Agile Marketing

Where Do You Start?

Start Experimenting Continued

By choosing an intractable problem that your company really cares about, you’re more likely to be allowed to experiment. The right target will be seen as a problem big enough that unusual measures are needed. You’ll be allowed to put a “full court press” on it. To “swing for the fences.” Or to [insert another tortured sports analogy for risk-taking here].

 

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Some of you might be cringing at this point—it’s a lot less scary to choose a small problem to do wrong quickly. One that no one will notice if it goes wrong. But I don’t advise that approach.

 

Only by picking an important problem will you get the backing of the leaders to do something different. Choosing a small problem leads you right into the legion of naysayers. Small changes arouse the corporate immune system (the one that rejects foreign ideas) but big problems are often given latitude for unusual solutions.

 

Moreover, choosing a big problem gets you more attention when the method works. When you show an early success on a difficult problem, you’ll find it far easier to attract support to go further—to institutionalize the new marketing approach in a larger way that goes beyond the first problem you targeted.

 

Up NEXT, use the Reflect section to review what you’ve learned in this unit.