Agile Marketing

Meeting formulae Marketing Optimisation

Meeting Formula | Marketing Campaign Optimisation

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To improve their effectiveness and profitability, all marketing campaigns should be continuously optimised; taking into account new changes to your business environment and target audience behaviour. Using the power of collaboration, this meeting formula is designed to help your team supercharge your marketing campaigns.

What is the goal of this meeting?

Develop clear and prioritised actions – agreed upon by our remote team – to drive marketing campaign optimisation.

What tools will I need for this meeting?

Web conferencing tool and a collaboration platform that supports stickies and voting.

How much time should I set aside?

You will need about 1–1.5 hours to complete this session.


  • 5 min | Check-in – The meeting facilitator sets the scene for what will be done in the session. This includes:
    • Define the problem – where do we want to be?
    • Define the constraints – what do we have to work within?
  • 10 min | Current stats and Performance – using a dashboard snapshot, team members share ideas on stickies to define areas of improvement.
  • 10 min | Brainstorm – team brainstorms optimisation ideas on the collaborative platform, adding multiple ideas to stickies silently.
  • 15 min | Affinity Sorting – cluster ideas into prefered strategies and discuss as a group.
  • 10 min | Best Actions – prioritise within resources, budget, timeline and other defined constraints. Scoring will take place within the collaboration tool silently.
  • 15 min | Delegation – using a tasking platform or a table, define who does what and by when.
  • 5 min | Closing

It’s a good idea to share information ahead of time; such as the meeting agenda, any pre-reading material, and the link to the collaboration tools you will be using in your session. For this example, we have used Google Slides as our collaboration tool.


As the meeting facilitator, welcome everyone, thank them for participating and then briefly discuss the intended outcomes for this meeting. At the start of your meeting, provide a brief overview of the campaign’s ‘problem’ as well as the constraints you have to work within. In this example, the challenge to be solved is how to increase email conversion rates. The constraints are limited budget and design resources. This should be covered in the check-in phase and should not take longer than 5minutes cover.

Formula Campaign Optimisation


Once your team understands your campaign optimisation goal, the next step is to look at current campaign performance. No matter your campaign type, it is likely you will have a digital dashboard displaying your campaign’s performance statistics. 

Include a screenshot of your campaign dashboard in your meeting presentation; however, if you do not have a dashboard, you can simply list your current campaign metrics in a table, or share your analytics dashboard.

This information should ideally be shared with your team ahead of time so they are familiar with the data and can spend this time in the meeting asking questions and adding insights to the raw data.


BRAINSTORM IDEAS | 10 minutes (silence) 

Now the team is familiar with the campaign challenge and the team’s constraints, you can brainstorm together to find new ways for improving or optimising your campaign. Prepare a slide with blank “stickies” or text-box shapes people can type in. Your team will use these stickies to input their ideas.


At this point, it’s a good idea to ask your team to go on mute and allow 10minutes of silence while they populate the slide’s stickies with their ideas. The first time your team brainstorm their ideas like this, it is natural for them to be hesitant. Even if the first few minutes are an awkward silence, keep it going while your team warms up to the concept.

how to improve

AFFINITY SORTING | 15 minutes 

The next step is to cluster your team’s ideas into prefered strategies. It’s likely your team will have ideas which overlap. It is also likely some ideas need a bit more explaining. Commit 15 minutes for a discussion aimed at sorting all the ideas into clusters of similar concepts or similar actions. It’s also helpful to provide a brief concept description once your team has grouped their ideas together.

BEST ACTIONS | 10 minutes (silence)
The idea clusters now need to be evaluated for 1) their strength and 2) against your constraints. A simple voting mechanism in Google Sheets works well for this. Set up the voting sheet ahead of the meeting so all you need to do is input the names of the ideas. Share the link to the sheet in your meeting chat so everyone can score the ideas at once. The process should be silent and not take longer than 10minutes to score.


First, the team first votes on their preferred idea based on the strength of the idea and how well it meets the challenge. Next, the team scores the ideas based on the constraints discussed at the start of the meeting.

Best Actions


The highest scoring idea takes priority, and the others follow. It is also likely some ideas will not make it past this slide phase as very low scoring ideas should possibly not be acted on. 

