Develop on Cadence, Deliver on Demand in Marketing

My take on this is that when we plan the Program Increment we plan whatever work we need to do in that time period. Some of that work will be delivered throughout the quarter & some would be delivered in the next quarter or even later (e.g. when working on the huge annual customer event). The key question to ask is from a Cost of Delay perspective when will we reach the last reponsible moment to start developing the campaign/program and if that moment is in the upcoming quarter it needs to be considered as part of the planning.

Another way to look at some of these activities is as Enablers (Another SAFe concept) — we do them now to enable us to deliver later. At each point in time some of our capacity would be dedicated to the “Runway” which is work that enables later delivery. (This is called Architectural Runway in canonical SAFe but that name is not very appropriate to the Marketing world I guess…).

NOTE — If we find too much of our capacity is dedicated to “Runway” activities it is an indication that our time to market is probably quite long since most deliveries require multiple quarters to mature. We should look at the main reasons we need to use the “Runway” and start to think about ways to minimize the lead time/overheads associated with them.

An example — Purchasing Media for the whole year due to “Economies of Scale”. Does that mean we need to plan media usage for all campaigns almost a year in advance? Or is there an effective way to purchase the media and figure out the most effective use once we actually start to plan out the details for each campaign/activity throughout the year?

This is just one example of the “Lost In Translation” effect when applying Agile in Marketing. What I find helps is remembering the principles/models (That’s part of my role here — making sure people understand lean/agile deeper — beyond the superficial Scrum Master/Sprint/Agile Team level).