#potentialDISCOVERY DRAFT-062014

potentialDISCOVERYWhat a “Discovery Phase” methodology might look like.

‘I want to make you ten more just like this.’

PLEASE NOTE: This is by design a very ‘basic’ DRAFT deck.My intent is simply to share my preliminary thinking with a few industry friends.

potentialKEN kisselman

potentialKEN@aol.com

Preface

for the best experience of this material

PLEASE VIEW THIS DECKIN “SLIDE SHOW” FORMAT

this is a “presentation deck”DO NOT PRINT

PLEASE NOTE: Throughout this DRAFT deck, I have chosen to use the pronoun “HE” as a universal signifier for the generic individuals discussed.While I do acknowledge that this is not a gender-neutral term, and the specific individuals who might eventually fill the referenced rolls may in fact be female;this utilization seemed preferable to the more politically correct “she/he” for the sake of brevity. No offense or bias is intended in my use of language.

Introduction: some personal thoughts from my time in limbo

052014

For some time now I have sensed ‘disturbances in The Force’ surrounding me. Strange coincidences. Related but apparently disconnected questions. Often coming to me through different people and at different points in time or space. But all dancing around a central unarticulated inquiry. Why potentialKEN? What do you do? What does a strategist do? What’s the role of strategy in business development? What would you evolve about the way that the discipline of strategy is practiced? How can you help? How can you help us create a strategy-driven Discovery Engagement like what you were trying to teach empathy to do for GSK? What do you think is next for our industry? What would you do to grow my agency? My goal with this DRAFT PPT is to attempt to answer that central ‘unasked question’ by touching on the topics of some of those more direct ones (while also ultimately hopefully getting a bit intellectually proactive as well).

It’s been an odd couple of years. I’ve had some time to think. About what I’ve done right and wrong. About how I could do things better.

When I first started out in this industry after grad school I set for myself the mission statement ‘to participate in the evolution of human communication as interactive multimedia becomes the dominant mode of public discourse’. It was the nature of the intellectual challenge that fascinated me more than goals on a specific career path. To that end I’ve pursued professional opportunities that have offered me the chance to expand not only my own capabilities or those of my clients but also to push the boundaries of the interactive ecosystem through the ways we’ve addressed communications challenges. However flawed, my perspective on work was something along the lines of ‘Michelangelo needed a ceiling to paint’ and clients could be my papal patrons challenging me to accomplish their business goals while hopefully also affording me some room to explore and experiment. Generally it worked and led to a career assumption that successfully solving unprecedented and complex intellectual challenges would consequently enable me to take a crack at something even juicier the next time around. There were starts and stops but it created a diagonally zig zagging career path where I picked up diverse experience across a broad spectrum of client industries and interactive communications challenges. What they all had in common was me and my desire to figure out each situation and what it uniquely required from me in order to enable the shared vision to be realized.

Then it all went a bit awry and I’ve found myself in limbo. Beyond saying that I was smart and creative and adaptable it sort of made it hard to put a finger on exactly what it is ‘I [consistently] do’. I could say, ‘ask me about a client project and I’ll tell you what I did for them’ or ‘tell me about the challenges you are facing and I’ll give some thought to how I could help you’ but never really a straightforward ‘this is what I’ve done… this is what I do’ beyond ‘this is who I am’ and ‘what would you allow me to do for you’. Perhaps what finally clicked for me recently was the realization that I can talk about commonalities in how I solve problems independent of the nature of the problems themselves. I still believe that the specifics of the client challenge is what makes it interesting and that the unique nature of ME is the core of my value proposition. However, I think I may be at the stage where I can begin to teach a repeatable methodology to others.

Introduction: executive summary

062014

Among other topics, this DRAFT PPT attempts to address three issues:

1.What I believe about the discipline of strategy

2.Where I sense our industry is heading

3.How I think a “Discovery Engagement” methodology can• Address the challenges of number two• By incorporating the learnings of number one• In order to evolve the role of an ‘Interactive Agency’

#potentialDISCOVERY

#potentialYAWP #potentialKEN

It’s never too lateTo be what you might become

potentialDISCOVERY

Potential

Discovery

http://www.merriam-webster.com/dictionary/

• the range of vision

• the range of perception, understanding, or knowledge

• the act of finding or learning something for the first time

• the act of discovering something

• existing in possibility

• capable of development into actuality

Agenda

• Welcome

• What does a Strategist do?

• What is the opportunity?

• Why potentialDISCOVERY?

• What is potentialDISCOVERY?

• Timing

• Team & Cost

What does a Strategist do?What can KEN do for you?

What does a “Strategist” Do?

• Right or wrong I’d like to believe that I am a Strategist experienced in Strategy• I have been known to say that, ‘I can only think about the problem, go to meetings, or work on

deliverables; but I can’t do all three at once.’• In my mind that was not only a bit of a plea for help

but also a sound assessment of my core value proposition as a Strategist.

