Contenu connexe Similaire à Agile Marketing in the Enterprise: Year One (20) Agile Marketing in the Enterprise: Year One1. Agile Marketing
Year One in the Enterprise
Barre Hardy,AssociatePartner, CMG
MeghanWilkinson, Agile Program Manager,Level3 Communications
September20, 2016
1© 2016 CMG Consulting
2. Overview
• Our View of Agile Marketing
• Background on Level 3 Communications
• The Approach to Transformation
• The Year 1 Learnings & Results
2© 2016 CMG Consulting
4. Agile Marketing is a mindset and
methodology that enables the creation
and delivery of value to customers.
4© 2016 CMG Consulting
5. How Do Agile Marketing Organizations Work?
5
Customer
Driven
Strategy
Agile DeliveryCustomer
Insight
Rapid
Learning &
Performance
Insight
Collaborative &
Empowered Teams
Agile Marketing Organization
Clear Objectives
© 2016 CMG Consulting
6. Being Agile Marketers – Our Mindsets Drive Us To..
We create value
We are customer driven
We experiment & learn
We break things, and that’s ok
We are collaborative
We align the organization
We bring structure to chaos
We are empowered
We are transparent
We achieve goals
6© 2016 CMG Consulting
7. Methodology: How Companies Achieve Value Creation
7
Prioritization
Scaling
proven
concepts
Agile Delivery – go to market delivery using agile
methodologies and test and learn approaches
Value Gap
Assessment
Outside In
(Persona & Buying
journey Based)
Inside Out
(Performance Based)
Customer-Driven Strategy – Enabling the organization to understand
their customer, identify value gaps and develop hypotheses on how to
close them.
Agile
Experimentation
through quick
sprints
Real-time learning /Insights
© 2016 CMG Consulting
9. You have to commit to Go and then GO.
No waffling, no playing small.
- VP Marketing NAM,
Level 3 Communications
9© 2016 CMG Consulting
10. Moving to Agile in an Enterprise Requires Shifting
Gears
10© 2016 CMG Consulting
11. The Need to Change
Prior go to market model – 5+ months
11
Discovery Doc to Digital
Marketing andFieldMarketing
2 54
(8 weeks)
Global Product
(4 weeks)
3
Digital Marketing Campaign
Strategy and Build
Product Development Field MarketingandLead
GenerationActivation
(2-weeks)
Sales Activation
(2 weeks)
HardLaunch
(4 weeks)
1
© 2016 CMG Consulting
12. The Vision
North America Marketing (NAM) wantedto significantly increase marketing
influenced sales
12
3X
© 2016 CMG Consulting
13. The Solution
NAM neededto rethink and re-engineerhow they operateby bringing campaignsto
market more effectively and efficiently and working more collectively as a team
13
Improved Time to Market
We must decrease the amount of time it takes
to get programs in market in order to drive
ongoing relevancy and impact.
Better Integration
We must work more collaboratively as a team to
achieve objectives that deliver enhanced
programs in market.
Greater Iteration and Adaptability
We must set the strategy and marketing plan
but deliver incrementally to gain learnings that
enable us to get better.
Focus on What Moves the Needle
We must prioritize to enable shifting priorities
and keep teams focused on the things that
matter to growth.
© 2016 CMG Consulting
14. The Start – Success is Defined By…
Success wasbeing defined with 3 major 1 yearmetrics
14
Improved Go-To-Market Cycle Time: In-Market with the 3 critical programs before January 4, 2016
Committed Organization: Reporting 5+ (on commitment to agile scale of 6)
Greater Commercial Outcomes: 20% increase in Marketing-Influenced Revenue
© 2016 CMG Consulting
15. The Road to The Agile Enterprise
15© 2016 CMG Consulting
16. Typical Stages of Adoption for an Enterprise
Planning Alignment Learning Operational Innovative Fully Engaged
Setting the vision for how
the marketing org will
operate.
Preparing the
organization for the
change and aligning on
the goals/objectives
Learning and adapting;
managing through
mindset change.
Strong operational
effectiveness and
efficiency.
Making it your own and
being innovative with
the tools
Coordinated teams
manage risk and
fiduciary
responsibilities.
• Clear team objectives
• Strong customer-driven
backlogs
• Learning& Improving
• Greater efficiency in
how teams work;
stronger learning
and iteration
• Skills Transfer
• More well-rounded
team members
• Agile is full internalized
• More efficient business
operations.
