agile marketing in the enterprise: year one

Agile MarketingYear One in the EnterpriseBarre Hardy, Associate Partner, CMGMeghan Wilkinson, Agile Program Manager, Level 3 CommunicationsSeptember 20, 2016

1© 2016 CMG Consulting

Overview• Our View of Agile Marketing• Background on Level 3 Communications• The Approach to Transformation• The Year 1 Learnings & Results


Our View of Agile Marketing


Agile Marketing is a mindset and methodology that enables the creation and delivery of value to customers.


How Do Agile Marketing Organizations Work?

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Customer Driven Strategy

Agile DeliveryCustomer Insight

RapidLearning &

Performance Insight

Collaborative & Empowered Teams

Agile Marketing Organization

Clear Objectives

© 2016 CMG Consulting

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 goals6© 2016 CMG Consulting

Methodology: How Companies Achieve Value Creation

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PrioritizationScaling 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


80% 20%

Success is


You have to commit to Go and then GO. No waffling, no playing small.

- VP Marketing NAM, Level 3 Communications


Moving to Agile in an Enterprise Requires Shifting Gears


The Need to ChangePrior go to market model – 5+ months

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Discovery Doc to Digital Marketing and Field Marketing

2 54

(8weeks)

Global Product

(4weeks)

3

Digital Marketing Campaign Strategy and Build

Product Development Field Marketing and Lead Generation Activation

(2-weeks)

Sales Activation

(2weeks)

Hard Launch

(4weeks)

1


The VisionNorth America Marketing (NAM) wanted to significantly increase marketing influenced sales

12

3X© 2016 CMG Consulting

The SolutionNAM needed to rethink and re-engineer how they operate by bringing campaigns to market more effectively and efficiently and working more collectively as a team

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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.


The Start – Success is Defined By…Success was being defined with 3 major 1 year metrics

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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


The Road to The Agile Enterprise


Typical Stages of Adoption for an Enterprise

Planning Alignment Learning Operational Innovative Fully EngagedSetting 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• Moreefficientbusiness

operations.• Teams achieving goals

Leve

l of A

dopt

ion

Stage of Adoption

• Communications• Training• Tools/ Templates• Stakeholder Alignment

Launch

• Defining what the agile organization means to you across people, process, and culture


• Governance of the A4M operating system• Change Management• Empowerment of the teams

• Structure (roles & responsibilities; reporting relationships)• Talent development plans

• Behavior Standards• 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 SystemNAM OS is built upon 5 pillars of Focus, People, Process, Culture and Leadership


Focus The NAM OS GTM Plan focused on bringing clarity, prioritization & alignment

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• Aligned delivery teams to strategic initiatives• Shifted business focus to customer• Gained alignment across organization on

areas of focus• Developed team charter


PeopleThe NAM OS GTM Plan aimed at producing self-organizing delivery teams with clearly defined roles and responsibilities

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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.


Team Structure: Before and After

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NAM OS transformed functional teams into cross-functional teamsCross-functional Teams

Segment Vertical Digital

Channels Field Operations

Functional TeamsBefore NAM OS After NAM OS

Healthcare

Government

Media & Entertainment


ProcessThe NAM OS GTM Plan sought to produce delivery teams working in a sprint cycle

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• 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.


Attendees Delivery Teams, LC, and Program Manager Governance Council & CoS Program Manager &

Scrum MastersProgram 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, marketing plan, 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 Operating Review Template, Sprint Review Report, Resource Requests

LC Briefing Document Notes Notes

Operating Reviews & Additional MeetingsNAM Operating

ReviewsGovernanceCouncil Mtgs

1:1 Scrum Master

1:1 Team Leads


CultureThe NAM OS GTM Plan promoted a culture that drives team performance and education

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• 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 celebratedTeams being empowered but also held accountable.


LeadershipThe NAM OS GTM Plan was lead by engaged leaders compelled to be involved and integrated as Scrum change agents

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• 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.


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


What was the Transformation Approach?Our strategic approach to scalable and iterative change

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Two-Pillar Strategy to Achieve Success in 2016:

Enabling self-perpetuation of the NAM OS such that it is independent of any single champion.

Driving full adoption such that the majority of our productivity comes from NAM OS delivery teams.

1

2


The Roll-out – Apply Agile to Agile

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Q4 2015 Q1 2016 Q2 2016

Organizational Alignment Align organization on NAM OS Get operational with the scrumprocess

Engage organization in refinement of process for optimization

Communications Key stakeholder communications and troubleshooting

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

















Q4 2015 Q1 2016 Q2 2016


















What is Working...

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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 has provided a structure to get better


The Importance of GovernanceYou must have the right person leading the change or it will fall apart

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4. Change is messy

3. You need a way to see across teams so you can have organizational learning

2. It’s not enough for leadership to govern over teams; they need to believe and engage

1. You have to have someone who is championing the change


Characteristics of a Successful Team

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Finding the right mix of people that work well together

Success Team Profile

Call pain points out right away instead of 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


Objectives Met…Level 3 met performance objectives on all metrics

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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


… But There is Always Room for Improvement

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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


What is next?

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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


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


#Fortitude


#Youwillbreakthings
