Post on 10-Jun-2020
AssessingYourAgileMarke0ng
MaturityLevel
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Crea0veCommonsA<ribu0on-ShareAlike3.0UnportedLicense.
Whyassessthelevel
ofAgileMarke0ng?
Teams,ManagersandCoachescanquicklyevaluatethecurrentcapabilityofateam/group,inorderto:
• Seehowthecapabilitymeasuresagainsttherecommendedlevelforbenefi0ngfrommarke0ngagility
• Guidetheteam/grouponwhattoimprovenext
• See,over0me,theevolu4onofagility(posi0veornega0vetrend)
• Seetheimpactoftheteam/groupimprovementwork
• Seetheimpactoforganiza0onal/structuralchangesthatareoutsidetheteam/group’scontrol(costsreduc0ons,distributed,etc.)
• Mo)vate!Getacheivementsandrecogni4onforreachinghigheragilitylevels(Emphasizeintrinsicmo0va0on!)
KeyAssessmentAreas
InspiredbytheAgileMarke0ngManifesto:
• Customer’sjourney-orientedcross-func4onalcollabora4on
• FlexibleValue-orientedPlanning/Execu4on– Flexiblevs.rigidplanning-Respondingtochangeoverfollowingaplan
• Adap4veandItera4veFlowofMarke4ngWork
• ValidatedLearning/Manysmallexperimentsoverafewlargebets
InspiredbyLean:
• Lean/AgileLeadership
• Respect/EmpowerMarketersandtheirHumanity
• RelentlessImprovement
1. Marketersseeworkingdeliverablesfrequentlyanduse
themtoinspectandadapttheirmarke0ngplan/
execu0on.
2. Marke0ngValueisplanned,designed,builtand
deliveredinitera0vechunkscross-cu\ngacrossthe
marke0ngstackifnecessarytherebyincreasing
marke0ngagility–faster0metomarketandkeeping
moreop0onsopentowhatwillbedeliveredlateron.
3.Planning/Execu0onisalignedtoobjec0ves/goals
4.FrequentlyInspectandAdaptwithstakeholders/usersbeyond
justthemarketersontheteam.
5.WorkitemsareSMALL-canbedeliveredindaysthereby
0ghteningthefeedbackloop
Dimension
Novice
Advanced
Beginner
Competent
2.FlexibleValue-orientedPlanning/Execu4on
1.Customer’sjourney-orientedcross-func5onal
collabora5on
1. Allpeopleinvolvedinaworkitemworkonitmoreorlessinthesame0meperiod(ProductMarke0ng/Content/
Digital/Field/Sales)minimizingtheoverhead/wastefromcontextswitching/recallingpastwork.
2. 80%ofthepeopleareworkingononlyoneteamateachpointin0meand80%oftheir0meisspentonteam
goalsratherthandepartmentalgoals.
3.Peopleworkoncross-func0onalcustomer-journeyorientedteamsthatwheretheycaneasilycollaborateacross
func0onstomaximizemarke0ngimpactandeffec0veness.
4.Mostteamsarerela0velystable(Notad-hocteamsrecreatedeverycoupleofweeks)
5.Teamenvironmentisascollabora0onfriendlyaspossible
6.Peoplepullworkoutsidetheirnaturalfunc0oninordertomaketheteammoreflexibleandeffec0ve.(T-Shaped
Marketers)
7.Significantaspectsofgoalsandrewardsareorientedtowardsteamperformance/goals(ratherthanindividual
performance)drivingcollabora0onnotjustindividualism.
8.Peopleworkinsmallteams(notmorethan10,ideallyaround5-7)enablinggoodcommunica0onanddirect
collabora0onaswellaseffec0vemee0ngsandinterac0on
2.FlexibleValue-orientedPlanning/Execu4on
1. Marketersseeworkingdeliverablesfrequentlyandusethemtoinspectand
adapttheirmarke0ngplan/execu0on.
2. Marke0ngValueisplanned,designed,builtanddeliveredinitera0ve
chunkscross-cu\ngacrossthemarke0ngstackifnecessarythereby
increasingmarke0ngagility–faster0metomarketandkeepingmore
op0onsopentowhatwillbedeliveredlateron.
3.Planning/Execu0onisalignedtoobjec0ves/goals
4.FrequentlyInspectandAdaptwithstakeholders/usersbeyondjustthe
marketersontheteam.
5.WorkitemsareSMALL-canbedeliveredindaysthereby0ghteningthe
feedbackloop
1.Adap5veandItera5veCampaignFlow
1. Visualizewhoisworkingonwhataswellasinordertobeawareoflevelofmul4taskinganddependencyonspecific
people.
2. Commitmenttofinishingworkoverstar4ngnew(eventuallyreachingaWIPlevelthat“feelsOK”fortheteam)tostartto
“weakly”constrainandimproveflow.
3. Defini4onofwhatDone(Finished/DeliveredMarke4ngPlay)meansisclearandadheredto(“DoD”)sorealflowis
measuredandsoexcep4onsdrivediscussion/improvement.
