Achieving the right balance between building in-house capability and outsourcing is one of the defining questions of modern marketing.
Research conducted for Econsultancy’s new Best Practice Guide to Insourcing and Outsourcing indicates that this is an ever-shifting dynamic.
When combined with variations by sector and digital maturity, it means greater complexity for marketers and greater difficulty in establishing exactly what good looks like.
Companies' content strategies are becoming ever more mature, according to research conducted for a new best practice guide.
Econsultancy's new report into Digital Content Strategy highlights the growing importance of Content Strategy, not only as a capability within marketing organisations, but as an emerging discipline with its own associated specialist expertise.
So have we really reached the age of the Content Strategist?
Are marketing and digital having a greater influence on coroprate strategy and its execution?
There can be little doubt that digital leaders within organisations are increasingly finding themselves charged with driving organisational transformation, growth and the development of capability, and are spending more time than ever working with the main boards of their businesses.
So what are the main barriers to securing the backing of senior staff for digital investment and initiatives, and what are the best practices for ensuring not only one-off approval but ongoing support from the C-Suite?
The results of Econsultancy's new research into Securing Board Buy-in reveal both some key challenges but also some smart strategies for success.
Just about every marketer in every company wants to be more agile and more innovative.
The accelerated rate of change in markets, technology development and associated consumer behaviours is challenging every business to reinvent how they originate, commercialise and scale ideas.
In reaction to the growing demand for insight into how organisations are responding to this challenge, Econsultancy has conducted research into how companies are deploying agile thinking, processes and techniques in the service of continuous innovation and the rapid development of new products and services.
The result, our new Digital Transformation: Agility and Innovation Best Practice Guide, sheds new light on what is perhaps nothing less than a watershed moment.
It looks at how companies are beginning to more broadly adopt agile principles beyond real-time marketing and agile development processes within technology teams, and starting to transform the fundamental way in which they work.
Research conducted for the new Econsultancy Best Practice Guide to Digital Marketing Organisation Structures and Resourcing reveals a new level of maturity in how companies are structuring their digital marketing capability.
Is this another indicator that we have reached the end of the digital beginning?
For the first time in Asia, the great and the good of the Malaysian and APAC digital marketing community gathered in Kuala Lumpur recently for the inaugral Future Of Digital Marketing (FODM) Malaysia conference.
Attended by over 400 delegates, and organised in conjunction with the Association of Accredited Advertising Agents Malaysia and Multimedia Development Corp (MDeC), the event saw eight talks.
The talks echoed a key theme articulated by MDeC chief executive officer Datuk Badlisham Ghazali, that "the next wave of economic growth will come from the knowledge-based economy, with digital technology as a key driver of progress”.
Here are just some of the highlights from an excellent conference.
Digital technologies are having a transformational impact on the communications environment but whilst much analysis has been conducted into implications for client-side marketers, a relative paucity of research exists into how agencies are adapting their processes, offerings and capabilities.
Econsultancy's The Progression of Agency Value: Developing a Model for Agency Maturity in a Digital World report, conducted in partnership with Adobe, examines how agencies need to evolve across four key pillars of maturity: data, technology, skills and culture.
In new research conducted by Econsultancy, organisations identified a growing requirement for so-called 'T-shaped' people: staff who have a strong vertical digital skill, but are able to combine that with experience, understanding or empathy of other digital disciplines or traditional marketing practices.
Yet respondents to the research, conducted for the Digital Marketing: Organisational Structures and Resourcing Best Practice Guide, also noted that people with this type of experience are particularly hard to find.
In new research conducted by Econsultancy, one of the key barriers to growth was identified as finding staff with suitable digital skills.
For the Digital Marketing: Organisational Structures and Resourcing report, we also asked participants in the survey about
the specific skill areas that they perceived to be the most difficult to
Web analytics and data topped the list, followed by social
media, and content marketing, indicating that there is already a
potential skills shortage in these areas.
When respondents were asked
which digital marketing disciplines they anticipated would be the key
areas of growth in the coming year, the top answers were social media,
content marketing, and web analytics and data.
The fact that those areas
of predicted growth in resourcing were the same as those that are
already listed as being the most difficult to recruit for means one
thing: a looming talent time bomb.
I have a dislike for the word 'transition' when used in the context of describing the challenge of adapting organisational thinking, practice and output to be more aligned with the new networked, digital environment.
It suggests that there is a beginning, middle and end to the process of change that many organisations are undertaking right now. The reality, of course, is very different.
The requirement for businesses that play in the many markets that are being disrupted by new digital platforms and models is not just to innovate, but to continuously innovate. To adopt an approach to that is, I'd suggest, very different from that which is practiced in most organisations. Agile innovation.