Unique insights on applying Agile principles in a marketing context, with Signal, creative strategist Kate Bordwell and bestselling author Neil Perkin, exploring the challenges involved in adopting Agile ways of working in the ‘real world’.
Agile Marketing For The Real World event - Signal - 6th Nov 2019
1. # W T F I S A G I L E M A R K E T I N G
AgileMarketingfor
theRealWorld
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
2. I N T R O D U C T I O N S
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
JohnRowley
C E O O F C E L L O S I G N A L G R O U P
3. T O N I G H T ’ S A G E N D A
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
DavidHammond
A G I L E M A R K E T I N G
I N P R A C T I C E
NeilPerkin
A G I L E M A R K E T I N G
& T R A N S F O R M AT I O N
KateBordwell
B E C O M I N G
A G I L E
5. “One of the most influential people in the UK digital
industry.”
British Interactive Media Association
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
6. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
7. H T T P : / / W W W - 9 3 5 . I B M . C O M / S E R V I C E S / C - S U I T E / S T U D Y /
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
8. S O U R C E :
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
9.
10. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
11. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
12. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
13. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
14. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
15. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
16. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
29. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
30. A U T O N O M Y
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
31. H I G H S Y S T E M
L O W S Y S T E M
H I G H
E M P A T H Y
L O W
E M P A T H Y
Human-centred,
responsive at scale
Humantist, relational,
limited scale
Efficient but cold
Chaotic
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
32. H I G H S Y S T E M
L O W S Y S T E M
H I G H
E M P A T H Y
L O W
E M P A T H Y
D A T A
C R E A T I V E
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
33. P R O D U C T
Eradicate friction,
be useful, helpful
Designing systems
Targeting existing behaviours
M A R K E T I N G
Turning attention towards something,
an intervention, or interruption
Telling stories
Trying to create new behaviours
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
34. Mullet strategy:
Neat and respectable
at the front, wild and
hairy at the back
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
35. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
36. H T T P : / / W W W . O N LY D E A D F I S H . C O . U K / O N LY _ D E A D _ F I S H / 2 0 1 5 / 0 7 / T H E - T H R E E - T Y P E S - O F - P R O B L E M - I N - T H E - W O R L D . H T M L
T H E R E A R E T H R E E T Y P E S O F P R O B L E M I N T H E W O R L D …
@ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
37.
38. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
39. @ N E I L P E R K I N # W T F I S A G I L E M A R K E T I N G
40. # W T F I S A G I L E M A R K E T I N G
H T T P S : // M E D I U M . C O M / B U I L D I N G - T H E - A G I L E - B U S I N E S S
W W W . O N LY D E A D F I S H . C O . U K
@ N E I L P E R K I N
41. Thankyoufor
yourtime
N E I L P E R K I N
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
42. Thisisthemasterfile.
Pleasemakeacopy
beforeediting.
W H I L E T H I S I S A L I S T O F C O M M O N S L I D E T E M P L AT E S , I T I S N O T E X C L U S I V E .
G E T C R E AT I V E , H A V E F U N A N D C R E AT E G R E AT D E C K S !
AgileMarketing
inPractice
D A V I D H A M M O N D
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
43. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
DavidHammond
D I G I TA L S T R AT E G Y & A G I L E C O N S U LTA N T
44. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
46. 32%* S E C O N D A N N U A L S TAT E O F M A R K E T I N G S U R V E Y ( J A N 2 0 1 9 )
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
52. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
1.Clarifyyourobjectives
53. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
2.FormanAgileMarketingteam
54. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
3.Buildabacklog…
55. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
…andprioritiseit
56. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
4.Runasprint…
57. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
…orsetupaKanbanboard
58. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
5.Usedailystand-ups
59. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
6.Runregularretrospectives
60. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
Kanban board - to show progress
toward completing tasks and goals
Project learnings and
retrospective
outcomes
Backlog - to
show what is
planned next
Metrics Board - regular
tracking of key project
metrics e.g.sales
figures, cSaT
7.Shareyourresults
61. @ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
1. Clarifyyourobjectives
2. FormanAgileMarketingteam
3. Buildabacklog…andprioritiseit
4. Runasprint…orsetupaKanbanboard
5. Dailystand-ups
6. Regularretrospectives
7. Shareyourresults
62. Thankyoufor
yourtime
D A V I D H A M M O N D
@ C E L L O S I G N A L # W T F I S A G I L E M A R K E T I N G
63. Thisisthemasterfile.
Pleasemakeacopy
beforeediting.
W H I L E T H I S I S A L I S T O F C O M M O N S L I D E T E M P L AT E S , I T I S N O T E X C L U S I V E .
G E T C R E AT I V E , H A V E F U N A N D C R E AT E G R E AT D E C K S !
BecomingAgile
K AT E B O R D W E L L
@ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
64. @ K B O R D W E L L
Using‘agile’tomake
thingsmeaningful
• How I ‘became agile’
• ‘Agile’ innovation
• How you can use agile, lean and
design thinking methods to deliver
meaningful outcomes
TodayI’mgoingtotalkabout:
# W T F I S A G I L E M A R K E T I N G
65. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
HowIbecame‘agile’
76. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
Using‘agile’todeliver
meaningfuloutcomes
77. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
Beingagile
meansyou
don’tneeda
strategy
Beingagilemeans
youneedarobust
strategybasedon
dataandinsight
78. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
79. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
80. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
81. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
82. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
83. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
84. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
85. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
86. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
87. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G
88. @ K B O R D W E L L # W T F I S A G I L E M A R K E T I N G