Strategy can come from anyonebut not everyone can be a Strategist

“Strategy”, “Strategic”, “Strategist”, etc. are ‘loaded words’much like ‘smart’, ‘creative’, ‘attractive’, ‘important’, ‘witty’, ‘wise’, etc.

everyone would like to believe that those words apply to themif asked, most would claim that they do

many who are, wouldn’t choose to define themselves in those termsdifferent people have different definitions

if you say you are; who’s to say you aren’tjust because you don’t say you are; it doesn’t mean you aren’teven if you don’t think you are; it doesn’t mean you couldn’t be

our culture rewards and punishes all those individualsreinforcing that everyone can/should be included in the termsometimes creating the fear of being exposed as a pretender

implying that those who are should be modestpardoning those who assert they are even though they aren’t

ultimately rendering the words meaningless

• In the simplest terms, that’s basically the essence of what a “Strategist” does…1. They think about the problem at hand

• Filtered through the unique perspective of their education and experience• Presumably guided by some intellect or greater skill at the discipline of thinking

• In the simplest terms, that’s basically the essence of what a “Strategist” does…2. They talk to people involved/effected by that issue

• To expand their own understanding• To influence the perspective of others

• In the simplest terms, that’s basically the essence of what a “Strategist” does…3. They write down what they have considered and discussed

• To present their understanding in an organized fashion• To enable their understanding to be shared by others

• In the simplest terms, that’s basically the essence of what a “Strategist” does…1. They think about the problem at hand

• In the simplest terms, that’s basically the essence of what a “Strategist” does…1. They think about the problem at hand2. They talk to people involved/effected by that issue

Think Talk

• In the simplest terms, that’s basically the essence of what a “Strategist” does…1. They think about the problem at hand2. They talk to people involved/effected by that issue3. They write down what they have considered and discussed

WriteThink Talk

• Yes pretty much everybody does some combination of these three things

• Yes pretty much anybody can be strategic in what they think, say, and do

• My goal herein is to explain some about how I think a Strategist can help do that better*

WriteThink Talk

*BTW. The precisely ambiguous wording of my thesis statement is intentional.

What’s wrong with Strategy today?

I see two fundamental flaws in the way that “the discipline of Strategy” is often practiced

1. The Agency treats Strategy as a Deliverable• “The Strategy” will explain what needs to happen and why

2. The Strategist believes that their job is to give smart Answers• “The Strategist” will figure out the strategy and provide it to everyone else

1. The Agency treats Strategy as a Deliverable

• Generally professional services are sold as products (not processes) or solutions (not results)• It’s easier to point to ‘the thing’ than ‘the doer’ (let alone the implied outcome of use)

• Bourgeois/Proletariat dichotomy informs a culture of resources managed to deliver things• Power and profit come from getting things done not from doing them (disregarding what is done, itself)

• ‘What is done’ in a sub function of the need to ‘do something’• Rather than the delivery plan flowing from the strategy; ‘strategy’ is a deliverable on the plan

• “The Strategy” is ‘a thing to be done before the thing we need to do’

• “The Strategy” becomes a ‘gift with purchase’ rolled into management of the account/project and/or a deliverable component outsourced to a designated resource.

2. The Strategist believes that their job is to give smart Answers

• ‘the Strategy deliverable’ is made by a ‘Strategist’ (in function and/or title)• Creatives create, coders code, photographers photograph, strategists make ‘the strategy’

• The power of the word “Strategy” (like ‘creative’) informs the practice of “Strategists”• Designated to produce ‘the deliverable’, Strategists assume the responsibility of providing the answers

• The nature of the deliverable compounded by the aura of the position drives the process• They are supposed to convince everyone else of what they believe is the correct course of action

• “The Strategist” makes ‘a thing that explains the thing that needs to be made’

• “The Strategist” becomes the author and advocate for a premise and proposal that once delivered/approved may never actually be accepted, understood, or followed by others.

What does this mean in practice?

• Agencies are in ‘the agency business’. That is to say, their primary industry is to sell and profitably build solutions for clients.

• Even though the primary reason a client purchases a solution to be built is to achieve the results that are implied by its successful implementation.

• The role of the Strategist is to ground the deliverable in the context of the client’s needs.• Strategy justifies what the agency wants to build (what the client wants to have built)• Performance Analysis seeks to legitimize the decision to have built what was implemented

• Individuals with industry knowledge to make these justifications are called “Strategist”• Often appended to senior account services (recognizing experience generating answers)

• Blending the agency’s best [delivery] interests with the client’s best [strategic] interests

• Strategy is about justifying the build when arguably the causation should be reversed

Strategy is treated as an Answer Deliverable (ideal)

• In an [oversimplified] ideal world, “the project” is planned• A “Strategy Phase” leading to a “Delivery Phase”

• ‘We’ll think about what we need and then we’ll build it’

Strategy Build

• ‘We’ll think about what we need and then we’ll build it’• ‘We want “the strategy” done by this milestone