4. Visualizeworkflowthroughthedifferentprocessstages(usingKanbanBoardorsimilar)tocreateflowawareness
5. PlanningisCon4nuous–Beyondthenextfewweeksthereisahealthymixofcommi]edanduncommi]edwork–
enablingbusinessagility
6. WIPislimitedacrossthesysteme.g.usingKanbanWIPLimits,ScrumSprintCommitment.
7. Visualizeandfocusonblockedworksomajorflowefficiencyissuesareaddressed
8. Visualizeworkthatisqueued/wai4ngbetweenpeople/workflowstatestostartraisetoawarenessreasonsforqueuing
andiden4fyop4onsforreducing
9. Teamisawareofdifferentexpecta4onsforhandlingcertainworktypes&peoplecanmakeintelligentflowdecisions
accordingtothecontext
10. Visualizeworkvariabilityandseektoreduceit(e.g.usingVelocity/CycleTimeControlCharts)sothatoverallflowis
improved.
1. Marke0ngRequirementsthatareHypothesisarevalidatedUsingMVP(MinimallyViable
Play)inafastlearningloopinordertoenablesafe/cheap-to-failexperimentsaboutrisky
butworthyideas.
2. Teamhasfeedbackloops(quan0ta0veANDqualita0ve)inplacetogaugeeffec0venessof
themajorityofmarke0ngplays
3. Teamactuallyleveragesthefeedbackloopstoinspect,learnandadapt.
4. Teamrunsmul0pleexperimentseachmonth
5. TeamisabletoA/Btestamajorityofmarke0ngplays
4.ValidatedLearning/ManySmall
Experiments
5.Lean/AgileLeadership
1. Departmentsas”CommunityofPrac00oners”ratherthandriving/controllingthework.
2. LeadersprovideAlignment/ClaritythroughfrequentlysharingVision&Context
3. LetTEAMSowntheCustomerJourney(&Pipeline)fortheirmarketsbyspecifyingobjec0vesbutNOT
tac0cs.
4. Leadershelpoutwithkeyrisks/issuestheirteamsescalate.
5. Leadershelpteamsmaintainflowthrougheffec0vetriage(SayingNOtounplannedworkunless
Value>>Flow,andeveninthatcasedecidewhattoSTOPbeforesaying”yeswecan/should”)
6. Leadersspendasignificantsliceoftheir0mebuildingcompetencyoftheirmarketers
7. Leadersavoidcomprehensivedetaileddepartmentalrepor0ng.Theyleverageagilecross-func0onal
repor0ng/visibility/transparencytogetherwith”GoSee/Gemba”–joiningBRP/Demos/etc.
8. Leaderscareaboutthesystemofworkandfocusonimprovingit.
9. Leadersarepro-ac0velyandmethodicallyseekingwaystoimproveautonomyofteamsandindividualsasa
waytoacceleratetheworkandmakeitmoreeffec0veaswellmo0vatemarketers(whoareHumanand
appreciateAutonomy)
10. Leadersgivemarketersopportunitytoimprovetheirmasteryofareaswhichinterestthem
11. Leaders/Policiesincen0vize(formallyandinformally)lean/agilethinking-Flow,Improvement,Trust,
Transparecny,WholeTeam,LowWIP,Safetofailexperiments,etc.
6.Respect/EmpowerMarketersandtheirHumanity
1. Frequentplanningmee0ngs(e.g.DailyStandups)areusedbyPEOPLEtomanage/sync/plantheirdaytoday
work(insteadofworkscheduledbysupervisorsandpushedontothem)
2. Autonomy-Peoplehaveahighdegreeofcontrolovertheprojectday2dayexecu0on–theychoosewhich
taskstopullwhen,wheretofocus,howtodealwithissues
3. Reason/Intentiscommunicatedaspartofeveryrequirement/workitem,toincreasemo0va0onaswellas
empowerpeopletodotherightthingforthecontextratherthanblindlyfollowaplan
4. PeoplepulltocapacityataSustainablePace-byusingTeamEs0ma0onapproachesorjustpulltoWIP
5. Autonomy-Peoplehaveahighdegreeofcontrolovertheirpersonal&professionaldes0ny
6. Teamsareinvolvedinhigherlevelplanningandhavetheopportunitytotaketheini0a0ve
7. Opportunityforinnova0on/crea0vitywithintheworkandontopofthework(e.g.Hackathon).
7.RelentlessImprovement
1. RegularLessonsLearnedeventsareheldfrequently(every1-4weeks)withac0onable
outcomes(e.g.Retrospec0ves)
2. Peopleatalllevelsarehighlyawareandinvolvedinimprovementac0vity
3. Ac0onableImprovementWorkisvisualizedandmanagedusing“Stopstar0ngstart
finishing”
4. Improvementac0vityisfocusedonateamperformanceobjec0ve/goal
5. Team/Groupallocatescapacity/0meslotsforimprovementwork
6. Teamsuseexperimentstodriveimprovementandinnovate.
TheScale
• Op0on1
– Yes/No
• Op0on2(Inspiredbywww.AgendaShis.com)
– Not/Barelystarted
– Earlygains
– Ge\ngthere
– Crushingit,Consistently
5.Lean/AgileLeadership
1.Customer-focusedCross-
Func5onalCollabora5on
4.ValidatedLearning/Many
SmallExperiments
2.Business-focusedCustomer
Discovery
7.Relentless
Improvement
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6.Respect/EmpowerMarketersand
theirHumanity
3.Adap5veandItera5ve
CampaignFlow
Howtouse
• Gothruthedimensions,andassesslevelof
maturityforeachques0on.
• Use“constella0ons”physicalexercise,
“planningpoker”stylediscussiontolookat
gaps,orsomethinglikepollev/kahoot.
• Summarizeacrossdimensions
• Iden0fydimensionstofocusoninimprovement
work
• Formorehelptofigureouthowtousethis–feel
freetocontactYuval.Yeret@agilesparks.com