Agile marketing @ Scale at CA Technologies - Boston Agile Marketing Meetup December 2016
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Transcript of Agile marketing @ Scale at CA Technologies - Boston Agile Marketing Meetup December 2016
@yuvalyeret @sgwolfe #BAM @BosAgileM
Agile Marketing @ Scale
Boston Agile Marketing MeetupDecember 6, 2016
Yuval Yeret, AgileSparksSteve Wolfe, CA Technologies
3 © 2016 CA. ALL RIGHTS RESERVED.
what we heard from our people:
• Slow, Hierarchical, Silo-driven organization
• Focused on “Big Launches” rather than
continuous improving the Customer
Journey
• Drowning in work – Unsustainable Pace
• We sometimes deliver the wrong thing.
• Tough to deal with the level of change /
responsiveness the organization/market
needs
Why Agile, why now?
How do we feel about Failure?
https://www.youtube.com/watch?v=KR_mCvb-KyY
What is a stronger force guiding our people in the trenches?
sprint teams are working on what Leadership tells them to do. In
many cases the field has better insights into what marketing
needs to deliver.
Where are we typically on the Delegation/Centralized Control Scale?
Decisions should be made closer to the work – by great people we hired to do
great work and are empowering to make important decisions.
Familiar?
http://www.youtube.com/watch?v=FGfplQ1FUFs
Overall...Strengths• Already iterating at least on some of the activities• Collaborating across the value stream
Weaknesses• Solving for Marketing Requirements Document NOT what ACTUALLY resonates for the customer and drives sales.
• Entrenched Siloed Organization• Entrenched Command & Control Culture • Unsustainable pace/overload.
Opportunities• Excitement/Hunger for change and specifically for Agile – throughout the ranks.
• Good understanding of the essentials of Agile Marketing
• Leverage Data/Analytics to support “Minimum Viable” prioritization decisions
• HR Interest to help create the new leadership/management approach for the Agile era.
Threats• lack of "slack" to create the space for change• ownership/ego• Trivialize agile into an “agile theater” focused on “Speed” without grasping “Iterate/Learn/Experiment” and “Empowered Self Organized Team/Value Stream”
10 © 2016 CA. ALL RIGHTS RESERVED.
Businesses Operating Systems are the Problem
What’s needed:
● Roughly right plans & incremental funding
● Business-outcomes focus
● Empowered teams and feedback loops
● Adaptive leadership
● Fewer things that matter most
Current systems:
● Lengthy upfront planning & funding
● Resource-utilization focus
● Managed by stage gates with sign-offs
● Top down, political, risk averse
● Too much work in process (WIP)
11 © 2016 CA. ALL RIGHTS RESERVED.
We’re implementing a Scaled Agile Processat the team/BU/Corporate Marketing levels
We’ll connect to larger Business Agility Initiatives with Product, Sales, Services into one big Lean/Agile system
@yuvalyeret @sgwolfe #BAM @BosAgileM
Agile Management - 4 Levels
CMOMarketing Strategy
Extended Leadership– Senior Leaders
– Strategy Alignment– Risks & Impediments
Delivery Group (train)– Functional Leaders
– Vision & Context, Initiatives, Success Metrics– Ongoing Steering
Delivery Teams– Cross Functional (Field/Integrated/
Product/Sales)
– Team Objectives & Deliverables (features)
– Sprint Execution
● Servant Leadership● Strategy
● Delivery / Execution● Empowered
ALIGNMENT
ALIGNMENT
@yuvalyeret @sgwolfe #BAM @BosAgileM
Quarterly Demo& Retro
The Story of a Quarter
- 1 Month
Initiative Steering
Backlog Refinement(Deliverables)
BUSteering
GMC
Week 0 Week 4Week 2
Sprint Demo& Retro
SprintPlanning
ExtendedLeadershipMeeting
Standups
. . .Week 12
Scrum of Scrums
Big Room Planning
Sprint 1 Sprint 2 Sprint 6
Week 0Hackathon
Innovation &Planning
Week
PipelineReview
@yuvalyeret @sgwolfe #BAM @BosAgileM
The Story of a Sprint
Two Weeks
Day 1 Day 14Day 14DailyExecution
Team Standups
Stop starting start finishing – Drives
speed/focus/collaboration
The Agile Marketing Team Kanban
Agile Team2
Agile Team1
Ongoing
FeatureDone
PI FeaturesBacklog
Create
Feature/Sprint
in Progress Review
Done Ongoing
StoriesBacklog Reflect/
LearnAccepted/Ar
chiveOngoing
Define
Ready
AG
HK
LM
H.6H.0
H.1H.2
H.3
H.4H.5D2D3
T2T1
D1P1
H.7
T2
Implement Feature by Stories
Deliver
WIP Limit=5
Help work flow, drives T-shaped/full-stack
marketers
Servant Leadership - How are we shaping/steering towards success?
