This 4-part series was written by Greg Kihlström for MarTech. You can read the full and original article here, which links to the rest of the series.
It takes a fully-functioning team across multiple disciplines to create successful marketing results. While an individual or two may stand out, the collective strategic work is what achieves winning and sustainable ROI. Long-term success depends on supportive leadership and nimble teams that keep up with changing times while building valuable lifetime customers.
The final part of this series tackles what an agile, customer-centric culture means, why leadership support matters and how organizations can work toward this goal.
The components of an agile, customer-centric culture
Culture
Whereas values are principles and goals that guide strategies and are often aspirational, culture is the outcome of shared values, goals and practices within an organization.
In other words, while values are how a company describes its ideals and standards for interacting with customers and employees, culture is the way work is actually done. When the pressure is high or priorities are competing, culture is how work gets prioritized, performed and evaluated.
Culture isn’t static, either. How work gets done — or needs to get done — may shift depending on where a company is in its growth and maturity or the nature of competition or innovation in its sector.
For instance, a startup may benefit from an extremely collaborative and highly innovative culture in its early stages. Over time, additional structure and a stronger focus on sales and competitive marketing may be needed. Thus, while an organization’s founding values may not change, how those values are interpreted and practiced may need to evolve for practical or strategic reasons.
This 4-part series was written by Greg Kihlström for MarTech. You can read the full and original article here, which links to the rest of the series.
The Agile Brand Blog – Greg Kihlström Customer Experience & Digital Transformation
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