• Teams achievinggoals
LevelofAdoption
Stage of Adoption
• Communications
• Training
• Tools/ Templates
• Stakeholder Alignment
Launch
• Definingwhat the agile
organization means to
you across people,
process, and culture
16© 2016 CMG Consulting
17. • Governance of the A4M operating system
• Change Management
• Empowerment of the teams
• Structure (roles &
responsibilities; reporting
relationships)
• Talent development plans
• BehaviorStandards
• Rewards/ Recognition
• Performance management
system (plans, reporting,
coaching)
• Organizational Priorities;
Strategic, resourcing, and
budgeting alignment
• Work process design
• Tools and technology
• Enabling support systems
(information,people, rewards,
decision making)
The Operating System
NAM OS is built upon5 pillars of Focus, People,Process,Culture and Leadership
17© 2016 CMG Consulting
18. Focus
The NAM OS GTM Plan focused onbringing clarity, prioritization & alignment
18
• Aligned delivery teams to strategic initiatives
• Shifted business focus to customer
• Gained alignment across organization on
areas of focus
• Developed team charter
© 2016 CMG Consulting
19. People
The NAM OS GTM Plan aimedat producing self-organizing delivery teamswith clearly
defined roles and responsibilities
19
Key Changes
• Cross-functional teams to help break down
siloes within marketing.
• Integration with product, channel, and
global marketing
• Program Manager Role accountable for
driving change
• Campaign Steering Committee launched to
govern over the operating system
• Scrum Master & Business Owner training in
addition to Agile Marketing training.
© 2016 CMG Consulting
20. Team Structure: Before and After
20
NAM OS transformed functional teams into cross-functional teams
Cross-functional Teams
Segment Vertical Digital
Channels Field Operations
Functional Teams
Before NAM OS After NAM OS
Healthcare
Government
Media &
Entertainment
© 2016 CMG Consulting
21. Process
The NAM OS GTM Plan sought toproduce delivery teamsworking in asprint cycle
21
• Working in 2 week sprints
• Sprint reviews attended by anyone
interested.
• Set up operating reviews for leadership to
understand progress against goals and
objectives across all teams
• Program manager meetings with Scrum
Masters and Business Owners to identify
what is working/ not working.
© 2016 CMG Consulting
22. Attendees
Delivery Teams, LC, and Program
Manager
Governance Council & CoS
Program Manager &
Scrum Masters
Program Manager & Team
Leads
Duration 1 hour / Every 2 weeks (20 min /
delivery team)
1-2 hours / Monthly .5 / hour / Weekly .5 / hour / Weekly
Purpose • Understand progress against
KPI’s
• What’s been accomplished /
what’s next
• Sign off on key docs (discovery
document, marketingplan, etc)
• Establish the accountability in
front of leadership
• Discuss what’s working/ what’s
not
• Discuss priority shifts and
implications
• Discuss team performance and
action plan to address issues
• Review opportunities for reward
& recognition across the
organization
• Discuss ways to further advance
and embed the new ways of
working
• Review new budget requests
and determine funding
• Understand
progress against
KPI’s
• What’s been
accomplished /
what’s coming next
• Understand any
impediments to
goals
• Understand progress
against KPI’s
• What’s been
accomplished / what’s
coming next
Artifacts OperatingReview Template, Sprint
Review Report, Resource Requests
LC BriefingDocument Notes Notes
Operating Reviews & Additional Meetings
NAM Operating
Reviews
Governance
Council Mtgs
1:1 Scrum
Master
1:1
Team Leads
22© 2016 CMG Consulting
23. Culture
The NAM OS GTM Plan promoteda culture that drivesteamperformance and
education
23
• Developed an ongoing communications plan
for both NAM and external stakeholders
• Emails every 2 weeks focused on culture
building
• Transparency is being continually reinforced
across teams and leadership.
• Small wins are being celebrated
Teams being empowered but also held
accountable.
© 2016 CMG Consulting
24. Leadership
The NAM OS GTM Plan waslead by engagedleaders compelledto be involvedand
integratedas Scrum change agents
24
• Engaged leadership to spearhead the “why”
before the change
• Set up a Campaign Steering Committee
(CSC) to be driving supporters of the change
management structure
• Leadership uses the terminology, practices,
tools, and principles of agile
• Made leadership protectors and supporters
of change
• Leadership training was implemented.
© 2016 CMG Consulting
25. We’re talking about issues. We’re
committed to be better. Agile has given
a structure to get better.
- VP Marketing NAM,
Level 3 Communications
28© 2016 CMG Consulting
26. What was the Transformation Approach?
Our strategicapproachto scalable and iterativechange
26
Two-Pillar Strategyto Achieve Success in 2016:
Enabling self-perpetuation of the NAM OS
such that it is independent of anysingle
champion.
Driving full adoption such that the majority of our
productivity comes from NAM OS delivery teams.
