agile marketing @ scale at ca technologies - boston agile marketing meetup december 2016

@yuvalyeret @sgwolfe #BAM @BosAgileM

Agile Marketing @ Scale

Boston Agile Marketing MeetupDecember 6, 2016

Yuval Yeret, AgileSparksSteve Wolfe, CA Technologies

2 © 2016 CA. ALL RIGHTS RESERVED.

Why are you here?


what we heard from our people:

• Slow, Hierarchical, Silo-driven organization

• Focused on “Big Launches” rather than

continuous improving the Customer

Journey

• Drowning in work – Unsustainable Pace

• We sometimes deliver the wrong thing.

• Tough to deal with the level of change /

responsiveness the organization/market

needs

Why Agile, why now?

How are decisions made?

How do we feel about Failure?

https://www.youtube.com/watch?v=KR_mCvb-KyY



What is a stronger force guiding our people in the trenches?

sprint teams are working on what Leadership tells them to do. In

many cases the field has better insights into what marketing

needs to deliver.

Where are we typically on the Delegation/Centralized Control Scale?

Decisions should be made closer to the work – by great people we hired to do

great work and are empowering to make important decisions.

Familiar?

http://www.youtube.com/watch?v=FGfplQ1FUFs




Overall...Strengths• Already iterating at least on some of the activities• Collaborating across the value stream

Weaknesses• Solving for Marketing Requirements Document NOT what ACTUALLY resonates for the customer and drives sales.

• Entrenched Siloed Organization• Entrenched Command & Control Culture • Unsustainable pace/overload.

Opportunities• Excitement/Hunger for change and specifically for Agile – throughout the ranks.

• Good understanding of the essentials of Agile Marketing

• Leverage Data/Analytics to support “Minimum Viable” prioritization decisions

• HR Interest to help create the new leadership/management approach for the Agile era.

Threats• lack of "slack" to create the space for change• ownership/ego• Trivialize agile into an “agile theater” focused on “Speed” without grasping “Iterate/Learn/Experiment” and “Empowered Self Organized Team/Value Stream”


Businesses Operating Systems are the Problem

What’s needed:

● Roughly right plans & incremental funding

● Business-outcomes focus

● Empowered teams and feedback loops

● Adaptive leadership

● Fewer things that matter most

Current systems:

● Lengthy upfront planning & funding

● Resource-utilization focus

● Managed by stage gates with sign-offs

● Top down, political, risk averse

● Too much work in process (WIP)


We’re implementing a Scaled Agile Processat the team/BU/Corporate Marketing levels

We’ll connect to larger Business Agility Initiatives with Product, Sales, Services into one big Lean/Agile system


We will work towards a Lean/Agile culture/leadership style


How We’ve Structured Our Pilot


http://www.youtube.com/watch?v=KWnwI0-aeq0

Scaling Agile MarketingBU #1

ProductMktg

Field Mktg

IntegMktg

Digital Sales

Agile Teams


Start with Big Room Planning


Agile Management - 4 Levels

CMOMarketing Strategy

Extended Leadership– Senior Leaders

– Strategy Alignment– Risks & Impediments

Delivery Group (train)– Functional Leaders

– Vision & Context, Initiatives, Success Metrics– Ongoing Steering

Delivery Teams– Cross Functional (Field/Integrated/

Product/Sales)

– Team Objectives & Deliverables (features)

– Sprint Execution

● Servant Leadership● Strategy

● Delivery / Execution● Empowered

ALIGNMENT

ALIGNMENT


Quarterly Demo& Retro

The Story of a Quarter

- 1 Month

Initiative Steering

Backlog Refinement(Deliverables)

BUSteering

GMC

Week 0 Week 4Week 2

Sprint Demo& Retro

SprintPlanning

ExtendedLeadershipMeeting

Standups

. . .Week 12

Scrum of Scrums

Big Room Planning

Sprint 1 Sprint 2 Sprint 6

Week 0Hackathon

Innovation &Planning

Week

PipelineReview


The Story of a Sprint

Two Weeks

Day 1 Day 14Day 14DailyExecution

Team Standups

Stop starting start finishing – Drives

speed/focus/collaboration

The Agile Marketing Team Kanban

Agile Team2

Agile Team1

Ongoing

FeatureDone

PI FeaturesBacklog

Create

Feature/Sprint

in Progress Review

Done Ongoing

StoriesBacklog Reflect/

LearnAccepted/Ar

chiveOngoing

Define

Ready

AG

HK

LM

H.6H.0

H.1H.2

H.3

H.4H.5D2D3

T2T1

D1P1

H.7

T2

Implement Feature by Stories

Deliver

WIP Limit=5

Help work flow, drives T-shaped/full-stack

marketers

Servant Leadership - How are we shaping/steering towards success?

