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Agile Marketing Managing Marketing in High Gear презентация
Содержание
- 1. Agile Marketing Managing Marketing in High Gear
- 2. Co-founder & CTO Software and services for
- 3. Marketing used to work like this. A B
- 4. Today, it feels more like this. A B
- 5. Today, it feels more like this.
- 9. A Ferrari is complicated.
- 10. A rainforest is complex.
- 11. Marketing used to be complicated — now it is complex.
- 12. Marketing used to be complicated — now it is complex.
- 13. Marketing used to be complicated — now it is complex.
- 14. Marketing used to be complicated — now it is complex.
- 15. How should marketing management adapt to a complex environment?
- 16. “…helping the companies thrive under conditions of high uncertainty and rapid change.”
- 21. So, how do we get there from here?
- 22. So, how do we get there from here? (This is a nicer metaphor, no?)
- 23. Plan Review Produce Deploy Traditionally, marketing management
- 24. The “waterfall” approach to management.
- 25. Plan Review Produce Deploy Traditionally, marketing management
- 26. This isn’t very predictable. A B This was relatively predictable.
- 27. Going back up the waterfall is perilous.
- 28. Since we’re living in this world now…
- 29. Since we’re living in this world
- 30. A source of inspiration: agile software development.
- 31. http://agilemanifesto.org
- 32. Agile software developers invented many new adaptive
- 33. Want a great introduction to Scrum? Read the first three chapters of this book.
- 34. 72% Improved team morale 71% Faster time-to-market
- 35. Could we adapt those agile methods to help marketing tame its chaos?
- 36. Could we adapt those agile methods
- 37. Before we starting improvising though, let’s consider
- 38. I’d like to sing a song of a new methodology…
- 39. Stop that! There’ll be no new methodologies while I’m here...
- 40. No worries, I’m not the agile police.
- 41. Just don’t report me to the agile police. Deal? (I’m an evangelist, not a fundamentalist.)
- 42. Scrum revolves around small, hands-on teams —
- 43. There are two special roles on a
- 44. However, in most agile marketing teams, these
- 45. Larger organizations can have multiple teams. Ambassadors
- 46. In theory, anyone can be an ambassador.
- 47. Agile teams thrive with “T-shaped” people —
- 48. Sprint Planning Sprint Sprint Retrospective Daily Stand-up
- 49. Update Backlog Scrum operates around tasks, often
- 50. Update Backlog Write a case study
- 51. Update Backlog Write a case study
- 52. 1 2 3
- 53. 1 2 3
- 54. 1 2
- 55. You can manage your agile task board using software.
- 56. You can make your agile task board simple or elaborate.
- 57. Sprint Then the sprint begins! Sprints are
- 58. Sprint Then the sprint begins! Sprints are
- 59. Sprint Ideally, commitments and priorities are
- 60. Sprint If something must be added mid-sprint,
- 61. 1 3 4
- 62. To Do In Progress Done Sprint Teammates
- 63. Sprint Every day during the sprint, the
- 64. Stand-ups are best done in person,
- 65. Sprint During the stand-up, each team member
- 66. To Do In Progress Done
- 67. Sprint reviews often include other key stakeholders and managers to get feedback.
- 68. Sprint Review The sprint review is a
- 69. Sprint Retrospective After the review, the
- 70. Retrospectives explicitly enable teams and processes to continually evolve.
- 71. Sprint Planning Sprint Sprint Retrospective Daily Stand-up
- 72. Stop that! There’s no way that would work here because...
- 73. Let’s bust some agile marketing myths.
- 74. Myth #1: Agile marketing is a euphemism for “work faster.”
- 75. Agile marketing produces faster results because it
- 76. Each sprint cycle provides an opportunity to:
- 77. Agile marketing isn’t about working more or
- 78. 1 2 3
- 79. 1 2 3
- 80. Myth #2: Agile marketing is a euphemism for “quick and dirty.”
