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Transcript

Hi, all. Thanks for joining. We’ll be getting started in the next couple of minutes. Today’s session will be focused on cultivating an agile marketing organization led by JB Croson. We’re going to wait just a couple of minutes for attendees to filter in, and then we’ll get started. So, while we wait, we can comment on the light on the chat. Where are people located, their company, and what we’re hoping to get out of this session.

So while we wait for the attendees to filter in, I wanted to let you know that we have several other, sessions coming up this quarter that are open for you to attend. As well. For those who are interested, I will put the links in the session or in the chat. So here they are.

The first one is Jen studio 4 p.m… Operating model and governance strategy. The session, which is on February 5th, am working on integration using native content. Connector, which is in on February 6th. Impactful insights crafting strategies for effective measurement, which is on February 12th. And lastly, enhancing personalization integrations essential for Ă۶ąĘÓƵ Target with CX 8 a.m., which is happening on February 13th.

And with that said, again, I wanted to say thank you for joining for, today’s session, focus on cultivating an agile marketing organization. My name is Kamila Cejka and I work for the Ă۶ąĘÓƵ Ă۶ąĘÓƵ Success Customer Success organization as a Customer Success manager, where I focus on helping customers get as much value as possible for their Ă۶ąĘÓƵ solution. I’m going to go ahead and kick off the session today. First and foremost, again, thank you and, for joining and attending today. Just to let you know that this session is being recorded and a link to the recording will be sent out for everyone who registered. This live webinar is a listen only format, but is very much intended to be interacted in as we go through the content in today’s session. Feel free to share any questions into the chat and QA pod. Our team will answer all the answers as possible. There. And in addition, we will have reserve time to discuss questions that are surfaced at the end of this session. And note that if there are any questions that we don’t get during the session, the team will take note and follow up with our said. With that said, I will hand it over to JB.

Thank you for coming up. Okay, so my name is JB. I’m a principal architect for ultimate Success. And and today we’re talking about the, cultivating a giant marketing organization. So the agenda for today. So we’ll go through, what is Ogi marketing? Some, some definitions, concepts. Well, we’ll talk about what it means to have a brand marketing for, personalization at scale. Then we go into the, a giant practice, and we’ll end up with a few notes on, on walk around with agile. And, whether it’s time for you to change, to change your process.

Okay. So now, well, basically, for, on this, you might be, you might be familiar, familiar with this, because that’s, these changes, affect, probably all of you. The request for, more and more more and more campaigns. Doesn’t stop, customer as well as more for, from brands. It’s, it’s difficult to get alignment between the, the different teams. We have data also on on burnout and, issues. And you know, managing just the, the, the workload, the demands that are actually, put on the, on the marketing teams. And on top of that, you have, you need to, to work more, but also, to get everything, compliant with the, with the, more and more, regulations. And you need to do that across all, multiple across more and more channels.

Okay. So what is, what is a drone marketing in that, in that environment? Basically, it’s an approach that applies, principles from agile software development to, to the actual, to the marketing, to the marketing process. So it’s something really, it’s a market trend. So, I pulled some, some stats from, 23, but, you know, just to see that, 71% of us companies are using, agile.

But also the fact that, companies using, agile, experience, higher return of investment, higher success rates and the, the campaign, they are that they are doing. So so this is where, based based on this, success and shortcomings of, activities based on the, on a waterfall, approach. That’s, that’s why it’s, it’s really, hot topic and, and everybody is trying to, to learn from, from the agile principles. And so that’s, that’s what we’re going to, to see in so do approach of, a giant marketing. So first it’s, iterative development.

