By applying agile principles to marketing tasks, an agency is able to provide a CMO with an itemized schedule for delivery of specific work. (For example, that a messaging solution will be constructed over the course of four two-week sprints, with a checklist of features and progress to show at the conclusion of each time period.) This provides an agency’s clients precise clarity into what their agency is doing and means they don’t have to wait for weeks or months to see the work being done. Rather, they have a view into the process at key stages along the way.
This execution of agile marketing results in a more transparent, responsive, and trustworthy process for a CMO to invest resources in. It offers more formality if the project is on the right track and more time and opportunities to perform course corrections as needed. The pulse of a project can be taken at predictable intervals (say, in two-week segments). And with practice, agencies following this model will develop standardized approaches to the units of work that they offer for CMOs to select, increasing their efficiency and the predictability of what is provided.
All of this brings up an interesting dichotomy between agencies and clients. The fact is, clients often struggle to define and explain what exactly they’re looking for out of their agency’s work. For this reason, agencies benefit from agile because they can dive into a project even if it isn’t fully defined, show their output from completed early sprints, learn (and help the client learn) which avenues to continue down, and adjust the direction as needed before making a full commitment to a certain end product.
Interesting: an inherent advantage for agencies when deploying agile.