- 81. First: small can be beautiful. Every increment
- 82. Agile is great for small projects that
- 83. This is an incremental approach — each
- 84. Version 1 Version 2 Version 3
- 85. To Do In Progress Done
- 86. Rushing sloppy work to market is not agile — it’s just sloppy.
- 87. time marketing productivity Brand Debt Agile Marketing
- 88. Reducing mid-sprint “fire drills” also helps improve quality and consistency.
- 89. Myth #3: Agile marketing is short-sighted — no long-term planning.
- 90. Agile marketing isn’t about eliminating long-term plans.
- 91. A strong, clear vision is the fuel that powers the agile process.
- 92. Connect long-term vision with the current sprint
- 93. But we should acknowledge that the traditional annual marketing plan is lagging.
- 95. That is a dead marketing plan.
- 96. The modern marketing plan is less
- 97. Having too rigid of a plan is suboptimal in a dynamic environment.
- 99. Of course, being too “exploratory” without enough focus is suboptimal too.
- 101. Agile marketing is about balancing a clear direction with responsive adaptability.
- 102. Budgeting should adapt in a similar way: strategic buckets with in-bucket flexibility.
- 103. You can adapt agile methodologies to best fit your organization.
- 104. A Scrum-based approach is just one way to embrace an agile philosophy.
- 105. Or create your own methodology, drawing upon these 6 agile marketing philosophical principles…
- 106. Adaptability Shift happens. Embrace and benefit from
- 107. Prioritization When everything is high priority, nothing
- 108. Transparency Helps teams coordinate in a highly
- 109. Responsiveness Harness the feedback loops from the
- 110. Empowerment Give teams greater responsibility to make
- 111. Experimentation Enable ways for teams to try
- 112. Colin Powell held 15-minute daily “stand-ups”
- 113. “To the uninitiated (and sometimes even to
- 114. “Accelerated cycles, increased transparency, and teaming outside
- 115. Co-founder & CTO ion interactive, inc.
Слайд 2Co-founder & CTO
Software and services for marketing apps.
Author & Editor
Blog on
Слайд 5Today, it feels more like this.
Faster cycle speeds
Fragmented channels
Feedback loops
Frequent disruptions
Слайд 23Plan
Review
Produce
Deploy
Traditionally, marketing management followed a relatively well-structured, staged plan. It might
Слайд 25Plan
Review
Produce
Deploy
Traditionally, marketing management followed a relatively well-structured, staged plan. It might
“Waterfall” is a predictive approach to management.
Слайд 32Agile software developers invented many new adaptive management methodologies…
(This is why
…the most popular is Scrum.
Слайд 3472%
Improved team morale
71%
Faster time-to-market
75%
Increased productivity
77%
Improved project visibility
84%
Ability to change priorities
Source: VersionOne
Agile has been very helpful in taming
the chaos of software development...
Benefits reported by software
teams who have adopted agile methods
Слайд 36
Could we adapt those agile methods
to help marketing tame its chaos?
We
Слайд 37Before we starting improvising though, let’s consider the Scrum agile methodology…
team
process
philosophy
artifacts
Слайд 40No worries, I’m not the agile police. Consider this a buffet of
You can take the pieces that work for your organization — and leave the rest.
team
process
philosophy
artifacts
Слайд 42Scrum revolves around small,
hands-on teams — typically no more
than 10 people.
Self-managing
High
Team-wide visibility
Low overhead
Esprit de corps
Слайд 43There are two special roles on a traditional Scrum team:
Product Owner
The
Scrum Master
Facilitates the process.
Слайд 44However, in most agile marketing teams, these roles are combined into
Depending on scale, this role may be a manager, a director,
a VP… or the CMO.
After all, in marketing, everyone should be tuned in to the voice of the customer.
Слайд 45Larger organizations can have multiple teams. Ambassadors from each team can
Слайд 46In theory, anyone can be an ambassador. In practice, in marketing,
CMO
Reporting up to the CMO
Слайд 47Agile teams thrive with “T-shaped” people — each may have a
T
T
T
T
T
T
T
There are never any idle resources on an agile team.
