Do CMOs care about Agile Development?

Short answer? More than you think.

Agile frameworks like SCRUM are typically seen as the domain of developers, project managers or product teams, but marketing leaders are feeling their impact more and more. And for CMOs juggling multiple channels, high-stakes campaigns and shifting priorities, the way their digital teams work matters as much as what they deliver. If you're unsure whether Agile should be on your radar, you might already be feeling the consequences.

So, how does Agile development affect marketing strategy? And more importantly, what happens when your project isn't agile?

Not all delivery models are built equal

Traditional project delivery, often known as Waterfall, follows a linear path: brief, design, build, test and launch. Everything's mapped out upfront, which sounds great until the market shifts, stakeholder goals evolve, or you realise halfway through that a core feature needs rethinking.

In this model, projects usually have fixed costs, fixed scopes, and flexible times. That's a dangerous combination. If the team sticks rigidly to scope but needs more time to deliver, CMOs are left waiting. Worse, if deadlines are immovable, the result is often compromise, less functionality, less polish and less impact.

But if you're thinking, "Isn't predictability the goal?" the real question is, predictable for whom?

Why Agile changes the conversation

Agile, and specifically SCRUM, flips the delivery model on its head. Instead of pushing through a rigid checklist, Agile focuses on fixed cost, fixed time and flexible scope. This might sound like a loss of control, but for marketing leaders used to adapting campaigns on the fly, it's a perfect match.

Each sprint delivers a working version of the product. That means CMOs see value earlier, get faster feedback loops and can shift direction based on real results, not wishful thinking. You're not waiting six months to see if your new client portal works; you're refining it every two weeks based on real user insight.

Still, many CMOs feel left out of this process. And that's where things can get tricky.

When scope creep becomes a blame game

Agencies often struggle under the Waterfall methodology because project scope rarely survives first contact with reality. A seemingly small change, a tweak to a dashboard, or a rebrand midway through can derail timelines and budgets. Teams scramble, CMOs get frustrated and conversations shift from innovation to damage control.

Agile doesn't eliminate scope changes; it expects them.

Agile doesn't eliminate scope changes; it expects them. It encourages flexibility within defined cost and time boundaries. This shared understanding removes the tension between "what was promised" and "what's needed now." CMOs stay involved, priorities remain aligned, and the project adapts to the business.

But here's the catch: Agile only works when everyone's on board, including you.

What CMOs need to ask their agencies

If you're working with a digital partner or looking for one, the development process should be part of the conversation from day one. Not just what they'll build but how they'll make it. Are they working in sprints? Will you have visibility between cycles? How are priorities set and reviewed?

A fixed-scope Waterfall project may feel reassuring at first, but as the pressure mounts, you'll wish you'd planned for agility. By embracing Agile, you're supporting your development team and future-proofing your marketing strategy.

Because when a business moves fast, rigid delivery models don't just slow you down; they leave you behind.

Let's talk about how we build differently.

At Growcreate, we believe in partnership-driven delivery. That means working in sprints, adapting priorities and involving CMOs in every key decision. Technology is a marketing tool, not just an IT asset. Want to see how it works in practice?