tag:econsultancy.com,2008:/topics/digital-transformation Latest Digital Transformation content from Econsultancy 2016-09-22T12:17:52+01:00 tag:econsultancy.com,2008:ConferenceEvent/833 2016-09-22T12:17:52+01:00 2016-09-22T12:17:52+01:00 Festival of Marketing <p>The Festival of Marketing is a unique experience where ambitious marketers can discover, learn, celebrate and shape the future together. As the largest global event dedicated to brand marketers, the Festival reflects the very nature of marketing – seamlessly blending inspiration and practical application.</p> <p>This is a place for professionals to experience everything they need to find success – the ideas, the connections and the practical skills. It is both inspiring and hands on learning. Marketing is creative, strategic and tactical and the Festival is built in this spirit.</p> <p>We do this through an expert conference programme boasting more leading marketing minds than anywhere else on the planet, along with workshops, training, awards and networking opportunities.</p> <p>Whether you’re attending the conference at the Festival, celebrating your successes at the Masters of Marketing awards or joining our partners at the Official Festival Fringe, you’re part of an experience like no other.</p> tag:econsultancy.com,2008:BlogPost/68186 2016-09-12T11:56:00+01:00 2016-09-12T11:56:00+01:00 A model for Digital Transformation: Pioneers, settlers & town planners Andy Budd <p dir="ltr">But when digital disruption comes knocking, this rigid specialisation can also be their downfall. </p> <p dir="ltr">My friend Matt Locke suggests companies have a dominant tempo. Fashion brands work around seasons, publishers on editions, and tech companies in sprints.</p> <p dir="ltr">If you come from a different discipline, like digital design, there's a good chance you will clash with the dominant tempo, and get rejected.</p> <p dir="ltr">As a fan of the concept of “<a href="https://en.wikipedia.org/wiki/Shearing_layers">shearing layers</a>” popularised by Stewart Brand, the idea of tempo clashes rings true to me. </p> <p dir="ltr">I recently came across the concept of <a href="http://blog.gardeviance.org/2015/04/the-only-structure-youll-ever-need.html">Pioneers, Settlers and Town Planners</a> (PST) which is derived from Robert X Cringely's "Accidental Empires". This builds on the shearing layer model.</p> <p dir="ltr">PST holds the idea that there are essentially three types of behaviours and cultures in the business landscape.</p> <h3 dir="ltr">Pioneers</h3> <p dir="ltr">Pioneers are your typical early stage startup types; designers and technologists who like charting new territory, taking risks, and exploring novel approaches.</p> <p dir="ltr">They are comfortable with a high degree of uncertainty and their experiments often fail.</p> <p dir="ltr">Rather than feeling dejected, pioneers see it as a huge learning opportunity. They are early adopters and bedroom hackers, always playing at the edge of the <a href="http://www.practicallyefficient.com/2010/09/28/the-adjacent-possible.html">adjacent possible</a>. </p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0007/8965/pioneers.jpg" alt="" width="848" height="565"></p> <p dir="ltr">Pioneers are great at innovating new products, getting them to beta, and figuring out product-market fit.</p> <p dir="ltr">Their mantra of “move fast and break things” doesn’t always work at scale.</p> <p dir="ltr">It’s common for pioneers to hop between teams and startups, always looking to be at the bleeding edge where their skills are most valued.</p> <h3 dir="ltr">Settlers</h3> <p dir="ltr">Once the territories have been charted, the settlers come into their own.</p> <p dir="ltr">Settlers see opportunity opening up in front of them, and know how to take advantage of it.</p> <p dir="ltr">In the new world they were the early homesteaders, cattle barons and gold miners, turning the natural resources discovered by the pioneers into cold, hard cash.</p> <p dir="ltr">Later settlers opened saloons and stores, supporting the early pioneers. After all, it’s often better to sell shovels in the midst of a gold-rush. </p> <p dir="ltr">In today's world, the settlers are the entrepreneurs, startup founders, growth hackers and social media marketing execs.</p> <p dir="ltr">They excel at spotting new opportunities, nurturing them, and getting them to scale.</p> <p dir="ltr">Most new companies are started by pioneers, but it’s the settlers who make the ventures successful. </p> <h3 dir="ltr">Town planners</h3> <p dir="ltr">Maintaining scale is difficult. This is where the town planners step in.</p> <p dir="ltr">These city elders are the department leaders and operations teams; the design researchers, dev-ops specialists and QA teams.  </p> <p dir="ltr">They bring a level of rigour and practice to what was once the Wild West, providing structure, dealing with governance, and supporting the entire ecosystem.</p> <p dir="ltr">Town planners can turn a fast growing company into an efficient and well-oiled machine.</p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0007/8966/sim_city.jpg" alt="" width="599" height="387"></p> <p dir="ltr">Most of the traditional companies I work with have been around for a long time.</p> <p dir="ltr">They’ve been through their pioneering stage many years back, and are now firmly focussed on town planning.</p> <p dir="ltr">They’re optimised to do one or two things very well, be that sourcing new fashions, publishing new authors, or delivering kick-arse code, and they excel at doing this.</p> <h3 dir="ltr">The pace of change</h3> <p dir="ltr">The business landscape is changing much faster than companies realise.</p> <p dir="ltr">Technology isn’t just something your CTO can buy in. It comes with a set of cultures, processes and practices that are fundamentally changing the way businesses work. </p> <p dir="ltr">Technology is also changing consumer expectations in a massive way, and the town planners are struggling to keep up.</p> <p dir="ltr">Every new change requires a feasibility study, a policy decision and new governance criteria.</p> <p dir="ltr">All this effort is wasted if there are no pioneers and settlers around to implement these edicts.</p> <p dir="ltr">Older organisations have the tendency to accrete policy rather than take advantage of opportunity.</p> <p dir="ltr">The tech companies realised this, which is why they’ve always strived to maintain a healthy balance of pioneers, settlers and town planners.  </p> <p dir="ltr">When the environment starts to change, the pioneers are already there, looking for new opportunities.</p> <p dir="ltr">When something interesting comes up, the settlers can quickly turn it into a new revenue stream, keeping the system flexible.</p> <p dir="ltr">The small number of town planners these organisations have are there to support the pioneers and settlers, giving them just enough structure to be efficient, but no more.