541: 5 Things to Know About Making an Agile Framework Work For You w/ John Sampogna

ABOUT THIS EPISODE

In this episode we talk to John Sampogna, Co-CEO and Founding Partner at Wondersauce.

LinkedIn: https://www.linkedin.com/in/johnsampogna/

There's a ton of noise out there. So how do you get decision makers to pay attention to your brand? Start a podcast and invite your ideal clients to be guests on your show. Learn more at sweet fish Mediacom. You're listening to the be tob growth show, a podcast dedicated to helping be to be executives achieve explosive growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. I'm James Carberry and I'm Jonathan Green. Let's get into the show. Welcome back to the B tob growth show. Today we are joined by John Samponia. John is the CO CEO and founding partner of wonder sauce. John, welcome to the show. Thanks so much for having me. Happy to be here. It's a pleasure to have you on the show. We are going to be talking today about agile frameworks and I'm excited to dive into this content. But of course,...

...before we get into it, John Tell us a little about sort of wonder sauce and what you and your team are up to these days. Sure, wonder sauce is a digitally lad advertising agency. Our roots are in product development, e commerce and building really large pieces of infrastructure for brands and startups. We've also diversified into traditional creative campaigns, content and more activation led services. So really like the full gamut for what's relevant along the customer journey today. HMM. And when you think about a a company that has to be Agile, and I know agiles is kind of a buzzword that can mean a lot of different things to a lot of different companies, industries, job titles. You know, when you think of Agile, you are you are perfectly situated that you need to be agile. You need to be agile in what you do. So you know, you're definitely the guy that we need to bringing on the show and talking to our listeners about this idea. John, want you just sort of take it away. What does Agile mean to you?...

What has it meant to wonder sauce? What it what would it mean to our listeners? To me, being agile is rooted into things. It's being selfaware and and it's complete fluidity in terms of how you deliver anything towards your clients. I think agile can be very literal as as a process or a framework. You know, for instance, if if we're building a product or maybe redesigning a website or creating an APP for a brand or a start up. Yes, we want to be a rating fast and listening to real feedback from users and optimizing against that so we can ensure that not only do we get to market quickly, but we're delivering something that's actually going to meet our clients demands, which, in two thousand and seventeen and beyond, is everything. Clients expect results and they do not want just fluffy products that don't actually deliver against that, but more growth. The speaking, I think that I think that agile is more important in terms of being selfaware of how you're building an organization and ultimately looking at your clients. So for us, it's super...

...important that we're constantly very aware of how the market and trends generally adapts and changes and we're constantly able to then reflect internally and make sure that our our employees are the best form of consultants to our to our clients. Mm Yeah, you, and you had made the point a little bit earlier before we started recording that certainly these days that business has change, but also that the markets change, and so being being agile, and not just agile development, but using agile framework sort of across the business. Is is more important now than ever. Absolutely, and when I say that we're a digitally led advertising agency, it's almost tongue in cheek because I don't think necessarily where a traditional AD agency shop. But we have found that, based on how the market...

...has changed in terms of technology and automation and everything that's kind of we're approaching, whether it be like artificial intelligence or the ability to spin up a media service so quickly. We found it extremely, extremely necessary, even if we're delivering only a small sliver of a service for a client, to be aware of how that that delivery could be affected across the entire customer journey and even if we're not doing a full set of services for our clients, understanding how whatever we're delivering it will be impacted throughout that entire customer journey. So we're basically training our people to understand all aspects of marketing and what a customer demands and how what we're delivering will be perceived by someone. So it's been super important for us to dabble in a range of different services that, on the surface, wouldn't necessarily be relevant to a company like ours. So, whether it's traditional media buying, understanding what artificial intelligence means for our for our consumers,...

...and even things that are just not necessarily on our radar, but like cryptocurrency and blockchain and how you can actually build businesses on that. So we're not delivering all that stuff today, but being aware of it and having a more agile approach towards what we'd recommend is giving us the ability to deliver really fresh solutions that keep our clients super relevant and at least they know that we're a kind of like on the pulse of everything's going on. Yeah, well, and and that was one of the points that we definitely wanted to at you today, is that you had said earlier you know, you know, train your employees, speak to your clients, but you can no longer be focused on just your silo. You're not, you're you're not conducting your business in a in a vacuum. It is so important to keep in mind how you know everything is is almost fitting together in the world around you and and being able to, like, like we're talking about, be agile, be...

