2 Ch It was a blessing that we did a pilot project first so we could show the next ones on the list apt er tw that the agile approach worked. And thankfully we had involved everyone from the outset by o asking what their challenges were! Now we could literally ask them “Did you not say that you EMC were always held up by the other colleagues because they were never transparent about how C orpor they would not meet the deadline, and was this not solved by organizing the 3 transparent at e M meetings per week?”… People don’t like to be told what to do, because you could just be The EMC agile ark selling them hot air if you have no proof of value. You need to be able to show them what you etin did and what the results were. That is also why we always have a demonstration at the end of marketing mission g g oe each engagement meeting. So we can display what was done. s agi l e: our s One of the best things to come out of our new 1. Do fewer things better t or The treasure trove and more efficiently y way of marketing was the merging of great minds of collaboration working together. Innovation is not just about 2. Enables all parties to focus on the big brainstorms or the high-profile innova- the activities they do best tion jams focusing on revolutionary inventions. We believe that if you have just the right 3. Allows everyone to be proactive people working together, smarter and more closely, they will automatically cross-pollinate and consultative, versus reactive each other’s ideas and innovate. It is like the cross-innovation we talked about earlier, but and passive within the perimeters of just one organization. Going agile has pushed our marketing team 4. Facilitates prioritization and allows beyond the utilitarian into innovation. It brings what Peter Drucker said to a whole new level: everyone to work on (or receive) the 34 Because the purpose of business is to create a customer, most important items as agreed upon by all the business enterprise has two–and only two–basic functions: marketing and innovation. Marketing and Peter 5. Communication and status trans- innovation produce results; all the rest are costs. Marketing Drucker parency author and is the distinguishing, unique function of the business. management 6. Accountability is king consultant