</p> <p dir="ltr">For traditional businesses, this means cutting down the number of town planners required, building an amazing team of settlers, and maintaining enough pioneers to manage the change and feed the business with new opportunities.</p> <p dir="ltr">Essentially it means moving from a command-and-control organisational structure to a networked organisational structure.</p> <p dir="ltr">Agencies trying to help traditional companies manage digital transformation need to identify the pioneers, make it easier for them to do their work, and build out that capability if required.</p> <p dir="ltr">They also need to support the settlers, helping them be more effective through coaching, training and the creation of simple tools, processes and design patterns.</p> <p dir="ltr">Lastly they need to work with the town planners to ensure that they have the right governance, zoning and infrastructure in place. </p> <p dir="ltr">Digital transformation projects are doomed to fail if they only focus on one of these constituents; like trying to create new pioneers through an innovation hub, or imposing a design language on teams with no thought to how if fits into the existing workflow.</p> <p dir="ltr">Only by working across all three shearing layers, and with all these constituents, can you truly embrace <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>.</p> tag:econsultancy.com,2008:BlogPost/68221 2016-09-07T15:41:25+01:00 2016-09-07T15:41:25+01:00 Embracing digital transformation in the Pharma and Healthcare sectors Lynette Saunders <p>According to <a href="https://www.econsultancy.com/blog/67881-seven-big-challenges-facing-healthcare-marketers/">Deloitte Consulting</a>, healthcare and pharma marketers spent just $1.4bn on digital ads, a figure that lags marketers in other industries.</p> <p>One of the consequences of this digital underinvestment is that this has created opportunities for third parties to become the go-to resources for consumers and physicians looking for healthcare information online.</p> <p>Our new <a href="https://www.econsultancy.com/reports/embracing-digital-transformation-in-the-pharma-and-healthcare-sectors/">Embracing Digital Transformation in the Pharma and Healthcare sectors report</a> looks at the opportunities and challenges faced by organisations looking to respond to competition, and the changing needs of their customers and the approaches they are taking.   </p> <p>The research is based on interviews with senior digital professionals across a range of pharmaceutical, biotech and consumer healthcare companies which included Alere Inc, Fermenta Biotech Limited, GSK Consumer Healthcare, MSD AP, Lenovo Health, Ogilvy Commonhealth Worldwide, Roche Products Limited and Takeda Pharmaceuticals. </p> <p>It was also supplemented with data from our own research looking at digital trends for 2016 and beyond, along with third party research.   </p> <p>For more insight, Econsultancy subscribers can download the full report, but here are several key trends and insights emerging from the study. </p> <h3>Responding to changing customer needs</h3> <p>Consumers are increasingly expecting the same level of experiences from brands, whether they be digital trend setters like Amazon and Apple or healthcare providers.</p> <p>Companies are looking at how digital can improve the relationship their sales reps have with their customers and how they can impact the experience for the end consumer or patient. </p> <p>This need to focus on the customer experience by putting the customer at the centre was highlighted by some of the companies interviewed. </p> <p>This is backed up by Econsultancy’s survey which shows that just over a fifth of company respondents from the pharma and healthcare sectors said that customer experience represents the single most exciting opportunity for their organisation to deliver on their priorities for 2016. </p> <p><strong><em>Which one area is the single most exciting opportunity for your organisation in 2016?</em></strong></p> <p><img src="https://assets.econsultancy.com/images/0007/8394/DT_in_Pharma_exiting_op_2016.JPG" alt="" width="981" height="640"></p> <p>However, some companies we interviewed said that defining what customer experience means is a challenge. </p> <p>Companies emphasised the importance of developing and strengthening relationships with customers and looking at ways to provide added value services and the role that digital could play in supporting this.</p> <p>For many companies they were focusing on customer journey mapping to understand the touchpoints and the experience customers have with their products and how they engage with their brand to identify any pain points where digital can improve the experience. </p> <p>Companies talked about the challenge they were still facing around the ROI of digital and the need for new customer-focused indicators.</p> <p>Measuring engagement and satisfaction is becoming increasingly important to understand the quality of interactions.</p> <h3>Content optimisation seen as top digital priority</h3> <p>Companies talked about the need to deliver more timely and relevant content.</p> <p>This focus on optimising content was highlighted as a top digital priority for 2016 by close to a third of pharma and healthcare companies, with targeting and personalisation ranked second by just over a quarter of respondents.   </p> <p><em><strong>Which three digital-related areas are the top priorities for your organisation in 2016?</strong></em><img src="https://assets.econsultancy.com/images/0007/8395/DT_in_Pharma_Digital_Ops_chart.JPG" alt="" width="987" height="649"></p> <p>With the focus on digital services becoming more automated and personalised a number of pharma companies talked about moving into the area of marketing automation.</p> <p>They recognised the need to serve more relevant content based on a customer’s profile that is more relative to their needs and provided in a much more efficient and timely way. </p> <h3>Digital needs to be part of the DNA of the organisation</h3> <p>For many companies it is about ensuring digital is a part of the DNA of the organisation, where digital and traditional are fully integrated.</p> <p>For this to be effective and for digital to thrive and not be seen as a one-off project, the right culture and skills need to be in place.</p> <p>Companies were embarking on a number of ways to drive this cultural shift.</p> <p>Digital technology is changing the traditional and highly-regulated world of pharma and healthcare.</p> <p>We are witnessing a shifting focus towards health and wellness and digital is presenting new opportunities for companies to get closer to their customers and enhance the customer experience. </p> <p>Pharma and healthcare organisations are therefore not immune to <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a> and can no longer treat digital as a separate bolt-on to the traditional way of doing things. </p> <p><em>For more insight download our new <a href="https://www.econsultancy.com/reports/embracing-digital-transformation-in-the-pharma-and-healthcare-sectors/">Embracing Digital Transformation in Pharma and Healthcare sectors report</a>.