There's a difference between "doing Agile" and "BEING Agile" - we give case studies from our experience coaching enterprise companies through Agile Marketing adopting.

1. Driving Market Impact
through Operationalizing Agile
Barre Hardy, Associate Partner CMG
March 16, 2016

2. About CMG’s approach to agile
EXPERIENCE
Two decades of bringing new technologies and products to
market, working in collaborative, cross-silo, highly
effective/efficient processes.
RESEARCH
Three-plus years of research among leading chief marketing
officers, agile practitioners and other experts to gain insight
on the state of the art.
BUILD
We have helped marketing teams of five to 100+ people make
the transformation through the trial, adoption and scaling of
Agile for Marketing™ (what we call A4M) across their
marketing organizations.
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3. What we’ll talk about
1. Agile Overview
2. What it Means to Scale Agile
3. Best Practices to Make Agile Last
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4. The only sustainable
competitive advantage is your
organization’s ability to learn
faster than the competition.”
4© 2015 CMG Consulting - CONFIDENTIAL Source: ©1990 Peter Senge, The Fifth Discipline

5. What is Agile Marketing?
5
• Customer centric
approach to
business
• Rapid learning cycles
• Flexible planning –
willing to respond to
change vs. follow a
plan
• Accountable and
empowered teams

6. Based off the following premise
6© 2015 CMG Consulting - CONFIDENTIAL
1. Adaptive & Iterative campaigns over big bets
2. Many small experiments
3. Adjusting based on what you learn
Businessvalue
Project timeline
1
2
3
4
5
3
Agile
Waterfall

7. The playbook for a winning game plan
Agile marketing discipline will up your execution game
7© 2015 CMG Consulting - CONFIDENTIAL
1. 2. 3.
4.
5.

8. Agile drives operational excellence
8

9. Yet, most organizations look like this
9
POWER & STRUCTURE
Authority
Formal roles
Hierarchy
Stable process
Toll gates/check
points/formal
reviews
COMMAND & CONTROL

10. Where is your organization today?
10
COMMAND & CONTROL
INDIVIDUAL
ACCOUNTABILITY
COLLABORATIVE
CULTURE
SHARED
ACCOUNTABILITY
Source:

11. Agile Organizations Live Here
11
Source:
COMMAND & CONTROL
INDIVIDUAL
ACCOUNTABILITY
COLLABORATIVE
CULTURE
SHARED
ACCOUNTABILITY

12. Moving to a more decentralized structure enables
organizations to have:
12
1.Better understanding of market
2.Speed of anticipation and response
3.Better decision making
4.Happy and proactive teams
5.Clarity of mission - people marching
together in the same direction

13. ….And the data shows it.
Agile marketers report gaining big benefits across the board
13© 2015 CMG Consulting - CONFIDENTIAL Source: ©2014 CMG. The CMO‘s Agenda

14. There’s a difference between . . .
14
BEING AGILEDOING AGILE

15. Methodology vs. Mindset
15
MINDSET
Right brain
Flexible
Collaborative
Empowered
Experimental
Customer-focused
Transparent
METHODOLOGY
Left brain
Set structure
Set roles
Self-organized
Focused
Data driven

16. What we’ll talk about
1. Agile Overview
2. What it Means to Scale Agile
3. Best Practices to Make Agile Last
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17. To transform requires changing the system
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• Strategic objectives
• Core org. capabilities
• Resourcing; priorities
• Cascading
(translation; clarification;
communication)
• Value proposition;
differentiation
• Behavioral
Standards
• Cultural
reinforcements
• Performance
management (KPIs;
management reporting
and decision-making)
• Work process design
• Tools and technology
• Strategic, resourcing, and
budgeting alignment
• Enabling support
systems (information,
people, rewards,
decision making,
renewal)
• Right people in the
right jobs on the right
teams
• Performance
management system
(plans, reporting, coaching)
• Structure (roles &
responsibilities; reporting
relationships)
Governance of the Agile for Marketing operating system
Arbitration over the process
Empowerment of the teams

18. To transform requires changing the system
18
• Strategic objectives
• Core org. capabilities
• Resourcing; priorities
• Cascading
(translation; clarification;
communication)
• Value proposition;
differentiation
• Behavioral
Standards
• Cultural
reinforcements
• Performance
management (KPIs;
management reporting
and decision-making)
• Work process design
• Tools and technology
• Strategic, resourcing, and
budgeting alignment
• Enabling support
systems (information,
people, rewards,
decision making,
renewal)
• Right people in the
right jobs on the right
teams
• Performance
management system
(plans, reporting, coaching)
• Structure (roles &
responsibilities; reporting
relationships)
Governance of the Agile for Marketing operating system
Arbitration over the process
Empowerment of the teams
Agile
Marketing
Operating
System
LEADERSHIP

