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Agile Marketing in the Enterprise: Year One

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Meghan Wilkinson from Level 3 Communications and Barre Hardy of the consulting firm CMG will jointly present their experience working together to introduce and implement Agile Marketing practices at Level 3. The North American marketing team at Level 3 has been operating using Agile Marketing for over a year now.

Meghan and Barre will take you through their process of piloting Agile Marketing with a smaller team and then scaling up across the entire North American marketing organization. They will share stories of their triumphs and fails over the course of the implementation, as well as the adjustment to a new way of working. They will share the benefits Level 3 has realized over the year as well as what you can expect as you adopt Agile Marketing methodologies across a large, diverse team of marketers.

Publicado en: Marketing
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Agile Marketing in the Enterprise: Year One

  1. 1. Agile Marketing Year One in the Enterprise Barre Hardy,AssociatePartner, CMG MeghanWilkinson, Agile Program Manager,Level3 Communications September20, 2016 1© 2016 CMG Consulting
  2. 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
  3. 3. Our View of Agile Marketing 3© 2016 CMG Consulting
  4. 4. Agile Marketing is a mindset and methodology that enables the creation and delivery of value to customers. 4© 2016 CMG Consulting
  5. 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. 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. 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
  8. 8. 80% 20% Success is 8© 2016 CMG Consulting
  9. 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. 10. Moving to Agile in an Enterprise Requires Shifting Gears 10© 2016 CMG Consulting
  11. 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. 12. The Vision North America Marketing (NAM) wantedto significantly increase marketing influenced sales 12 3X © 2016 CMG Consulting
  13. 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. 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. 15. The Road to The Agile Enterprise 15© 2016 CMG Consulting
  16. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  35. 35. #Fortitude 35© 2016 CMG Consulting
  36. 36. #Youwillbreakthings 36© 2016 CMG Consulting

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