So this is where you actually work on marketing campaigns and, in different, shoulder cycles, with, that, that we call sprints. Instead of, you know, working on really long sequences, that, that actually take care that are actually take way longer because actually you’re shifting from, one, one team to another to, to complete, to complete a full process. So, the idea being that actually you get, the ability to, to listen to more feedback and make, and make more, make more adjustments. So that’s why I’m talking about being able to, to pivot, strategy based on the, not only because some of the feedback, but also, changes in the changes in the, in the market. So that’s, that’s where, you know, if you if you have just, if you’re operating within the, you know, a yearly plan, and basically, you know, within the within 3 or 6 months, you have the, you have changes. That’s that’s very difficult to, to, to, to adjust across, cross-functional teams. So that’s, this one is an interesting, interesting as well, because in order to, to get faster, that that means that you’re getting, more people from different backgrounds within, within the, the marketing department. So you think in particular with, you think about, technical resources that helps with the, implementation? It can be also, more people in charge of managing, managing content or creating creating content. It could be, it could be assets in, in am, and so this is where you get to you get more you get more collaboration. And because you’re not handing over, just your, your product to, to, to the next team that you’re working, you’re working as a team on on this.

Okay. So the, the customer centricity, comes from the fact that there is always that, that that feedback loop, that happens because, because you’re going through iterations, of shoulder cycles and, all the time you’re listening, not only you’re listening to, looking at the results of what, of the campaigns are to, that that you’re getting, but, you know, you can do that at a faster pace. And so that’s, this is where you get much more, a lot more findings. And this is where you, you get, you, you improve, the, the work that, that you’re doing, the transparency. So that’s, that’s critical, because that’s, as you work as a team, so obviously, you know, that’s, everybody should be aware of, who’s doing who’s doing what to, and this is really helping to get to, to, to have faster, faster at work, because, for instance, if you’re not aware that I don’t know, your it is actually, focusing on deploying, a new, a new app, and you don’t have any, resource for you. Well, basically, you don’t you don’t know that you cannot count on them to help you to launch a new campaign, for instance. So having this level of transparency, is, is key because that helps you to get faster and anticipate, blockers. Data driven, decisions. So, I would say, I would say it’s it’s pretty it’s pretty common for, for everybody, that, that being said, you know, it’s it’s key to, to be working with your, measurement, measurement strategy and, and actually validate your hypothesis, measure results and, and really, scale, for instance, if you are talking about your analytics implementation, having an implementation that scales, to, to more and more campaigns, that’s, that’s critical, that’s critical for you.

Okay. Continuous improvement. No, sorry. Precision to, so a lot of emphasis is done on the prioritization of tasks. So, and so this is where also, as you work together as a team, this is where you, you you get better at this because, you you are able to understand the level of effort usually provided by the, the people, either from the it or the, people developing the, the, the marketing campaigns.

And so that’s, this is, this is where, this is where you, you can work, on a backlog of activities, and actually always be adjusting. What, how are you you prioritize items, simply because you get better at that. You have better, better communications with the, the team members of the team. And each team member also, understand, as it gets through the iterations of the different cycles. They get a better understanding of, you know, how fast they can, they can deliver and, the, the potential impact and, and the value level of effort of, the, the tasks. Okay. So after each sprint, you have what we call, retrospective. So this is where you discuss with your team what’s, what’s been happening. And so that’s, that’s a great that’s great opportunity for you, to, to to actually understand, okay, what works and what doesn’t work. So it’s like, okay, what do you want to do more and what do you want to do less? And it’s pretty, it’s also tied to, to the, to the transparency and the communication that you need to have, within the team, so that you, so that you can make, so that you can make progress, because everything, everything that you do as a team can also become a task, and it can be shared and improvements can, can happen. Scalability. So that that one is important because that’s, that means that you can really, piece scale up on a or down, based on, not just based on the, that, you don’t need to completely redo your, your, your strategy. But, you know, as you go through the, the different iterations, this is where you understand how, how improvements can, can be made.

And, and so that’s, that means that you can be, you’re more in line with the, what’s happening in the market. What is the impact of your, of your activities? And this is where you understand, okay, if you if you need to speed up some areas or, and and slow down on some, on some others.