</em></p> tag:econsultancy.com,2008:Report/4230 2016-09-07T11:00:00+01:00 2016-09-07T11:00:00+01:00 Embracing Digital Transformation in the Pharma and Healthcare Sectors <p>The <strong>Embracing Digital Transformation in the Pharma and Healthcare Sectors </strong>report looks at the opportunities that digital presents in these sectors, how they are responding to the changing needs of customers, the challenges companies are facing in digitally transforming themselves and how they are approaching these challenges.</p> <h2>Methodology</h2> <p>We carried out a series of in-depth interviews with senior digital professionals from across a range of pharmaceutical, biopharmaceutical and consumer healthcare companies to understand how they were responding to different opportunities and challenges.</p> <p>Companies interviewed included Alere Inc, Fermenta Biotech Limited, GSK Consumer Healthcare, MSD AP, Lenovo Health, Ogilvy Commonhealth Worldwide (OCHWW), Roche Products Limited and Takeda Pharmaceuticals.</p> <p>We also looked at sector-specific data from our <a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://www.econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends">2016 Digital Trends report</a> published earlier this year.</p> <h2>You'll discover findings around:</h2> <ul> <li>Why companies need to have digital transformation on their agenda.</li> <li>How companies are responding to the changing needs of customers and putting them at the centre of everything.</li> <li>Ways in which companies are looking at digital and how it can support interactions with their customers.</li> <li>How companies are focusing on optimising content as a top digital opportunity and challenging the way they deliver content.</li> <li>The need for change management to deliver digital transformation and how companies are driving this cultural shift.</li> <li>How companies are demonstrating the value of digital and developing digital skills across their organisations.</li> <li>The new opportunities and challenges from innovation and technology.</li> <li>Overcoming the obstacles ahead as digital becomes more of a focus for companies.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> <h2>How we can help you</h2> <h2 style="font-weight: normal; color: #3c3c3c;"><a style="color: #2976b2; text-decoration: none;" href="https://econsultancy.com/training/digital-transformation" target="_self"><img style="font-style: italic; height: auto; float: right;" src="https://assets.econsultancy.com/images/resized/0004/8296/rgb_dt_logo-blog-third.png" alt="Digital Transformation" width="200" height="66"></a></h2> <p style="font-weight: normal; color: #3c3c3c;"><a title="Digital transformation - Econsultancy" href="https://econsultancy.com/training/digital-transformation/">Digital transformation</a> is a journey that's different for every organisation. To enable delivery of your digital vision (or help you shape that vision) we’ve designed a comprehensive approach to tackle your transformation.</p> <p>Covering everything from strategic operational issues, down to specific marketing functions, we will work with you to achieve digital excellence.</p> <p>Talk to us about an initial, no-cost consultation.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li> <p>EMEA: +44 (0)20 7269 1450</p> </li> <li> <p>APAC: +65 6809 2088</p> </li> <li> <p>Americas: +1 212 971-0630</p> </li> </ul> <p style="color: #6b6b6b;"> <iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:econsultancy.com,2008:BlogPost/68185 2016-08-23T14:32:40+01:00 2016-08-23T14:32:40+01:00 Four different approaches to digital transformation: Which suits your needs? Andy Budd <p dir="ltr">Organisations can’t help but be affected by the new digital economy, whether they like it or not.</p> <p dir="ltr">For individuals and organisations who have accepted the need for change, there are four key approaches for tackling <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>.</p> <h3 dir="ltr">1. Top-down culture change</h3> <p dir="ltr">The most obvious approach - and the one that is most likely to succeed - comes from massive, top-down culture change, sponsored by the leadership team.</p> <p dir="ltr">This requires understanding, determination, expertise, commitment, and a significant amount of investment to break existing patterns of behaviour and impose a new organisational culture.</p> <p dir="ltr">Large parts of the organisation will need to be restructured, new skills will need to be brought in, and some people’s jobs will inevitably be made redundant.</p> <p dir="ltr">This change will be uncomfortable for some. But the result is hopefully a leaner, more efficient and more digitally savvy organisation.</p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0007/8340/gds.png" alt="" width="700"></p> <p dir="ltr">If you are going to follow the top-down approach, it’s vital that the leadership is fully committed, and has the support of both their shareholders and their board.</p> <p dir="ltr">True digital transformation can take many years to achieve, and may initially be at odds with the desire for quarterly results.</p> <p dir="ltr">Government Digital Services in the UK adopted this approach after the success of their Alpha Gov exemplar project.</p> <p dir="ltr">Subsequent members of <a href="https://econsultancy.com/blog/63430-the-digital-beauty-of-gds-government-digital-service/">the early GDS team</a> have taken this approach to other institutions like The Co-op, Citizens Advice Bureau, and Saga.</p> <p dir="ltr">Other, more commercial companies like IBM and Tesco have followed a similar route.</p> <h3 dir="ltr">2. Testing the waters</h3> <p dir="ltr">When senior leadership haven’t fully bought into the digital transformation agenda, somebody lower down the chain may suggest a trial project to demonstrate the benefits of this new approach.</p> <p dir="ltr">This would typically be an influential product owner or discipline head like the head of digital or head of marketing.</p> <p dir="ltr">Ideally the trial project would have senior support, allowing barriers to be effectively cleared away. Occasionally these activities will happen under the radar, in which case they are run as skunk-works projects. </p> <p dir="ltr">If the chosen project becomes a success, it will be used as an template for this new way of working. To get noticed, it helps if the project has a relatively big impact, while not being business critical.</p> <p dir="ltr">To that end, most exemplar projects require a large internal comms effort to demonstrate that this new way of working is having the desired results.  </p> <p dir="ltr">Project blogs, posters, and presentations all become useful communication tools in the transformational agenda.