Within marketing, the opportunity for teams to become "more than the sum of their parts" is the same as in software. But so are the obstacles.

Your clients are transforming to agile, so as an agency partner, you’ll need to work with them differently.

"There are decades where nothing happens, and there are weeks where decades happen" perfectly describes the explosive nature of AI exposure and engagement this year.

Learn how an independent social media consultant applies agile marketing in her business and with clients.

While business has evolved significantly in the digital era, we are still overly influenced by the vernacular of previous eras.

Those inherited words, phrases and terms have been part of the fabric of workplace culture. It stands to reason that if we hope to nudge and shape a different culture, it means being mindful of the signals they send.

Marketing is facing a lot of newfound pressures this year including economic pressures that are making marketers do more with less to drive sales.

With empathy, marketing has an opportunity to be relevant, helpful, and engaging, servicing the needs of customers and prospects as they face uncertain times.

When we embark on any new journey, we face the reality (and fear) that there is no turning back. No matter what the promise of change might hold, there is a range of human emotions to address at this "neutral zone" juncture.

If you’re a marketing leader looking to incorporate agile marketing, let me save you a lot of time by avoiding the rookie mistakes I’ve seen so many companies make! Read on to learn the four most important things you can do as a marketing leader to succeed with agile.

The standout problem with marketing reorgs is shuffling people and portfolios around without addressing the system underpinning how they can work better and smarter. Too often, leaders expect buy-in by default, ignoring the human side of change emotions sparked by ending something familiar and beginning something new and unknown.

Agile is still relatively new in the marketing world and most marketers working at the team level are pretty jazzed up about this new way of working, but their leaders may not be sold. They either think it’s a process only for the team, or they just haven’t been educated. If you want to get buy-in from the top of the corporate ladder, let me share with you some tried and true advice for getting the green light.

It's time to stop debating "ownership" and instead determine how to work together best to collectively generate authentic and relevant customer value and experiences. And measure the outcomes to get better and improve it.

That is what a great customer experience is all about.

After coaching hundreds of teams over the last decade the biggest lesson I’ve learned is that there’s a lot of ‘bad agile’ out there that focuses on the wrong metrics, such as how many teams they’ve launched and tool adoption. However, if you want to make lasting improvements, you need to look at the outcomes that really matter.

As talk of efficiencies and belt-tightening become the norm, we know it is shorthand for marketing to slash budgets. And learning and development become the primary target area to pause or omit as we wait out uncertainty. But we know that's not the smart move.   

If you’re having trouble getting stakeholders to trust your marketing team, it may be really difficult to become a consultative partner rather than an order taker. To change that narrative, here are 5 practical tips we’ve tried with clients.

While many factors contribute to a foundation of safety, some lesser-known considerations come into play that teams and coaches can employ to enhance harmony in an ongoing adaptive manner with evolving team dynamics.

In a marketing world that’s fast-paced and where teams are expected to do more, faster and with fewer people, it’s really hard to take the time to pause and celebrate a team’s success. However, an agile marketing team’s success is based on the ability to stay together over the long haul, so if you’re drowning your people in a sea of chaos without a lot of recognition, they may soon be finding a new place to swim!

Finding every opportunity to grow participation and collaboration for the best results makes sense. But it does not just happen. It's the responsibility of each individual, the collective team, and leaders, and there are some surefire techniques to get it going in the right direction.

During the months of April and May, we’re focusing on psychological safety in agile marketing. Today we’re going to explore 4 ways to turn a culture of blame into one of collaboration.

Psychological safety is an emerging dynamic of modern workplace culture where employees feel safe and secure in expressing their thoughts, ideas, and concerns without fear of retaliation, criticism, humiliation, rejection, or adverse consequences. It is critical to establish and maintain in marketing teams so everyone can contribute to their full potential.