A quick snapshot…
The marketing planis dead.
Who killed the
marketing plan?
Dude…
Your funnel is leaking.
Google’s Zero Moment of Truth (ZMOT)
Meet the connected customer.
An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
emphasizing transparency
among all stakeholders.
What is Agile Management?
As a ____(role)_____,I want __(goal)___so that I can __(benefit)__.
Driven by user stories.
This is a predictive process,not an adaptive one.
Methodology
Benefits
Key Terms
Key Terms
Roles
TT-shaped people.
Daily Stand-Up
1. What did I do yesterday?
2. What am I going to do today?
3. Are there any impediments in
my way?
3 Questions for the Daily Stand-up:
Inspect, adapt, repeat.
Reporting
72%
Improved team morale
71%
Faster time-to-market
75%
Increased productivity
77%
Improved project visibility
84%
Ability to change priorities
Benefits of Becoming Agile
Source: VersionOne 6th Annual State of Agile Survey
RELEVANCE TO MARKETING?MULTIPLICATION
Multiplication of touchpoints.
Multiplication of devices.
Data Multiplication.
Many marketing missions canbe broken into discrete chunks for
iteration and adaptation.
Predictive vs. Agile Web Programs
Agile Marketing Lifecycle
The Cynefin Framework(pronounced ku-nev-in)
This is complex.
This is complex.
This is complex.
Individuals and interactionsover processes and tools.
Agile Marketing Values
Responding to changeover following a plan.
Agile Marketing Values
Remarkable customer experiences
over formalized internal procedures.
Agile Marketing Values
Testing and dataover opinions and conventions.
Agile Marketing Values
Many small experimentsover a few large bets.
Agile Marketing Values
Agile principles have
many advocates.
34% Lack of manager support
39% General resistance to change
52% Inability to change culture
Why agile adoption fails:
Source: VersionOne 6th Annual State of Agile Survey
“To the uninitiated (and sometimeseven to those in the industry),this way of working feels like
barely controlled chaos.”
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
February 2013
“Of primary concern is thetemptation to fall back into
traditional command-and-controlmanagement styles—
to demand fail-safe business planswith defined outcomes.”– David J. Snowden and Mary E. Boone
A Leader’s Framework for Decision Making
Challenge in a Complex Domain
Is it worth it?
“Accelerated cycles,increased transparency,and teaming outside the
typical organizational boundaries(both within and outside the company)
will have great impact.”
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
February 2013
Punctuated equilibrium.
Excessive self-promotionof the group.
PENALTY!
http://bit.ly/agile-mktg-group
