Originally published on Grasshopperherder by Tristan Kromer. Running a lean team is a lot like getting in a crew boat. (Not a row boat. A crew boat.) I know I know, it takes teamwork and coordination to go anywhere…you have to row together…etc. It’s an overused analogy so let’s skip the obvious parts.. I’d like to talk about…
It’s no secret that CMOs struggle to measure the impact of marketing, especially high level metrics like return on investment (ROI). In spite of the explosion of MarTech solutions (3,874 at last count) and the tectonic shift to digital that we all thought would make measurement significantly easier, it’s still hard. We have more data. We have more technology. But we don’t have any more insight into how all of the MarComm pieces roll up into real business results.
To create a culture around testing and experimentation, you have to build from the core of your organization. Incorporate experimentation into your regular processes, and your team will build a strong habit of testing. The more procedural experimentation becomes, the more people will be ready and able to test.
In this article, we’ve highlighted the steps of building an experimentation culture, so you can continuously create great products as a team through iteration.
Nokia CEO ended his speech saying this “we didn’t do anything wrong, but somehow, we lost”. Nokia has been a respectable company but they missed out on learning, they missed out on changing, and thus they lost the opportunity at hand to make it big.
As audience expectations rise, marketing technology gets more sophisticated, and the number of channels we need to reach keeps growing, marketers are discovering that their tried and true ways of working just don’t cut it anymore. Fortunately, Agile marketing holds the key to making marketing work in this volatile climate. But what is Agile marketing REALLY? Is it just being faster, firing all the managers, and marketing without a plan? Not even close.