CMO food for thought: Agile marketing

In our latest series on leading issues for CMOs, we ask three marketers to tell us what agile marketing is all about

In our latest Food for Thought series with leading marketers, we asked three brands: What does agile marketing and being responsive mean, and how do CMOs achieve it?

Dominic Brandon, group manager, marketing and brand, Allianz Australia

Agile marketing is used to describe an iterative process where teams work on short cycles to deliver short-term programs or solutions. Popular examples have been responsive content in social.

At Allianz, we follow the spirit of ‘agile’ rather than just do ‘agile’. For this reason I prefer ‘adaptive’ rather than ‘agile’ because it signals the purpose of customer focus over speed to market. Marketing teams should develop their own version of ‘agile’, one that suits their industry and organisational culture. This is not to diminish the imperative of agility but to effectively manage the business change process and ensure alignment with business objectives.

Allianz has agile processes, tracking and technologies for social, SEO, SEM, user experience, digital display, even television advertising. This allows us to optimise our ROI and consistently punch above our weight in one of the most competitive markets: Financial services.

In a world of constant change, the connected customer and the zero moment of truth, Allianz is continually learning and improving. We’re expanding data management capability, installing a new automated marketing platform and helping strengthen digital skillsets.

It is important to have the right people; the ‘T-shaped’ people with a broad knowledge of marketing and a deep specialisation or talent. We also need ‘pi-shaped’ (π) people, as eConsultancy’s Ashley Friedlein describes marketers who can be analytical and data driven as well as understand brand, storytelling and experiential. These integrators bring it all together. Moreover, team members should have an innate curiosity and a determination to make it happen. Once you have the team, ensure there’s no friction with agencies and provide the space and structure to achieve.

Alexandra Sloane, head of marketing, Facebook A/NZ

The key to executing ‘agile marketing’ is balancing short- and long-term objectives, ruthless prioritisation and built-in optimisation.

Being responsive to short-term objectives, and affecting new or changed sales, or product adoption targets, goes a long way in building trust with stakeholders. Any marketer knows the most successful marketing plans are those the whole organisation feels it owns. Part of that is being flexible and reacting to change, whether it’s internally or externally driven.

Some long-range planning is important in terms of managing budgets, of course, but also for tracking to longer-term objectives, typically associated with parent brand metrics. At Facebook, the flat hierarchical structure and transparency provided at all levels and from top down, along with the focus on impact, allow team members to feel part of the overall mission.

Being a mission-led company focused on impact helps enormously when it comes to prioritisation. What defines your business strategy is ultimately what goals you want to achieve and the work you are doing.

Related: Why CMOs must embrace the seven principles of agile marketing

With agile, and responding to factors on the go, the risk is that you try to ‘do it all’. Ruthless prioritisation is key to ensure agile marketing isn’t just reactive marketing – the ship needs to be steered by someone who has their eyes on the horizon as well as the quick business wins. As part of our ruthless prioritisation, we often identify ‘non-goals’ – things that are important and useful, but not as crucial as the other things we choose to focus on.

Successful agility in marketing will come from empowering people to place and move bets based on where greater impact is going to come from. Agility will also flourish in a culture unafraid of failure. A team that can pivot their focus when needed must be creative, daring, resilient but disciplined.

Before moving onto the next ‘bright, shiny thing’, our team builds in ‘pauses’. This is dedicated time to assess, document and share learnings to ensure our next engagement is optimised.

Lisa Arthur, CMO, marketing applications, Teradata

When I think of an agile marketing organisation, I think of an ability to “pivot” – respond in real time to opportunities. Customers expect real-time response and while technology is central, ultimately agile is a frame of mind. Agile is about winning in the marketplace.

Read more: Friday infographic: Marketing automation's influence

Achieving this mindset calls for braiding together solutions, people and corporate cultures. To make agile sustainable, marketers need to operate in a data-oriented culture, because today’s marketing is de facto data driven.

The CMO must also be a deliberate and disruptive change agent. Strong leadership and people skills are mandatory to get the team motivated and focused on success. This requires articulating a vision with texture, that is attainable within the time allotted. Some challenges will be that existing silos will impede progress and cloud the broader purpose. In such cases, the silos need to be crushed, or at least blended. For example, it can no longer be sales versus marketing. The perception has to be that agile marketing is about ‘better enabling sales to sell’.

People will wonder ‘why are we doing this?’ and everything will feel clumsy until the new technologies and processes gel. I encourage marketing leaders to provide frequent updates on common metrics so teams can chart progress from their lines of sight (we had daily stand-up meetings, for example).

It is critical CMOs put forth a clear marketplace vision, a realistic strategy that maps to business goals, and use solutions built for agile marketing, such as those that help you get, use and make sense of data. Then, as you implement agile, you should always be over-communicating progress.

Read more: Kia Motors Australia aims for personalisation with new website

This article originally appeared in CMO's June 2014 magazine edition. To subscribe to the print or digital version, click here.

Follow CMO on Twitter: @CMOAustralia, take part in the CMO Australia conversation on LinkedIn: CMO Australia, or join us on Facebook: https://www.facebook.com/CMOAustralia

Signup to CMO’s new email newsletter to receive your weekly dose of targeted content for the modern marketing chief.

Join the newsletter!

Error: Please check your email address.
Show Comments

Blog Posts

How to leverage the Internet of Things to understand consumer intent

'Intent' is the single largest performance marketing variable. It shapes our search queries, dictates our purchase paths and mediates meaningful interactions with brands regardless of channel, media or content type.

Oliver Smith

Business development, Performics Australia

3 ways customer data can increase online sales conversion

Data has been an increasingly critical factor in improving the efficiency and effectiveness of marketing and business operations.

James Bennett

Chief experience officer, Kalido

Our sharing future is both terrifying and exciting

Discussing the future in a realistic fashion is often a disappointing prospect. For all the talk of hoverboards, jetpacks and lightsabers changing the way we do things, the reality tends to end up being something as mundane as a slightly cheaper way to get around the city.

Jason Dooris

CEO and founder, Atomic 212

Hi, i am an Aistralian ALK patient, been on xalkori dec 13 to oct 15 and achieved remission of disease, since been on Ceritinib until no...

gary packer

Pfizer Australia adopts AI-powered digital analyst tool for sales and marketing decision making

Read more

Hi James, shouldn't marketers also be focusing on collecting and utilizing up to date first-party profiling data on customers so that mes...

Tom

3 ways customer data can increase online sales conversion

Read more

Wouldn't reconnecting with younger consumers be in direct contravention of the code on alcohol advertising?

Tim Palmer

Vodka Cruiser reconnects with younger consumers via category-first Facebook Live campaign

Read more

Thanks for the article Jennifer, you raise some interesting points. The supermarket and shopping centre examples particularly struck a c...

Jill Brennan

Why marketers should take note of social robots

Read more

Winning the retail game is really tricky at this point in time. Many retailers have declared themselves as bankrupt. But yes harnessing t...

Vanessa.M.Magers

​Bricks and clicks: Balancing digital and physical to win the retail game

Read more

Latest Podcast

More podcasts

Sign in