</p> <p dir="ltr"><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?list=PL1-kPkZBw50H8ta2BnbQDq-3rl6IRywvH&amp;wmode=transparent" width="640" height="360"></iframe></p> <p dir="ltr">It's common for those who led the successful project to receive some kind of promotion, and be allowed to oversee further transformation efforts.</p> <p dir="ltr">The members of the successful team will typically go on to lead other teams, sharing the knowledge they gained throughout the process. As such, the career benefits for pushing such an agenda can be sizeable.</p> <p dir="ltr">If the project fails, it’s easy to blame the failure on this new way of working, and assume the organisation isn’t ready for such a radical change.</p> <p dir="ltr">While this may be true, it can be very difficult for the project team to fully adopt the new way of working if they have to significantly interact with the wider organisation and the old way of doing things.</p> <p dir="ltr">As such, the project will be much more likely to succeed if it is relatively stand-alone and doesn’t require a lot of inter-departmental co-ordination. This makes picking the perfect project something of a skill.</p> <h3 dir="ltr">3. Departmental change</h3> <p dir="ltr">When changing the entire organisation is too much, many organisations start by changing the digital team.</p> <p dir="ltr">This typically involves hiring significant numbers of in-house designers and technologists to replace incumbent agencies and underperforming staff.</p> <p dir="ltr">Ideally this process will be led by a new board-level hire in the form of a Chief Digital Officer, Chief Design Officer or Chief Experience Officer.</p> <p dir="ltr">While this can be done at VP or Director level, they often lack the organisational power to renegotiate project governance between departments.</p> <p dir="ltr">Governance often becomes a key battleground with this approach as senior product owners are required to cede a certain amount of control over to digital domain experts.</p> <p dir="ltr"><iframe src="https://www.youtube.com/embed/TotoIZdle3c?list=PL1-kPkZBw50H8ta2BnbQDq-3rl6IRywvH&amp;wmode=transparent" width="640" height="360"></iframe></p> <p dir="ltr">It’s typical for product owners to set business outcomes, but product managers and UX leads to decide how those goals are to be achieved.</p> <p dir="ltr">It’s worth noting that large organisations are resilient to change, and favour a natural state of equilibrium.</p> <p dir="ltr">Alterations in management - as we’ve recently seen with GDS - can undo many years of good work.</p> <p dir="ltr">Because of this, senior leaders need to ensure departments don’t revert back to the old way of doing things when new managers are put in place.</p> <h3 dir="ltr">4. Bottom-out culture change</h3> <p dir="ltr">The final approach is driven by people with a passion for the digital way of doing things, spreading that knowledge amongst their peers.</p> <p dir="ltr">They do this by sharing new tools, thought processes and approaches through the organisation via meet-ups, brown bag sessions, talks, and training.</p> <p dir="ltr">I call this bottom out rather than bottom up as these talented individuals have typically tried and failed to convince middle management about the need for change.</p> <p dir="ltr">In a classic internet era approach, they’re attempting to root around the blockage.</p> <p dir="ltr">They’re trying to expose as many people in the organisation as possible to this new way of doing things, in the hope that the culture will eventually transform from the bottom out.</p> <p dir="ltr">Sadly this approach is often frustrated by middle management, forcing these precious and talented individuals to leave the company for a culture that is more appreciative of their efforts and input.  </p> <h3 dir="ltr">Digital transformation is hard</h3> <p dir="ltr">All worthwhile changes are hard, and digital transformation is no exception. Most organisations will need to try a few times before fully adopting a “digital mindset”.  </p> <p dir="ltr">However with more and more services being mediated through technology, and an increasing share of revenue being made online, there is little doubt that digital is the future.</p> <p dir="ltr">As such, it is the responsibility of all future-facing organisations - and their leaders - to embrace digital transformation.</p> <p dir="ltr"><em>For more on <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>, read:</em></p> <ul> <li><a href="https://econsultancy.com/blog/67248-the-a-z-of-digital-transformation/"><em>The A-Z of digital transformation</em></a></li> <li><a href="https://econsultancy.com/blog/66536-digital-transformation-in-financial-services-challenges-and-opportunities/"><em>Digital Transformation in Financial Services: challenges and opportunities</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68210 2016-08-22T14:57:44+01:00 2016-08-22T14:57:44+01:00 How programmatic advertising is helping drive the digital transformation agenda Seán Donnelly <p>By combining automation and data, programmatic can enable marketers to make use of everything they know about their audience to send them personalised advertisements and customised messaging in real time.</p> <p>For this reason, the implications for marketing professionals, marketing departments and <a href="https://econsultancy.com/blog/68066-top-100-digital-agencies-2016-the-state-of-the-industry/">the agency landscape</a> are revolutionary. </p> <p>The reality though is that many marketers have been slow in getting to grips with this new approach.</p> <p>To try and understand why, I caught up with Head of Digital at Disrupt the Market Ltd and Econsultancy trainer Andy Letting. </p> <p>Andy, an established senior digital leader, has worked across a range of digital transformation projects supporting traditional businesses to adapt to the fast paced world of digital marketing.</p> <p>He will be delivering a programmatic workshop prior to Marketing Week and Econsultancy’s <a href="http://conferences.marketingweek.com/mc/programmatic/getwiththeprogrammatic">Get with the Programmatic 2016</a>, taking place on September 21.</p> <h4>Programmatic has been around for several years now. Is there are a reason why some organisations have been hesitant about making it a part of their marketing activities? </h4> <p>“If I put a digital hat on, the process is straightforward in terms of data and technology. </p> <p>"For marketers schooled in traditional marketing and non-marketers within a business, it might be easy to get confused by the vocabulary used to describe programmatic and so it can be difficult to get your head around. </p> <p>"My background is all digital and so I am used to thinking about data, reaching the right audiences and rigorous measurement.</p> <p>"I can however understand how programmatic may not have evolved as quickly within mainstream marketing departments due to organisational structures, marketing skillsets and leadership teams which may not have come from a digital background."