Agile marketing has been around for over a decade, but in the past couple of years the positive buzz has veered toward a skeptical murmur.
Did it ever really work?
If it did, is it still relevant?
Does it matter in an era of AI disruption, shrinking budgets, and constant change?
I’m a marketer, and I’ve asked myself those questions, too. Here’s where I’ve landed: Agile marketing has never been more relevant or more important – but only if we do it right.
In order to do that, it’s time to set the record straight. It’s time to call out the imposters, name the real pain points marketers face today, and lay out a practical, end-to-end version of Agile marketing that’s built for 2025 and beyond.
Let me show you what I mean—and why I’m so fired up to reclaim this term for marketers.
Before we talk about Agile, we have to be honest about what it’s like to work in marketing right now. Earlier this year, my team at AgileSherpas surveyed hundreds of marketers. Five themes came through loud and clear.
The top pain point – by far – was pressure to deliver more with fewer resources. Teams feel overextended and underfunded. That squeeze fuels burnout, poor prioritization, and constant stress. I’ve lived that cycle, and you probably have too. It’s brutal, but it’s fixable.
AI dominates every conversation: equal parts hype, fear, and hope. Many marketers want to use it but don’t know how to integrate it into real workflows. They want structure, human judgment, and ways to fold AI in without losing their creative edge. Same.
“Everything is a top priority.” Sound familiar? Shifting targets and weak alignment push teams into reactive mode. Fire drills replace strategy. You don’t know what the business actually values, so you try to do it all. That’s a recipe for wasted effort.
Misalignment with sales, product, and IT creates gridlock. Marketers feel powerless to push back on low-value work, and go-to-market motions stall. Internal politics slow things down just when the market demands speed. I hear this literally every week.
Smaller teams, tighter budgets, and unrelenting demands have created a talent and energy crisis. People feel unsupported, misaligned, and unable to scale without sacrificing sanity.
None of these challenges are brand-new, but their intensity has spiked. The good news? Agile marketing addresses every single one of them when it’s done well.
Agile marketing isn’t a fad; it’s a survival strategy. But the term’s been hijacked by what I call Agile marketing imposters: people who only understand half the concept. Some know Agile but not marketing. Others know marketing but not Agile. A few don’t know either and still give advice.
I’m done letting those voices define our practice.
Agile marketing changed my life. It gave me a way to reduce chaos, focus on outcomes, and build teams that love their craft again.
So I refuse to let watered-down practices and buzzwords ruin that for the rest of us. My new podcast—and this article—are my line in the sand.
When I analyzed our survey results with “Denise,” my digital CEO assistant, one insight stood out: marketers are interested in Agile, but unclear on what it really is and how to apply it.
That’s the gap that AgileSherpas is here to close.
But clarity alone won’t cut it. We have to shift from process talk to pain relief.
Less “Sprints are good, go do Sprints.”
More “You’re burned out, your budget’s been cut, and AI feels like it’s coming for your job—here’s how Agile helps you fight back.”
Real Agile marketing does exactly that. It:
It’s not about working faster. It’s about working smarter and delivering better outcomes with less wasted effort.
In 2025, Agile marketing is bigger than stand-ups and story points. It’s a system-level redesign of how marketing creates and delivers value.
Not “Agile, but for marketers.” A modern operating model for modern work.
At AgileSherpas, we break that model into three parts: the What, the Who, and the How.
The “what” covers strategy, prioritization, planning, and measurement.
Agile teams use data to guide focus, not to justify decisions after the fact. Every activity connects to real business outcomes, and we inspect and adapt as we learn.
We serve two audiences: external customers who buy and internal stakeholders who demand. Balancing both requires clear communication and strong boundaries.
This is also where hybrid teams come in. Humans and AI now work side by side.
The question isn’t “Will AI replace marketers?” It’s “How do we use AI to augment creativity, insight, and speed without sacrificing brand or ethics?”
And leadership matters. Agile leaders don’t micromanage; they coach. They clear roadblocks, build trust, and empower experimentation.
This is where practices meet culture. Yes, we run stand-ups, visualize work, iterate, and hold retros. But the mindset is the multiplier. We value learning over perfection, transparency over politics, and focus over frantic multitasking.
If you’ve followed my work, you’ve heard me say it this way: more flow, less friction; more clarity, less chaos; more focus, fewer fire drills. That’s what real agility looks and feels like.
The Agile Marketing Edge isn’t just a podcast; it’s a rallying cry. Agile marketing isn’t dead. It’s evolving.
And if we want to keep up with constant change, we can’t wait for someone else to define it for us. We have to reclaim it.
Here’s how to start:
This is how we rebuild a version of Agile that is for marketers, by marketers: practical, humane, and outcome-driven.
This moment is ours to claim. I’m here to teach, share, and learn alongside other practitioners who’ve lived this transformation.
Together, we can build marketing systems that are faster, smarter, more human, and built to last.
The struggle is real. So is Agile marketing. Let’s reclaim it—and make it work for us again.
Before moving on, why don't you take a second to get our Agile Marketing Transformation Checklist?