Creating an agile marketing team
To create an agile marketing team, executives and team leaders need to abandon traditional, siloed approaches.
An agile marketing team usually comprises a product owner, team lead and individuals working on specific project features. This should be a diverse bunch with a wide array of abilities and cross-department competencies.
The team includes:
- The product owner: They represent the client, handing down the general idea or direction that the marketing efforts should take.
- The team lead/scrum master: This is the link between the client or other stakeholders and the team. The lead is responsible for the team’s day-to-day operations. The scrum master organises daily stand-up meetings to check on each member’s progress. This also helps other members know what everyone is doing and where they are in relation to their own assigned tasks.
When you bring a team together, you should start by clearly highlighting objectives and deliverables. Moving forward, break these deliverables into manageable chunks that the team can work on in sprints.
The entire project’s progress is tracked via a centralised system. Popular software solutions for agile marketing teams include Asana, Wrike, and Monday.com.
Why choose an agile marketing structure?
As the name suggests, this type of structure infuses agility into marketing workflows. By employing this method, a marketing team can take on a relatively large assignment and work through it quickly.
Despite the fast pace, agile marketing methods still produce high-quality results. This is because team members collaborate closely during ‘sprints’. Furthermore, progress is tracked frequently and regularly to ensure that everyone is on course to hit their targets.
For example, a team leader will delegate tasks and provide each employee with a set length of time to complete them. Each member has access to other individuals’ progress. Employees provide regular updates through daily stand-up meetings where they update the team on their progress and challenges faced.
Running an agile marketing project
For a given project, the agile marketing team sets goals and objectives to hit. Then, the team conducts a kick-off meeting to lay out the path for this new agile operation process. Following this, the agile marketing team combs through the available data, analysing it to find any problems and issues that require immediate attention.
After developing possible solutions for the above issues, the agile marketing team breaks each solution down into key performance indicators (KPI) to gauge their effectiveness. As a result, the team prioritises the solutions based on two factors: the significance of their impact on business operations and how easy it is to put them into practice.
The team tests the solutions in short sprints – for example, two weeks – to see if they achieve the desired outcome. When the sprint ends, the agile marketing team brings everything together, reporting success to key persons outside the agile team. Furthermore, the team leader uses this as an opportunity to create tasks for the next sprint or project.
Scale agile, company-wide
Given the benefits of the agile approach, companies can start with smaller teams.
When the team becomes more familiar and comfortable with the agile system, you can expand it, implementing it across the entire marketing department. This transition is smoother if you can show that the agile system returns tangible results.
For example, the agile team might unearth effective solutions during its sprints. You can then take these solutions and implement them throughout the department to show their benefits.
When the marketing team becomes used to agile marketing, the department should have agile teams focused on specific areas or products. A team might focus only on an individual step of the customer journey. Alternatively, another agile team could handle a specific product. This allows the executives to easily track progress for future successful implementation across the organisation.