</p> <h4>Digital transformation is a topic that we spend a lot of time thinking about at Econsultancy. Is it fair to say that programmatic is another lever driving the transformation agenda? </h4> <p>“Digital is disruptive by its own nature; whether that's from a customer’s perspective or within an organisation.</p> <p>"I think programmatic could be seen as disruptive within the media buying space but then again digital as a whole is disruptive. Mobile has been disruptive for many years now.</p> <p>"There are different areas of digital from website design, media buying, tracking customer journeys, operations and ecommerce.</p> <p><em>A hub and spoke model for organisational structure</em></p> <p><img src="https://assets.econsultancy.com/images/0007/8319/hub_and_spoke.png" alt="" width="336" height="323"></p> <p>"Programmatic is just another iteration that to some extent is simplifying a way of buying media that was fairly clunky and not straightforward."</p> <hr> <p>Andy makes a good point. Programmatic is another step along the path to <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>.</p> <p>Another theme that regularly surfaces from Econsultancy research, analysis and client discussions is the requirement to become more customer centric.</p> <p>A key barrier in becoming more customer centric cited by many businesses is that of organisational structure. </p> <p>Econsultancy publishes a very popular report called “<a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">Digital Marketing: Organizational Structures and Resourcing Best Practice Guide</a>” which offers guidance to companies on organisational restructuring and digital transformation.</p> <p>The report first came out in 2011 but has been revised since. Among other things it proposes a digital maturity model which has five stages of evolution:</p> <ol> <li>Dispersed</li> <li>Centralised</li> <li>Hub and spoke</li> <li>Multiple hub and spoke</li> <li>Fully integrated</li> </ol> <p>The end vision for ‘digital’ is essentially that it becomes so much part of the organisation that it ceases to exist as a separate function.</p> <p>Many organisations though, are currently somewhere between the centralised and hub and spoke stages. This means that they still have separate marketing and digital teams.</p> <p>I asked Andy how the separation between digital and marketing teams might impact upon the effectiveness of programmatic campaigns.</p> <hr> <h4>You mention the separation of digital and marketing teams. Could there be an issue where programmatic campaigns are run separately to other marketing initiatives?</h4> <h4>Or could there be an issue where digitally minded people are able to structure a programmatic campaign but may not have the same marketing and commercial awareness as their colleagues in the marketing team? </h4> <p>“Yes that's a good point. From my experience programmatic has always been a nice to have. I've generally seen it sit within the digital team.</p> <p>"How closely the digital team works with the marketing team depends upon the organisation.</p> <p>"I think you'll find that because it's perceived as technical, you will find traditional marketers may be wary either because of a lack of exposure or knowledge. </p> <p>"As digital becomes more immersed within the marketing department and the marketing framework, we still start to see the two working in more harmony. </p> <p>"Until digital is fully integrated into the business and the marketing team has been skilled up on digital, that knowledge gap and challenge will remain.</p> <p>"The reality is you need both. You need to know who your customer is and also the technical know-how of how to reach those people.</p> <p>"If you take an FMCG company like P&amp;G or Unilever that owns multiple brands, one approach to integrating programmatic into other marketing activities may involve testing.</p> <p>"One brand could test programmatic by having an internal sponsor who can put the building blocks in place and take other business stakeholders on a journey. </p> <p>"Ultimately though, programmatic is all about focusing on the customer and pulling together skillsets within the organisation to reach that customer in ways that you haven't done before.</p> <p>"That means getting brand buy in and support. You will also need to bring together legal and data teams.”</p> <h4>In <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">Econsultancy’s 2016 Digital Trends report</a>, 7 out of 10 marketers said that optimising the customer journey across multiple touchpoints was going to be very important for their marketing over the next few years.</h4> <h4>Is there an opportunity for programmatic to serve different kinds of advertising depending on where somebody is along that journey? </h4> <p>“So there are a number of things here. Of course, advertising needs to be relevant.</p> <p>"If you are in the infancy of your programmatic journey, you will have your lookalike models, CRM models and your prospecting models and you'll put them into the data pot (DMP) to try and get them all to work together. </p> <p>"I think the reality is that relevance is the utopia but at the same time that is only as good as your data.</p> <p><img src="https://assets.econsultancy.com/images/0007/8318/touchpoints.png" alt="" width="700" height="583"></p> <p>"From my experience, a lot of brands have really struggled in terms of getting <a href="https://econsultancy.com/blog/65425-what-is-the-single-customer-view-and-why-do-you-need-it/">a single customer view</a> and (so) have been very reliant on partnership data, second-party data and even third-party data.</p> <p>"Ultimately where the real value lies is in creating unique data sets that are so refined to that customer and that need that ultimately you are driving greater conversion and greater revenues.</p> <p>"There are many different scenarios that you play out that you then have to adapt and make use of the learnings. For instance, programmatic buying on Facebook is probably one of the most advanced in terms of data available.</p> <p>"The data that Facebook has on people is phenomenal. That's why there's this huge head-to-head between Facebook and Google. </p> <p>"My point is that programmatic can help marketers to see opportunities. For example, you can do A/B testing and seed videos on Facebook for 24 hours.</p> <p>"Then, Facebook can scale up the video that gets the most traction after 24 hours to meet your budget automatically. It's all done in an automated fashion. </p> <p>"Also, what can actually happen is that brands find out that they've inspired audiences that they never knew were interested in their brand and so suddenly they get all of this insight back from testing that can completely reshape their customer profiling and awareness. </p> <p>"For me it's about bringing that insight back into the business to reform campaigns.”</p> <h4>If marketers are going to launch and optimise ad initiatives as opportunities emerge, does this suggest that the process of setting advertising budgets on quarterly cycles may not be appropriate for managing campaigns that need to be managed in real time?