What we can all learn from Deloitte's agile marketing pilot

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Last week over at The Drum, a marketer from Deloitte wrote about the firm’s recent pilot of agile marketing.

Agile marketing is hot right now. Companies large and small are in a frenzy trying to figure out how this new way to get marketing out the door might work for them.

Deloitte recently wrapped two pilots that used agile marketing methodologies. Their agile marketing experiences were positive—both to the impact agile had to Deloitte’s internal processes and in the overall campaign results. Here’s what stood out in the recent write up:

1. Adapt agile to make it your own

This author noted how intimidating agile and agile terminology can be at first. With terms like “ceremonies” and “retros” it can feel like agile comes with its own insider lingo, terminology and playbook.

What Deloitte ultimately noted was how adaptable agile methodologies can be. Deloitte took the fundamental principles of agile marketing and adapted them to suit their circumstances. The author summed this up perfectly:

“The key is to make it your own… adapt your approach to fit your unique situation. In other words, be agile about agile.”

2. Remote teams can do agile marketing

There’s a belief out there that agile marketing is best done when all parties are co-located, at least some of the time, or minimally to have everyone in the same time zone. It’s good to know Deloitte had a positive experience doing “virtual agile” with a remote team.

Agile marketing with a remote team needs the right virtual collaboration tools to support online work. Utilizing these online tools to their full capacity appeared to be a key success driver from the Deloitte pilot..

“Virtual communications drove even more flexibility and collaboration by encouraging real-time connections instead of waiting for the next meeting to share ideas.”

3. Sell agile on speed and ease, but also with results

Agile marketing teams in large companies need to work cross-functionally across different parts of the business. If you don’t have buy in from stakeholders in other parts of the organization, your agile marketing attempts won’t be very agile.

Marketers typically gain buy in and alignment by demonstrating to stakeholders how agile will make their jobs quicker and easier.

Deloitte took this a step further by demonstrating to stakeholders the value of agile lay not only in speed to market but also in results. It’s such a smart approach. Results will always speak for themselves.


For more info on agile marketing, I recommend checking out this HBR article and this site from McKinsey. McKinsey write extensively on agile marketing and how it can be introduced and scaled inside large and small organizations.

Sarah JukesComment