Okay. So in summary, the drone marketing helps in creating a more responsive, efficient and effective marketing strategy in a fast paced business. And and so, okay, so, why why is it that that we’re talking talking about that so we, we talked about that because, with the, the waterfall approach, this is these are the, the typical issues that, that we and that we encounter when we, when we discuss with the, with, with you. So first the, the lack, a lack of, lack of flexibility. So in particular, not having a project charter, that that can really create issues within, within the, the organization, like, with some feedback, like, okay, leadership’s come, to us with a new offer, writing a mural cycle. So that means that all the job that they have been doing, to be, to be, scrapped and that to you to, to start, to start over, over again as soon also difficulty in pivoting. So it’s, it’s true that, you know, If, if you’re using the waterfall approach, it’s really, you know, you, you really go through, through that, that, that whole, that whole, process and, and, and basically as you, as you go through each phase, so once you, once you’re done, it’s actually difficult to, to get back if you realize that there, there are errors. It’s, it’s really typical also of, you know, you do you do an analytics, implementation and then you’ll realize that actually it didn’t it did the, the way it was, it was design was not exactly, getting you the, the, the metrics, all dimensions that, that you are needed. And so you, you, you need to you need to go back. And so that’s, that’s really creating, creating friction on the, the way you’re, you’re working. So that’s, that’s also, you know, the what happened with the, the, the sequential phases that that’s calling causing, delays. So, that means that interrupting, all the work interruptions, transitioning from, from one phase one team to, to to another, so that’s, that’s creating, friction. Nobody’s necessarily sure when, when the next step is going to be able to, to pick up, to be good, the, the work, and and so on to, so a lot of inefficiencies because of that resource, resource management. So because of, for planning, that means that you will have teams that are completely, overworked. So that’s, that’s where we, you get feedback from teams saying, like, we’re being asked to do more with less.

And, and yeah, that’s the that’s the reality of the, the world. We, we are in particular as we are and we’re talking with the, I, which is, which can really help with a lot of, a lot of automation. So, there’s, there’s a lot of, there’s a lot of opportunities. But at the same time, you still have some, some basic work, that, that cannot be that cannot be completely, automated. And so, and so it requires, it requires to, to design and have really an understanding of how, the resources are, are being used to, communication in an integration. So, typically disconnect between the, departments like marketing in and it, silos between, between organization. And so this is where you when you have, misaligned goals, this is where you, you will get, you will get issues, of feedback. That’s, that’s, that’s too late. So once again, I mentioned that, the, the emphasis as far as on marketing for collaboration. So usually it’s, it’s more difficult to, to get this, in place effectively when, when you have the, the, the waterfall, approach and then finding a risk management inquiry, quality control. So it’s, it’s really just that, you know, you it’s always a at the very end of the, the, the process, once everything is done, that, that you can actually really see, issues and and problems, or, defects that, that actually you did not anticipate, and and because you don’t have, you don’t have remedies like regular standups and, and feedback and review, so this is where you, it’s difficult to, to address, to, to address all these, quality issues and, and ways that, that are happening, across the, the, waterfall process. Okay. That being said, agile doesn’t come without any, any changes. So first, most important, I would probably say is the, the, the cultural shift, because, you know, if you, if you have in particular, you know, silo teams, with limited communications with the, different, culture between, between different departments of the, organization and, you know, making everybody work, work, work together. It doesn’t doesn’t happen. Just, just over time, just like that in a snap. So you need to, and to be able to, to work on that and, and, and make, work on the appropriate, change management, strategy to, to make you to make this happen. Okay.

So in particular also the waterfall, it’s easy to understand, it’s predictable. So and, you know, it’s, it’s a, the, the basic, the basic way you, you manage, you manage projects, whereas agile is, is more fluid. So it’s, it’s, it’s a bit less, it’s less predictable to, and, and so if you want to be efficient, well, with, with agile, you will need to really, or you need to, to have discipline. And, it’s not just, laissez faire, you know, you you have really, a lot of, specific activities, with the, with documentation planning, and, and so if you don’t if you don’t do that, well, basically you will, you will get to this organization.

