Off the back of roundtable discussions at our Digital Cream events, we write up trends reports detailing current obsessions within a particular discipline.
Last week we published People and Process: Agile working, collaborative tools, social enterprise and cloud-based marketing tech, in association with censhare.
A big title for a burgeoning issue in digital.
Phil Arnold, censhare UK MD, sums up the mood of the discussions around this nebulous topic:
Some [companies] are more advanced than others, having broken from functional silos to implement an integrated marketing approach and using processes and tools to improve their collaboration, agility and transparency.
However many are still frustrated by a lack of digital ‘buy-in’ from senior management or a fear factor engendered by lack of skills or education.
In short, the balance of people, process, tech and culture is a difficult one to strike.
Here is some of what delegates had to say.
How are businesses defining agile?
A move to social business
Social business is the engagement of the customer in product development and the company as a whole. This helps to drive change and customer satisfaction.
Agile with a capital A (not waterfall)
Agile in the project management sense differs from waterfall’s very linear approach to the stages of software development (conception, initiation, analysis, design, construction, testing, deployment).
Agile sees incremental development stages with testing and market response occurring throughout the process.
Using new communications technologies
Increasing the use of social and digital technology to support the flow of information in and out of the business and also around the business.
This could be using Slack to enable collaboration between teams, or Facebook Messenger to serve customers.
More bottom-up approaches to the business
More input from staff who work closer to the customer via rapid, concise weekly meetings. As opposed to the HIPPO effect (highest paid person’s opinion).
Working with greater efficiency
Working quicker and in a more efficient manner. This isn’t magic, but has to be engendered by empowering staff and changing processes and personnel.
What are the benefits of transformational agility?
To be at the forefront in order to stand out from the competition. This differentiation is often more than simply customer-facing factors.
Companies often seek to recruit the most talented staff, by promoting progressive values and investment in digital.
Rationalising of costs
Digital transformation as a way to save money and to cut down on wastage. For example, moving a publication online.
Making products hit the market sooner
Measuring in weeks and not months.
Teams which were once siloed are increasingly working together.
Weekly catch-ups bring staff together and give people a more comprehensive/top-level understanding of what the business is up to.
Marketing and PR teams have the freedom to be more responsive and spontaneous.
This is ideal for jumping on trends and industry news.
Teams have a clearer idea of who is responsible for what.
Developers have increased scope, which allows BAU to be more impactful on customer experience and product development.
Education = satisfaction
Education about new channels and other areas of the business leads to higher job satisfaction.
Newly gained skills improve efficiencies within the business but also expand individual job roles. Staff want progression.
More satisfied customers
With more channels open, and more time dedicated to hearing from customers, companies are delivering more.
Customers are in turn more satisfied, more engaged and more likely to provide repeat business.
For more on the people and processes of digital transformation, read the following: