Learn what a typical marketing team looks like, and how to augment that team with either new players or evolved roles for the existing players.
- There's a useful book out there called the Team of Teams: the New Rules of Engagement in a Complex World. It was written by General Stanley McChyrstal. He was a commander of the Joint Special Operations Command for the U.S. Army. In this book, the former general describes how they evolved to be more decentralized and more tech-savvy. A lot of the values of agile were visible to me when I read the book, not the least of which was the ability for teams to work autonomously.
Marketing teams have certainly evolved since the Mad Men era, really out of sheer necessity. It used to be that a copywriter and an art director were all that a creative director needed to create groundbreaking advertising. A team of two could change the world. Now, I'm not saying that I don't believe that a team of two can't still change the world. On the contrary. But it certainly takes new skills. To develop your own team of teams in your own organization, you'll need to either add some new players or evolve the ones that you have in place now.
The typical marketing team today can be set up a few different ways. If you're a small company, each member of your team likely wears multiple hats. You might have individuals who are good at content development and can also do web development. These same folks may already do some analytics and may manage their workload really well on their own. If you're a medium sized business, then you may have more distinct roles. Copywriters, art directors, UX designers, web developers, maybe a social media manager.
Your team probably has a team leader as well. So there's some planning that's centralized and then everyone else manages their own time. Now, if you're a large company or brand, then you have a chief marketing officer, a number of different marketing directors, and then different specialist teams performing different functions, or managing different channels. To do agile marketing, no matter what size your organization, no matter what your structure is, you'll need to shift how you approach work.
Ensuring each team has an assigned scrum master is important. A scrum master helps coordinate stand-up meetings and they help remove blockers for the different team members. This way, work can move forward quickly. And each team needs an assigned marketing program owner. This is important because they oversee things from a business value creation standpoint. A marketing program owner oversees the business value that the marketing programs are creating. The marketing program owner also works as a coach to help put the necessary project charters in place, to help advocate and orchestrate buy-in, and to head up some of the organizational change management.
Also, have a few assigned lead actors. These are individuals who can model the impact of agile marketing and can lead the charge and help mentor others. Finally, having alignment with either your IT or your data science department, or both, and really having team members with these skills on your own team can help too.
- Who needs agile marketing?
- Triangulated vs. circular workflows
- Core values of agile marketing
- Data's role in marketing
- Analytics for agile marketing
- Reviewing best practices for data-driven marketing
- How to effectively bring a team together
- Using agile marketing tools