Agile Marketing

What Is Agile Marketing?

Agile Marketing Resources

Agile Marketing helps marketing organizations become faster, more flexible/responsive, and more collaborative in order to be better tuned to the business they’re supporting.

Inspired by the more general Agile approach, Agile Marketing describes a mindset of continuous learning and validation, customer-focused collaboration across functional silos, adaptive and iterative campaigns, and more responsive/continuous planning – all as a way to deal more effectively with uncertainty and complexity.

Agile Marketing teams use techniques such as Scrum to work in an iterative cadence and Kanban to visualize and improve the flow of work. Larger marketing organizations use approaches such as SAFe (Scaled Agile Framework) to align and collaborate across teams of agile teams.

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Elbit Agile/Scrum Agile Israel Case Study – Gil Ari

Continuous deployment is a process that encourages developers to push new code to production whenever they can. In this presentation, Itai will explain the principles of continuous deployment and will show how Outbrain can deploy code more than 20 times a day while serving recommendations to top publishers (including USA Today, iVillage,, Chicago Tribune, Newsweek, TheStreet, The Boston Globe, and Slate. Hebrew: Ynet, Haaretz, TheMarker, Globes, City mouse, JPost and more).

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Sustainable, Successful, and Repeatable – Elad Amit

Over the past couple of years, my colleagues and I have led dozens of implementations in a variety of companies. As we closed the second year of our company we began noticing the problems and costs incurred by the fact that we each worked differently. E.g. miscommunications, differences in outcomes, and rework done between implementations. We decided it was time we go and analyze our past implementations for common goals and methods of operation.

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Case Studies

Kanban at Pelephone – Case Study

I will be talking about:

* The problems that we wanted to solve (some are still with us) and how the Kanban mindset helped us define the change and then implement it

* what challenges we encountered along the way

* what’s important (in my opinion) in this process

* what did we gain (so far) from implementing the change at Pelephone

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Agile at FiftyOne – Ben Peer

Going Agile via the Fast Lane – How switched from quarterly releases to 2 weeks Scrum and Kanban.
Ben Peer shares the story of’s transition in the last year. Starting with Scrum, involving the whole team in true inspect and adapt, evolving to Kanban/ScrumBan, evolving team formation and definition of done, adding Agile Testing approaches including ATDD. In parallel, tight collaboration with a remote Product Management team, and usage of an electronic highly visual Kanban board. Ben will discuss the benefits, the challenges and how the team dealt with them, and will provide recommendations to others considering this journey.

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Values, Principles, and Practices

The concept of process improvement has been around for quite a while. Many methods have been defined to conduct and pursue improvement. Then why isn’t everyone already an expert at it? We seem to never lack “improvement” content as if it’s fresh, and exciting-which it’s not. Maybe that’s because so much of what’s been espoused hasn’t worked. But why? Hillel Glazer examines several long-held assumptions about process improvement, proposes plausible flaws, and reveals new levels of understanding that have allowed breakthroughs in performance. Hillel looks at what happens when there’s too much focus on practices, when the underlying principles aren’t honored, and when basic values aren’t internalized. We see too much arguing over practices instead of working towards results; worrying about “compliance” instead of moving forward. What’s the relationship between values, principles, and practices, and why does it matter? Hillel explains it all in this compelling, entertaining session.

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Agile Israel

Visualizing Lecture

Visualising System Archetypes – visualization and systems thinking

Many organizational challenges are a result of systemic issues, where cause and effect are not directly connected, but are separated by time and involve feedback loops and delays. Given that Kanban is a method for designing a software and systems development system, and systems thinking includes the idea of system archetypes that describe common patterns of behavior, we can use system archetypes to guide our visualizations and help us identify opportunities for improvement. This session will introduce how to understand system archetypes, describe a number of common and relevant archetypes, and discuss patterns that can visualize and thus help break those archetypes

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