It’s not rocket science, but you would be amazed at how many organisations, large and small, forge ahead with tactical, short term marketing campaigns without a thought for the longer term, strategic position they will be creating.
They also often fail to think through the impact on the people in the organisation when they begin what might in effect be quite significant levels of change. As things change, people and teams start to move outside of their comfort zones. Large change can often be quite unsettling for organisations who have been used to certain methods, systems and processes which they may perceive as ‘not broken’ so they become reluctant to embrace change.
If this begins to happen then effective marketing leadership and planning theory comes into play to ensure that the marketing leader can position both the marketing discipline and themselves at the forefront of positive change, innovation and development of the organisation.
Here’s a simple step by step process for enabling this way of working:
Step 1 - Understanding the Trigger for Change and Improvement
Clarify the real driver behind the need for change and where it comes from in the business. This will be somewhere on the spectrum between survival and growth.
Step 2 - Audit, Analysis and Evaluation
Gather intelligence from around the organisation that confirms or dispels the need. Quantify the opportunity and the resources available, including possible people, budget and time.
Step 3 - Scope Creativity and Innovation
Identify team members or others who share the common purpose from steps 1 and 2. Explore the wider possible solutions to the challenge by thinking outside of the box.
Step 4 - Shape and Design the Plan
Use a proven methodology such as SOSTAC to construct a logical set of actions that feed tactical objectives that in turn feed strategic goals that in turn help to deliver the organisation’s vision.
Step 5 - Action, Implementation and Control
Project management with regular reporting of progress towards completion of milestones identified in step 4. Communicate across the team not only the objective performance but subjective positives and negatives.
Step 6 - Unite, Consolidate and Learn
Share collective outcomes with the team and senior management. You will have created a process that can be duplicated in future projects so what have you learned and what would you remove if you were to repeat.
The key to successful roll-out of marketing initiatives is communication. Upwards, downwards and sideways. Watch for the vital signs of early disagreement and discomfort and conversely, shout and share every success as you journey through the process.
Marketing’s role throughout this process is to manage both the dynamics and change within the organisation as well as the customers who need to be transitioned through the change as well. Let us know if you need assistance in developing and rolling out strategies for change in your organisation and together we can put the theory to test.