Ariel Kelman, EVP and CMO at Oracle, gave a talk today on day one of the Festival of Marketing 2020 and explained how he has found success in driving transformation change in large marketing organisations.
Successful products and services are those with a definite point of view, those that avoid an identity crisis by knowing exactly what they’re not.
Government Digital Service (GDS) has garnered much praise for its transparent and reasoned approach to design.
And whilst smaller organisations may not need ten principles (like GDS), those with a distinctive approach to digital experiences are gaining competitive advantage.
Here’s a revealing case study, from a tech startup founded in 2011, that I think provides food for thought for any business creating new online services.
Changing company culture is difficult to do by definition.
Steve Denning, author of several leadership and management books, describes organisation culture as ‘an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions.
The elements fit together as a mutually reinforcing system and combine to prevent any attempt to change it.’
But company cultural can change, right? This assumption is an integral part of many digital transformation programmes.
In just a few weeks, the UK’s Government Digital Service (GDS) has lost its head, its deputy, its strategy man, its chief designer, its head of user research and its delivery and performance chief.
There seems to be a mix of messages coming out of Whitehall – some talk about the plan always being to devolve the central GDS team into newly-prepared departments (a question of tackling transformation at the correct scale) and others seem to suggest a November spending review is curtailing a GDS that is losing an argument with some of its vocal critics.
I don’t know anything about the machinations of governments but in a broader context it’s pertinent to remind ourselves that momentum doesn’t always gather behind transformation projects.
The Festival of Marketing 2015 will feature a variety of companies discussing the challenge of keeping pace with customer expectation.
The complexity of personal banking provides a particular challenge, one which Chris Woolnough has been wrestling with at MBNA (Bank of America’s credit card).
We caught up with Chris to ask about MBNA’s journey. Here’s what he had to say.
The Festival of Marketing includes 12 stages – see the speaker line-up and book your ticket at festivalofmarketing.com.
Staying on top of changing digital job descriptions is difficult for HR and senior managers.
That’s why Econsultancy has put together a raft of digital job description templates for junior and senior roles in digital that you can adapt to your needs.
But what are the mistakes you want to avoid? Here are five that can attract the wrong candidates, damage your brand or compromise your interviews.
The most important part of digital transformation to our readers is their place within it.
We are continually asking ourselves ‘do I have the skills needed to succeed?’ and we know that learning new skills is the only way to keep pace with change in the industry and our job descriptions.
But how are these job descriptions changing and why?
Recently Mike Bracken announced his resignation as Executive Director of Digital in the Cabinet Office.
He had been leading the digital transformation of UK government through the Government Digital Service (GDS), earning a CBE among other plaudits for his work.
More than anything ‘digital’ has blurred lines.
That might be blurring the lines of what we used to consider typical consumer behaviours or models (e.g. increased focus on behavioural segmentation and targeting rather than relying on, say, demographics), the blurring of lines across physical and digital channels, the blurring of lines across value and supply chains, the blurring of national boundaries and commerce.
It’s becoming increasingly true that there is no longer such thing as a job for life.
The average worker today stays at their job for 4.4 years, according to the Bureau of Labor Statistics, and younger people only stay in their roles for only half that time.
While maturity models are useful, the reality is that large complex organizations often find it difficult to implement a single model.
Instead, they often have to rely on a more organic mix to manage their businesses.
In November we published our Value of Marketing report, in which we discussed the need for CMOs and CFOs to talk the same language.
The current status quo where finance commands the greatest voice in the boardroom needs to be challenged. Half of the FTSE 100 CEOs have an accounting or financial management background, compared to just 10% who come from marketing or advertising.