Almost three years ago, I wrote a post about the importance of iteration and I told the story of how the Gossamer Condor team successfully claimed the Kremer Prize for manned flight after many other teams had failed. Their secret: they could assemble a prototype, test it, and learn from it many times faster than anyone else.
I was reminded of that story
I love Scott Brinker’s Chief Marketing Technologist blog. Not many people know this, but a blog post by Scott in 2010 was the inspiration for this blog. I constantly find that Scott produces thoughtful, well written content. The latest post on his blog, by guest writer Sam Melnik,
I received a number of great comments on my last post, Organizing an Agile Marketing team. Several people commented that the organization presumed a large organization, aimed at business to business (B2B) marketing, with long lead times. To that, I plead
How do you organize an Agile marketing team? Is the organization different than that of traditional marketing organizations? I think the answer is yes, it is different, both because of the use of Agile and also because modern marketing is very different from traditional marketing and demands a different organization. Here are my thoughts:
Are you focused on actionable metrics or vanity metrics? I’ve mentioned one of my favorite books, Eric Ries’s The Lean Startup, in previous posts and I’ve also referred to his distinction between vanity metrics and actionable metrics. For those who haven’t read the book or aren’t familiar with the term,
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