Agile Marketing: Does one size fit all?
•
4 j'aime•1,060 vues
This is the story of how our marketing team, faced with an overwhelming set of challenges, succeeded by re-inventing the way we worked.
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Agile Marketing: Does one size fit all?
Similaire à Agile Marketing: Does one size fit all? (20)
Dernier
Dernier (20)
Agile Marketing: Does one size fit all?
- 1. Steve Offsey Agile Marketing: Does one size fit all?
- 2. This is the story of how a lean marketing team succeeded by re-inventing the way we worked. 2
- 3. 3 We were faced with an overwhelming set of challenges. We needed to…
- 4. 4 Better define and segment our target market
- 5. 5 Better understand our target customer • Who are the buyers and influencers? • What do they care about? What outcome are they seeking? • Where do we find them? • What or who influences them? • How do they want to engage and (eventually) buy?
- 8. 8 Build a modern sales & marketing tech stack Internet CRM Marketing Automation Website Middleware and External Data Connectors Analytics and Dashboards Resource and Activity Mgmt Personalization, Testing & Optimization Sales Enablement, SEM, SEO, Ad, Video, Events & Webinars, Social, Design
- 10. 10 As Willy Wonka once said, “So much time and so little to do. Wait a minute. Strike that. Reverse it.”
- 11. So, how could we keep our team focused, motivated and productive when there was so much to do and priorities were constantly shifting? 11
- 12. 12 We needed to reinvent the traditional, task- based Marketing culture that was killing us!
- 13. So, we decided to implement… 13
- 15. 15 We started with a typical Scrum approach ActivitiesBacklog Sprints 24 h 30 days
- 16. 16 First, the team met to decide on the details Q: How long should a sprint be? A: 2-4 weeks max Q: How many sprints can run concurrently and how many sprints can one person participate in? A: Sprints vary in size, so rather than cap the number of sprints each person commits to a specific set of tasks
- 17. After a few months of scrum we saw that… 17
- 19. Scrum resulted in a dramatic improvement in morale
- 20. But it was also too easy to prioritize activity over results
- 21. And for some people to work on a lot of things, but not finish them!
- 22. So, we took a hard look at implementing… 22
- 24. 24 Kanban has an innate simplicity
- 25. The team was drawn to Kanban, because it was simple, clear and transparent 25
- 26. We thought Kanban could increase productivity by focusing everyone on what needs to be done right now 26
- 27. But some wondered whether we would waste time combing through the backlog every day 27
- 28. And thought it might make it easier for some people to take tangents and drift off target 28
- 29. As well as allow them to choose only the tasks they liked 29
- 30. 30 The team was enticed by Kanban, but didn’t want to lose the best parts of scrum.
- 31. 31 The team was enticed by Kanban, but didn’t want to lose the best parts of scrum.
- 32. So, we decided to combine the best parts of Scrum and Kanban and implement… 32
- 34. 34 Scrumban takes the best parts of Scrum and Kanban… Sprint 1 • Task 1 • Task 2 • Task 3 Sprint 2 • Task 1 • Task 2 • Task 3 Sprint 3 • Task 1 • Task 2 • Task 3 To Do Doing Done Monthly Daily
- 35. 35 ...and combines them! ActivitiesBacklog Sprints 30 days To Do Doing Done
- 36. 36 Scrumban is gaining traction for Agile Marketing Lean 30% Kanban 25% Scrumban 14% Scrum 14% Mix 17% Source: Wrike’s State of Agile in 2016 https://www.wrike.com/library/ebooks/agile-marketing-report-2016/
- 37. I know. Sounds great, but how did we really do it? 37
- 38. 38 During Sprint Planning the team pulls the items from the backlog most likely to achieve the next month’s KPIs Sprint 1 • Task 1 • Task 2 • Task 3 Sprint 2 • Task 4 • Task 5 • Task 6 Sprint 3 • Task 7 • Task 8 • Task 9 Backlog … … … … … … … … … … … … Monthly KPIs • KPI 1 • KPI 2 • KPI 3
- 39. At each day’s standup, the team reviews KPI burn- down/burn-up charts… 0 50 100 150 200 250 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 NewNames Day Ideal Actual 0 10 20 30 40 50 60 70 80 90 100 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 MQLs Day Ideal Actual
- 40. To Do 40 …to decide which tasks are most important to work on Sprint 1 • Task 1 • Task 2 • Task 3 Sprint 2 • Task 4 • Task 5 • Task 6 Sprint 3 • Task 7 • Task 8 • Task 9 Doing Done
- 41. We also evaluated tools to help us organize and keep track of everything. 41
- 42. 42
- 45. 45 But can be impractical for larger or remote teams
- 46. We evaluated software based on • Collaboration • Communication • History tracking • Reporting • Customizability • Integration • Budget 46
- 47. 47
- 48. 48
- 49. What did we learn? 49
- 50. Some of the common myths about Agile just aren’t true! 50
- 51. Myth: Agile Marketing just means work faster 51
- 52. Myth: Agile Marketing just means work faster 52
- 53. Myth: Agile Marketing just means ‘quick and dirty’
- 54. Myth: Agile Marketing just means ‘quick and dirty’
- 55. 55 Myth: Agile Marketing just means you don’t have a plan
- 56. 56 Myth: Agile Marketing just means you don’t have a plan
- 57. And Agile doesn’t work equally well for every type of marketing activity 57
- 59. 59 Scrumban works really well for digital campaign execution
- 60. Scrumban works well for tech stack enhancements by forcing the team to prioritize and ‘chunk’ their work 60
- 61. Scrumban is a challenge for customer/buyer research 61
- 62. Scrumban is a challenge for PR and events 62
- 63. Medium term activities that can be broken into discrete pieces 63 Real-time activities or long-term activities that require continuity Where did Scrumban work best?
- 64. One more thing we learned. 64
- 65. 65 There’s no ‘One-size fits all’ approach to agile marketing.
- 66. Photo Credits • Post-it Concept Wall courtesy of Jennifer Morrow • Web Summit 2013 In The RDS In Dublin courtesy of William Murphy • Burning Bright courtesy of Rowan Saunders • Internet Marketing Plan with red markers courtesy of Ivan Walsh • Digital Marketing Social Media Tree courtesy of Automotive Social • Adorable Handsome… courtesy of Aqua Mechanical 66
- 67. Steve Offsey CMO / VP Marketing 617.834.2834 steve.offsey@gmail.com marketbuildr.com www.linkedin.com/in/steveoffsey @MarketBuildr plus.google.com/u/0/112180942182740068934 BuildingexceptionB2B,SaaS, EnterpriseSoftwareandInternet businesses