CMO Momentum 2020: How to embrace agile marketing

Agile isn’t just for software development, it can provide highly effective ways of working when it comes to marketing according to this panel of marketers.

At this week’s CMO Momentum virtual conference, four marketing chiefs from areas as varied as the university sector, airlines and real estate shared their insights and experience on working in an agile way in the marketing remit.
Agile is a philosophy that’s guided software development and has been woven into marketing so that everyone speaks the same language and is guided by the same principles in the REA Group.

“When it came to strategic product decisions or sales decisions, we needed to adopt the same framework as the product team,” REA Group chief audience and marketing officer, Melina Cruickshank, explained to attendees.

Embracing agile has meant that, for marketing, there is now more visibility and collaboration around decisions, Cruickshank said. While it’s given marketing a seat at the decision-making table, “the decisions are made more often and faster, and with a diversity of thought,” she continued.

At RMIT, agile is about being ultimately pragmatic and practical in looking at what the organisation needs and finding the principles that fit with those needs. With decisions being made too slowly and with them being made in isolation, an overhaul in how they worked was needed and agile provided that.  

“The biggest need was for the teams to become more collaborative,” RMIT CMO, Chaminda Ranasinghe, said. “We were in siloes and because of that there was no real appreciation for the customer. It was an internal point of view and so what was being taken to market had a lack of data and insight in the way that people were making those decision.

“The university’s vision is to create a great experience for students and if you don’t have these practical ways of doing things, you’re stuck."

For autonomous sensor and software business, Hexagon, adopting Agile was a path to move from linear business and marketing processes that were proving too rigid. Instead, the organisation needed to be agile enough to change and shift gears as required or as opportunities arise.

“We needed to have our finger on the pulse of data, of the market and of our customers,” Hexagon APAC marketing director, Ljubica Radoicic, explained. “We now have a rolling plan and we have a view of what are the key business milestones and key decision points that are happening in the business throughout the year. But we also have a view of the customer and the insights and bringing that into the forefront of the decision making. And having a review of the plans and projects.

"Finally, we have TONs that are ‘tweak’, ‘overhaul’ or ‘new’."

If something is working well, it becomes part of the routine. “Then we have sprints, weekly and monthly, plus standups. And we have the concept of the MVP, minimum viable product, that’s help us accelerate what we need to deliver and also having a common decision point around what is the kind of basic minimum need to look like,” Radoicic said.

Airlines aren’t typically agile organisations, yet as a business that is always responding to changing marketing dynamics, it can be helpful. Former Air New Zealand marketing director for Japan and Korea, Simone Ellis, talked about the approach she’d taken to providing across-team visibility into key areas like customers, the market, finance and the wider business.

Looking to energise the team, Ellis started with the simple act of having stand-up meetings and gathering people together to look at dynamic, real-time metrics in dashboards rather than review static dashboards was a key starting point. “At the same time, we started to get our heads around the strategic challenge, but these set up the mindset and behaviours that would help the team grow and learn about agile,” Ellis said.

Lessons in adopting agile

When it comes to embracing agile, panellists agreed you need to start small and avoid trying to do everything at the same time from the start. It's ainglso about focus on the ‘why’ to provide a rationale for making the change and allow stakeholders time to see the benefits and become invested in the new ways of working. That’s certainly been the experience for Ranasinghe in successfully bringing agile into the marketing remit at the university.  

With REA, adopting agile was done with a team who already knew and had experience in agile ways of working. “Adopting agile marketing, in a business that is so heavily tech and product orientated, it's almost like you have to establish credibility to have a seat at the table to have these kinds of conversations and event to attend the stand-up,” Cruickshank said.

"You have to earn your space to be able to have a voice there. And that's not an easy thing. You can't just say ‘I'm part of this now, I'm part of agile’, you have to actually understand the framework, understand how it operates and understand the purpose of it, which is really decision-making process."

The way Cruickshank went about this with her team was to demonstrate ways that would illustrate the diversity of thought when it came to products being created, packaged and taken to market with the sales teams, and would end up with a better result.

