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1. A Quick Snapshot of…

2. The marketing plan
is dead.

3. Who killed the
marketing plan?

4. Dude…
Your funnel is
leaking.

5. Google’s Zero Moment of Truth (ZMOT)

6. Meet the connected customer.

9. What is Agile Management?
An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
emphasizing transparency
among all stakeholders.

10. Driven by user stories.
As a ____(role)_____,
I want __(goal)___
so that I can __(benefit)__.

11. This is a predictive process,
not an adaptive one.

12. Methodology

13. Benefits

14. Key Terms

15. Key Terms

17. Roles

18. T-shaped people.

19. Daily Stand-Up

20. 3 Questions for the Daily Stand-up:
1. What did I do yesterday?
2. What am I going to do today?
3. Are there any impediments in my
way?

21. Inspect, adapt, repeat.

22. Reporting

23. Benefits of Becoming Agile
84% Ability to change priorities
77% Improved project visibility
75% Increased productivity
72% Improved team morale
71% Faster time-to-market
Source: VersionOne 6th Annual State of Agile Survey

24. RELEVANCE TO MARKETING?
MULTIPLICATION

25. Multiplication of
touchpoints.

26. Multiplication of content.

28. Multiplication of devices.

30. Data Multiplication.

31. Many marketing missions can
be broken into discrete chunks for
iteration and adaptation.

32. Predictive vs. Agile Web Programs

33. Agile Marketing Lifecycle

34. The Cynefin Framework
(pronounced ku-nev-in)

36. This is complex.

37. This is complex.

38. This is complex.

39. Agile Marketing Values
Individuals and interactions
over processes and tools.

40. Agile Marketing Values
Responding to change
over following a plan.

41. Agile Marketing Values
Remarkable customer experiences
over formalized internal procedures.

42. Agile Marketing Values
Testing and data
over opinions and conventions.

43. Agile Marketing Values
Many small experiments
over a few large bets.

44. Agile principles have
many advocates.

46. Why agile adoption fails:
52% Inability to change culture
39% General resistance to change
34% Lack of manager support
Source: VersionOne 6th Annual State of Agile Survey

48. “To the uninitiated (and sometimes
even to those in the industry),
this way of working feels like
barely controlled chaos.”
February 2013
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058

49. Challenge in a Complex Domain
“Of primary concern is the
temptation to fall back into
traditional command-and-control
management styles—
to demand fail-safe business plans
with defined outcomes.”
– David J. Snowden and Mary E. Boone
A Leader’s Framework for Decision Making

50. Is it worth it?

51. “Accelerated cycles,
increased transparency,
and teaming outside the
typical organizational boundaries
(both within and outside the company)
will have great impact.”
February 2013
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058

52. Punctuated equilibrium.

53. Excessive self-promotion
of the group.
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