Learn how an agile approach to marketing management may be the single most valuable decision your organization can make. Plus, examples of successful agile marketing for content marketing, social media & conversion optimization.
44. An iterativeand adaptiveprocess
where small, highly-collaborativeteams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergentsolutions,
45. An iterativeand adaptiveprocess
where small, highly-collaborativeteams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergentsolutions,
emphasizing transparency
among all stakeholders.
47. An iterativeand adaptiveprocess
where small, highly-collaborativeteams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergentsolutions,
emphasizing transparency
among all stakeholders.
48. An iterative and adaptiveprocess
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
emphasizing transparency
among all stakeholders.
144. Read “Essential Scrum”
by Kenneth S. Rubin
For software
development, but Chapter 2
will give you a great high-
level explanation of
Scrum, and Chapter 3 is one
of the best articulated
arguments for adopting
agile for any executive.
145. Read more specifically about
“agile marketing” on the web:
http://chiefmartec.com/category/agile-marketing/
http://www.agilemarketing.net
http://www.seomoz.org/blog/agile-marketing-whiteboard-friday
http://www.agilemarketingblog.com
http://agilemarketingmanifesto.org
http://www.wordstream.com/blog/ws/2012/10/01/agile-
marketing-guide
http://neilperkin.typepad.com/only_dead_fish/agile-planning.html
http://gregmeyer.com/?s=agile+marketing
146. Share and discuss with
with colleagues.
Not just marketing:
sales, IT, and beyond.
153. Why agile adoption fails:
52% Inability to change culture
Source: VersionOne 6th Annual State of Agile Survey
154. Why agile adoption fails:
52% Inability to change culture
39% General resistance to change
Source: VersionOne 6th Annual State of Agile Survey
155. Why agile adoption fails:
52% Inability to change culture
39% General resistance to change
34% Lack of manager support
Source: VersionOne 6th Annual State of Agile Survey
156.
157. “To the uninitiated (and sometimes
even to those in the industry),
this way of working feels like
barely controlled chaos.”
February 2013
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
158. Challenge in a Complex Domain
“Of primary concern is the
temptation to fall back into
traditional command-and-control
management styles—
to demand fail-safe business plans
with defined outcomes.”
– David J. Snowden and Mary E. Boone
A Leader’s Framework for Decision Making
160. “Accelerated cycles,
increased transparency,
and teaming outside the
typical organizational boundaries
(both within and outside the company)
will have great impact.”
February 2013
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
164. Thank you!
Want to reach me?
sbrinker@ioninteractive.com
Twitter: @chiefmartec
More about agile marketing:
http://chiefmartec.com
Software to help you be agile:
http://ioninteractive.com
165. Credits:
Inspiration from these brilliant people (and others):
Agile Marketing Agile Development And More
Matt Blumberg Kent Beck David Armano
John Cass Ron Jeffries Brian Clark
Jonathon Colman Mitch Lacey Steve Denning
Frank Days Robert C. Martin Jim Manzi
Jim Ewel Kenneth S. Rubin Eric Ries
Neil Perkin Michael Sahota Peter Sims
Todd Shimizu Ken Schwaber David J. Snowden
Jascha Kaykas-Wolff Jeff Sutherland Brian Solis
166. Thank you!
Want to reach me?
sbrinker@ioninteractive.com
Twitter: @chiefmartec
More about agile marketing:
http://chiefmartec.com
Software to help you be agile:
http://ioninteractive.com