</h4> <p>“The Financial Controller will give you a budget but it’s important that you make some of that budget available for some sort of innovation. You take a percentage of your budget and that's your innovation pot.</p> <p>"If you don’t make budget available for testing, you won’t be able to benefit from programmatic and other new tactics."</p> <hr> <p>As organisations continue to respond to digital and the opportunities available through tactics like programmatic, we can expect to see a new marketing model that marries the ability of marketers to think creatively with the precision of utilising multiple data sets to create a single customer view and deliver automated campaigns that can be adapted on the fly.</p> <p>For this reason, marketers may need to embrace programmatic and the opportunities it brings or they risk being left behind.</p> <p>To continue your programmatic education, why not attend <a href="http://conferences.marketingweek.com/mc/programmatic/getwiththeprogrammatic">Get with the Programmatic</a>, Econsultancy and Marketing Week’s conference on the topic, taking place on in London on September 21.</p> tag:econsultancy.com,2008:RoundtableEvent/827 2016-08-10T11:52:32+01:00 2016-08-10T11:52:32+01:00 Digital Transformation: Developing a Customer Centric Culture <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Aimed at those leading transformation initiatives</strong>, our <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://econsultancy.com/training/digital-transformation/">Digital Transformation</a> roundtable series is designed to give you both insight into the trends and findings from our latest research, and the opportunity to discuss with your peers the issues you’re facing.</p> <p>With the customer owning the relationship more than ever before, it is increasingly important to put the customer at the heart of your organisation. Being truly customer centric requires everybody within your organisation to live and breathe the same values.  </p> <p>You are required to understand who your customers are, their needs, challenges, behaviours and how to react as they adapt.</p> <p>But if you’re not already doing this, how do you manage the cultural shift? </p> <p>This roundtable will explore key challenges in developing a customer centric culture and how to make it stick. </p> <h3 style="border: 0px; vertical-align: baseline; color: #004e70;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Agenda</strong></h3> <p>We will discuss: </p> <p>- understanding your customer </p> <p>- using data to anticipate and respond to customer needs</p> <p>- managing an “always on” approach </p> <p>- customer centricity and organisation structure </p> <p>- the need for a chief customer officer? </p> <p>- managing customer centricity across people, process technology and culture</p> tag:econsultancy.com,2008:TrainingDate/2961 2016-08-10T05:00:41+01:00 2016-08-10T05:00:41+01:00 Econsultancy's Certificate in Digital Marketing & Google AdWords Qualified Individual Certification - Singapore <h3><strong>Course benefits</strong></h3> <p>Econsultancy and ClickAcademy Asia are proud to launch the first world-class Certificate in Digital Marketing programme in Singapore catering to senior managers and marketing professionals who want to understand digital marketing effectively in the shortest time possible. Participants who complete the programme requirement will be awarded the <strong>Econsultancy's Certificate in Digital Marketing</strong> and <strong>Google AdWords Qualified Individual</strong> <strong>Certificate</strong>.</p> <p>The double certification programme is uniquely positioned to deliver these benefits:</p> <ul> <li>Course content and curriculum provided by Econsultancy of UK, the world leading digital marketing best practice community and publisher with 250,000+ subscribers</li> <li>Certification in Google AdWords, a highly sought-after professional qualification by Google for digital marketing professionals</li> <li>3 free credits to download 3 Econsultancy reports (worth USD695/report) from Econsultancy's portal containing 500,000+ pages of digital marketing resources, reports and best practice guides</li> <li>Short 8-week course with lesson once or twice a week</li> <li>Practical and real-life training by certified digital marketing practitioners</li> <li>Conducted locally in Singapore with ‘live’ face-to-face training, and not webinars or online learning</li> </ul> <h3>Econsultancy's Reports (Complimentary)</h3> <p>FREE 3 Credits to download Econsultancy's reports from Econsultancy's <a href="https://econsultancy.com/reports/">portal</a> containing 500,000+ pages of digital marketing resources, reports and best practice guides.</p> <h3><strong>Course Details</strong></h3> <p>This double certification course is a 8-week part-time programme for working professionals who intend to upgrade their knowledge in digital marketing. Upon successful completion of the programme, participants will obtain a double certification, and are awarded the Certificate in Digital Marketing (powered by Econsultancy) and the Google AdWords Individual Qualification. </p> <p>This is a part-time programme with 64 contact hours (total 8 days) spread over 8 weeks. Participants will only be certified after passing the Google AdWords exams and the digital marketing project, and complete at least 52 contact hours. </p> <p>The part-time programme covers topics ranging from the overview of digital marketing, customer acquisition channels to social media marketing. </p> <p><strong>Start Date:</strong> 11 Oct 2016</p> <p><strong>Venue:</strong> Lifelong Learning Institute, Singapore, #04-02</p> <p><strong>Course Fee:</strong><strong> SGD 5,880/pax</strong><br>(SGD2,000 discount for Econsultancy’s paying subscribers at SGD 3,880/pax.)</p> <p>To find out more and register, click <a href="http://www.clickacademyasia.com/wp-content/uploads/2016/06/doublecert-brochure-sg-my-2H2016.pdf" target="_blank">here</a>.</p> <h4>For enquiries, please contact us<strong> </strong>at +65 6653 1911 or email<strong> <a href="mailto:%20apac@econsultancy.com" target="_blank">apac@econsultancy.com</a></strong> </h4> tag:econsultancy.com,2008:BlogPost/68123 2016-08-04T13:00:36+01:00 2016-08-04T13:00:36+01:00 A day in the life of... Head of Digital at Formula E Ben Davis <p>N.B. If you're looking for a new challenge in digital our <a href="https://jobs.econsultancy.com/">jobs board</a> lists hundreds of open positions, and you can benchmark your own digital knowledge using our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>.</p> <h3>Please describe your job, Tom!