Just before the global pandemic unfolded, Premier, Inc. set out to transform its marketing department to agile. It started with one pilot team and a lot of experimentation during the early days of the pandemic, using agile marketing as a vehicle for quick collaboration and communication to healthcare professionals about COVID-19.
Less than two years later, with the addition of additional teams and staff, the entire marketing department is embracing the agile mindset and practices, with talk about expanding agility to other parts of the company. Before agile and within marketing, work was vastly different at Premier than it is today. Employees were organized into silos by functional specialization, a great deal of time was dedicated to long-term multi-year marketing plans, customer feedback was received formally on a quarterly and annual cadence, campaign metrics were sometimes difficult to obtain from several different data sources, and success was defined by meeting annual, pre-wired marketing goals.
Suddenly, the marketing department was faced with both a structural reorganization, consolidating several of the siloed verticals that previously had leaders in functional areas such as MarCom, Design and Strategy, into one team. The organization was in a place where they all knew they needed to change, and recent acquisitions and the integration of new employees created an opportunity for rebuilding the culture with a new way of working that would be more customer-centric with campaign delivery, improve morale and allow them to do more with fewer resources.