About two years ago, the marketing function at Hexagon went through a major transformation from a very traditional view of marketing, which was mostly communications and events, to building up a more sophisticated revenue marketing engine. "The key component was reviewing and optimising operations,” Radoicic explained.

Agile methodology and the 180-process that has helped the marketing team become more effective and efficient at delivering on objectives and made it more collaboartive. “It’s also elevated our reputation and put marketing at the forefront of growth and pull the right levers for the business,” she said.

“It’s fostered a growth mindset and a culture of innovation within the team and underpins what I call the ‘learning market organisation’, because we're always striving to improve, to get better results and find things to optimise our activity. And that really shows with the results that we're delivering.”

Finally, offering some advice for those looking to adopt an agile way of working, the marketers told the audience that it’s about finding a way to begin. “Really understand the concept of agility and what it means for your team. It’s a process and a mindset,” Radoicic said.

Ranasinghe emphasised the cultural shift required and again stressed you have to get in there and start doing it. “Start with stand-ups because when you change the physical state of the team, you can change the state of mind,” added Ellis.  

“Start working on those horizontal relationships and that will help the mindset shift almost immediately, because agile is based on strong, healthy, collaborative relationships."

Miss CMO Momentum and like to catch up on all our virtual event content? Simply visit our CMO Momentum 2020 on-demand offering and you'll be able to access all the sessions in full for 30 days. Click here to access.

Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, follow our regular updates via CMO Australia's Linkedin company page, or join us on Facebook:

Join the newsletter!


Sign up to gain exclusive access to email subscriptions, event invitations, competitions, giveaways, and much more.

Membership is free, and your security and privacy remain protected. View our privacy policy before signing up.

Error: Please check your email address.
Show Comments

Latest Videos

Conversations over a cuppa with CMO: Microsoft's Pip Arthur

​In this latest episode of our conversations over a cuppa with CMO, we catch up with the delightful Pip Arthur, Microsoft Australia's chief marketing officer and communications director, to talk about thinking differently, delivering on B2B connection in the crisis, brand purpose and marketing transformation.

More Videos

Hey WhatsApp chatbots need to be added to a business’ tool belt to engage with the always-on customers. Easy to build in literally 5 step...

Unnit Dedhia

How chatbot marketing brought a supernatural exhibition to digital life

Read more

We’re seeing an increase in customer loyalty after businesses began implementing Live Chat. Here’s your one-stop guide on Live Chat suppo...

Fiza Syed

Customer loyalty in the time of COVID-19

Read more

JP54,D2, D6, JetA1 EN590Dear Buyer/ Buyer mandateWe currently have Available FOB Rotterdam/Houston for JP54,D2, D6, JetA1 with good and w...

Collins Johnson

Oath to fully acquire Yahoo7 from Seven West Media

Read more

Hi This is George, Thanks for sharing this nice information about foodpanda blockchain. During this pandemic situation food delivery indu...

George David

foodpanda launches blockchain-based out-of-home advertising campaign

Read more

Did anyone proofread this document before it was published?

Beau Ushay

CMO Momentum 2020: How to embrace agile marketing

Read more

Blog Posts

Commissioning personas that get used

How to avoid the bottom drawer, and how to get value from the work you’ve paid for

Melanie Wiese

Chief strategy officer, Wunderman Thompson

Why It’s Going To Be A Bumper Holiday Season Despite the Pandemic

Behavioural science expert Dan Monheit, co-founder and strategy director of creative agency, Hardhat, writes that marketing chiefs should hold their nerve, as they have reason to be optimistic

Dan Monheit

Co-founder, Hardhat

Why marketing and UX teams must join IT on cyber security

For far too long, cyber security has been considered the sole domain and concern of the IT department, with other departments including marketing, UX and design, firmly entrenched in the belief it is not their concern. The reality could not be further from the truth. In fact, this view is dangerous as it could lead to irreparable brand damage and a lack of trust in consumer behaviour.

Nicki Doble

CIO, Cover-More Group

Sign in