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At MindTree, we have always said that as a mid-size company, we can bring the “4 A’s” to our client relationships: Access, Attention, Attitude (the good kind!) and Agility. At first, I honestly felt that agility was the “throw in”, the only one of the four A’s that required explanation, or at least some level of thought. However, in recent years, I have come to appreciate the importance of being agile for our clients in an increasingly competitive industry.
As I read in a recent edition of Advertising Age, CMOs of well-known brands including Sony, Dunkin’ Brands and Hyatt Hotels, also feel that agility will play an important role in defining successful marketers in the years to come. I agree.
It used to be that CMOs were measured and compensated for their ability to build brands. But now the scope of the role has increased to include agility in better understanding the ramifications of our marketing spend within the context of the company’s priorities. Does your marketing speak the language of the rest of the organization? As a marketer do you really understand the business of your organization, and how your marketing impacts the top and bottom lines?
Why has agility become increasingly important? The answer in large part is due to more and more of our marketing budget being allocated to the digital world. In a digital environment, immediate feedback, measurement and results are a dream for CEOs and boardrooms that want to better understand the ROI of a marketer’s go-to-market strategy.
Not comfortable in this quick paced, fast changing environment? That could be a problem, because although changes aren’t permanent, change is.
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Lubna says:
Purely in the Indian context, I think the world is not yet that digital. Marketing needs to concentrate on the non-digital spectrum as well. Let us see how things span out in this area.
Change is a challenge, in a good way.
Have a nice weekend.
Azra says:
Agility is most critical, but also the toughest to have. The customer landscape is evolving in nano-seconds. Blink and you miss both the bus and the bus stop.
For me, agility works at three levels (a) To be agile in responding to client/customer requirements. (b) To be agile in seizing the change in the customer environment and quickly creating customer value in that change (c) To be agile in foreseeing change and be part of the change itself (create the change). So when the customer arrives, we are already there to meet him. (easier said than done !)
I guess the larger discussion would be – what hampers agility and how are organizations addressing this.
Richard says:
As a project manager in a highly competitive sector, I can say that agility is top priority – precisely because of the strong correlation between agility and time-to-market. Business driven, “bursty” development matched with constantly changing requirements is not just a fad – it’s the template for managing the vast majority of internet-based software projects going forward. Product stakeholders whose release cycles take longer than six months will find that their competitors consistently beat them out of the gate – and will come to appreciate why the Web 2.0 model of flexible simplicity and “perpetual beta” has become a standard for Internet facing companies to follow.