1. Alignment/Clarity through Vision & Context
2. Letting TEAMS own the Customer Journey (& Pipeline) for their markets
3. Leaders help out with key risks/issues.
4. Triage (+Saying NO) unplanned work
5. Build competency
6. Inspect & Adapt the process
@yuvalyeret @sgwolfe #BAM @BosAgileM
Initial Successes
▪ Active leadership engagement / investment
– Monthly coaching with CMO
– SOS and Extended Leadership teams
▪ Agile teams outpacing waterfall counterparts (case study)
▪ Big Room Planning is fostering alignment, collaboration, “team”
▪ Pipeline performance is consistently green
– Teams are sensing gaps and responding during sprints
▪ Sales leaders on team are engaged in team decision making
– “It makes my heart sing that we are regularly delivering new
sales plays that help my teams”
Challenges
1. Establishing an Agile Mindset – Teams and Leadership
2. Team Forming / Team Building
- Highly Distributed
- Departmental WiP
3. Visibility into our work
4. Servant Leadership, but the will is there
@yuvalyeret @sgwolfe #BAM @BosAgileM
Campaign Timeline
Q3 AMBU Initiative launched
(I13 - Competitive Campaigns)
Content Team formed
(Jenny, Richard, Dru)
Sept Oct Nov
SmartSheet introduced
(Agile Firefighters)
Sept 13-15
Sprint 3 Planning
Oct 26
Extended Team Planning
(Agile teams +Dottie, Nerissa,
Stephanie, SteveT)
Sprint 4 Planning
Nov 10
Sprint 5 Planning
Dec 1Dec
Agile Teams Merge
Competitive Web-Page
BattlecardSales
Enablement
Proof Points
Sales Play launched
Sales Enablement
KeyDeliverables
(to date)
Validation Report
(Apprize360)
@yuvalyeret @sgwolfe #BAM @BosAgileM
What worked well?1. Big Room Planning
– Early visibility into Campaign -- Vision and Context, Quarterly Initiative
– Content ‘Swarm’ Team formed - able to staff early with right resources
2. Campaign Web-Page as container for driving key elements
3. Integrated agile marketing team & cadence in place (Field, IM, Product, Sales)
4. Tight coordination between delivery and content teams
– Extended team sprint planning meetings
– Sales Play / Sales Kit delivered in one sprint
– Relevant and timely sales enablement sessions
5. BU & Sales Leadership looped in throughout
6. Used framework as a guide rather than a checklist
7. Cross-Pollination across AMBU group - PPM Planview campaign initiated
maintaining compete campaign cohesion and alignment
@yuvalyeret @sgwolfe #BAM @BosAgileM
Challenges1. Top-down planning -- One size didn’t fit all
2. Campaign did not take into account current WIP & impact (CAW timing)
3. Multiple messaging iterations:
– Approval processes (leaders & legal)
4. Two planning systems - SmartSheet and CA Agile Central
5. Creative process - agencies too far removed from teams/SME’s
Scaling Agile MarketingBU #1
ProductMktg
Field Mktg
IntegMktg
Digital Sales
CrossInitiative
BU #2ProductMktg
Field Mktg
IntegMktg
Digital Sales
The Agile Pilot
Work with cross-corporate campaigns
WSJF Priorities1, 2, 3, 5, 8, 13, 20, 40 Business Value
- Direct impact on Marketing performance
Time Criticality
Opportunity Enablement / Risk Reduction
Cost of Delay
Size WSJF (high=prioritize)
Agile Pilot (Agile Mgmt BU) Continued Support 20 20 40 80 8 10
Portfolio / Strategy 20 20 20 60 13 5
Apply agile to corporate-level programs that scale across multiple domains/BUs
20 20 3 8 2 4
Leadership Style/Culture/Behavior 20 13 20 53 8 7
Additional BUs 20 5 13 46 13 4
Functional Groups 2 2 8 12 5 2.5
Questions?
Feel free to contact us at [email protected] or
[email protected] with feedback/questions...