There’s a common misconception that training a team on agile marketing is enough to reap the benefits of the mindset and culture, such as speed-to-market, customer-centricity and team satisfaction. This is flawed as agility requires leadership changes to support new ways of working. To support this, the Agile Marketing Navigator framework has created the roles of Stakeholders and Practice Leads, which this article takes a deeper dive into.
In the traditional marketing organizational structure, managers managed people and assigned work. With agile marketing, this is flipped around so work comes in a strategic and prioritized way and the team is empowered to deliver on these priorities. Setting up an agile marketing team cross-functionally doesn’t mean that the reporting structure of the players needs to change, and it is important to empower team members to be more independent. As a manager, the role changes to one of Practice Lead, to empower team members to hone their craft and create a strong, united practice that masters its craft.
Stakeholders are those who rely on marketers to produce work for them, such as from product marketing, sales or a line of business. In agile marketing, the goal is to move away from the requester/receiver dynamic and towards collaboration. Stakeholders should communicate their needs to the team’s Marketing Owner, and participate in Collaborative Planning Workshops and Team Showcases. This is to ensure the right solution is created to drive the desired business outcomes.
The roles of Stakeholders and Practice Leads in agile marketing are essential for successful navigation of the mindset and culture. With the right people in place, the benefits of agility such as speed-to-market, customer-centricity and team satisfaction can be reaped.
Originally reported by Martech: https://martech.org/the-importance-of-stakeholders-and-practice-leads-in-agile-marketing/
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