The 7 Most Common Agile Marketing Mistakes (And How to Avoid Them)
Do you want to effectively pivot your marketing tactics based on incoming data?
What about getting visibility inside and outside the department into what marketing’s working on?
Or how about figuring out what’s messing up your process before it’s caused you to miss every single deadline this quarter?
If any or all of those are appealing, I have good news: the path to achieving all of those is paved with the exact same substance, namely Agile marketing. The second annual State of Agile Marketing Report from AgileSherpas and CoSchedule found that these are the top three benefits cited by Agile marketing teams.
The bad news? It’s a lot easier to get Agile wrong than it is to get it right.
I spend my days training marketing teams on how to translate Agile principles and practices to work in our unique world, so I’ve seen my share of missteps. In the hope of saving you some of this pain, here are the seven most common Agile marketing mistakes and how to avoid them.
Agile marketing mistake #1: Organizing around projects
You can hold daily standup meetings religiously, visualize your work meticulously, and otherwise follow Agile practices to the letter, but if marketers are sitting on a dozen different project teams none of it will make a whit of difference.
Rather than rearrange people to suit different types of project work, flow projects onto the teams best suited to handle them.
I recently coached a team who had heard me say this a dozen times, and they theoretically agreed with what I was saying.
But once we sat down and mapped out their current team obligations and compared that to how things would look in an Agile world, the light bulbs went off all over the place.
This marketing group supports multiple software products being sold around the world, plus they’re responsible for putting on global and regional events. Pre-Agile, every person on the team was flitting back and forth amongst 6-60 of these different obligations on a daily basis.
As you can imagine, it was taking FOREVER to get anything done.
Instead, we created four Agile teams who would focus on particular global regions. Whatever marketing work related to the products and events that matter to those parts of the world would be worked on by the team responsible for that region.
In this modified version of the Spotify model you can see another way of looking at it. Here teams are organized by stage of the funnel.
However you choose to arrange your people, the important thing is to get out of multi-project purgatory and let groups focus on certain kinds of work.
Flow work to the right people; don’t force people to chase dozens of different projects.
Agile marketing mistake #2: Not aligning around strategic objectives
Agile is often closely associated …read more
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