Liam Bren­nan

Campaign Middle East - - NEWS -

adapts some of the core con­cepts for larger or­gan­i­sa­tions – but you cer­tainly need to fo­cus on three key ar­eas. team’s skillsets while in­creas­ing ef­fi­cien­cies.


Teams can spend a lot of time wait­ing for the next de­liv­er­able. This can lead to over­load when a project drops and af­fects other pro­jects too. Work­flow pro­cesses made fa­mous by Ja­panese com­pa­nies such as Kan­ban, used in the Toy­ota Pro­duc­tion Sys­tem, are use­ful for un­der­stand­ing how to re­duce lead times to max­imise work­flow.


A large por­tion of time spent work­ing on pro­jects isn’t all that use­ful. That’s not to say that it leads to poor work, just that there are cer­tain el­e­ments in the pro­cesses that weren’t re­quired. Re­flec­tive, in­ter­nal feed­back loops that fo­cus on the con­tin­ual elim­i­na­tion of waste (aka lean devel­op­ment) help bring project time­lines down, in­crease out­put and de­crease the amount of su­per­flu­ous work.

Our Me­di­a­Com Blink teams fol­low struc­tured pro­cesses within a lean “squad” teams (con­sist­ing of spe­cial­ists with lit­tle to no re­port­ing hi­er­ar­chy) to pro­duce work at high vol­umes and speed with­out sac­ri­fic­ing qual­ity.

This is not an out­come cre­ated by do­ing things on the fly. It re­quires prepa­ra­tion in terms of team makeup, roles and struc­ture, cus­tom work­flow pro­cesses, a con­tin­u­ous fo­cus on KPIs and the ex­pe­ri­ence to know when to de­liver or close.

Fa­mously, brands such as Spec­savers, Mon­delez In­ter­na­tional and Paddy Power have set live “re­ac­tionary” above-the-line cam­paigns in less than 24 hours us­ing thor­ough, pre-planned, go-to-mar­ket pro­cesses.

Me­di­a­Com has re­cently run a si­mul­ta­ne­ous tech­nol­ogy test for a large multi­na­tional us­ing our “ag­ile” pro­cesses in one mar­ket, with busi­ness-as-usual pro­cesses in an­other mar­ket – time to go live was short­ened by three months and work re­quired by 60 per cent for sim­i­lar out­comes.

Google, Ama­zon and Face­book – three com­pa­nies we of­ten think of as ag­ile – were all start-ups once, but by fol­low­ing orderly pro­cesses and pro­ce­dures have main­tained that at­ti­tude and ap­proach even as they have grown into three of the largest cor­po­ra­tions in the world.

By ap­proach­ing “agility” in a con­sid­ered, struc­tured way, busi­nesses of all sizes can un­cover new op­por­tu­ni­ties and find real growth. Liam Bren­nan is global di­rec­tor of in­no­va­tion pro­grammes at Me­di­a­Com

Har­vard Busi­ness Re­view’s Ag­ile at Scale

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