Scalability. So if you have really large for very large organization. So moving to work with the smaller teams, so that that can be, that can be a problem, an issue. So it just that it is that for, you know, when you’re talking about scale, let’s keep let’s keep in mind that, just from, from a human point of view, there are you cannot have teams that are too big, because you just get a lot of, inefficiencies and, they, they actually don’t really work together. So, so this is where you need to, to find you need to find your, your sweet, sweet spot on, on this, so obviously, if you’re if you’re not to a large organization, you don’t you don’t need to face to face these issues. But if you are in a large organization, obviously, you know what? I’m, what I’m talking about. Okay. Documentation. So if, if you really if are if you have, requirements, because of, because of your industry and you have really a lot of emphasis on the, on documentation. So you can be in a situation where, you know, the the documentation is really very, very, comprehensive because, because you have to, whereas whereas, drivers are really focusing on, you know, delivering, differing campaigns. So this is where, you know, that can be, that can create some, some changes and make you and make team, uncomfortable, inconsistent quality. So really, that’s what I mentioned before. But, you know, if you don’t have the, the discipline and and leveraging the Eugene principles, these if you just think that it’s just let’s say fair, that’s, that’s not going to work because, because you will you will get just inconsistent quality. And and then finally the, the results, resource allocation. So that means that as you plan, if you plan to move to, to a job, you will, you will require the upfront investment, because really, that’s a change in a, you know, approach. So earlier on the cultural shift, you know, I talk about change management. So, so, you know, just that you all have change management activities. You you will have trainings, tools, tools to, to, adapt and, and configure. So, so obviously that’s, that would be, that would be a barrier to, to move to, to agile marketing. All right. So moving to the agile marketing for, personalization and scale. So, you know, that’s, that’s one of our, key, area of focus within within Ă۶ąĘÓƵ. That’s, that’s what, that’s what we want to, do do to do via our solutions. So maybe you’ve seen this, the, the Northstar, the that we have for and for this, and, the, the capabilities and, and, and practices that, that we recommend for, for, for doing personalization at scale. So.

There is this the area of the org and operating model. So this is where this is where I want to, to call out that, in order to achieve the personalization and scale, obviously you will need to, to have your, org ready to, to, to do this, because, because if you, if you don’t, that’s that will simply, that will simply not happen because, because of the all the frictions and issues that, that I mentioned, that I mentioned earlier. So, so it was really this is where, you know, this is the opportunity to, okay, if you have issues at scaling and, and customization and scale also is your, is your goal, this, this is where you need to, this is where you need to to look at. Okay. So we have these two concepts of the Center of Excellence and, and Agile Marketing Squad. So.

The center of excellence right here to, to drive, to drive strategy. So that so that everybody working on the team is aware of this. So I would say probably here that’s, for some more organization for I mean, you know, unless you’re already a very large organization. But for, I would say most organization that’s, that’s where you, that’s where you start, with the, with the center of excellence. And really the most advanced, teams really work with the, agile marketing squads. Pods are, focused on the on some specific, some specific areas. So you can see, you can see the to the different, the difference in approach. So, this is where, you know, you want to have this is where you want to have, a mix of business, business in it and having, several sponsorships, just so that everybody is aware, of, of the goals of the organizations and, and how they can be delivered, through, through creative collaboration. So, so then you have some, some specific roles and, roles and, and responsibilities. And so this is, this is wearing on the, if you move to agile marketing squads. So, so this is where you get to have, parts, that are actually dedicated to, specific customer segments, products, or a phase in the, in the customer, in the customer lifecycle. So, so instead of, you know, just being a one, once a drinks once and three times for, for every year, everything you have actually, teams that are, that are working on, on, on specific areas where they, where they work on specific, ideas, tactics, they work on their, the capabilities that they need. Maybe they want to, to focus on, for instance, on, on target, on agile, and and so they, they really do through iterations, they do a lot of, tests and and measure, and measure success. Okay. So the more detailed, Ogi marketing squad, August furniture. So, so this is, this is where you see that on the left. You you also keep, a steering, a steering committee. That’s, that’s important. So that the you still keep, similar to what you have in the center of excellence. But this is where you have the people in charge of the, of the strategy and their own communication, with the, the, the squads, the and the digital marketing squads to, to ensure, that the alignment, is in place and then you can have some shared functions.

