As 2016 comes to a close, I’d like to share a few updates about what I’ve been up to since I haven’t posted here in a bit. First off, check out a series of Forbes articles on the topic of Agile marketing to which I have contributed:
The first four articles are already live and two more will be posted in the near future. This series is based on interviews with some of the leading Agile practitioners and trainers including Scott Brinker and Jim Ewel who have both been guests on The Marketing Agility Podcast. Speaking of, if you have not checked into the podcast lately we’ve hosted some great conversations lately including:
Besides all that, I can share a quick report on my recent experience implementing Agile at Oracle. For the past year, I’ve managed a small team that focused on the global roll-out of Oracle Content Marketing (formerly called Compendium before Oracle acquired the company). This is a particularly interesting project because it represents a chance for us to drink our own champagne.
It’s also interesting because our requirements are generally more complex than most customers due to the size and complexity of our company and our global footprint—so we’re really pushing the edges of what the platform can support. Of course, we have the benefit of working closely with our product management organization and we’ve helped define new features and functionality that will benefit all our customers.
When we started this project we adopted the Scrum method—now for those of you who listen to The Marketing Agility podcast you’ll know that this goes against the grain of the advice I’ve often given to start with a simpler method (e.g. Kanban). I thought we could pull this off mostly because of the fact that I have a good base of experience with Scrum. In other words, I felt that I could ensure the successful adoption of this method by actively managing the team … but that was a mistake.
What I learned/remembered is that the team as a whole must “own” the method and that it cannot really be driven by a single individual. On top of that, jumping into a more prescriptive method out of the gate was just too challenging to adhere to—the primary reason I advocate for starting with Kanban. In my enthusiasm I simply overlooked some of the basics. As an example, of this I ignored the fact that the team working on the project was a virtual team rather than a dedicated one. In other words, we were borrowing resources from other functional areas and those individuals had to focus on other initiatives that competed with this project.
We used regularly scheduled meetings and working sessions to keep the team in sync but it was not really enough to ensure the consistent burndown of work within a set timebox. While were were able to release of a somewhat regular cadence—about 5 week sprints—the throughput was inconsistent and it was clear that we were not working very efficiently. Following this, we switched to Kanban in the last month and the benefits were immediately apparent. Besides being more complementary with our team structure the biggest benefit may be the fact that we’re able to deploy things as they are ready. Additionally, it enabled more ad hoc prioritization which is quite commonly required when Agile teams sit within traditional organizational structures.
If you’d like to see an example of one of the blogs that we’re launched on the new platform, check out the Oracle Marketing Cloud blog. Keep in mind that we’re still fairly early on with this initiative so there are some things that might expect from the blog that won’t find here just yet. But bookmark the site and you’ll see a lot of iteration as we roll into 2017.
Last week my friend and fellow Agile marketer, Jim Ewel, and I travelled to Moscow to deliver an Agile marketing training that was arranged by a Moscow based consulting firm called AgileSpace. This firm is led by Marina and Dmitry Simonovy—a husband and wife team that appear to be fermenting an Agile marketing revolution in Russia.
This was the first time I’ve co-led a two day Agile training—or any Agile training for that matter—Jim has more experience running such trainings than I do. Typically I have opportunities to deliver shorter presentations on the value of Agile to marketing leaders but this was opportunity to dive deeply into some of the content from The Marketing Agility Podcast, my book The Agile Marketer, and into Jim’s work from AgileMarketing.net.
We had a diverse mix of participants from business owners, to Agile coaches, and marketers who were just getting started with Agile. And the participants represented a broad range of industries from banking to manufacturing and retail. At first that seemed like a challenge but in practice the broad range of perspectives made for great conversations about just how adaptable Agile is.
There were many takeaways from the experience that will inform any future training that I am part of. Perhaps this is true of other kinds of trainings as well but I walked away with a better understanding of how to teach Agile effectively. Beyond that, the Agile trainers in the audience enriched my own understanding of some key Agile practices such as the retrospective. For example, we learned about how some teams maintain a dedicated backlog of ideas focused on how to improve their method of choice. This feeds the “start” category in the “start, stop, continue” retrospective format.
Beyond User Stories
One other takeaway of note has to do with user stories—a topic that we discussed at length with Jim on The Marketing Agility Podcast. Marketers really struggle with user stories, a fact that became very clear when we ran exercises around user story development. I won’t go into too much depth here but I walked away with a much greater appreciation for the range of things marketers put in their backlogs from epics, to user stories, tests, and tasks.
As I reflect on our training, I wonder if there are any rules of thumb around the balance of epics, to user stories (or tests), to tasks? Epics break up into user stories and user stories break into tasks but depending on how granularly you break things up the ratios will differ. And, I suppose that the initiative will cause these ratios to differ as well. Still, I feel like i have a gut sense of just how granular tasks to optimize one’s practice …. now I just need to find some way of translating that “sense” into a framework that others might find useful!
Sometime in the not too distant future, we’ll host a conversation on The Marketing Agility Podcast with Marina that will focus on how she applies Agile to sales. In my book, I discuss how sales can support an Agile practice in marketing by helping to prototype and test collateral, messaging, packaging ideas, etc as a representation of a minimum viable product (MVP) but that’s really an extension of the marketing practice rather than a foundational sales practice.