</h3> <p>I lead the development of all our consumer-facing digital products and innovations; from the more traditional website and app channels to the <a href="http://fiaformulae.com/en/news/2014/december/fanboost-a-unique-interactive-experience.aspx">world-first FanBoost activation</a> and our <a href="http://www.theverge.com/2016/3/25/11303932/formula-e-races-virtual-reality-oculus-vive-playstation-vr">virtual reality</a> and <a href="http://fiaformulae.com/en/news/2016/march/formula-e-launches-breakthrough-race-off-pro-series.aspx">eSports trials</a>. </p> <h3>Whereabouts do you sit within the organisation? Who do you report to?</h3> <p>Currently I sit within the Media team, reporting into our Director of Media.</p> <p>I work closely with our Marketing and Communications team to ensure the platforms and products are fit for purpose and built based on fan feedback.</p> <p><img src="https://assets.econsultancy.com/images/0007/7604/tom_halls.jpg" alt="tom halls" width="350"></p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>Project management skills are important, but equally the ability to manage multiple agencies to deliver on a unified vision is key.</p> <p>You have to be able to articulate complex <a href="https://econsultancy.com/blog/67500-what-is-digital-product-management/">digital projects</a> in layman’s terms, whether you're presenting to our board or sponsors, through to the smallest details required at an executional level with our agencies.</p> <p>Effective delegation and the ability to prioritise is essential, but a passion and deep understanding of the existing and upcoming digital landscape goes a long way in ensuring that every experience is best in class, or heading in that direction.</p> <p>We sometimes forget we’re only two years old as an organisation and won’t get everything right first time, so the ability to learn from mistakes and evolve from there is critical.</p> <h3>Tell us about a typical working day…</h3> <p>I’m not sure a typical working day exists; there’s an element of routine to my working life, but with a full race calendar throughout the year and our ambition to drive innovation, every day feels different!</p> <p>I tend to start my mornings on my commute around 6:30am, running through my daily to-do list and ignoring emails until 8am. I then tend to have stand-up calls with some of our agencies in Australia before they head to sleep and the rest of our office arrives.</p> <p>From there onwards it’s a blend of project stand-ups, agency meetings and pitches, and at the moment, strategic planning for Season 3. From 4:30pm it tends to be a mixture of stand-up calls with our West Coast US agencies and planning for the next day.</p> <p>I keep a methodical checklist of critical tasks throughout the day and review on my commute home whilst covering emails; I find preparing and planning for the next day allows me to attack it far more effectively than coming into it ‘cold’.</p> <p>Generally I’m home by around 7pm, when it’s a few more emails and sometimes calls with the US – the beauty and challenge of being a global organisation and working in digital is that I rarely turn off, but I always prioritise spending time with my son and making sure I’m there to put him to bed whenever possible!</p> <p><img src="https://assets.econsultancy.com/images/0007/7610/Screen_Shot_2016-08-01_at_14.05.57.png" alt="formula e website" width="600" height="315"></p> <h3>What do you love about your job? What sucks?</h3> <p>The rate at which we innovate excites me on a daily basis.</p> <p>We have access to some of the latest and upcoming technology and I love that we’re constantly approached by technology and software startups to trial and work with them on iterating their product offerings.</p> <p>I’ve been fortunate to experience some really revolutionary products (often that I can’t talk about in public!) months before most people see them; and my desk is a treasure trove of technology – I always have colleagues coming up to play with all the gadgets and toys I get to test out. </p> <p>What sucks? We still have gaps between some races that are a bit too long – that gives us a fairly unique challenge of driving constant engagement over a prolonged period where we don’t always have a story to tell.</p> <p>We get around that by careful planning of our content, and we see digital as being a gateway for stimulating further engagement – '<a href="https://econsultancy.com/blog/63299-gamification-for-marketers-what-old-school-games-can-teach-us-about-engagement/">gamifying</a>' the everyday digital experience for our fans through interactive competitions, voting and content activations will allow us to create more artificial peaks that keep fans hooked between races. </p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</h3> <p>Our ambition is to create a seamless experience across all our digital platforms, so we measure all the various touchpoints, whether that’s driving traffic (marketing) or converting first-time viewers to fans (content and product). </p> <p>I’m a big fan of measurable KPIs that provide you with actionable insight, not the vanity metrics you sometimes find in organisations.</p> <p>Social followers, traffic etc are all good to understand, but none of those mean anything if you’re not converting them effectively.</p> <p>Conversion could be getting someone to follow us and engage with our content on social, or registering as a member on our website or logging in to watch qualifying on our app. </p> <p>We monitor all these on a regular basis and measure their performance in relation to the common journeys our fans experience – this is the most effective way of understanding where we are succeeding and failing on that experience and allows us to address challenges quickly.</p> <p>For instance, we might find we’re doing a fantastic job of driving traffic to our channels through a targeted Facebook campaign, but these visitors aren’t converting and buying a ticket because of a non-optimised ticketing journey – we can identify the challenge and work with our ticketing partner to address that, using the original baseline metric to highlight improvements in conversion and fan experience.</p> <p><img src="https://assets.econsultancy.com/images/0007/7611/formula_e_app.jpeg" alt="formula e ios app" width="300">  <img src="https://assets.econsultancy.com/images/0007/7612/formula_e_app_2.jpeg" alt="formula e app" width="300"></p> <p><em>The Formula E iOS app</em></p> <h3>What are your favourite tools to help you to get the job done?</h3> <p>With multiple complex projects and ongoing product development to manage, being organised is critical.</p> <p>I use Evernote to catalog all product roadmaps and feature requests, as well as meeting notes, Trello to keep tabs on upcoming innovations and potential partners and Slack to communicate with our agencies and internal teams.</p> <p>In terms of project management I’ve recently migrated from Basecamp to Omniplan; super simple interface and ability to create simplistic or complex roadmaps for our board really helps articulate our digital strategy.</p> <h3>Which brands do you think are doing digital well?