The Marketing Communications Manifesto
I recently revisited the 12 principles behind the Agile Manifesto. It made me wonder. Is there a Communications Manifesto?
The Agile Manifesto is part of a 2001 movement begun by software developers who wanted an alternative to traditional project management principles. Agile methodology was born and proposed a better match for delivering on complex software projects. Agile’s immediate benefit was exponentially faster delivery of software and enhancements to customers.
Here are the typical Agile values:
Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.
Over time, other business functions, such as marketing, adopted agile methodologies. Here are the typical values espoused of Agile Marketing:
Responding to change over following a plan.
Rapid iterations over big-bang campaigns.
Testing and data over opinions and conventions.
Numerous small experiments over a few big bets.
Individuals and interactions over large markets.
Collaboration over silos and hierarchy.
Referencing The 12 Principles Behind the Agile Manifesto, we can build our own Agile Principles for Communications. We have imagined 10 values:
A communicator’s highest priority is creating content and campaigns that meet customers' needs.
Welcome requirement changes, events late in development, if the changes are good for the customer.
Deliver ideas, outlines, and drafts early and frequently to minimize rework.
Communicators, management, and SMEs must work together daily throughout a project.
Give communicators the environment, the support they need, and trust to get the job done.
The most efficient and effective method of discussing communications campaign development is through face-to-face conversation.
Continuous attention to quality, clarity, good design and elimination of errors enhances agility.
The art of maximizing the number of communications work not done is essential.
The best communications ideas emerge from self-organizing teams.
The communications team regularly reflects on becoming more effective and adjusts accordingly.
As you can see, the Agile playbook works nicely for the high-uncertainty work of communications. Such projects have a high potential for change, complexity, and risk. It requires SMEs to collaborate with the communications team. The work is exploratory and creative and often confronts issues the organization or agency hasn’t confronted before.
In reality, most communications teams benefit from hybrid project management approaches – a combination of waterfall and agile practices. Much depends on the project and the organization’s work style. For larger campaigns, communications planning is a must-have. Even if the plan turns out to be useless. Planning sets the stage for what’s to come – surprises and all.
Communications professionals understand the value of preparation and planning. They also know, without a doubt, that the best results come from agile work environments and the support of many throughout an organization. After all, communication is a team sport.
End Note: Thanks to the Project Management Institute’s “Agile Practice Guide” as a reference on Agile methodology. Thanks to Adobe as a reference on Agile Marketing.
Barry Lawrence, MBA, CAPM, is a Communications Program Manager at Highlight