Building World Class MOPS Teams at MOPsCON by Etumos
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Running a Marketing Operations or Automation Team? If so, you might be new to management or to the roles required to be successful. In this presentation from MOPSCON 2019, I talk about the 4 Pillars of MOPS, the roles and skills that your team will specialize in, and how to manage personal and team growth.
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Building World Class MOPS Teams at MOPsCON by Etumos
- 1. Building World Class MOPS Teams MOPSCON 2019 presentation by Josh Hill, founder of MarketingRocsktarGuides.com
- 2. 2 ABOUTJOSHHILL Josh Hill Sr. Director of Marketing Automation at RingCentral • 5x Marketo Champ & Alum • Wrote that Guide and founded marketingrockstarguides.com • Over 40 projects and installs • Goal: automate marketers’ stories at scale A bit about me
- 3. 3
- 4. 4 What does each pillar do?
- 6. 6 Workflow and the pillars Platform •Architecture •Integrations •Scale Development •Front End Dev •Highly technical integrations and data Campaign Ops •Run programs at scale •Ensure flow of responses Intelligence & Data •Data Science •Funnel Analysis •Reporting
- 7. How does team or company size affect the division of labor?
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- 9. <#>
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- 12. The Pillars and Careers of People in Your Team
- 13. 13 Considering career paths and division of labor
- 14. 14 Considering career paths and division of labor
- 15. 15 Ideas for keeping the team engaged Swap areas of responsibility every 6 to 12 months. Incrementally add new areas Everyone gets at least 1-2 new projects each quarter to build skillset as part of work goals. Reward increased skills with increased system ownership & access Let people own a system or sub system
- 16. 16 Sandboxes are for more than just training. Build a mirror of your funnel in sandboxes as a proving ground for integrations and new tech. Don’t just deploy to production Allows team members to join stretch projects safely and reduce risk to your funnel. It’s ok to fail Importance of testing, QA, and sandboxes
- 18. 18 Learning marketing technology Just do it. Read the manual. Find people who are curious. Find people willing to fail or test their ideas before asking really basic questions. 🧐 🧐 😎
- 19. 19 Managing quality Four eyed or six eye reviews. Document it all. Checklists – but it’s hard to enforce. Experience – people should understand how to spot anomalies. Remind people they can STOP any campaign or project anytime – better late than wrong.
- 20. 20 1. Find time to document systems, etc. 2. Do not rely entirely on recorded videos. 3. Do live training, let the newbie drive in sandbox. 4. Show people where they can learn from others like the forums. 5. Find people who ask questions before getting in too deep. 6. Build an Onboarding Kit with the Order in which someone should learn, the people who should teach them, and links to docs. 7. Offboarding – use that two weeks to have the person document every single thing they do. Training & knowledge transfer
- 21. Hiring, Firing, and Leaving the Nest
- 22. 22 Hiring great MOPS people 1. Curiosity – do they try things first instead of asking “Where’s the send button?” 2. “Failed engineers” or “technically inclined sales or marketers” make great newbies. Especially in Marketing DevOps. 3. Can the candidate explain a process in detail? 4. Give them cases with minimal detail to see what kind of program they come up with. 5. Ask them about their mistakes. Look for people who can walk through what happened, own it, fix it, prevent it. No embarrassment.
- 23. Always assume someone will be amazing
- 24. 24 Team expectations & values 1. Transparency 2. Mistakes happen…it’s ok if you’re transparent. 3. Reinforce good behaviors and skill growth with rewards (new projects, cash, etc) 4. Actively questions. 5. Scale and idea driven 1. Hiding mistakes or concerns 2. Pattern of bad behaviors 3. Pattern of mistakes and not learning from them. 4. Lack of interest in role. 5. Lack of engagement with you, team, or work Values Bad Patterns
- 25. Bad behaviors or lack of learning are long term patterns. Don’t be blind to them.
- 26. 26 When to part ways: the hard talk 1. Skill growth isn’t meeting expectations (yours or theirs) 2. Pattern of mistakes and not learning. 3. Not coachable on skill or behaviors. 4. Hides mistakes or issues repeatedly.
- 27. 27 When to part ways: leaving the nest 1. Ready to take on your role. 2. Your stack or firm size can’t provide them with skill growth. 3. Anyone to whom you’d say, “Call me anytime you are always welcome here.” 4. Money isn’t a motivator.
