk about


A new marketing operating system

AGILE

• Customer centric approach to business

• Disciplined in execution yet flexible in operations

• Accountable and empowered teams


Agile drives operational excellence

5


Yet, most organizations look like this

POWER & STRUCTURE Authority

Formal rolesHierarchyStable processToll gates/check points/formal reviews

COMMAND & CONTROL


Where is your organization today?

COMMAND & CONTROL

INDIVIDUAL ACCOUNTABILITY

COLLABORATIVE CULTURE

SHARED ACCOUNTABILITY

Source: 7


Agile organizations live here

Source:

COMMAND & CONTROL

INDIVIDUAL ACCOUNTABILITY

COLLABORATIVE CULTURE

SHARED ACCOUNTABILITY

8


Moving to a more decentralized structure enables organizations to have:

1. Better understanding of market 2. Speed of anticipation and response3. Better decision making4. Happy and proactive teams5. Clarity of mission - people marching

together in the same direction


“Alright, I’m in. How do I get there?”


There’s a difference between . . .

DOING AGILE BEING AGILE

11


Methodology vs. MindsetMINDSET

Right brainFlexible

Collaborative Empowered

ExperimentalCustomer-focused

Transparent

METHODOLOGYLeft brainSet structure Set rolesSelf-organizedFocusedData driven

12


To transform requires changing the systemLeadership

Focus

Culture

People

Process

AgileOperati

ng System


MetricsPeople ProcessComponents of operating at scale

Focus

STRA

TEG

YPR

OG

RAM

EXEC

UTI

ON

Program Manager

Gov

erna

nce

Com

mitt

ee

• Progress against goals

• CSAT• Revenue• ROMIx

• Marketing Goals & Objectives

• Marketing Priorities• KPIs

MARKETING ROADMAP

Marketing Leadership

Team

Prioritization & Budget$$$$$$$

$$$$

• Progress against program KPIs

• Product • Solutio

n• Initiativ

e

KEY PROGRAMS

Business Owner/Team Lead

• Objectives• Priorities• Segmentation

/Customer Knowledge

• Strategy

Program Backlog

• Progress against sprint cycles

• Delivery efficiency

DELIVERY ACTIVITY

Delivery Teams

• Objective setting

• Planning• Sprints/

iterations• Learning

cycles• Customer

feedback loops

Sprint Backlog

14

@cmgpartners.com | © CMG PARTNERS 2015 15

But . . . the culture is the biggest barrier

Source: VersionOne State of Agile Study

Barriers to further agile adoption

53%Inability to

change organizational

culture

As expected, the same reason agile projects fail is also what keeps companies from further agile adoption – culture. An ‘inability to change organizational culture’ and the ‘general resistance to change’ were the two most commonly cited barriers for respondents, followed by trying to fit agile elements into a non-agile framework.

*Respondents were allowed to select more than one answer.

28%Project

complexity

25%Customer

collaboration 13%Budget

constraints 13%Perceived

time to transition

13%none

42%General resistance

to change

35%Trying to fit agile elements into a

non-agile framework30%

Management support 33%

Availability of personal with

right skills 23%Confidence

with the ability to scale


Three areas to get started

1. Focus on the behaviors you need to change (mindset)

2. Identify strategic drivers by which to align operations (methodology)

3. Establish leadership governance to drive change


• Focus on culture as much as process – really understand what behaviors need to change

• Do your diligence on your customer – internal and external

• Get people comfortable being t-shaped

1) Focus on behaviors you need to change

Breadth of knowledge +

depth of expertise

[email protected] | © CMG PARTNERS 2015

CASE STUDY

Changing culture: A telecommunications company1 Focus first on people, then process

2 Set up ongoing measurement around behaviors

3 Align team goals, objectives and incentives


Collaborative:

Working together versus in silos

Case study - impact

Series1

0 1 2 3 4 5

3.2

4

Iterative/experimental:

Taking small calculated risks and learning from them

Empowered to make decisions:

I believe I am empowered to make the necessary decisions

Series1

0 5

2.6

4Series1

0 1 2 3 4 5

3.2

4Series1

0 1 2 3 4 5

2.6

4.4

Customer focused:

Putting customer needs at center of decision making

Pre Agile AdoptionPost Agile Adoption

19


• Push the marketing organization to have a clear strategy and clear priorities

• Align your teams in a way that reflects your desired end-state of business

• Prioritize, prioritize, prioritize

2) Identify strategic drivers by which to align operations

MARKETING ROADMAP


CASE STUDY

Strategy to execution – At Version One

1. Generated annual marketing goals and 5-7 key priorities set for the year

2. On a monthly basis, revisited priorities:Identify what they need to do vs. where they need to get better

3. On a weekly basis, plan – execute – review work – adjust:3 teams (programs, creative, & Web)

2. MONTHLY Planning

1. Annual Goal/ Priorities Setting

3. Weekly Sprints


• Take the time to put together a purposeful change management plan

• Inspire active and engaged leadership

• Build a thoughtful approach to bringing along needed stakeholders

3) Establish leadership governance to drive change


CASE STUDY

Leadership: An Internet company

Oh yeah, I’ve heard of “Agile Marketing”

Context

1This initiative will improve Marketing’s impact on revenue delivery for the business.

Awareness

2A new operating model will transform the way we collaborate and manage the business to influence greater revenue.

Understanding

3

I believe this project is integral to sustaining our growth strategy.

Acceptance

4I understand the value of this initiative and must be a part of our way forward.

Commitment

5I can speak from experience that this process delivers results.

Advocate

6


1. Focus on the culture as much as the process. Really understand what behaviors need to change

2. Do your diligence on your customer – internal and external3. Get people comfortable being t-shaped 4. Push the marketing organization to have a clear strategy and clear

priorities 5. Align your teams in a way that reflects your desired end state of

business6. Prioritize, prioritize, prioritize7. Take the time to put together a purposeful change management plan8. Inspire active and engaged leadership9. Build a thoughtful approach to bringing along needed stakeholders10. Be patient – know that you will break things

Wrap up: 10 key learnings

25cmgpartners.com | © CMG PARTNERS 2015

THANK YOU!

ANY QUESTIONS?

If you want to talk further, I’m all ears:

Nicolina Nelson MillerAgile Marketing [email protected]

mailto:[email protected]

mailto:[email protected]