19. MetricsPeople Process
Components of operating at scale
19
Focus
STRATEGYPROGRAMEXECUTION
LeadershipGovernance
• Progress
against goals
• CSAT
• Revenue
• ROMI
Marketing
Leadership
Team
Prioritization & Budget
$$$$
$$$
$$
$
$
• Progress
against
program
KPIs
• Product
• Solution
• Initiative
KEY PROGRAMS
Business Owner/
Team Lead
• Objectives
• Priorities
• Segmentation
/Customer
Knowledge
• Strategy
Program Backlog
• Progress
against
sprintcycles
• Delivery
efficiency
DELIVERY ACTIVITY
Delivery Teams
• Objective setting
• Planning
• Sprints/
iterations
• Learningcycles
• Customer
feedback loops
Sprint Backlog
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Program
Manager
• Marketing Goals
& Objectives
• Marketing Priorities
• KPIs
MARKETING ROADMAP

20. What we’ll talk about
1. Agile Overview
2. What it Means to Scale Agile
3. Best Practices to Make Agile Last
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21. Agile as a Performance Driver – Best Practices
21© 2015 CMG Consulting - CONFIDENTIAL
3. Focus on Customer
1. Focus on People
4. Rapid Learning Cycles
2. Solve Problems, not just do tasks
5. Active Management

22. 1) Focus on People
• Jointly accountable, highly
empowered teams aligned on
goals and objectives.
• Really understand what
behaviors need to change
• Get people comfortable being t-
shaped - have a formal cross-
training approach.
• Develop a career path for agile
team members.
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It’s the culture and the people, not the process, that makes agile work.

23. 23
Case Study – Impact after 3 months
Collaborative:
Working together
versus in silos
3.2
4
0 5
Iterative/
experimental:
Taking small
calculated risks and
learning from them
Empowered to
make decisions:
I believe I am
empowered to make
the necessary decisions
2.6
4
0 5
3.2
4
0 5
2.6
4.4
0 5
Customer
focused:
Putting customer
needs at center of
decision making
Pre Agile Adoption
Post Agile Adoption

24. 2) Solve Problems, Not Just Tasks
24© 2015 CMG Consulting - CONFIDENTIAL
• Align around the business problem or
opportunity
• Must have a clear strategy and clear
organizational priorities
• Take the time upfront with teams to
get the “what” right.

25. Case Study – Team Alignment
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Financial
Advisors:
Regain #1
position in the
market
Insurance:
Improve
customer
satisfaction/
Year 1
retention
Retirement:
Increase active
accounts by
30%
Grow net sales
by X%
Segment A: Segment B: Segment C:
Improvecustomer satisfaction
Grow share of wallet
Grow market share
Align by SegmentAlign by Product

26. 3) Focus on the Customer
26© 2015 CMG Consulting - CONFIDENTIAL
• Do your diligence on your
customer – internal and
external
• Really prioritize based on
value to the customer

27. Case Study – Building Backlogs from
Journey Mapping
27© 2015 CMG Consulting - CONFIDENTIAL
Is it easy to
access the
information
customers need?Where is the
leakage for callers,
branch, web?
How well do
you deliver on
their needs?
Where aren’t
you meeting
expectations?
Where do they
need more
information?

28. 4) Rapid Learning Cycles
28© 2015 CMG Consulting - CONFIDENTIAL
• Agile Delivery – short,
iterative sprints to plan,
deliver, and learn from work.
• Purposeful testing & learning
to understand customers
needs and behaviors.
• Improving both the work and
how the team works together.

29. Case Study: Rapid Learning enables Predictive Model
Link Marketing Activity to Business Outcomes
Underperforming
by
60%
© 2015 CMG Consulting - CONFIDENTIAL
27%increase in viewership

30. 5) Active Management, Especially At Scale
• Take the time to put together a purposeful
change management plan
• Build a thoughtful approach to integrating
stakeholders
• The Importance of the Program Manager.
• Inspire active and engaged leadership.
• Manage & measure performance
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31. Case Study: Active Management
31© 2015 CMG Consulting - CONFIDENTIAL
Priorities Management
Resource Management
Performance Management
Agile Operating System Improvement
EXPECTATIONS OF LEADERSHIP

32. We have to be careful that we don’t let all this
great activity that we’re getting done because of agile
marketing lull us into thinking that we’re
accomplishing our goals just because we’re moving so
much from the backlog to ‘Done’.”
32© 2015 CMG Consulting - CONFIDENTIAL Source: ©2014 Matt Heinz, Agile Marketing Blog

33. Conclusion
• Agile can deliver enhanced marketing performance
• It does so through customer discipline, jointly
accountable highly collaborative teams focused on
rapid learning and iterative delivery.
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34. © 2015 CMG Consulting - CONFIDENTIAL
They've embraced a lot of additional responsibility. Because they
own certain things, they drive them differently than they would
otherwise. It forces them to look at the business purpose of
what they’re doing. It’s made them smarter.”
Amanda Paull, VP of Marketing,
Extensis
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