The document discusses assumptions and challenges around adopting Agile practices in marketing and digital agencies. It explores different roles such as a TPM, Scrum Master, or certified practitioner and how they might work with and influence clients to embrace Agile. It also addresses potential barriers to change and emphasizes the importance of understanding the context, identifying requirements, and driving fearless change when seeking to adopt Agile ways of working.

1. What is your brand of
Agile?
Laurence bascle: laurence@kaizenterprise.co.uk

2. Assumption #1: Digital Agency presentations love
BIG IMAGES

3. Sometimes pointless (?)
But big images

4. And
BIG Funky fonts

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{return"hbps:"==window.locaWon.protocol};google.ml=funcWon()
{};google.Wme=funcWon(){return(new
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bort=funcWon(){delete
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(g="&ei="+google.getEI(h));a=d||"/"+(k||"gen_204")+"?atyp=i&ct="+a
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(google.ml(Error("a"),!1,{src:a,glmm:1}),delete
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+1)};google.y={};google.x=funcWon(a,b){google.y[a.id]=[a,b];return!
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google.j.b=(!!locaWon.hash&&!!locaWon.hash.match('[#&]((q|fp)=|tbs=rimg|
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Assum
ption #2: Just because we are talking tech
doesn’t mean it has to be ugly

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();(funcWon(){google.lc=[];google.li=0;google.getEI=funcWon(a){for(var
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b||google.kEI};google.hbps=funcWon()
{return"hbps:"==window.locaWon.protocol};google.ml=funcWon()
{};google.Wme=funcWon(){return(new
Date).getTime()};google.log=funcWon(a,b,d,h,k){var
c=new
Image,f=google.lc,e=google.li,g="",l=google.ls||"";c.onerror=c.onload=c.ona
bort=funcWon(){delete
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(google.ml(Error("a"),!1,{src:a,glmm:1}),delete
f[e]):(c.src=a,google.li=e
+1)};google.y={};google.x=funcWon(a,b){google.y[a.id]=[a,b];return!
1};google.load=funcWon(a,b,d){google.x({id:a+m++},funcWon()
{google.load(a,b,d)})};var
m=0;})();
google.j.b=(!!locaWon.hash&&!!locaWon.hash.match('[#&]((q|fp)=|tbs=rimg|
tbs=simg|tbs=sbi)'))

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b||google.kEI};google.hbps=funcWon()
{return"hbps:"==window.locaWon.protocol};google.ml=funcWon()
{};google.Wme=funcWon(){return(new
Date).getTime()};google.log=funcWon(a,b,d,h,k){var
c=new
Image,f=google.lc,e=google.li,g="",l=google.ls||"";c.onerror=c.onload=c.ona
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+"&cad="+b+g+l+"&zx="+google.Wme();/^hbp:/i.test(a)&&google.hbps()?
(google.ml(Error("a"),!1,{src:a,glmm:1}),delete
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+1)};google.y={};google.x=funcWon(a,b){google.y[a.id]=[a,b];return!
1};google.load=funcWon(a,b,d){google.x({id:a+m++},funcWon()
{google.load(a,b,d)})};var
m=0;})();
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tbs=simg|tbs=sbi)'))

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{return"hbps:"==window.locaWon.protocol};google.ml=funcWon()
{};google.Wme=funcWon(){return(new
Date).getTime()};google.log=funcWon(a,b,d,h,k){var
c=new
Image,f=google.lc,e=google.li,g="",l=google.ls||"";c.onerror=c.onload=c.ona
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+"&cad="+b+g+l+"&zx="+google.Wme();/^hbp:/i.test(a)&&google.hbps()?
(google.ml(Error("a"),!1,{src:a,glmm:1}),delete
f[e]):(c.src=a,google.li=e
+1)};google.y={};google.x=funcWon(a,b){google.y[a.id]=[a,b];return!
1};google.load=funcWon(a,b,d){google.x({id:a+m++},funcWon()
{google.load(a,b,d)})};var
m=0;})();
google.j.b=(!!locaWon.hash&&!!locaWon.hash.match('[#&]((q|fp)=|tbs=rimg|
tbs=simg|tbs=sbi)'))

9. Assumption #3: we are not going to talk
about Agile marketing (?)

10. (ok then) How did they do it?
“We had a mission control set up at our office with the brand and 360i. […]
Because the brand team was there, it was easy to get approvals and get it up in
minutes.”
Easy to get approvals??
collaboration
Customer-focus
innovation
Are agile values

11. Assumptions #4: “All models are wrong, but some
are useful.” (George box)

12. Given there are three brands
Of agile

13. Given I am a TPM
But I am an
agile practioner
Who liaises with the CMO (clientside)
Salad days
i work for a traditional/direct marketing agency,
mainstream creative or media agency
In the digital
department
i talk to The
account manager
i deliver digital
products

14. Given I am a scrum master
i work for a digital/interactive agency
In the coe!
i talk to the product owner (?)
who talks to the senior CRM
Hot potato
i be agile
Who liaises with the digital
marketing team? (clientside)
i (try to) stage
experiences

15. Given I am a certified
practioner/coach
I talk to the product owner
And to the marketing
technology team!
(clientside)
Cool cucumber
You radiate agile
i work for specialist
or full service (integrated) agency
Or more likely for a tech consultancy
i guide
transformations

16. When i want to keep up with the market (1)

17. When i want to keep up with the market (2)
35% of enterprise it expenditures
outside of the it department budget (gartner 2011)
"We compete with Campbell-Ewald on one
end and IBM Interactive on the other,”
(Barry Fiske, creative director at SapientNitro)
“Clients are finding it more credible to reach into
marketing from technology rather than the other
way around (brian whipple, ceo accenture)

18. Then I Create a sense of
urgency (kotter)
I Have a Desire to adopt
agile as a way to address
current problems (cohn)
I have the Ability to
succeed with agile
Leadership goes first!
(hot potato dilemma)
I Have the knowledge

19. When I don’t want to be a hot potato anymore
Institutional
blockers
Accidental change
agent

20. Then I can decide
to Do nothing
I Quit
I become an official change agent

21. Then I assess the context for change
"In a complicated domain, there are several different ways of doing things,
all of which are legitimate if you have the right expertise. And trying
to force people to adopt one of them is actually quite dangerous"

22. Then I identify the requirements for change
(Knoster,
T.,
Villa,
R.,
&
Thousand,
J.
(2000)

23. Then I drive Fearless change

24. laurence@kaizenterprise.co.uk
Thank you
“Nature never appeals to intelligence until habit and instinct are useless. there is no
intelligence where there is no need for change”. (HG WELLS)