Web
Exhibit of
Exhibit 4
An agile-squad model can raise a company’s metabolic rate.
An agile-squad model can raise a company’s metabolic rate.
Consumer- and market- Marketing cash-
insights squad liberation squad
Central hub for monitoring changes in riorities immediate revie of cost
consumer sentiment/behavior, market base and budget
and regulations Contributes to comany stability
Feeds information to other squads and other marketing efforts eg,
enables quick resonse to market changes communications
Digital marketing Post-CD-
Growth squad and sales squad growth squad
€hares in‚market learnings hub ‡dats current digital ˆ€ Ševelos clear lan for next
ƒdentifies and riorities sales activities to ne reality eg, normal
green shoots digital marketing ‰alances resourcing ith
…timies channel management ‰uilds / evolves digital selling short‚term squad
eg, actions to be taken ith latforms Š‹C or through
offline retailers, inventory / stock artners
management
with the highest value through weekly sprint- collectively understands how to win each type of
progress reviews. customer. Similarly, fast decision making between
local sales and global business units and the rapid
“Agile” does not just mean putting in place iterative, reallocation of resources among them require a
test-and-learn working practices. It means putting stable sales-pipeline management process that
in place a new operating model, built around the they both use.
customer and supported by the right processes
and governance. Agile sales organizations, for
example, continuously prioritize accounts and
deals and decide quickly where to invest. But this Rapid Revenue Response isn’t just a way to survive
is effective only if there is a clear, granular growth the crisis. What companies do today to capture
plan developed by a cross-functional team that revenue quickly lays the foundation for future growth.
Brian Gregg is a senior partner in McKinsey’s San Francisco office; Eric Hazan is a senior partner in the Paris office;
Aimee Kim is a senior partner in the Seoul office; Rock Khanna is a senior partner in the Chicago office; Aimee Kim is a
senior partner in the Seoul office; Jesko Perrey is a senior partner in the Düsseldorf office; and Dennis Spillecke is a senior
partner in the Cologne office.
The authors wish to thank Alexander Dierks and Ryan Gavin for their contributions to this article.
Copyright © 2020 McKinsey & Company. All rights reserved.
Rapid Revenue Recovery: A road map for post-COVID-19 growth 35
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