driving market impact through operationalizing agile marketing
TRANSCRIPT
Driving Market Impactthrough Operationalizing Agile
December 10, 2015Presenter: Nicolina Nelson Miller
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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
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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
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A new marketing operating system
AGILE
• Customer centric approach to business
• Disciplined in execution yet flexible in operations
• Accountable and empowered teams
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Agile drives operational excellence
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Yet, most organizations look like this
POWER & STRUCTURE Authority
Formal rolesHierarchyStable processToll gates/check points/formal reviews
COMMAND & CONTROL
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Where is your organization today?
COMMAND & CONTROL
INDIVIDUAL ACCOUNTABILITY
COLLABORATIVE CULTURE
SHARED ACCOUNTABILITY
Source: 7
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Agile organizations live here
Source:
COMMAND & CONTROL
INDIVIDUAL ACCOUNTABILITY
COLLABORATIVE CULTURE
SHARED ACCOUNTABILITY
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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
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“Alright, I’m in. How do I get there?”
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There’s a difference between . . .
DOING AGILE BEING AGILE
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Methodology vs. MindsetMINDSET
Right brainFlexible
Collaborative Empowered
ExperimentalCustomer-focused
Transparent
METHODOLOGYLeft brainSet structure Set rolesSelf-organizedFocusedData driven
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To transform requires changing the systemLeadership
Focus
Culture
People
Process
AgileOperati
ng System
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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
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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
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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
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• 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
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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
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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
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• 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
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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
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• 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
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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
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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
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THANK YOU!
ANY QUESTIONS?
If you want to talk further, I’m all ears:
Nicolina Nelson MillerAgile Marketing [email protected]