1. Alignment/Clarity through Vision & Context

2. Letting TEAMS own the Customer Journey (& Pipeline) for their markets

3. Leaders help out with key risks/issues.

4. Triage (+Saying NO) unplanned work

5. Build competency

6. Inspect & Adapt the process


Initial Successes

▪ Active leadership engagement / investment

– Monthly coaching with CMO

– SOS and Extended Leadership teams

▪ Agile teams outpacing waterfall counterparts (case study)

▪ Big Room Planning is fostering alignment, collaboration, “team”

▪ Pipeline performance is consistently green

– Teams are sensing gaps and responding during sprints

▪ Sales leaders on team are engaged in team decision making

– “It makes my heart sing that we are regularly delivering new

sales plays that help my teams”

What hurdles are you facing?

Challenges

1. Establishing an Agile Mindset – Teams and Leadership

2. Team Forming / Team Building

- Highly Distributed

- Departmental WiP

3. Visibility into our work

4. Servant Leadership, but the will is there

CLARITY

COMP

ETENCE


Case Study - A Corporate Campaign


Campaign Timeline

Q3 AMBU Initiative launched

(I13 - Competitive Campaigns)

Content Team formed

(Jenny, Richard, Dru)

Sept Oct Nov

SmartSheet introduced

(Agile Firefighters)

Sept 13-15

Sprint 3 Planning

Oct 26

Extended Team Planning

(Agile teams +Dottie, Nerissa,

Stephanie, SteveT)

Sprint 4 Planning

Nov 10

Sprint 5 Planning

Dec 1Dec

Agile Teams Merge

Competitive Web-Page

BattlecardSales

Enablement

Proof Points

Sales Play launched

Sales Enablement

KeyDeliverables

(to date)

Validation Report

(Apprize360)


What worked well?1. Big Room Planning

– Early visibility into Campaign -- Vision and Context, Quarterly Initiative

– Content ‘Swarm’ Team formed - able to staff early with right resources

2. Campaign Web-Page as container for driving key elements

3. Integrated agile marketing team & cadence in place (Field, IM, Product, Sales)

4. Tight coordination between delivery and content teams

– Extended team sprint planning meetings

– Sales Play / Sales Kit delivered in one sprint

– Relevant and timely sales enablement sessions

5. BU & Sales Leadership looped in throughout

6. Used framework as a guide rather than a checklist

7. Cross-Pollination across AMBU group - PPM Planview campaign initiated

maintaining compete campaign cohesion and alignment


Challenges1. Top-down planning -- One size didn’t fit all

2. Campaign did not take into account current WIP & impact (CAW timing)

3. Multiple messaging iterations:

– Approval processes (leaders & legal)

4. Two planning systems - SmartSheet and CA Agile Central

5. Creative process - agencies too far removed from teams/SME’s


What’s Next?

Scaling Agile MarketingBU #1

ProductMktg

Field Mktg

IntegMktg

Digital Sales

CrossInitiative

BU #2ProductMktg

Field Mktg

IntegMktg

Digital Sales

The Agile Pilot

Work with cross-corporate campaigns

WSJF Priorities1, 2, 3, 5, 8, 13, 20, 40 Business Value

- Direct impact on Marketing performance

Time Criticality

Opportunity Enablement / Risk Reduction

Cost of Delay

Size WSJF (high=prioritize)

Agile Pilot (Agile Mgmt BU) Continued Support 20 20 40 80 8 10

Portfolio / Strategy 20 20 20 60 13 5

Apply agile to corporate-level programs that scale across multiple domains/BUs

20 20 3 8 2 4

Leadership Style/Culture/Behavior 20 13 20 53 8 7

Additional BUs 20 5 13 46 13 4

Functional Groups 2 2 8 12 5 2.5

Questions?

Feel free to contact us at [email protected] or

[email protected] with feedback/questions...

mailto:[email protected]