So that’s, that’s on the, that’s on the right, because, you know, you cannot have let’s say that if you have five, if you have the five, squads, well, obviously you cannot, you cannot have already have five, data engineers. And, for each, for each, squad. So you some, some needs to be as need to be shared. And possibly assigned for, for each, for each, and marketing, squads or as you prefer to, to call it. So you know, in that, in that example, you know, you’re focusing on, on specific, on specific segments, each, each part has as, as a specific, goals, goals and targets. And so they have a mix of, a mix of, Talent and and function, so that so that they can, they can work end to end to, to deliver, to deliver campaigns to data or to their marketing campaigns.

Okay. So now a in practice. So, I will go through a very, sort of a very basic, example. So, so sorry if that’s, that’s pretty obvious for a, but for the, for a lot of you, but, you know, this is, this is how it works with the, for instance, the spring planning execution, the stand ups review, and, and retrospective, but I still think, you know, it’s it it’s interesting, you know, to see, to see how, it can work in the sense that, you know, you don’t have to do a very, complex, complex things, to, to do work more, more efficiently and.

Okay, so the spring planning, very, very important because it’s, it’s about, getting, getting objectives, for, for the next, for next two weeks. So you’re really focusing on, something specific these days. Measurable. So if you have, an analytics practitioner, so this is where, you know, they, they will come back to you with the, not only, not only a set of, of data points to, to support, hypotheses, but also make sure that, and that the mirroring strategy is in place so that they can, so they can work on some, some of the, some, some hypotheses. So execution. So you, you decide to, to have, for instance, a small, campaigns or, or a B test. So your based on the, based on the data that’s been shared, so you identify some, some content type or a specific channels that you want to, that you want to, to improve, as you go through, through this process, you have dating standard. So, the daily start up, but, you know, based, based on your, organization and, and culture and where, where you are, I mean, you know, daily is, is not is not mandatory if you if you’re meeting, three times, three times a week or, twice a week, maybe that’s, that’s enough for you. It just that, at the end of the day, the daily start ups, these are made really to, to to provide information to the team on, on blockers, and, and the progress so that everybody’s aware of, of where you are in your work and, if needs, if, help is needed on, the for, for anybody, within, within the team. So, so, you know, if there is nothing to, if the status is everything okay, your daily stand up can actually be pretty, pretty fast. So that’s, that’s why if you have, it’s, daily, it’s it’s something that can be a definitely, a sustainable. So it’s not, it’s not meant to be, you know, a one hour, a one hour meeting. So, you know, you it’s here to be efficient and to share, to share blockers and provide details on the, on where you are in completing your task.

Review. So at the end of each sprint. So, so this is where you, the, you’re back. You’re probably with your analytics team and, and probably if you, let’s say if you’re using target, also, your business target practitioner to look at the, data on, for instance, conversion rate, leafed and and if the, if we have enough data to, to call it to, to call, a winner, for instance, and, and also you can have a deeper dive into, into the data, and then finally the retrospective. So this is where you, you get to, to get back together on, you know what, what you’ve learned, as a team, during, during this, this cycle, the goal being that you always want to, to improve and, and that’s, that’s, that’s what you do each time you do, you do cycles, you, you learn things, you solve problem, you identify friction, and, and anything can be added as, as part of a backlog of, of IDs or a suggestion on how to do, to do things better. So, you know, this is where also you, it is via communication. You know, it. That’s how you foster, innovation from everybody, from the team.

Okay. So I think, I was interrupted a bit, so, Yeah. So I was talking about the the marketing activities, the, called also ceremonies, just to provide details on what, what the, on what they are. So, backlog, refinement, planning, execution review and, and retrospective. So the backlog is probably the most, the most important because that’s, that’s where that that’s where you prioritize the work that needs to be, that needs to be done.

