This document discusses how to transform organizations using agile principles. It provides examples of common problems in advertising and marketing organizations that could be addressed through change, such as inconsistent profits, budget pressures, clients frequently changing requirements, and siloed work cultures. It asks questions about what motivates people in their work and how environments can be improved to create great teams and produce great work. The document advocates for writing ideas down, focusing on parts of the agile manifesto, establishing principles for effective teams, creating frameworks for collaboration, and doing exercises in groups to brainstorm and discover solutions.

1. Transforming your organisation – One post it note at a time.
Agile Cymru | 5th July 2016 | London
Digital Ambassador, MSLGROUP UK
@inspiredagile
Leanne Page, Project Director & Continuous Improvement Lead

2. Hello

3. Agencies

4. In marketing and advertising, how does this REALLY
work?
Being Agile

5. In marketing and advertising, how does this REALLY
work?
Being Agile

6. Our environment
Being someone who evolves and evolves others
can be demanding, what keep us going?
Why do we do this?

7. Our environment
Most common problem statements that can provide the focus for change in advertising and marketing:
 Our clients are really positive about our work but, to deliver at their level of expectations, we just don’t
make profits consistently.
 Budget pressures are harsh. We need help or we will go out of business.
 The clients are always changing their mind and then expecting us to restart the clock and suck up sunk
costs.
 We seem to have lost our cultural roots and now people work in silos and just focus on doing their tasks
rather than being part of the creative hotpot we once were.
 Senior management are old school and don’t get our challenges. They often berate us for challenges we
believe are beyond our control.
 The clients criticise the agency to the senior team / directors of the agency. This is ruining our work
relationships with the client.

8. Our environment
 If we don’t pivot on how we do things, we are going to lose clients and staff.
 Executives just don’t get it – there is now an unhealthy relationship between the leadership and the
“doers".

9. Questions
So, being someone who evolves and evolves others is demanding of everyone, what keep us going?
Why do we do this?
What does your environment need in order to create a great and team and produce great work? (what the book says vs
what the real world)
 What do people need to grow?
 What do your people stand for?
 What do they want?
 What is happening around them? Is their a pull of joy or a pull of fear and frustration?
 And Why?
What Can We Be Asking Ourselves?

10. Visibility
Moving from observation to orientation – WRITE IT DOWN!
What can you do tomorrow? be specific.

11. Focus
What part of the agile manifesto do you want to focus on
and make stick?
What can you do tomorrow? be specific.

12. The Team
Best Principles of the team;
Focused, Flexible, Autonomous, Small, Talented,
Established, Stable & Together

13. Collaboration
Build a framework to start with that everyone can follow
easily.

15. Discover & Create
The Exercise
Break into groups, nominate a speaker,
brainstorm and report back

16. Thank You