What your CMO needs to hear about agile marketing

Here’s what your supervisor needs to say (and what not to say) to identify the value of quick marketing and how to give your team the support it needs to succeed.

While your marketing team is excited about Agile, your CMO might need a little more persuasion. Find out what your supervisor needs to say (and what not to say) so you understand the value of agile marketing and give your team the support they need to succeed.

Don’t sell agile marketing as a process

If there’s one thing the C levels don’t really have time for, it’s the details of a process. CMOS is much more interested in strategy and results than how to get there, but middle managers often see agility as a process conversation.

When we sell agile marketing as a process conversation, two things usually happen: first, we get lost in the details and we don’t care much, and secondly, we now sell agile as a process, when in reality it is an attitude that we must accept.

Avoid agile jargon

To prevent the conversation from becoming a process, you may need to skip “agile”, “Scrum”, “Kanban” or other agile terms that affect the operation. While agile vocabulary is very useful for team listening, these terms sometimes have negative connotations based on preconceived ideas about what the C-suite thinks agile marketing means.

If your C-suite is familiar with agile, integrated marketing, use jargon as you see fit. However, when you see the door close, it’s time to look for the window.

Look for weaknesses

Instead of selling your CMO in agile marketing, think of it as any customer who wants to enter the market – find the pain points.

Let’s say your company stops hiring new people when you have experts for everything. You too were fired and now your teams are losing important skills they trusted. This impairs productivity and the ability to complete projects.

One of the benefits of a qualified team is to spread knowledge across the team to get results. It is less and less a question of specialists and more work for clients. Therefore, the CMO’s hot spot of losing talent could be in its favor.

Ask for an experiment

If you contact the CMO and ask the department to move to agile marketing, you can sell value anywhere. However, if you request an experiment and resolve the results of the CMO problem, you will have a lot more time to participate.

I tried to say something like, ‘It was a shame we left so many talented people on our team, and we were sure it was hindering our ability to work. I recently read about multipurpose teams where we are a small group of people with a common goal and are able to move away from traditional functions to get the job done. Since we are so limited in hiring specialists, will this happen if we do an experiment for a few months to get the results?

In this situation, you immediately address the CMO’s concerns with a result-oriented solution. You are also not asking to change the world, but only for an experiment in which you can prove or disprove a hypothesis.

Seeing is believing

CMOS is much more convinced that agile marketing is the right thing to do when they see real results that meet the specific needs of their business. Otherwise, it’s really easy to say, ‘It’s never going to work here (add the special snowflake syndrome).

On this occasion, almost all teams will be able to work much faster because you have solved the bottlenecks with highly specialized skills.

Once you have the opportunity, you should communicate with the CMO on a regular basis about the team’s progress and see them working on a similar project in the traditional way. Look for data to demonstrate the experiment, such as shortening the time from person to person and the total time from idealization to completion.

Agile marketing offers many proven benefits for companies that have already embarked on this journey, such as faster feedback, better customer focus, stakeholder confidence, team happiness, faster time-to-market, and the elimination of unnecessary processes and resources. Be able to respond quickly to customer needs, but don’t just take my word for it – try experimenting with your own wound repair business and you’ll be pleasantly surprised with the results.

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