Kairós: Helping to understand a product that will change the future of organisations

Projects

Kairós

Starting point

A need to understand the situation of the training market of agile methodologies in Spain.

Solution

Redefining the training product, building a new brand position and transforming it into a new voice to communicate on all channels

What we did

Strategy
Investigation
User experience
Analytics

What is the true state of agilism at Spanish companies? This was the question Kairós Digital Solutions asked itself when developing its Executive Program in Agile for Change. According to the 13th Annual State of Agile (2018), up to 97% of companies surveyed in a worldwide sample stated that they used some sort of agile methodology within their organisation. However, this same study showed that not all companies had adopted this methodology to the same extent or with the same effectiveness.

To meet the market’s reality, we designed three main levers to discover the state of the market and real opportunities provided by Kairós’ training offer in order to optimise its product launch:

  1. Discover the market and the reality of potential programme consumers.
  2. Develop the value proposal for Kairós’ training product.
  3. Develop new opportunities for tactical and strategic positioning for this training product.

How did we research the “State of Agile” in Spain?

The first objective was to discover Agile’s actual and current market state at a local level. For this phase of the project, an analysis methodology in several stages was developed that included three different, yet equally essential, dimensions of research:

Firstly, we analysed Agile’s positioning in Spain in comparison with the rest of key markets, with studies, reports and key opinions to meet the perceived reality of the industry and the sector in general. To this end, we needed to understand the stage upon which we were to conduct the project.

Next, we researched the consumer’s perception of training with Agile. We did this by activating a survey panel in Spain with questionnaires to show their stated level of knowledge of Agile, as well as the sociodemographic traits and features of different segments of interest.

Lastly, through different sessions and convergence and divergence workshops with Good Rebels and Kairós’ teams, we spotted obstacles and opportunities and laid out possible pathways toward innovation or disruption based on the objectives we set.

Grouping these different dimensions and collecting hundreds of surveys targeting suitable profiles provided us with some truly revealing responses for the Spanish market:

  • Percentage of people with knowledge of Agile.
    Percentage of people who use Agile at their business, and to which extent.
  • Distribution by profiles and main motivators.
  • Student journey: points of discovery and contact by profile
    Distribution by sectors, markets and industries.
  • Correlations of position and knowledge vs intent to spend
    Perception of Agile’s value.
  • Development of specific archetypes and Target Person
    Conceptual development and brand opportunity pathways.

An investigation to determine the five key profiles to target our communication.

All this provided us with essential discoveries that steered development for the rest of the project. For example, this includes learning that Agile and Digital Transformation disciplines will soon compete in the same training areas, due to the similarity of their thematic portfolios in organisational culture, digital tools and new frameworks for work. Another example, in another line, is discovering and verifying that 90% of the people in Spain still have no clear, real contact with Agile, so growth potential in this field was still huge.

Generating new profiles and positioning opportunities

Through our work for Kairós, we spotted five key profiles to work on and to which Agile’s executive training must assign a different strategy:

  • Business directors. They manage high-performance teams. They usually have not found time for training and are aware of the program’s validity. They seek networking.
  • Department managers. They manage small technology teams. They believe training is excessively expensive and are aware of the expert training team. They seek real learning.
  • Senior profiles. They are still currently developing their career. They have not had time to inform themselves, although their objective is to position themselves on the market. They seek recognition.
  • Junior profiles. They have little knowledge of the sector. Receiving training is not currently one of their priorities and they are very aware of the price of training. They seek security.
  • HR managers. They will be key over this decade. They still do not have arguments or sufficient information to sell the product within their organisations. They seek guarantees.

Logically, the next step was to develop lines of positioning to see where we could spot clearer opportunities to build the training value proposal for Kairós with Agile. Based on the hypothesis that Agile’s competitive advantage in executive training might be found between the executive programme area and Agile’s pure programmes, we were able to prove that combining both areas is a terrain that has yet to be explored by most competitors in the sector. This, in fact, would be the starting point for Kairós when launching and promoting its new executive programme.

Strategy based on knowledge of the consumer

The greatest conclusion we drew from the research we conducted for Kairós is that the cultural shift in organisations must come from a belief in, and real application of, new frameworks for work in all lines and with all teams. Learning and training in areas like Agile must depend on multiple key players who are supported by general management and a firm investment in the future. This will require actual investment in training, both for middle management and for directors or department managers. In general, confirmation that there are multiple stakeholders involved in decision-making, and that the student’s journey must not always begin at the same place as our customer journey.

“The road to Business Agility will require actual investment in training”.

With this research project and with this premise, we accompanied Kairós as it redefined its training product, created new brand positioning and lifted a new brand voice for communication with each one of the audience archetypes through its different communication assets. To this end, we also launched a digital attraction plan that drew from discoveries in the research phase to optimise segments, key messages and time to market for each one of the new target persons.

The world of Business Agility now has all doors open to transform its training product, all while commoditising the rest of options on the market. For now, the battle to capitalise on the culture shift is being waged. At Good Rebels, we help our clients to win this battle.

NEXT PROJECT

L’Oréal

Menu