Viewing agility as a strategic response can help CMOs stay ahead of the curve rather than chasing after it. And, presumably, emerge from this process in a position of not only preparedness, but also strength in the marketplace.
Agility is no more a “nice to have” element for today’s marketing leaders. A brand’s capacity to survive and prosper depends on its marketing agility. The COVID-19 pandemic caused a tremendous upheaval that made agile marketing more crucial than ever.
Staying agile is sometimes misunderstood with being reactive. Agility should be viewed as a strategic response. Rather than allowing the change taking place around them to define how they will adapt and respond, marketing leaders must take charge of preparing for the transformation that is likely to occur.
To not only stay ahead of competition, but to thrive, brands must manage uncertainties with precision, focus and insight. Keeping up with the kind of constant change that agile marketing necessitates is difficult, especially in today’s atmosphere. That isn’t to say it can’t be done.
According to the 2021 State of Agile Marketing Report from AgileSherpas and Forrester, 51% of marketing teams are agile. According to the report, Agile adoption among marketers has risen significantly as a means of dealing with the quick pace of digital marketing activity and the rising unpredictability caused by the worldwide pandemic. There is a great sense of urgency among marketers who are not yet adopting Agile marketing to do so in the immediate future; 93 percent of non-Agile respondents say they want to do so within the next year.
Also Read: Maintaining Trust and Agility amidst Changing Expectations
Identify the obstacles to agility
It all starts with recognizing that the mindset and culture of a business can be the largest roadblocks to agility. It’s easy to get caught up in a holding pattern of unpredictability when trapped in a risk-evaluation attitude where brands try to forecast returns and results before making decisions. Sometimes marketing leaders must take a chance, gamble, and wait for the results. CMOs can stay strategically agile by making minor investments and analyzing the market before moving forward.
It’s also crucial to realize that organizational culture isn’t something that can be changed immediately. Marketing leaders can consider the improvements that can be achieved in smaller divisions, as well as the accomplishments that can be demonstrated along the road. Change takes time, but the structural modifications that are frequently required to align with the culture can stifle agility, so achieving a balance is crucial.
Transparency in communication is essential
It’s critical to communicate openly and transparently about the decision-making process and reasoning behind it when businesses are in the midst of a shift. As marketers, they need to be able to communicate, advise, and collaborate. They should be able to keep the lines of communication open by hosting frequent in-person and now virtual meetings and presentations for the entire marketing team, providing a consistent cadence of email communications, and being available to answer any and all employee inquiries.
Also Read: Agile Marketing – The Magic Mantra for Successful Marketers
The right team
To become an agile organization, businesses must have the right people that can collaborate quickly, in place. This entails establishing clear lines of responsibility for:
- Identifying team shortcomings, whether they are cultural or skills-based.
- Ensuring that the team has the appropriate level of competence – both functionally and topically.
Furthermore, the significance of stakeholder alignment cannot be overstated. This is an important aspect of breaking through the silos that can stifle collaboration.
It is crucial to recognize the elements that may be acting against the company’s ability to remain adaptable in today’s ever-changing environment. This manner, marketing leaders can avoid blind spots and be more prepared to deal with the changes that are on the horizon.
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