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BREAKING CONWAY’S LAW

C O N V E R T I N G B U S I N E S S L O G I C I N T OS U C C E S S F U L M A R T E C H E X E C U T I O N

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@GarrettGillas

LinkedIn.com/in/GarrettGillas

Tripwire.com

Garrett Gillas

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Tripwire.com/Careers

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“Any organization that designs a system will inevitably produce a design whose structure is a copy of the organization’s communication structure.”MELVIN CONWAY1 9 6 7

CONWAY’SLAW

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Manu Cornet: Visual Interpretation of Cornet’s Law

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We find strong evidence to support the hypothesis that a product’s architecture tends to mirror the structure of the organization in which it is developed.”— Alan MacCormack, John Rusnak, Carliss Baldwin Exploring the Duality Between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis - Harvard Business School

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Our work suggests that managers of the innovation process must strive to understand the influences on their design choices that stem from the way they’re organized.”— Alan MacCormack, John Rusnak, Carliss Baldwin Exploring the Duality Between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis - Harvard Business School

“

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When teams and departments are not working closely together,

new marketing efforts and deliverables can take a very long

time to execute.

SLOW RELEASES

Quite often, dysfunctional organizations will talk at length

about successful campaigns that produced great numbers but low

sales.

VANITY METRICS

By splitting deliverables among teams, work frequently gets duplicated by creating similar content across different channels.

DUPLICATE WORK

The result of over-focusing on metrics often means poor bottom line numbers. Unless revenue is your KPI, you will always have poor results.

POOR RESULTS

ORGANIZATIONAL MIRRORINGThese are a few of the common warning signs of marketing teams experiencing organizational

mirroring.

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G E T T I N G YO U R D U C K S I N A R O W

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B I L LBill is the CTO of his

company and has two kids in college.

Likes: Reddit, ThinkGeek

TRADITIONAL PERSONASMost marketing teams will have a customer persona list that looks like

this.

J U L I EJulie is an HR

professional with one son and one on the

way.

Likes: Pinterest, Amazon

K I MKim is a graphic designer that travels a lot during the summer.

Likes: Yelp, Airbnb, Uber

L E ELeeroy is a law student who goes surfing on the weekends.

Likes: Tinder, Mashable

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WHAT IS THEIR ESTIMATED BUDGET?$5,000 – $40,000$40,000 – $1,000,000$1,000,000+

HOW SOON DO THEY WANT IT?Reactive Customers (We’ve Been Hacked!)Proactive CustomersCompliance Customers

HOW FAMILIAR ARE THEY WITH OUR MARKET?IT / DevOps BackgroundCompliance BackgroundInfoSec Background

IS THE CUSOMER THE ULTIMATE DECISION MAKER?EngineerManagerConsultantBudget ApproverIS THE CUSTOMER BUYING DIRECTLY?Direct SalePartner SaleUpsell

IS THE CUSTOMER PREQUALIFIED?Are they a referral?Have they engaged with our non-digital channels?

CUSTOMER PROFILINGIn order to build a useful persona model, you must first understand all of the variables in your customers’ profile that affect their buying habits.

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Reactive Purchasin

g

Compliance

Purchasing

Proactive Purchasin

gSmall

BusinessMid-

Enterprise

Enterprise

& Federal

CUSTOMER PROFILESResults from collecting customer data from sales over the last 18

months.VP &

C-Level

Consultant

Director Level

Manager Level

Engineering & Ops

Market & Product Novice

Market Professio

nal

Market Expert

Market & Product Expert

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Customer Urgency

Budget Size

CUSTOMER PROFILESResults from collecting customer data from sales over the last 18

months.

Decision Maker

Familiarity with Market & Products

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Reactive Purchasin

g

Compliance

Purchasing

Proactive Purchasin

gSmall

BusinessMid-

Enterprise

Enterprise

& Federal

OPPORTUNITYNew areas of growth.

VP & C-Level

Consultant

Director Level

Manager Level

Engineering & Ops

Market & Product Novice

Market Professio

nal

Market Expert

Market & Product Expert

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Reactive Purchasin

g

Compliance

Purchasing

Proactive Purchasin

gSmall

BusinessMid-

Enterprise

Enterprise

& Federal

SMART PERSONASMapping profiles to content.

VP & C-Level

Consultant

Director Level

Manager Level

Engineering & Ops

Market & Product Novice

Market Professio

nal

Market Expert

Market & Product Expert

BOBSUSAN

KATE

JONES

MILLER

SMITH

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C O N T E N T A U D I T

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W H I C H M E T R I C S S H O U L DI C A R E A B O U T ?

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AUSTRALIA PPC CASE STUDYLooking at the numbers that drive sales.

SALES TOTAL

SALES P IPEL INE

CONVERS IONS

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75

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PAGEV IEWS1,875

AD IMPRESS IONS44,642

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SALES PIPELINEMarketing teams should always have a grasp on how much each channel

is contributing to their sales funnel.

W E B S I T E - 4 9 %For my company 49% of are leads in pipeline are coming directly from the website.

E M A I L - 2 3 %Marketing automation accounts for 23% of our leads. This excludes blog newsletters.

D I R E C T – 2 0 %Direct marketing and sales contributes to 20 of our new revenue pipeline.

O T H E R – 8 %Event marketing, Blog, PPC and social make up the other 8% of leads.

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80%

25%

2%

BOUNCE RATE FOR WEBKissmetrics states the the average bounce rate for

the web is around 40%. See their article called “Bounce Rate Demystified” to lean more about

industry variants to this number.

EMAIL CLICK-THROUGH RATEMailChimp sends billions of emails a month for more than 12 million users and has found that the average email click-through rate is around 2.75%. This number can vary greatly by industry as well.

PPC CLICK-THROUGH RATEGoogle says that beginner advertisers should shoot

for a 2% click-through rate. Other PPC experts recommend a 2% to 5% click-through rate for

competitive industries and a 5%+ click-through rate for non-competitive industries.

40%

2.75%

https://blog.kissmetrics.com/bounce-rate/?wide=1https://mailchimp.com/resources/research/email-marketing-benchmarks/http://www.wordstream.com/blog/ws/2010/04/26/good-click-through-rate

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O R G A N I Z AT I O N A L C H A N G E( H AV E A W I S H L I S T )

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Week 1 Week 2 Week 3 Week 4

Strategy

Design

Build

Measure

Iterate

THE CAMPAIGN APPROACH

The campaign approach involves looking at high-level goals and deciding on an execution strategy to meet those goals. The project is broken up into a work back schedule and executed in a waterfall fashion.

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THE AGILE APPROACH

D E L I V E R A B L E B A C K L O G

S P R I N TI N T A K E

S P R I N T A S S E T SD E L I V E R E D

For marketing teams, agile usually means using the Scrum or Kanban methodologies. For this Scrum teams, this means planning out two week sprints and meeting daily to go over current issues and their impediments.

While most project management methodologies can work for marketing teams, what’s most important is that they have one. Be wary of adopting half-methodologies and processes that are not clearly defined for all tem members.

14 Days

1 Day

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WHAT WOULDMELVIN DO?

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Valve: http://www.gamasutra.com/view/feature/131815/the_cabal_valves_design_process_.phpPixar: http://www.businessinsider.com/pixar-movies-thanks-to-napkin-sketches-at-lunch-meeting-2014-4

THE CABALThe magic happens when the layer of the org chart with the best hard

skills overlaps with the layer of operational management.

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A big part of the solution is

understanding when collective knowledge is beneficial and when it

is a hindrance.

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THANK YOU

@garrettgillas