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1、 2023 Boston Consulting Group1Implementing agile marketing pods is a proven way for companies to increase efficiency andcollaborative decision making.But marketing organizations that have strict hierarchies or pyramidstructures oen struggle with implementation,because agile pods by nature cut across
2、 organizationalreporting lines.The good news is that organizations have numerous ways to overcome their implementationchallenges and achieve the benefits of this new way of working.In this second article in our series onagile marketing organizations,we highlight several recommendations to ease and a
3、ccelerate thetransition to agile marketing pods and away from traditional team structures.(See Exhibit 1.)Making Agile Work in MarketingAUGUST 04,2023 By Shelby Senzer,Raakhi Agrawal,Mitch Colgan,and Siwei HeREADING TIME:8 MIN 2023 Boston Consulting Group2Process and Planning:Be Selective,NotCompreh
4、ensiveAgile ways of working originated in soware development to foster better communication,collaboration,and continuous improvement when firms developed products and applications forcustomers.Today marketing organizations rely on the same principles to optimize activities such aspaid media executio
5、n.In the early stages of implementing agile marketing pods,however,theysometimes focus too intently on the official agile methodology.For example,they might include acertain“ceremony”simply because agile prescribes it,even if it may not be worthwhile for the project.By adopting a few key principles,
6、marketing organizations can capture much of the methodologysvalue and impact.Organizations should choose and customize the best combination of agile principlesthat improve speed to market or cross-functional collaboration.Implementing strict comprehensiveprograms,in contrast,oen creates teams that o
7、bsess over doing things right instead of achievingdesired outcomes.2023 Boston Consulting Group3If an organization has too many ceremonies,pod members might spend too much timemeeting and too little time working.If an organization has too many ceremonies,pod members might spend too much time meeting
8、 andtoo little time working.Most agile pods run two-week sprints with many meetings to facilitate theprocesssprint planning,daily standups,a sprint retrospective,and other agile ceremonies.If one podmember attends all meetings,or is a specialist who gets pulled into multiple pods,it becomes tricky t
9、obalance their normal workload with their bandwidth for the pod.Teams might occasionally need three weeks for a sprint,which means theyll need to manage theirown cadence rather than complying strictly with an agile process.Likewise,a sprint that lasts twoweeks and one day is not a process failure if
10、 it still meets its objective.The answer oen lies inchanging and adapting the meeting cadence to give marketing teams the breathing room they need.(See Exhibit 2.)In our experience,organizations can also streamline their processes by:Consolidating Pods with Similar Themes:This not only reduces the n
11、umber of meetings butalso facilitates the sharing of common learnings,especially when pods share the same teammembers anyway.2023 Boston Consulting Group4Decisions:Empower Team Members to Make theRight ChoicesAgile teams are self-organizing and cross-functional,meaning that team members are responsi
12、ble forplanning,executing,and delivering work together.But some team members might not feel empoweredto take ownership of their work if their roles and responsibilities are unclear,or if theres a culture ofmicromanagement,or if team members dont trust one another.Delays and inefficiencies result ift
13、eam members do not make decisions or complete tasks in a timely manner.Teams need to clarify who will sign off on completed work,so that such decisions canenhance time to market rather than impede it.Otherwise the agile pod becomes like awheel that spins faster but never gains traction.Marketing org
14、anizations therefore should establish clear governance and decision rights.Teams needto clarify who will sign off on completed work,so that such decisions can enhance time to marketrather than impede it.Otherwise the agile pod becomes like a wheel that spins faster but never gainstraction.Empowering
15、 team members to take ownership of their work increases their motivation,engagement,and productivity,which creates better organizational outcomes.Clear roles and responsibilities fosterthis culture of empowerment and trust by encouraging collaboration and open communication.Setting a Desired Outcome
16、 for Every Meeting:Make sure the agenda and goal of the meetingis clearly communicated with the required attendees.If a meeting completes its agenda andachieves its outcome early,the leader should give any remaining time back to the team members.Taking Advantage of Tools and Technology:Instead of li
17、ve meetings for everyone,theorganization could shi some discussions to instant messaging(Slack,Teams)and use emailsand Trello boards to keep everyone in sync.Pods can also integrate calendar and projectmanagement tools to track workloads efficiently and anticipate bottlenecks.2023 Boston Consulting
18、Group5Collaboration:Respectfully Integrate NonagileTeamsAn agile marketing pod focused on its own work can lose sight of the fact that partners,agencies,andvendors might not work with agile principles.External agencies may require lead times of severalweeks,making their work routines incompatible wi
