If you want to be agile, you may need to change the culture of your business

If you want to get into the agile marketing movement, it's great! But before you know it, know that your corporate culture may need a thorough overhaul before you can reap the benefits.

Before undertaking an agile transformation, you must be culturally ready to adopt a new way of working. Adapting agile practices at the team level can lead to improvements and process efficiencies, but agility is not just about worker bees – it is about organizational change.

If you are a small marketing group with just a handful It is likely that you naturally work in a culture of agility, especially if you are in an innovative or startup environment. In these cases, it is good to switch to agile practices, such as Scrum, Kanban or Scrumban.

However, if you are a larger company that has been working in the waterfall for years with siled teams and a descending hierarchy. , cultural preparation will be key to the success of agile marketing.

I have seen many companies do the agile test, but those who do it well realize that this is not just for the sake of it. team – everyone at the company, whether it be part of a delivery team or not, must be ready to change the way it works.

Build Empowering Teams

Many companies focus their energy on creating new teams as quickly as possible to say that they are "agile".

Being in a team does not make you an agile marketer. What makes it agile, is to be in a team where you are empowered to make decisions, to innovate, learn and adapt without outside interference.

For many companies, the above scenario is rather scary, but even more frightening. For me, it's engaging talented people and not giving them space to create or innovate.

To be ready to build a responsible team, the organization must have confidence in the ability of its employees.

Now, that does not mean that there are no borders and that agile marketing puts a team of people in a position to lose what they want! An agile marketing team shares a common goal and a roadmap from stakeholders, but their approach to work belongs to them.

Create Generalist Roles

Agile marketing is about getting the highest priority. team work, no use of resources. At the end of the day, a person could be used at 150% and start a lot of work, but nothing more is usable.

When companies stick to very strict traditional titles, people are scared to move up a gear. territory of the person. Unfortunately, this brings us to the above, namely: use more than value.

To create teams that are successful in agile marketing, roles need to be more generalized. Of course, the graphic designer will be the main person doing the work, but maybe the other members of the team can help.

In agile marketing, we call this a "T-shaped" actor, which means you have one main skill and two other skills that you can help when your team needs it to achieve their goals.

Eliminate the processes that cause delays

Organizations must consider how the work works

Whenever the work is inactive pending approvals, or pass the Torch from one team to the other means waiting in the queue, is called a cost

If the job takes you six months, from the idea to the delivery, but that 90 percent of that time is stuck on someone 's desk or waiting for someone' s availability, it 's a mess!

So, to succeed in agile marketing, waste must be minimized. This is largely by removing unnecessary documentation and approvals and giving the team more autonomy and authority.

If you're about to embark on an agile marketing adventure, it's fantastic! Just make sure that your corporate culture empowers the teams with generalist roles and is ready to rethink the current processes causing delays.

The opinions expressed in this article are those of the invited author and not necessarily those of Marketing Land. . Associated authors are listed here.

About the Author

Stacey knows what it's like to be a specialist in marketing, after all, she is one of the few agile coaches and coaches who debuted there. After graduating from journalism school, she worked as a content writer, strategist, director and assistant professor of marketing. She became passionate about agility as the best way to work in 2012 when she experienced her for an advertising agency client. Since then, she has been scrum master, agile coach and has contributed to many agile transformations with teams around the world. Stacey speaks at several agile conferences, has more certs to her name than she can remember and enjoys practicing agility at home with her family. A long-time Minnesotan, she recently moved to North Carolina where she learned to cook oatmeal and say "y'all".

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