How can you get people to look beyond their safe professional roles to really listen to the customer and think about what should be done?
First, you must attack the culture that allows specialist disease by explicitly replacing it with one that puts your business and your customers first. Almost everyone gives lip service to valuing customer feedback, but you must address specific situations where professions collide, lest the customer get lost in the shuffle.
Next, you need to understand where your specialists are coming from, so you can speak their language. Professional knowledge exists for good reason—it is crucial to getting the job done. If professionals feel under attack, they’ll be even more likely to retreat into their professional shells. Marketers must understand how to work with each type of specialist to persuade them to put the customer above their professional best practices.
But that’s not enough. Once you understand what is important to each kind of specialist, and you are committed to addressing the values of placing the customer first, you must create an environment that makes it easy. You must bring the specialists together into a single team that works together. It’s not easy, but it is the most likely path to long-term success. Such a cross-functional team is one of the hallmarks of agile marketing.
Before we can solve the professional specialty problem, we must understand it better. Let’s start by understanding how to get professionals to abandon their specialist religions and put the customer first.
Why agile works in marketing, NEXT.