So what is in the sales backlog? What are the deliverables and how do they relate to the deliverables in the marketing backlog? For example, consider sales decks used in a complex B2B sale—these decks are traditionally developed by the marketing team with input from sales … how would an Agile sales team change that process or dynamic? Is Agile sales an outgrowth of companies that have not yet adopted Agile in the marketing context. I have lots of questions 🙂 so I’m sure we’ll have a great conversation. Stay tuned for that!
For those of you who were unable to make it out for the SF Agile Marketing Meetup, here’s a recording of the content that Frank Days and I co-presented. Many thanks to Austin Waine and Paul Willard for organizing!
I recently had the pleasure of co-presenting to a group of senior marketers with Scott Brinker—in the session he introduced the group to the Cynefin Framework by way of explaining why Agile is increasingly being adopted for marketing. I’ve made other arguments for this in my book but I was immediately struck by the usefulness of this framework and am writing to share information about it here.
Scott’s central insight is that marketing as a discipline is shifting from the complicated to complex quadrants. This is because we are managing more experiences across more channels with more interactions between channels and with more technology in play.
In short, it’s no longer possible to gather the data and fully understand/predict what’s going to happen. Instead we must “probe” or run tests to identify promising directions which we’ll pursue. That’s just where the Agile approach fits in. Here’s a great short video that walks through the Cynefin Framework:
It’s worth reading up a bit on the Sprint 0 concept, but for now let’s assume that getting started requires that you have a project and a team. Ideally that should be a dedicated cross-functional team but it’s possible to get started with a team of people pulled from existing functional teams (i.e. design, development, testing).
The focus of this post is on the startup context, so there may not be robust functional teams already in place—arguably an advantage when it comes to making Agile stick. This means you’re in a good position to build an Agile marketing organization from the ground up.
Again, because you’re a startup, I’m going to assume that you have a small team of generalists … because that’s what most startup marketers start with. In other words, you’ll have a content person, a design/ux person, a developer (ideally full-stack), an Agile leader, etc.
The Agilist is critical because they’ll refine your method and scale your practice as you grow. They will also drive adoption horizontally across implementation teams and vertically into the leadership. I’ll come back to this role later when I touch on the follow up question about contractors.
Regardless of size I generally suggest that marketers start with a less prescriptive method such as Kanban (rather than Scrum). I talk at length about why in my book, The Agile Marketer but it’s best to iteratively add practices during your retrospective process than to have your teams reject an overly prescriptive method early on.
The four most important practices to adopt out of the gate are:
Agree on a basic method to begin with (and the included practices).
Populate and groom a backlog.
Establish a planning meeting on a regular cadence at which you review the backlog, scope stories, and prioritize the next work items.
Establish a retrospective meeting to review your Agile method and improve it.
If you choose Kanban then you’ll want to set work-in-process limits for each stage. You’ll also want to estimate average cycle time to make sure that you’ve set up your planning and retrospective meetings at the right cadence. You won’t know that at first so I recommend starting with two week cycles.
Note, the concept of timeboxed iterations is part of Scrum but that doesn’t mean you can’t use timeboxes to govern planning and retrospectives with Kanban. This speaks to the need to adapt and evolve methods over time for your project, team and culture.
Spin Off To Scale
As you grow your organization you’ll also specialize the roles. A good way to handle that is to break the initial Agile team into the leaders of spin-off teams. They can bring their experience and leadership to these new teams and help drive alignment across teams. As you scale you should also start considering how to organize teams into a matrix organization a la the Spotify model that I touched on in my earlier post: Combating Agile Objections: It Doesn’t Scale!
As you grow, I’d also considering implementing the Objective and Key Results (OKR) framework to keep the implementation teams in alignment with leadership. It’s never too early to start working with such frameworks. Finally, also from an earlier post, check out Boston Consulting Group’s white paper on The Agile Marketing Organization.
About Agile Contractors, Agencies, and Consultants
In general Agile marketers have realized that they need to bring Agile teams in house to set the stage for success. That said, there are circumstances when you’ll have to rely on contractors, agencies and consultants. I see each of these differently:
Contractors – This is most workable when you can find contractors that have a background in Agile and can supplement an existing Agile team. If contractors outnumber your core team I’d be very skeptical about success. I’d also be skeptical about short engagements with contractors. Finally, working with contractors can be a great way of sourcing talent.
Agencies – Generally speaking agencies are not well suited to integrating with Agile teams in my experience. Some agencies are trying to position themselves as being Agile but I have not seen a lot of success in this context.
Consultants – Consultants can be very helpful when it comes to change management. In the startup context, however, it’s more about setting the team off on the right path from the start. The consultants that are most effective focus on two areas. The first is executive education about the value of Agile—they can help you get your peers in the leadership on board with your process and approach. The second area is as a coaching function for your internal Agilist and teams. In this case they can provide education and training that will accelerate adoption, maturity, and scale.
There’s a lot more I could say on this topic (for example, how to start selecting the technologies in your marketing stack) but I’ll leave that to some of our guests on The Marketing Agility Podcast!
The Agile MarketerTuning Customer Experience Into Your competitive advantage
"Roland is a student of the game and his book hits on all the right notes.Practical,witty The Agile Marketer should be on your shelf if you aspire to be a modern marketer."-JASCHA KAYKAS WOLFF,CMO at Mozilla