19、th a two-week sprint.This may even hold true for internal specialistssuch as colleagues from legal or procurement whohave the expertise to solve a particular problemwho arent accustomed to the pace,expectations,and intense results orientation that agile processes can exert.When an agile team cannot
20、meshsmoothly with nonagile teams,projects lose momentum because the organization is grinding its gears.Better communication across teams,especially regarding lead times,addresses this challenge.Giveadvance notice about deadlines so nonagile teams can prepare some work at their own pace and theninteg
21、rate with the agile team in a“just-in-time”way to complete a project.Having representatives fromexternal agencies or internal departments attend sprint meetings can help them set priorities andadjust their resources accordingly.Over time,however,the nonagile teams will need to adjust to the speed an
22、d intensity of agileprinciples.Marketing organizations need to communicate that expectation and eventually make feweraccommodations to alternative working models.Workload:Adjust Priorities as Projects ProgressThe reward for good work is more work,as the saying goes.But when the workload expands fast
23、erthan capacity,it can threaten the gains in quality and efficiency.The answer lies in adjusting the teams priorities.The organization should have a rigorous governancemodel in place to prioritize work based on the investment level,value,and ease of execution.A coreteam representing brand,media,and
24、creative should review priorities regularly and redirect the teamseffort if needed.This process will be ongoing,because if the agile pods are working the way theyshould,the amount of work the organization takes on will always grow.2023 Boston Consulting Group6By tracking progress and knowing who is
25、working on what projects,the organizationcan assess team capacities,identify bottlenecks,and respond quickly with areallocation of resources.The organization also should have a system that provides an overview of all active projects at any giventime.By tracking progress and knowing who is working on
26、 what projects,the organization can assessteam capacities,identify bottlenecks,and respond quickly with a reallocation of resources.This caninclude the strategic outsourcing of some work.Personal Development:Vary Tasks and Incentives toPrevent BurnoutThe corollary to that old saying about the reward
27、 for good work is that a team gets more of the samework.It seems logical for the organization to double down on a teams unique strengths to drivegreater efficiency and even better performance.Over time,that can lead to burnout.At best,team members dri into a sleepy comfort zone,surrounded by familia
28、r colleagues doing work thats no longer challenging.At worst,individuals orwhole teams become deeply dissatisfied.They are not only doing nothing new,but also learningnothing new.Eventually they feel detached from the larger objectives and vision of the pod and thecompany.Marketing organizations sho
29、uld treat learning and development as priorities,notoptions,by varying tasks and incentives.Marketing organizations should treat learning and development as priorities,not options,by varyingtasks and incentives.Having team members focus on a different customer segment,product line,or 2023 Boston Con
30、sulting Group7channel enriches their work,builds skills,and keeps the work challenging.Changing the composition ofteams can accomplish the same effect,though to a lesser degree.We have found that organizationswith agile marketing pods should shi the team members around every six-to-twelve months.Toi
31、ncentivize the right behaviors,organizations should evaluate and reward teams not only on thevolume and quality of their work,but also on its breadth and on how well team members empoweredeach other to improve together.The rewards for good work should extend beyond giving the team members more work.
32、Organizationscan send people to trainings or offer attendance at an industry conference or convention as a prize.Public praise,the sharing of experiences,and extra time off are also welcome rewards.Agile pods enable a marketing organization to execute effectively and efficiently while responding in
33、adynamic way to the changing market landscape.The ultimate goal,of course,is operating the entiremarketing organization in an agile way.Making agile stick requires an investment in both time andresources as well as patience and tolerance along the learning curve.The rewards of implementing agile pod
34、s in a balanced way are ample for marketing organizations,interms of both process and market impact.On the process side,companies will notice less friction,better team rapport,and a new ability of team members to learn and apply new skills.Likewise,performance improves and ROI increases because the
35、teams can run more targeted and personalizedcommunications more oen.2023 Boston Consulting Group8AuthorsShelby SenzerMANAGING DIRECTOR&PARTNERAtlantaRaakhi AgrawalMANAGING DIRECTOR&PARTNER,BCG XDigital Ventures Manhattan BeachMitch ColganMANAGING DIRECTOR&PARTNERChicagoSiwei HePROJECT LEADERAtlantaA
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