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In a nutshell, agile marketing adapts management methodologies from agile software development (and agile project management) and applies them to marketing teams.
These techniques are gaining momentum in marketing circles because, in many ways, modern marketing increasingly has parallels with software development, IT projects, and entrepreneurial ventures — in many cases, some of the most important marketing projects these days are software development, IT projects, and entrepreneurial (or intrapreneurial) initiatives.
Yet at the same time, marketing has its own dynamics that make it different than those disciplines. This focus on customer experience touchpoints is one of the key reasons that marketing is becoming more strategic. The whole raison d’etre of agile marketing is to better enable the delivery remarkable experiences to customers. The best teams and organizations are able to respond quickly to such change and capitalize on it. Internal marketing operations should be managed in a way that facilitates better interactions between team members, giving them the ability to act and react with greater speed and creativity. Testing has become the quintessential data-driven marketing process: running controlled experiments to determine what resonates best with prospects and customers. Agile marketing uses data for the objective metrics by which to measure the efficacy of marketing activities. Leveraging the value of testing and data, agile marketing therefore seeks to run numerous small experiments — trying many more ideas at a much higher velocity. The agile marketing interpretation of customer collaboration retains the spirit of working with customers, not merely trying to sell something to them from an abstract market plan. Tuning into the voice of the customer, both implicitly from data and testing and explicitly by listening to what they say through feedback channels and social media. Engaging with, supporting, and amplifying our best customers who become our champions, advocates, and influencers in the social media sphere. For many organizations, adopting these principles will mean adjustments in culture as much as the implementation of specific management techniques. Great post, Scott and a very comprehensive and well-documented post on key marketing insights. I’ve been hearing about Agile adoption outside the software development industry, but with the exception of the Wikispeed example, this is one of the more detailed descriptions of it. Legal project management can improve client satisfaction, teamwork and the economics of legal services, writes contributor Aileen Leventon in this first of two-part series for the LexisNexis Business of Law Blog. Likewise, “leave-no-stone unturned” is not synonymous with quality.  Legal project management (LPM) is a framework for analyzing and communicating about business needs and the associated legal work as a matter is initiated, planned, carried out, monitored, completed and evaluated to improve lawyers’ overall effectiveness.
The order of these questions is relevant because “Why?” asks about the business context first.  All legal work flows from the business need.
The 5 questions provide the analytical framework that allows lawyers to apply their legal know-how with greater focus on context and client service to improve the effectiveness of legal services.

Aileen Leventon, JD, MBA, is President of QLex Consulting Inc., which focuses on improving the results and economics of legal services for both clients and their counsel. Business Principles and Management will help your students meet the challenges and opportunities of a rapidly evolving business world. Corporate names & trademarks mentioned herein are the property of their respective companies.
Over the past 6 months, there has been a blossoming Renaissance of discussions, writings, and events on the subject — a number of which I summed up in a recent Search England Land column, Have You Adopted Agile Marketing Yet? It’s also influenced by related movements such as The Lean Startup methodology by Eric Ries.
So while marketing can borrow a lot from existing agile and lean methodologies, there’s also a need to modify and extend those approaches into something uniquely suited to the modern marketing mission.
Are the expectations of prospects, customers, and partners being met (or exceeded!) in the interactions we deliver online, in person, on the phone, over mobile devices, and directly through our products and services?
It might be deftly handling a social media crisis, leveraging an unexpected opportunity in current events, or simply learning something about your customers or market that was different than you expected (or different than how it was yesterday).
However, in our rapidly changing marketing environment, it’s not hard to see that the single most valuable marketing capability today is agility. I have worked on Agile Product Management for a while, and soon will be shifting into Marketing, so this links up quite nicely. Legal work is undertaken to achieve a client’s business goal; it is not a professional pursuit in a vacuum. The client’s goal – and the importance of it – anchors decision-making in handling the matter and the legal strategy. Although lawyers serve a critical advisory role, others (stakeholders) have interests and requirements that are usually foremost. How the work is done is almost as important to clients as results; substantive skill is assumed when a client retains a lawyer or firm. HOW do we manage the work based on constraints and requirements such as budget, strategic importance, client mandates or risk management protocols?
Is it strategic or ordinary course of business?  Is it “bet the company” or derived from requirements for regulatory compliance? At that point, it will flow smoothly to assign the right person at the right level to deliver quality work that achieves the client’s cost objectives, the law firm’s profitability or realization target and gets the results for the client’s business. This applies from early awareness building and demand generation efforts through to lifecycle customer service.
Agile management overall is based on the simple fact that projects, marketing, business, life, etc., are dynamic, not static. One of the original values of agile development is the belief that individuals and interactions are more important to success than processes and tools.

Organizational structure can’t be an excuse for failing to deliver remarkable experiences. Data exploration inspires creativity through the discovery of interesting customer patterns. Over the years, marketing organizations have fractured into many different silos to deal with the explosion of customer touchpoints, audience segments, and new marketing tactics.
For example, is this a litigation matter or a mediation session with settlement on parallel tracks or will we take a scorched earth posture? Who is responsible for the actual work, who supports that person, and who must be consulted or informed about status and decisions? Because in an age where all prospects and customers are connected through digital networks, everything is marketing. Of course, processes and tools are valuable — but the contributions and interactions of people are where the real magic happens.
Testing gives us the confidence to try more bold and creative ideas, quickly and with low risk. The individual tasks that people are working on are out in the open, as is their daily progress, and ultimately the metrics by which those investments of time and energy are measured.
It’s about listening to direct and indirect sources of feedback to learn how tests and initiatives are performing, and then using rapid iterations to adjust and improve accordingly. In digital marketing alone, there are often separate teams for search marketing, social media marketing, the web site, email marketing, display advertising, etc.
This is a huge change in the dynamics of business and marketing, and this new value needs to be deeply absorbed into the DNA of modern marketing. We use it to analyze performance (analytics), to uncover new opportunities (data mining), and to dynamically tailor customer experiences (personalization). This openness helps remove impediments, reduce bureaucratic drag, and promote direct collaboration across the team. However, customer experiences naturally span these boundaries — and to make them remarkable, these previously independent teams need to coordinate and collaborate at a whole new level. However, this is probably the single biggest cultural challenge for organizations to address. A popular agile mechanism is the sprint, 1-4 weeks during which the team produces work and then pauses to evaluate and dynamically re-prioritize the next set of iterations.
Agile marketing methodologies encourage cross-silo teams to come together on projects quickly and easily and to dynamically reconfigure as needed from cycle to cycle.

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