Marketing leaders say that adopting a new methodology to the marketing strategies without proper measures has no guarantee that it will become productive and effective
CMOs believe that before adopting a strategy like Agile marketing, it needs a lot of homework. A thoughtful and thorough preparation that comprises of getting all stakeholders on board, and tools that deliver- is the basic requirement. This will also include encouraging the stakeholders and marketers to modify present behaviors to suit the roadmap required for agile marketing methods- followed by strong and consistent executive support.
Agile marketing allows marketers and their stakeholders in product development, sales, and other departments to focus on a collaborative and iterative method of working with a continuous feedback loop. The main goal is to simplify and restructure the existing processes to build events, supporting collateral and campaigns that benefit marketers and the entire enterprise.
As organizations shift to a flexible and more alternative method to the conventional waterfall process, agile marketing has become more popular. This method doesn’t have rigid deadlines and deliverables. It allows for a more experimental approach where certain projects can be shelved permanently or temporarily and tagged as a ‘learning experience’, instead of an abject failure.
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Doing comprehensive research before adopting agile marketing process
CMOs say that marketers need to understand the need for greater agility before adopting Agile marketing. They need to define what kind of a marketing campaign is required by the organization. They need to ascertain if the company requires employee engagement improvement and less burnout, or keeping pace with the Agile product development styles. Marketers also need to consider the organizational issues that the Agile shift will bring forward. Agile marketing requires a lot of thought to understand the stakeholders, work that needs to be done with them and senior managers, and to identify the supportive members.
Organizations, when presented with C-suite executives’ undisputed support, opt for the comprehensive “big bang” adoption of Agile marketing. However, when managerial support is less than desirable, Agile marketing is adopted via smaller projects whose successful results are presented to management for consideration.
Overcoming the hurdles when shifting to Agile Marketing
CMOs point out that Agile marketing less about managers handling and managing the rest of the team and more about teams managing themselves more efficiently. Leaders are often resistant to change in decision-making dynamics. They are now responsible for delegating the decision making tasks to the lower ranks as far as it is required.
This ensures that people who are closer to the issue have the opportunity to make decisions that can resolve it. Middle managers’ roles also get transformed from being a segment of the approval chain and ensuring that work gets done on time to remove hurdles and coach self-managing teams.
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Marketing leaders believe that very often, Agile marketing attempts fail due to pilot projects and not the teams as it is meant to be practiced. Organizations need Agile marketing teams with clearly defined goals. These teams can then encourage the deployment of Agile frameworks to ensure the success of the final goal.
Enterprises struggle with the marketing strategy clearly in three areas. Firstly, they are often underprepared for the time it requires for effective implementation. It’s vital that teams be given ample time to adjust to the new working process and establish testing, learning, and building on the success method.
Other areas of challenges are goal setting and collaborating effectively to empower the marketing team. Goal setting requires segmenting the business goals into smaller -sprint-based and effective KPIs to set short term and attainable targets.
