{"id":75788,"date":"2018-08-29T00:00:00","date_gmt":"2018-08-29T04:00:00","guid":{"rendered":"https:\/\/marketinginsidergroup.com\/uncategorized\/scaled-agile-marketing\/"},"modified":"2025-09-09T01:02:15","modified_gmt":"2025-09-09T05:02:15","slug":"scaled-agile-marketing","status":"publish","type":"post","link":"https:\/\/marketinginsidergroup.com\/agile-marketing\/scaled-agile-marketing\/","title":{"rendered":"4 Steps to Scaled Agile Marketing"},"content":{"rendered":"

Getting Agile to scale is tricky in any context, and scaled Agile marketing<\/a> is no different.<\/p>\n

Complex models like SAFe feel overwhelming and impossible to marketers who are still struggling to translate the core components of Agile practices to their unique environments. I mean, just look at this diagram:<\/p>\n

\"safe<\/p>\n

Recently, however, one of the co-creators of Scrum, Jeff Sutherland, has released a new meta-framework called Scrum@Scale<\/a>. For my money, this is far and away the most applicable model for marketing organizations.<\/p>\n

As with most Agile things, we\u2019re going to need to do some adjusting to language and concepts, but much of Scrum@Scale can be enormously useful for large marketing departments.<\/p>\n

(Huge hat tip to Jeff and the team at Scrum Inc. for laying all this out in their Scrum@Scale Guide and in the in-person trainings<\/a> that are also available.) <\/i><\/p>\n

4 Steps to Scaled Agile Marketing<\/h2>\n

Here we\u2019re going to be dealing primarily with the final step, scaling intelligently, but there\u2019s a considerable amount of homework to be done before you can get to this.<\/p>\n

There are essentially four steps to building up to scaled Agile marketing:<\/p>\n

    \n
  1. Build an Agile Mindset:<\/b> You need a firm foundation on which to build your new organization, so this step is crucial. Everyone in marketing needs to understand Agile as a concept<\/a> so they can support the group\u2019s transition. Ideally this step also includes grounding in other concepts that compliment Agile, such as Design Thinking and Theory of Constraints.<\/li>\n
  2. Test and Evolve Practices:<\/b> Only once you understand the mindset can you begin to apply it by establishing actual practices, like backlog refinement and daily standup<\/a>. Knowing the \u201cwhy\u201d behind meetings and roles allows you to pick and choose wisely and avoids costly mistakes.<\/li>\n
  3. Draft a Scaling Plan:<\/b> Whether you\u2019re working with a group of 20 or 2,000, you need a roadmap to guide your scaling effort. The framework here (based on Jeff Sutherland\u2019s Scrum@Scale) is designed to be modular, so you can drop in new groups steadily over time. This tends to be less risky and more effective than transitioning hundreds of people simultaneously.<\/li>\n
  4. Scale Intelligently:<\/b> Begin to implement your plan, following the Agile principles<\/a> of inspect and adapt. Monitor your agreed-upon metrics to adjust the plan as you learn more about how Agile really works inside your marketing organization.<\/li>\n<\/ol>\n

    \"Agile<\/h2>\n

    Designing Agile Marketing Teams<\/h2>\n

    Stable marketing teams will be the building blocks of scaled Agile marketing, so it\u2019s important to set them up properly.<\/p>\n

    For the love of all that is good and decent, do NOT try to structure them around short-term projects<\/a>.<\/p>\n

    And do NOT stick with your existing silos and expect Agile to work.<\/p>\n

    What you DO need to do is keep them small. Three to nine members is a good range, with 4-5 being the sweet spot. These numbers typically don\u2019t include supporting team members, who we\u2019re calling the Agile Lead (AL) and Marketing Owner (MO).<\/p>\n

    \"Team<\/p>\n

     <\/p>\n

    The MO acts as the go-between for the team and the rest of the organization. (For more on this crucial role, see this article<\/a>.) They own the team\u2019s backlog, and ensure that its contents align with the business goals of the organization.<\/p>\n

    (In software-style Scrum@Scale, this role is called the Product Owner. I\u2019ve adapted the naming here to apply more readily to marketing teams.)<\/p>\n

    The Agile Lead (also known as the Scrum Master) keeps Agile working on the team, removing impediments and supporting team members in using Agile to manage their work. In true Scrum@Scale, this person makes sure everyone is doing \u201ctrue\u201d Scrum; our concern in marketing is less about getting a methodology right, and more about staying true to the Agile mindset.<\/p>\n

    As scaling takes hold, this person also escalates problems up the chain, joining larger groups in a Scaled Daily Standup meeting to share impediments and solutions with other teams.<\/p>\n

    Agile marketing teams don\u2019t have to be 100% persistent (they may spin up and down as initiatives come and go), but they should be:<\/p>\n