Agile teams dynamically rebalance work as needed.
Слайд 48Sprint
Planning
Sprint
Sprint
Retrospective
Daily Stand-up
1 day
2-4 weeks
Sprint Review
Update
Backlog
The Scrum Process: An Iterative Cycle
Слайд 49Update
Backlog
Scrum operates around tasks, often characterized
as “user stories” or “cards.”
Meaningful chunks
Briefly described — can fit on a post-it note
Larger projects are divided into a cluster of tasks
Tasks may have different sizes — S, M, L, XL
In marketing, think of these as stories along the buyer’s journey.
Слайд 50Update
Backlog
Write a case study
Configure new nurture email campaign in MAP
Create a
Launch new Google keyword group
Connect with a social media influencer
Sample tasks in a backlog:
Слайд 51Update
Backlog
Write a case study
Configure new nurture email campaign in MAP
Create a
Launch new Google keyword group
Connect with a social media influencer
Sample tasks in a backlog:
ion interactive has recently unveiled a
new “marketing apps” platform.
Слайд 52
1
2
3
4
5
6
7
8
9
10
11
Update
Backlog
The product
Clarity around prioritization is one of the most important facets of agile marketing.
Слайд 53 1
2
3
4
5
6
7
8
9
10
11
Sprint
Planning
Sprint planning
Sprint planning is usually time-boxed to no more than a few hours.
Слайд 54
1
2
3
4
5
6
7
8
9
10
11
1
3
4
5
To Do
In Progress
Done
Sprint
Planning
These are the tasks to be completed within this sprint.
Self commitment is another key cultural aspect of agile marketing.
Слайд 57Sprint
Then the sprint begins!
Sprints are typically one week to one month
Long enough to get real work done. Short enough to enable feedback, iteration, and adaptation.
Слайд 58Sprint
Then the sprint begins!
Sprints are typically one week to one month
Long enough to get real work done. Short enough to enable feedback, iteration, and adaptation.
You want a high ratio of work time to planning and review time.
Слайд 59Sprint
Ideally, commitments and priorities
are not changed while the sprint is
Minimize “fire drills” that derail work in progress
New work is queued in the backlog for the next sprint.
This lets the team focus more productively.
Слайд 60Sprint
If something must be added mid-sprint, then it is prioritized relative
1
2
3
4
5
6
7
8
9
10
11
Слайд 61 1
3
4
5
6
7
8
9
11
12
Sprint
If something must
This may result in another task being “bumped” out of the sprint.
2
10
This is a key mechanism in agile marketing to help other stakeholders recognize trade-offs.
Слайд 62To Do
In Progress
Done
Sprint
Teammates take on tasks in order of priority.
Tasks moved
Transparency is a big feature of agile marketing: everyone can see what’s done, what’s in progress, what’s up next.
Слайд 63Sprint
Every day during the sprint, the team meets for a daily
It’s time-boxed to 15 minutes — and held standing up (to remind people to keep it to 15 minutes).
Meeting every day for a few minutes helps keep the team in sync.
Слайд 64
Stand-ups are best done in person, but
videoconferencing can also work.
Skype, Google
Слайд 65Sprint
During the stand-up, each team member answers three questions:
What did I
What am I going to do today?
Are there any impediments in my way?
Problems can’t lurk in the dark
Слайд 66
To Do
In Progress
Done
Sprint Review
At the end of the sprint, the team
Слайд 68Sprint Review
The sprint review is a great opportunity for the team
To give the rest of the organization visibility into what they’re doing…
And to collect feedback that can lead to new ideas added to the backlog for future sprints.
Слайд 69Sprint Retrospective
After the review, the team has a meeting — a
What went well in
this sprint?
What could be
improved in our next sprint?
Focusing on
how things
were done, not just what was done.
Слайд 71Sprint
Planning
Sprint
Sprint
Retrospective
Daily Stand-up
1 day
2-4 weeks
Sprint Review
Update
Backlog
…and then the cycle repeats.
Слайд 75Agile marketing produces faster results because
it enables incremental and iterative delivery.