...able to to adapt and just sort of you know, no longer it's not enough to just be an expert in what in your own deliverable. Absolutely, and we really press hard for our our partners and clients to ultimately level up to us one core KPI that our team could rally around and deliver against. And most of the time that is sales, it's awareness, it's reach its new consumer segments. But ultimately I really want our clients to agree upon one core KPI and then it's our job to take a step back and ultimately understand that our core KPI and delivery method is control. We want to have as much control to deliver against anything we're doing to ensure that we can achieve that KPI. So being super aware of every aspect act that could potentially impact,...

...both positively and negatively, our ability to deliver against that KPI that our clients have identified is very, very crucial. John, let's let's talk about this idea of control as a key performance indicator really quick, you know, but let's expand on that. What do you mean by controls as a KPI? And yet why is it so important, maybe even more important than other kpis that are listeners are thinking of right now? I think at the end of the day, as a betb marketer, your business is always changing and your clients business is always changing and when when engaged to deliver a service, you want to be in complete control to ensure that you could actually meet and have a successful relationship with your client. So, from our standpoint, because of how the customer journey is so segmented now and how the lines have blurred between, you know, online and offline activation, the sense that a customer journey...

...right now is so much more fragmented that it was fifteen, twenty years ago. Unfortunately, what we deliver is it just a clean solution that it's like you check ten boxes and it's all good and we're going to we're going to we're going to be, you know, successful together, but we're reliance on other factors to be successful. So we need to understand how those other factors that are not in our rule could potentially impact what we're delivering. So, while we aren't the ones who are going to be potentially working on those other factors, we at least need to level up to our clients and say, okay, that right. There is a risk. Here's the potential risk that it could introduce to what we're working on. Let's get together and figure out how we can resolve this. So back to the original point of just fluidity and understanding how the market has dictated a lot of what makes the customer journey what it is today. We want to understand how we could absolutely ensure that whatever we're delivering, you know, is is not risky in the sense of it it's not going to fail because we did not see something that was outside...

...of our direct view, if that makes sense. And John. But you know, before we go, I'd also like to you know, I think this is still on topic, but you've obviously mentioned the customer journey several times and this idea that branding used to be about messaging but now it's about the user experience, and so, you know, I'd like to talk about that and and kind of how that also relates to this idea of agility. You know, Agile Development, agile frameworks. Yeah, and you know, an expression that we have is user experience is the new branding. It's not necessarily what you're saying to your customers anymore, it's how your customers feel whether interact with your business. I think the best example of this are, you know, truly modern organizations that have come into specific industries and and disrupted, whether that be like a war be Parker or, you know, a ride sharing...

...company, like a lift, or an Uber or, or, you know, an AIRBNB. It's not about the logo or the campaign or the colors selected or the the spot that you saw. It's about that feeling the first time you interacted with that product, both on and offline. It's it's, you know, hitting a button, running through the rain, jumping into the backseat of a car, speeding off, getting to your destination, jumping out without paying and you kind of walked away and you were like, Huh, well, that was really interesting. I kind of want to do that again, and that is what we're trying to achieve. So, while, you know, we're not ultimately responsible for, you know, driving the car and exchanging pleasantries with with the person in the backseat, or you know it when I was fussible for the entire customer journey, we have to be aware of how that entire journey will ultimately lead to a success or a failure to what we are delivering. So that is what I'm talking about, where I'm talking about fluidity and agility. It's understanding that, while you're not going to be...

...in complete control of that entire journey, you need to be aware and a consultant to level up all concerns that could possibly a negatively impact your clients business. Yeah, and and you know what? I think that is the that is one of the most perfect examples you could have given as to you know, you can't be so focused on just your silo. You need to be aware of of the the larger world around you. So that's perfect, John. I think this has been some tremendous content. You know, I've gotten a lot out of it. I know that our listeners are going to as well. And if any of our listeners are interested in following up with you, learning more about today's topic, learning more about wonder sauce and and and how you guys have been working, what's the best way for them to go about doing that sortest? Check out wonder stuffcom and or hit me up on link THY AIN or or twitter. Happy to have any conversations. Fantastic, John. Thank you again so much. It was a pleasure having you on the show today. Take care. Was a pleasure being here to ensure that...

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