In the previous blog, the product teams hypothesizedtheir customers and prospects need to collaborate – on demand, from anywhere – with their partners and other growers, in order to be more productive and to reduce risk. Continue reading “Innovation by Immersion [Series 3/5]”
Something innovativehappened again at KO HQ this Thursday
The PDMA| Georgia chapter held it’s 9th annual Summit– topics were global in scope but personal in focus. Much shared learning and best practices offered. A very good reason to step away from desks/deliverables and come together with like-minded product professionals.
Marketing, sales, accounting, support – how do the rest of us handle the cadence of releases from fast, efficient Agile development teams?
I captured a high level summary of product professionals’ discussions at a recent event in Atlanta, called the Agile Affect. The panel of four and moderator all had significant experience in both waterfall and Agile. The audience was no different. Bottomline, if your product organization builds to MVP, so should your stakeholders.
You don’t have to be a developer or a product manager to use Agile methods in your craft. That being said, it’s not one-size fits all.
If you are in marketing, sales, support or operations in a company the embraces Agile in product development, it’s best practice to modify Agile methods to build your own cadence.
There should be a balance between major and minor releases to product. It’s fine to deploy every month yet hold a marketing launch every quarter or to the time-frame which best fits your market.
Whatever you do, do not overwhelm sales or your markets with over communication. Here’s that word again – balance the need for iterative product development with the need for clear product benefit messages.
Every stakeholder department can create repeatable processes for sharing market context and messaging. All can prioritize demands based on the most urgent needs.
Operations and support really, really need to be engaged, at the hip, with the Agile development teams.
ProductCamp Atlanta 2012 is next Saturday 18 August. I would bet this discussion continues there as well.
Would like very much to hear your stories about creating the Agile Affect in your company.
The need for marketing speed is obvious and not just because customers are global and they buy 24/7/365. Factor in market segment fragmentation – how many ways there are to reach customers (channels, multiple devices) and don’t forget the usual product tweaks/frequent updates, along with new world-market dynamics. Speed? no kidding.
How’s a marketing professional supposed to meet the customer/prospects’ expectations of first-rate, quality, relevant and dynamic product messaging in this will-o-wisp environment?
Try a little Agile with your marketing.
Forget “big batch” Market Plans for the year and instead chunk the campaign or market planning into small marketing projects. OK, you reallycan’t do this YET! So >>> start by limiting the number of pages in the plan. Fill in the details the further along you go. Now you get the picture!
Define the success measurements – decide upfront how you’ll know if the campaign, new web page or video you posted is meeting/exceeding expectations. Use tools like Google AdWords or ROI calculators to do this and do this often. Be flexible, adjust or fix as necessary, maybe even “can” the project. The sooner you know the results, the better you can allocate your scare resources (people, time, money) to the best performing projects. Congratulations, you now have results based marketing.
A series designed to help Agile and B2B Marketing teams understand each other’s conversations and methods. Previously, we discussed how marketing teams gain insight about current product features before release by being part of the “Agile dialog.” Marketers generate user benefits from these features and need time to do this well.
“Incremental Improvement” Impacts Marketing Process
Being included real-time in Agile planning and reviews is pretty critical for us. A great deal of what marketing does is communicating the product strategy to different audiences, both internal and external. We are always being asked, “When’s the new XYZ being launched?” and “What’s in it?” We’ve have to see the bigger picture, the roadmap, or BIG #Fail.