One
Слайд 76Each sprint cycle provides an opportunity to:
Reap the benefits of a
Adjust your approach based on feedback
Stop wasting time on things that aren’t effective — rebalance your investment
Experiment with innovative, new ideas
Слайд 77Agile marketing isn’t
about working more or faster.
It’s about better allocating your
time
Слайд 78 1
2
3
4
5
To Do
Agile marketing actually helps prevent
By letting the team self-commit to a sustainable volume of work…
By letting the team focus on their work in the sprint…
And by reducing “fire drills.”
Слайд 79 1
2
3
4
5
6
7
8
9
10
11
Agile marketing
1
3
4
5
6
7
8
9
11
12
2
10
And helps all stakeholders recognize the trade-offs of inserting new tasks.
Слайд 81First: small can
be beautiful.
Every increment and iteration in agile marketing can
Quick ≠ Dirty
Слайд 82Agile is great for small projects that are produced and deployed
But agile also lets you build a larger project over several sprints.
Part I
Part II
Part III
Each part can benefit from internal review — and is then deployed when it’s complete.
Слайд 83This is an incremental approach — each step offers you a
Part I
Part II
Part III
Version 1
Version 2
Version 3
This is an iterative approach — each step offers you a chance to refine your deliverable based on real-world feedback.
Слайд 84Version 1
Version 2
Version 3
This is an iterative approach — each step
An iterative approach
lets you “fail fast”
(and that’s a good thing!)
Try new ideas on a small scale before you have to commit to scaling them.
Слайд 85To Do
In Progress
Done
In all cases, management still sets the expectations
for what
Quality control is then
enforced in agile marketing
through the definition of done.
Слайд 87time
marketing productivity
Brand Debt
Agile Marketing Robust “Done”
Agile Marketing Weak “Done”
Traditional
Marketing
Brand Debt
Rushing out
Слайд 90Agile marketing isn’t
about eliminating long-term plans.
It’s about implementing
long-term plans in a
Слайд 92Connect long-term vision with the current sprint through prioritization of the
Connect the current sprint to long-term vision during sprint review.
Minimize “fire drills” while sprint is in progress to help maintain strategic focus.
Слайд 95That is a dead marketing plan.
The “marketing plan” must become adaptive
—
Слайд 96
The modern marketing plan is less gospel,
more jazz — room for
Tweetable moment?
Слайд 105Or create your own methodology,
drawing upon these 6 agile marketing
philosophical principles…
Слайд 106Adaptability
Shift happens.
Embrace and benefit from change instead of fighting it.
“Adapt or
Adaptability is a frame of mind.
Слайд 107Prioritization
When everything
is high priority, nothing is.
Give everyone a mechanism to agree
Make trade-offs intentionally, not accidentally.
Слайд 108Transparency
Helps teams coordinate in a highly dynamic environment.
Give knowledge workers knowledge.
Build
Слайд 109Responsiveness
Harness the feedback loops from the digital world.
React swiftly to new
An iterative and incremental approach with short, frequent planning cycles lets you respond rapidly to the world.
Слайд 110Empowerment
Give teams greater responsibility to make a difference, to shape their
An empowered front-line can improve your reaction speed.
Слайд 111Experimentation
Enable ways for
teams to try new
innovations quickly,
frequently, and on
a small scale.
Create
“The best way to have a great idea is to have lots of ideas.”
– Linus Pauling
Слайд 112
Colin Powell held 15-minute daily
“stand-ups” at the State Department.
If there’s an
Слайд 113“To the uninitiated (and sometimes even to those in the industry), this way
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
February 2013
Слайд 114“Accelerated cycles, increased transparency, and teaming outside the typical organizational boundaries (both within and outside
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
February 2013
Слайд 115
Co-founder & CTO
ion interactive, inc.
http://ioninteractive.com
sbrinker@ioninteractive.com
Twitter: @chiefmartec
Author & Editor
Chief Marketing Technologist
http://chiefmartec.com
Thank you!
