Lightspeed POS' Marketing Team Becomes More Agile Through a Custom Deployment of Wrike
Manager of Marketing Strategy & Implementation
Because of Lightspeed's high-growth environment, it is critical for the Marketing team to adapt to changes from clients, prospects, and executive management
Founded in 2005, Lightspeed is headquartered in Montreal, Canada, and has six additional offices located around the world, and more than 600 employees.
With a global marketing team and passionate customers located around the world, it’s important to have an engaging brand experience no matter where a customer comes into contact with Lightspeed.
Katelyn Good, Manager of Marketing Strategy & Implementation, introduced the project management function to the Marketing team with the support of a task management software and detailed spreadsheets to manage projects.
As the team grew and velocity increased, the Marketing team faced four challenges:
1) Limited visibility to cross-team workflows
2) Unclear hand-offs between functional teams on projects
3) Ad-hoc submission of creative briefs and project requests, or no briefing at all
4) Global communication
Consolidating work into one project management system was important. Kate researched different platforms, and ultimately Wrike was selected:
- An easy, intuitive interface
- Ability to cross reference work in a variety of views
- A dynamic, shared timeline for managing dependencies and hand-offs
- Dashboards and Reports across projects, teams and locations
- Collaborative tools accelerating team and individual updates
- Request forms to initiate projects through a creative brief, and provide status
Good also found that Wrike understood the unique needs of Marketers, and had a proven track record of helping clients grow their businesses.
Learn more about how Lightspeed POS trained their team on Wrike
Beyond the intuitiveness of the software, the customer success and implementation team is incredible. They completely configured the system to our needs. I must have had over 10 calls with them. Whatever I needed, they were always there.
Good worked with Edina Murphy, Deployment Consultant at Wrike, to help launch and optimize Wrike for her team
Together, they changed Lightspeed's project management approach from a team-centric board view to a more dynamic, integrated view of projects across teams and locations.
"Wrike actually changed and improved how we function as a team...We transitioned to Agile-like weekly sprint planning. I look first at the new requests that have come in, evaluate who has time this week, and move these into the Design inbox, so the team knows the priorities for the week."
The drivers of the successful deployment included 5 key elements:
1) Transparent team communication about how Wrike would improve their daily work
2) Creation of the "How to Get it Wrike" presentation to standardize the way Wrike is used
3) A consistent task and project naming convention to make finding work easy
4) Use of projects (instead of tasks) for any work that involves 2 teams or more
5) Fun use of Wrike as a Q & A hub to make team questions & answers searchable
*After deployment, Good's team reached full adoption from her team, and an average 94% weekly active usage rate.
"Beyond the intuitiveness of the software, the customer success and implementation team is incredible. They completely configured the system to our needs. I must have had over 10 calls with them. Whatever I needed, they were always there."
Plan Projects Through Agile Weekly Sprints
Design work is managed on Mondays within weekly sprints using Wrike. The team reviews creative briefs submitted through Wrike request forms by Friday, and captures meeting notes within particular meeting folders. "We were getting requests all the time with unreasonable deadlines, and this allows us to give people the right expectations. It really developed that culture of planning... It really forced our team to think beyond their one task."
Now, instead of using a team-centric boards view, she looks at a list view within her project/folder structure across the entire Marketing department. Each day, she reviews her in-progress folder to update project & task statuses, and reviews her Design Inbox folder (to assign new work out).
Respond to Change More Quickly
Because of Lightspeed's high-growth environment, it is critical for the Marketing team to be nimble, adapting to changes from clients, prospects, and executive management. Wrike has helped the team be more responsive to change. "Our priorities can change drastically in a day. Because of the communication and increased collaboration, it allows teams to pivot very quickly."
For example, just before a Black Friday campaign for a client, there was a need to adapt the email and social campaign within 2 days. "Because of Wrike, we can @ mention it to all the counterparts in Europe... We know instantly that everyone on the project is going to see it... And, they also get all the assets immediately... They know this one goes to UK existing customers, this one goes to UK prospects... Each asset is a task... This really speeds up the process, because everything is in one place."
Improve the Focus of the Design Team
Clearer prioritization of work has helped the team focus their efforts and align on the most important projects. This focus has improved the team's morale and how others interact with the team. "...We now don't feel like we're constantly playing catch up on emergencies... The team feels they know what they're working on for the week - they can focus. So, that... has improved the output, the morale of the team, and how others interact with the team."
Improve Communication to Clarify Accountability
One of Good's goals was to increase each team member's ownership over their own work. With improved communication, Good's team increased delivery speed, autonomy within functional teams, and ownership of work. "It is the greatest gift... It gives the both the designer and the content writer more ownership."
Because Lightspeed teams speak multiple languages and span 4 different time zones, there was a greater need to have very clear project descriptions, goals, and visibility of progress. "...We'd have a task request, but wouldn't know why. Thanks to the creative briefings... we can have visibility into their whole project... We can understand their plans and where they're coming from."
The consistent use of @ mentions and collaborative tasks and projects increased their speed, but also lead to more creative and thorough solutions. "It's not just a content person passing a task, you're becoming a unit and task force on whatever project or deliverable you're working on, and that inherently creates better quality because you're thinking of it together and combining those minds and those mindsets," says Good.
Receive Creative Briefs Through Request Forms
A major stream of work coming in was creative briefs, submitted originally as attachments via email. With Wrike, Good transformed this process to a simple form submission, requiring all key fields up front, saving her team time and reducing back and forth.
"What we saw with request forms was a way to develop those creative briefs right in the system, then we could share them with anyone external to our marketing team or internal."
Understand ROI of Work Through Time Tracking
Good has used Wrike's Time Tracking tool to analyze the development of assets and calculate the cost-benefit of a type of request. For example, one Designer used the tool to analyze the cost of developing an infographic, and Good set a baseline ROI minimum for that type of request.
"We did one, and it was... expensive in terms of time and resources, and what else he could have been working on... It's been very powerful because I can see the amount of work that goes into an infographic... understanding ROI."
Align Work Through Prioritization and Increased Visibility
Dashboards and tailored reports are used by teams to manage the flow of work and report on status internally to her clients and to executive management. Good's team increased the production of particular assets, such as email creatives, from 2 per week to several times that amount.
At this stage, Good is looking for ways to increase the focus of the team and align work more closely to the 3 key corporate objectives per quarter. "Imagine if we just cut that in half, focus on the quality things that will bring us leads, demand generation, help our retention of our customers... It has given us visibility so that we can focus on the things that matter."
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