And so this is where obviously at the top of the list, becomes what, what becomes really, what what becomes ready to, to work. Okay. The the planning, planning, the what and how to be, to be delivered and and what, what is work done? That’s, that’s important because that that allows you to know. Exactly. You know, except have a specific criteria on, what to what you are going to, what you are going to, to deliver on the execution. So you have the daily, daily stand ups, and then you have other, other, outcomes like, incremental changes, and so on. The, the review. So the review is really a collaboration between the, and the different, different team members. And finally the, and I talked about that, for instance, with the analytics and target, target review of, for instance, in the AP test. And finally, the, the retrospective is really to, to reflect on learning and, and decide as a team on on how to, how to, to improve.

Okay. So now the, the task backlog. So I think it’s very strategic to, to, to have this in place. So, so that that means that it really helps you to make sure that you are in alignment with business goals. And that helps also to to foster a culture of collaboration and transparency, throughout the, the organization. So I’m sharing, I would be sharing with you, an example of, of the task backlog that is really just specific to, is specific to, to, to target. But I want to call out the reason why it’s important to the presentation.

So that helps you to, to prioritize task, and, to work on the tasks that are most important. But also that means that you always have a list of things, to, to be done. So. And so that’s, that’s where you’re at. You’ll never left with the, with nothing, with nothing to do. And so that’s, that’s key because also sometimes you, especially, it’s probably known to, to target, target an optimization team. But you know, you have you have very, very active time periods and some other times where you can actually when you, when you, where you have more opportunities to do, to do, to test ideas that, that are less sure. So that’s, this is where having having this, is a great way, to, to be able to, to go through all the, the tasks that that that can be done. Visibility and transparency. So having this means that everybody knows, and can provide feedback on, on the different activities, on what’s possible, level of effort. And so that that helps, with the, with the, the communication, the flexibility, that means that if you, if you actually see, if you have a market response that you do not anticipate that that’s actually for you, the the ability to move up some activities, some tasks that, that you did not think would be, would be as impactful. So you can you can actually adjust, adjust your, your backlog, resource management. So, so obviously as you, as you look at these different activities, some activities will require, for instance, more, technical, resources. So this is what, for instance, you can, you can actually work with your, your it to make sure that they have, that they have the, the ability to, to provide you with the, the support that you need, and also do continuous, improvement.

So as you go through cycles, you understand which tasks are actually useful and, which one, which one? Not. And so that you, that means that simply you’re getting better and better at prioritizing, work.

Okay. So this is a optimization on that, example. So, it’s, it’s really, it’s really dedicated to, to, to a team using, using target.

But as you are able to, to share, a roadmap like this with, the, the whole team, this is where you get a, you get to understand whether, there will be need for, for instance, technical resources, graphic resources to, to create, to create images or working with the AMD team to, to work on, variations, the, experience fragments, for instance. So, so being able to, to share these, with the, with your team, actually will go, will go a long way in making you faster, because you will prioritize the to work with the, at the appropriate level of, efforts and, and expected, results.

Okay. So agile, agile marketing roles, so.

So this is where, you know, you will need to have an executive sponsor, to, to, to actually, oversee, oversee the, everything that goes with the, the change management, and, and make sure that it’s getting deployed and you have the, the participation, from the, all the, the teams involved in it, the steering, steering committee, so that they are responsible for all the, all the planning, and, and monitoring and working with the, the agile teams to, to make sure that they are, that they are working in the, in the right directions and that they’re executing against the, the priorities that have been, that have been, defined by the, the by the, the, the this the, the steering committee. And then you will have dedicated, scrum, scrum team. Where you have team lead, scrum master and and activation, activation team. And so each each team member will has different, has different, responsibilities. So it’s important to get, these are the typical roles that you will need that you all need to have. And so this is where as you consider moving, moving to, to agile. So this is where you will need to have the executive sponsorship, but you will have also to get people, with specific, agile responsibility and understanding of what, what needs to, to be done. So, if you are a project manager, obviously, you will know, you won’t, you will know. How will you be familiar with these, with these roles and what, what needs to, what needs to be done? So usually, this would be the, the kind of person that takes over this w, this new, agile, agile roles. But obviously this is where this is where you may have to, to go through training, for, a part of the team or also, acquire new resources within, within your, organization. Okay. So a quick, a quick, talk about work front and agile. So we actually, identify that, you know, there’s, there’s a lot of pressure on, on the, on the marketing team.