</h3> <p>I’m a huge fan of what the US sports leagues do; I think their approach to social is far more innovative than most other brands, both on a retail and sporting perspective.</p> <p>NASCAR and the MLS are fantastic on Snapchat for instance and well worth a follow, even if you’re not a fan of the sports.</p> <p>Specifically, I’m a massive advocate of what Major League Baseball and their <a href="https://econsultancy.com/blog/67610-digital-transformation-in-sports-from-diamond-to-gridiron/">Advanced Media arm</a> are doing. The end to end experience, from buying a ticket to getting to the ground and ordering food, all through one app is fantastic, and creates real advocates of what is quite a traditional sport compared to our own.</p> <p>I think their expertise is evidenced by the fact the Advanced Media arm has now been tasked with completing digital projects for other sports – they’ve essentially developed a technology company out of a traditional sporting league – an amazing and fascinating achievement.</p> <p>From a brand perspective, I really admire what the industry leaders like Amazon and Apple do.</p> <p>Both have great customer experiences and make products and services that just work seamlessly. That’s often taken for granted in the digital experience, but thinking back to 10yrs ago I do wonder how we ever managed without some of their services in this day and age. </p> <h3>Do you have any advice for people who want to work in digital?</h3> <p>Be passionate about digital; it’s such a persistent part of our lives that you really need to appreciate the value it can bring to consumers and equally the negative effect it can have on your day (remember all those horrendous ticketing experiences when you want gig tickets?).</p> <p>In digital, acceptance of change is key, working in an industry that can pivot around one product phenomenon (<a href="https://econsultancy.com/blog/68060-what-brands-can-learn-from-nintendo-s-digital-transformation-and-pokemon-go/">Pokemon Go</a> anyone?) means you need to be super flexible.</p> <p>Wide-eyed curiosity and a desire to create great products that you’d use day in, day out goes a long way.</p> tag:econsultancy.com,2008:BlogPost/68102 2016-07-27T14:02:00+01:00 2016-07-27T14:02:00+01:00 Why there should be more plaudits for digital audits Chris Bishop <p>Those at the top of organisations don’t feel they have the strategic sweep to justify the time and effort required to commission them.</p> <p>Audits are viewed at times as a little “too tactical” or only done once every blue moon by agencies aiming to impress for your business, only to then collect dust on top of Econsultancy buyers guides print outs or even your old New Media Age magazines (<strong>Ed</strong>: We let this lie, but only to show we have a sense of humour).</p> <p>For the in-house Head of Ecommerce, requesting a digital audit might sound dangerously like a turkey voting for Christmas. </p> <h3>Are we selling audits wrongly?</h3> <p>Or is it the slightly cheesy marketing of website or marketing auditors themselves that is putting people off?</p> <p>All that tired ‘digital health check’ stuff might be the kind of foot in the door tactic that make brands feel suspicious of then giving access to their precious AdWords account, <a href="https://econsultancy.com/blog/67171-what-is-affiliate-marketing-why-do-you-need-it/">affiliate network</a> or analytics suite.</p> <p><img src="https://assets.econsultancy.com/images/0007/7503/healthcheck.jpeg" alt="health check" width="275" height="183"></p> <h3>How important are digital audits anyway?</h3> <p>In reality, though, digital audits are absolutely vital. And third party objective auditing ensures that you’re not marking your own home work or ignoring long term problems.</p> <p>Proper auditing, UX testing and <a href="https://econsultancy.com/blog/67473-seven-conversion-rate-optimization-trends-to-take-advantage-of-in-2016/">CRO analysis</a> means you can elongate the lifetime and effectiveness of your website and digital media activity, in a way that can be done on any budget.</p> <p>Your digital real estate is often an expensive investment - you’ve got to maintain it properly to get results.</p> <h3>Regular servicing is vital</h3> <p>Think of that shiny new website you’ve just spent months developing as a new car you’ve just acquired.</p> <p>To start off with, it’s the envy of everyone who sees it. After-sales support is pretty good and you can see years of trouble free motoring ahead of you. Before you know it, though, your warranty is up and you’re on your own.</p> <p>As the car ages, small problems become big problems. It performs less effectively. You’re paying for petrol, but it’s becoming less and less economical to run. There are so many things going wrong with it you don’t know where to start. Eventually the car's value is so diminished you might as well scrap it and buy a new one.</p> <p>It’s the same with websites and digital marketing campaigns. They can’t be left to look after themselves – and even the mechanic themselves might need some fine tuning or training themselves.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/7504/service-blog-flyer.jpg" alt="car service" width="380"></p> <h3>What a digital audit can do for you </h3> <p>Audits can show you how to balance your budget more effectively through action and prioritisation. They can identify common issues like plateaus in activity and drop offs in acquisition; all the elements that reduce profitability. </p> <h3>The Lessons of the Audit</h3> <p>Constantly learn, constantly improve, constantly trade! A timely and constructive audit will help you:</p> <ul> <li>Keep up to date with the latest channel trends - Google changes, new publishers in affiliate, new platform or techniques for social. </li> <li>Use competitor analysis to keep your enemies close! It’s crucial to analyse and understand market share/spend and its consequences for your brand. </li> <li>Help you (re)define your goals.</li> <li>Confirm your objectives or KPIs so you can measure success.</li> <li>Understand new opportunities.</li> <li>Benchmark improvements or conversely measure areas of decline.</li> <li>Ensure corporate compliance – its best practice to have someone external “rubber stamp” your activity.</li> <li>Encourage serendipity – the uncovering of that nugget of information that transforms your understanding and makes the commercial difference.</li> </ul> <h3>Should you take the plunge?</h3> <p>Regular and skilled digital auditing is a detailed and never ending task.  It can transform the effectiveness of your digital advertising, website and budget.  </p> <p>Is it sexy? It’s showing your website a lot of love and attention. It’s optimizing and maximizing your marketing profitability and performance. Sounds pretty sexy to me.</p> <p><em>More on auditing:</em></p> <ul> <li><a href="https://econsultancy.com/blog/68031-answering-the-key-question-of-content-auditing-where-do-i-start/">Answering the key question of content auditing - where do I start?</a></li> </ul>