3 ways to make your agility during the pandemic a foundational tool for the longterm

To be successful with Agile, marketers must accept imperfection and experiment to refine as you learn more by doing, not just conceptualizing.

For many marketing organizations, the main goal was to ‘fix’. Marketers have spent weeks (or months) on in-depth research and approval processes. Because marketers’ work often depends on ‘doing the right thing’, we become process-oriented and take risks.

According to the COVID-19 Digital Engagement report from Twilio in a recent article on Chiefmartec.com, the spread of the pandemic and digital strategy has accelerated in six years.

In the spring of 2020, marketers around the world smashed their carefully designed marketing plans, forcing them to adapt to the more volatile world they faced over the past century.

While an instinctive response to agility workers may be the incentive to evaluate current processes, true agile marketing is more responsive to change.

Let’s look at three ways your flexibility can last in the long run, not just during the pandemic.

Spend more time on big, complicated, and daring goals

Many marketers spend a lot of time planning the small details of a campaign instead of focusing on the big picture. A large, flexible team spends more time designing Big Audacious Objectives (BHAG) and planning campaign details in a new and timely way.

A true BHAG is clear and engaging, engaging, serves as a focal point for the team, and has a clear ending. People need to understand this immediately, with little or no explanation. For digital channels, you can use indicators and sales.

A BHAG should be done quarterly for most teams, but it seems more or less common, depending on how fast your marketing is moving.

An example would be: creating an online learning experience that is as interactive and engaging as it is personal and that will reach a global audience, with 50 new registrations per month.

Organize teams around the customer

Traditional marketing teams are organized based on functionality. The problem is that customers don’t care who works in their business, it’s about the overall experience you can provide them.

A top organization is usually not in the best interest of customers – they can receive marketing from different parts of your business, creating a different view of your brand.

Matrix organizations also have a big problem: addiction. It’s like passing the baton from one person to another in a relay run, and no one can reach the finish line before they’ve crossed the whole line.

At Agile we strive for teams so that we can best serve our customers. If you serve multiple types of customers, grouping your teams to focus on specific segments can very quickly produce seamless marketing, especially if you have extensive expertise in your team (or are at least willing to help and assist).

I appreciate the experiments to fix it

To succeed, marketers have to accept the imperfection and go a little further. With fast printing and fast delivery, you can experiment, twist, personalize and refine your marketing as you learn more, not just conceptually.

So it’s time to take what you learned during this pandemic and put in good practice! Not only will you be pandemic/reactive, but you will actually practice moving the right way in the right way.

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