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Marketing teams have become the catch-all department for executing tactics, but we’ve lost sight of the most important factor — what business outcomes are they actually trying to achieve? Without this really important alignment, we’re seeing stressed

With all the excitement, opinions, and speculation, we tend to miss the fundamental question: What will this mean for our people? That’s the most significant point to consider when algorithms leap ahead.

It’s easy to see this play out in marketing in our current economic environment. Short-term thinking in a tough economy means knee-jerk cuts to learning and development when needed most - to keep our people primed for growth through the peaks and val

Whether it’s an enterprise-wide transformation or a pilot test, adopting business agility is an opportunity to hit CTL-ALT-DELETE to reshape culture - a chance for a new collaborative culture in marketing.

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 g

In the face of uncertainties, we must take a data-driven approach to make marketing less of a cost center and more of a value-added partner.

Ultimately, "so what" helps us prepare our people and teams. It is a mechanism to help themselves. It emanates from a place of safety, where people and teams have a foundation to connect the dots and track how KPIs feed OKRs.

Marketing has historically focused on what the company needs—like better sales numbers or add-on sales. While sales are important and necessary, your customers don’t care. And if they sense at all that your messaging isn’t genuine and authentic, they

If you want to be hired on an agile marketing team, you have to approach everything as “What’s best for the team?” rather than “What’s best for me?” There are two kinds of people that don’t work well in agile marketing—the hoarders and the single-lan

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