And so, and so in particular, for instance, that, you have to burn out, 83, 83% of the market there report burn out and 85% of marketers say they are under pressure to create assets and direct campaigns more quickly. And so and so that’s, that’s why we, we responded with, with the, with work front, where we, we support, collaborative work management. So to centralize work in one, in one solution to digitize and automate the process. So both do collaboration and compliance and and also deliver the query output and measurable impact. So that that’s done because because the throughout the, the process, collaboration and providing looking at assets, working commenting, approving and and doing all do the steps of the, the, the process can be done via that tool. And and integrations with other existing systems that you have can or can also can also happen and then reporting can be can be made to, to understand if progress are being made and your, reaching the state where, where you are. So the, the, the output rate, you can the, you can get information on the and data on how fast you are actually, actually delivering.

So, so that’s why I talked about the, the, the collaborative, work management within, within web front and also dashboards, that are available for, for agile, if you want to work on, Kanban or on your on board, system, which can be used for and many, many things, including, retrospectives. Okay. So now is it time to change your, your process? So these are the typical reasons why you would see you you would, you would you need to change it. So and so if you, if you can keep up with the pace of debris, if you, if you have issues aligning between your scope and, and, and resources. So, so this is where, okay, you need to, that means that you, you’re not able to, to understand, okay. If you have the right resources for the work that’s, that that needs to, to be done in a bid to, to push back. So basically, you’re always getting, you’re always getting being asked to, to do something right in the middle of, of an activity. So obviously that that will create, that will create a lot of, of inefficiency. And so that means that, that you mean that the way you’re working, you know, it’s it’s, it’s a lot of inefficiency and reactivity issues. So, so basically getting getting feedback on the work that you’ve done too late. So that means that you will not able to, to pivot, and, and then the all or nothing. So it’s typically, like, okay, but that’s when you think you’re already, you already thing you should make a change, but you believe it should be an all or nothing approach. So it’s like a yeah, okay. So it’s destroying everything or or not to. So these are the, the typical, signs where once why it’s a good time to think about what needs to be, what needs to be changed.

Okay. So already a recap really, needs to, to be done for, to move to a dry marketing. So executive, sponsorship is, so required to, to get everybody on board, aligned to different groups and to drive to the strategy and communication. Then, as I mentioned, agile enablement. So, with project managers often, a critical initial resource for, for this and also I would say, you know, just don’t, you can really be, flexible because most, most teams actually use a hybrid model. So, you know, you have the ability to, to, to experiment and, and also address some of the challenges that, that, that I described. If you have better, planning, documentation, and so on. Finally, dedicated agile roles. So these are new roles and responsibilities. So, this is where you will need probably to remove silos. So which is always, it’s part of change management. That’s that’s not easy to, to do. But you can experiment and use, test groups to, to, to actually do that.

Okay. And thank you very much for your attention. That’s all I wanted to share with you. And I hope this was, you found this session useful. So I believe that now we will, ask for some feedback.

So, if you don’t mind, it’s the two simple questions, on this, on this session.

And I’m also checking the chat to see if there are any questions left or if there’s anything we will be sharing the recording and the slides later as well. And we’ll just give one more minute and just make sure you, answer the survey and we can all go.

Well, thank you so much for, taking the time and joining us today for, this webinar on agile marketing.

Without said, I will give you some time back on your day if you have any other questions. Thank you so much. Again. Yes. Thank you very much.