How adaptive organisational practices can transform your marketing team.
- Simon McEvoy
- Jun 3
- 3 min read
Updated: Jun 6
Adaptive organizational models can fundamentally change how marketing teams operate. These models, like Agile, Lean and Self-Organisation, encourage teams to be adaptable and efficient, enabling them to thrive in today's competitive landscape. In this blog I will explore how implementing agile practices can create a vibrant and productive marketing environment.
Understanding Adaptive Organisational Models
Adaptive organisational models foster collaboration and quick adjustments. Unlike traditional, rigid structures, they focus on small, cross-functional teams that include individuals from various disciplines. For example, with a previous agency client I created multi-disciplinary client teams including account directors, designers, writers, strategists and technologists - all with shared responsibility for client success.
These agile teams can respond rapidly to changes, a critical factor in today’s fast-paced marketing sector. Research from McKinsey shows that teams functioning under agile principles can increase their response speed by 30% on average. Additionally, agile models emphasise the importance of rapid customer feedback. The client team I mentioned had the freedom to build it's delivery approach around the client's needs, testing and learning what worked for that client in small experiments.
Adapt to thrive
One of the primary benefits of adopting adaptive practices is increased flexibility. Agile teams can easily pivot their strategies, which is vital for staying competitive. For instance, an robust experimentation process would allow a cross functional performance team to test and learn with marketing budget spend, allowing them to scale what's working fast, using real world data.
Moreover, adaptive models enhance collaboration. Team members share responsibilities and work closely together, breaking down silos that often hinder effectiveness. For example, a set of agile pods I once established around some specific product clusters allowed marketers who never usually spoke to one another to share insights and best practice.
Additionally, adaptive practices contribute to improved job satisfaction within teams. Team members feel empowered to make decisions about their work, which can boost overall morale. A study from Gallup highlighted that organisations with engaged employees see a 17% increase in productivity and a substantial drop in turnover rates. Autonomy is a key driver of intrinsic motivation.
Small moves toward big results
'Agile' can be something of a dangerous buzzword, so how do you actually implement adaptiveness at an organisational level? Here are some places to start:
Form Cross-Functional Teams: Bring together individuals with diverse skills. For instance, assembling a group that includes a content writer, a web designer, and a data analyst encourages varied perspectives and creativity. Help them to collaborate with a clear Team Charter.
Embrace Iterative Work Cycles: Implement short work cycles or sprints. For example, set a two-week goal for developing propositions or delivering a small campaign, then review the results and optimise.
Foster a Feedback Culture: Establish regular feedback channels to gather insights. Using surveys or holding team retrospectives creates an environment of continuous improvement, allowing you to refine processes effectively.
Celebrate Small Wins: Recognise and acknowledge accomplishments, no matter how minor. Celebrating progress, such as completing a campaign ahead of schedule, motivates team members and reinforces the value of their contributions.
Utilise Agile Tools: Introduce tools like Kanban boards or project management software. These tools help visualise tasks, track progress, and ensure that team members stay aligned with project goals.
Start small by implementing these practices within one team. Test, learn, then gradually expand what's working across your entire organisation. Keep a cycle of retro and review going so new learnings can be folded back into the wider organisation.
Doing more with less
The thing I hear most from marketing leaders today is that they are being asked to 'do more with less'. Adaptive organisational models are key to rising to that challenge - increasing performance whilst making better use of people and time.
My experience in working with traditional teams shifting to agile practices is that it can take time to get used to a new way of working, but once they do the become fast, adaptive and self-directive.
For more information on how adaptive models could help you and your marketing team, reach out for a chat.
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