1
2
© 2016 CMG Consulting
27. The Roll-out – Apply Agile to Agile
27
Q4 2015 Q1 2016 Q2 2016
Organizational Alignment Align organization on NAM OS Get operational with the scrum
process
Engage organization in
refinement of process for
optimization
Communications Key stakeholder communications
and troubleshooting
Ongoing communications and
trouble shooting
Ongoing communications and
trouble shooting
Training Agile marketing training CSM and CSPO certifications
(ongoing)
Provide ongoing feedback on
how to get better
Tool Development Stand up agile transformation
program management
Tool deployment Execute leveraging the NAM
Operating System
Team Scale Institutionalize operating system
with 3 teams
Stood up another 5 teams Stood up another 9 teams
Learning & Improvement Stand up measurement program;
ID behavior that need to change
Weekly team meetings/trouble
shooting
Ensure feedback loops are in
place; remove roadblocks
Governance Stand up governance (CSC)
Campaign Steering Committee
Govern the NAM OS process Empower teams to deliver and
hold teams accountable
Q4 2015 Q1 2016 Q2 2016
Organizational Alignment Align organization on NAM OS Get operational with the scrum
process
Engage organization in
refinement of process for
optimization
Communications Key stakeholder communications
and troubleshooting
Ongoing communications and
trouble shooting
Ongoing communications and
trouble shooting
Training Agile marketing training CSM and CSPO certifications
(ongoing)
Provide ongoing feedback on
how to get better
Tool Development Stand up agile transformation
program management
Tool deployment Execute leveraging the NAM
Operating System
Team Scale Institutionalize operating system
with 3 teams
Stood up another 5 teams Stood up another 9 teams
Learning & Improvement Stand up measurement program;
ID behavior that need to change
Weekly team meetings/trouble
shooting
Ensure feedback loops are in
place; remove roadblocks
Governance Stand up governance (CSC)
Campaign Steering Committee
Govern the NAM OS process Empower teams to deliver and
hold teams accountable
Q4 2015 Q1 2016 Q2 2016
Organizational Alignment Align organization on NAM OS Get operational with the scrum
process
Engage organization in
refinement of process for
optimization
Communications Key stakeholder communications
and troubleshooting
Ongoing communications and
trouble shooting
Ongoing communications and
trouble shooting
Training Agile marketing training CSM and CSPO certifications
(ongoing)
Provide ongoing feedback on
how to get better
Tool Development Stand up agile transformation
program management
Tool deployment Execute leveraging the NAM
Operating System
Team Scale Institutionalize operating system
with 3 teams
Stood up another 5 teams Stood up another 9 teams
Learning & Improvement Stand up measurement program;
ID behavior that need to change
Weekly team meetings/trouble
shooting
Ensure feedback loops are in
place; remove roadblocks
Governance Stand up governance (CSC)
Campaign Steering Committee
Govern the NAM OS process Empower teams to deliver and
hold teams accountable
© 2016 CMG Consulting
28. What is Working...
28
The team
believes in the
approach
Organizational
Buy-In
Scalability
Level 3
currently has
17 teams
stood up
Training
Training for all
SMers and TLs
from Scrum
Alliance
Empowerment
Teams feel
empowered to
make
decisions
Risk Taking
Teams are
stopping what
does not work
Agile hasprovided a structure to get better
© 2016 CMG Consulting
29. The Importance of Governance
You must have the right person leading the change or it will fall apart
29
4. Change is messy
3. You need a way to see across teams so you can have organizational learning
2. It’snot enough for leadership to govern over teams; they need to believe and engage
1. You haveto have someone who is championing the change
© 2016 CMG Consulting
30. Characteristics of a Successful Team
30
Finding the right mix of people that workwell together
Success Team Profile
Call pain points out right away insteadof letting them boil
Right balance of business acumen and delivery skills
At least one or two evangelists for agile helps to solidify teams
Education with Scrum Master and Product Owner
© 2016 CMG Consulting
31. Objectives Met…
Level3 metperformance objectiveson all metrics
31
Improved go-to-market cycle time: In-Market with the 3
critical programs before January 4th [quantified]
Committed organization: reporting 5+ (on scale of 6 to
commitment to agile)
Greater commercial outcomes: 20% increase in
Marketing-Influenced Revenue
Initial Goal Result
115% improvement over 2015 with 80%+ directly to
delivery teams
NAM marketing organization is a 5/6 on committed
scale
Pilot teams were in market 4 prior to typical time period.
Three programs were in market when we typically had
one
© 2016 CMG Consulting
32. … But There is Always Room for Improvement
32
Being agile
when other
departments
are not
Organizational
Structure
Organizational
Prioritization
Prioritizing
value over just
work
Culture
Changing
mindset
Execution
Being
actionable with
agile
Leadership
Leading by
example in an
agile fashion
Biggest barriers to adoption
© 2016 CMG Consulting
33. What is next?
33
Looking to 2017
To get closer to the customer…
Organize teams around customer segments and
themes
To further reduce time to market… Test integrating some of the execution teams
To further skill development… Test switching out some of the team leads
To continue to foster culture…
Develop a 2017 comms plan to align the
organization and reinforce the operating system
ActionObjective
To get closer to the customer…
Organize teams around customer segments and
themes
To further reduce time to market… Test integrating some of the execution teams
To further skill development… Test switching out some of the team leads
To continue to foster culture…
Develop a 2017 comms plan to align the
organization and reinforce the operating system
© 2016 CMG Consulting
34. You just have to believe that people
want to do and be better. And then give
them the time and support to become
better.
- VP Marketing NAM,
Level 3 Communications
35© 2016 CMG Consulting