- 28. 28 Team Building Core Values Transparency Constant Growth Curiosity Continual Learning Right Tools Give people the tools they need Always pay for scale Always pay for talent Right Skills, Right Job Find the person who fits best Let people be the expert Let people expand Gets the Job Done Commitment to Quality Delivers
Hinweis der Redaktion
- Welcome to MOPS Con 2019, happy to have you here, This is pre recorded and I will be on the live chat window to do live Q&A.
- Today I’m going to talk about how to build a stellar Marketing Operations team. First we’ll talk about the core areas that make up MOPS and the roles involved. Then I’ll talk about growing the team and each person.
- https://etumos.com/marketing-operations/blog-defining-mops-marketing-technology/ https://en.wikipedia.org/wiki/Division_of_labour Ed Unthank posted this a few months ago and it accurately captures the core MOPS disciplines that have emerged. Whether you call it by these names or something else, these should feel familiar. pillars map to people in your organization and how you can build up the team within each sub discipline or as a whole. When many of us began in MOPS around 2010, the division of labor barely existed – now that MOPS is a full fledged function, career path, and discipline, it makes sense to discuss the emergent sub disciplines, with Ed Unthank breaks down into these Four Pillars.
- Within MOPS, you can break down the responsibilities into four major areas. I’ve worked in all four, as I’m sure many of you have. As a team leader, it’s important to have a good understanding of all four areas, yet you do not have to be an expert in all four --- nor do I recommend it! At a smaller firm, such as many of the startups here in the Valley or around the world, there will be a single MOPS person responsible for many – or all of these areas. While less so these days, quite a few people are actually Demand Generation Marketers. As MOPS has become a function, the Demand Gen area usually sticks with Campaign Operations pillar as many field marketers or webinar generators will work inside the MAP for their particular needs, while a MAP Admin works in one or two of the other pillars to support scale and data for those marketers.
- The modern marketing assembly line - Platform, Integrations, Campaign/Floor Managers, QA, and reports from actual field use. https://commons.wikimedia.org/wiki/File:At_Boeing%27s_Everett_factory_near_Seattle_(9130160595).jpg
- Think about the assembly line and the division of labor. Not everyone can or should do everything in MOPS. I’ve always known my limitation is knowing technical requirements and being able to hand those to developers, but staying out of that code. Never a good coder, but I understand what a developer needs to discuss and see and how to talk with them. Same thing with marketers and with Sales people since I’ve done both jobs. The four pillars do not necessarily lend themselves to an assembly line entirely, but you can think of them as a delivery mechanism for telling your organization’s story at scale - from the underlying infrastructure to the feedback loops of response data and changes to messaging. In my current role, I run a team that covers parts of all four pillars -- I have an Architecture Team, which includes email and Page devs, integrations; I have an Event Operations Team focused on the processes for Field and Major events --- that team owns tools like Cvent, Webinars, and Marketo Event Templates for scale; and I have an ABMS/Email team. What my team does not do is reporting beyond email deliverability. MOPS has other teams dedicated to reports; data scientists, and what I call Marketing Systems or DevOps – real engineers or close to it.
- From Ed’s blog post, we can look at how one or two employees handle the work across the pillars. Very unlikely to have reporting or technical specialists here.
- As you grow, you might have someone focus on Admin and Scale vs. execution.
- While we see A LOT of Director of MOPS roles around, very few actually have 4-7 people like this. They should, because you need a reporting specialist, an Admin, and good campaign execution staff who understand how to start scaling the system. Sometimes those Campaign people will be actual demand gen marketers, or maybe live outside MOPS.
- Depending on the size of the tea and firm’s needs, you will certainly reach Director or VP of MOPS with this kind of breakdown. A surprising number of very large enterprises I’ve spoken with have not even thought about their MOPS department like this. They should and you should too. As your company grows, you should have a 1-3 year team growth plan based on the Four Pillars and expeted needs. And it’s ok if your CMO or other leaders want to place Marketing Intelligence or BI elsewhere. You will still have some level of reporting or data integration expert on the team to interface with that team to ensure they get the right data. Your architect will assist to ensure the martech stack is always supporting business requirements.