Once your whole team has voted, you can easily work out which idea scored the highest and then sort the ideas by their priority.

DELEGATE | 15 minutes 

Your team should have a clear idea of where to start so it’s time to assign actions to your team members. This should be done directly into your task management system. If your team is not using one, you can use a simple table to assign the actions to your team. Be sure to include who does what and by when.

CLOSING | 5 minutes
Confirm team commitments by making sure each next step is clear, assigned to a

committed owner, and has a reasonable due date. Ask if anyone has final questions or comments. And finally, acknowledge your team’s participation and express gratitude for special contributions.

Case study: Vodacom – Agile Marketing Transformation

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Vodacom, a subsidiary of Vodafone, has been undergoing an agile transformation, accelerating not only the impact and innovation in its business but also on its agencies. As one of the largest advertisers on the African continent, the volume of work generated by it is immense. Co-ordination across multiple agency partners, internal approvers, and marketing specialists became a key factor in the smooth running of the system.

Our Challenge

Vodacom marketing needed to prepare its marketing suppliers to increase both the pace and volume of work while staying within the existing budgetary constraints. With over 300 people involved in the ecosystem between internal stakeholders and suppliers, this was no small task.

People, Process, Systems

For any new system to take hold, people need to buy into it. This means that before you can re-engineer the processes, you have to create a behavioural change within the teams that enables the new to replace the old. While many leaders speak about change, few are willing to change. Vodacom’s leadership team drove the change and championed the initiatives.

Creating Agile Processes – “Agile Marketing”

Agile, was not developed with marketing in mind. The first phase of the project required understanding how we implement agile with the different agencies and Vodacom through a series of workshops and immersions. Using service design methodologies, we mapped out the existing process flows to identify points of friction and emotional distress both at the agencies and at Vodacom.

It quickly became apparent that there were challenges on both sides of the table and the teams came together to identify process solutions to improve their ability to work together. A hybrid KANBAN process was developed clearly identifying handover and quality requirements to simplify interactions.

Service Design – from interviews to prototypes

With this understanding, the processes were mapped and revisions made to ways of working. The volume of work however quickly outstripped any physical board and a digital platform was required to support this volume of work. Choosing between a series of vendors by prototyping the process. Pipefy was selected as a technology platform due to its functionality and ease of deployment.

Prototyping Change – Unique-unique but the same

From working with one agency, we moved into all of the agencies. All we had learned by working with Ogilvy (the lead agency), was transferred into an onboarding program. This took all of the agency teams through an agile marketing immersion, service design to reimagine processes and systems customisation, enabling each agency to work in their preferred way to meet their objective but still provide a unified overview for Vodacom.

Systems Development – “It looks great on paper”

The challenge with process development is that it often looks great on paper but doesn’t work as expected in the real world. Working closely with the Pipefy teams in Brazil and the agencies, the system development followed an agile methodology with weekly iterations being developed, tested by users and modified based on their feedback.

Support and Change Management

A support and change management process was put in place to make rapid changes as issues were discovered in the process and new ideas were developed. A steering committee of users was identified to give ongoing feedback on new changes to ensure that fixes did not create new challenges.

Outcomes – From inception to live in 6 months. 

From inception to live, the project encompassed 6 months. While implementing new systems is never easy, the results have been impressive. The number of active jobs managed by the system rapidly grew to almost 100% of the total jobs delivered, over the first 3 months, and as the teams settled into the new ways of working, the increased visibility has benefited all the parties.

Learnings – You cannot change systems without changing behaviours

Behaviour change is an adaptive problem (i.e. has no obvious solution) vs a technical problem (i.e. known solution) because each team and its leadership dynamics are different. Without allowing the users to feel a sense of mastery and control over the new systems, you won’t get adoption – so having an inclusive process is key.

Inclusion, however, does not mean death by committee and facilitating a strong plan of action with short term momentum (i.e. weekly reviews, decisions and changes based on decisions) drives the project to completion. The ability to prototype and test the process on the new system quickly was critical to the success of the project. Post-implementation support and change management ensure ongoing utilisation.