Strategy Build

• ‘We’ll think about what we need and then we’ll build it’• ‘We want “the strategy” done by this milestone because we need to launch by that milestone’

Strategy Build

• Whether at the agency or within the client’s organization, this creates two groups

Strategy Build

• Whether at the agency or within the client’s organization, this creates two groups• Those who plan (client/agency leadership and strategy)

Strategy Build

• Whether at the agency or within the client’s organization, this creates two groups• Those who plan (client/agency leadership and strategy)

• Those who do (project delivery leadership as well as creative, technical, and other specialists/practitioners)

Strategy Build

• Whether at the agency or within the client’s organization, this creates two groups• Those who plan define “WHAT”

Strategy Build

• Whether at the agency or within the client’s organization, this creates two groups• Those who plan define “WHAT”• Those who do decide “HOW”

Strategy Build

WHAT HowHowHowHowHOW

• OBSERVATION 1: There is a cyclical relationship between WHAT and HOW

Strategy Build

• OBSERVATION 1: There is a cyclical relationship between WHAT and HOW• The idealized situation assumes that the HOW flows from the WHAT

Strategy Build

• OBSERVATION 1: There is a cyclical relationship between WHAT and HOW• The idealized situation assumes that the HOW flows from the WHAT• The reality is that the WHAT can also be inspired by the HOW

Strategy Build

• OBSERVATION 1: There is a cyclical relationship between WHAT and HOW• The idealized situation assumes that the HOW flows from the WHAT• The reality is that the WHAT can also be inspired by the HOW

• OPPORTUNITY 1: A ‘Strategy Phase’ should seek to close this loop

Strategy Build

• In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way)• Underneath it all, most clients are actually looking to buy results

• Professionally, they have a problem to fix, an objective to meet, or just want to make their mark• Personally, they want to be perceived as making the situation better (or at least not making it worse)

Strategy Build

• In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way)• Underneath it all, most agencies are actually looking to sell things

• Professionally, they make money putting bodies to work building stuff regardless of if it works• Personally, things are easy to point to, and as one CEO told me, “the bragging rights are in the build”

Strategy Build

• In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way)• Together client and agency begin to define strategy through the SOW• Whether they realize it or not they’ve made assumptions

• About the client’s ‘problems’ (I need to buy a website and a TV campaign)• About the agency’s proposed ‘solutions’ (we’ll sell you a TV campaign and a website)

Strategy Build

• The function of “the strategy phase” is often to figure out the details of what has been sold

Strategy Build

• The function of “the strategy phase” is often to figure out the details of what has been sold• The strategist talks with agency and client leadership

Strategy Build

• The function of “the strategy phase” is often to figure out the details of what has been sold• The strategist talks with agency and client leadership• The strategist thinks about what needs to be done

Strategy Build

• The function of “the strategy phase” is often to figure out the details of what has been sold• The strategist talks with agency and client leadership• The strategist thinks about what needs to be done• The strategist writes up a strategy

Strategy Build

• The function of “the strategy phase” is often to figure out the details of what has been sold• The strategist talks with agency and client leadership• The strategist thinks about what needs to be done• The strategist writes up a strategy to guide the delivery team

Strategy Build

• OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy

Strategy Build

• Industry trends

Strategy Build

What is Built

Analysis

• Industry trends drive assumption of need

Strategy Build

What is BuiltPlanning

Analysis

• Industry trends drive assumption of need; performance analysis

Strategy Build

What is BuiltPlanning

Analysis

• Industry trends drive assumption of need; performance analysis is used to defend/justify effort

Strategy Build

What is BuiltBuildingPlanning

Analysis

• Industry trends drive assumption of need; performance analysis is used to defend/justify effort• Past client successes define repeatable solution offerings

Strategy Build

What is Built

Analysis

BuildingPlanning

• Industry trends drive assumption of need; performance analysis is used to defend/justify effort• Past client successes define repeatable solution offerings to be sold to future clients

Strategy Build

What is Built

Analysis

BuildingPlanning

• Industry trends drive assumption of need; performance analysis is used to defend/justify effort• Past client successes define repeatable solution offerings to be sold to future clients

• OPPORTUNITY 2: A ‘Strategy Phase’ should acknowledge each situation as unique

Strategy Build

What is BuiltBuildingPlanning

Analysis

• The Strategy is presented to the Delivery Team

Strategy Build

• The Strategy is presented to the Delivery Team• Each discipline and team member understands what they need to do

Strategy BuildCX

DELIVERY MANAGEMENT

• The Strategy is presented to the Delivery Team• Each discipline and team member understands what they need to do• The project manager leads these resources forward according to plan

Strategy BuildCX

CREATIVE

TECHNOLOGY

DELIVERY MANAGEMENT

• The Strategy is presented to the Delivery Team• Each discipline and team member understands what they need to do• The project manager leads these resources forward according to plan• Parallel paths integrate and the strategy is realized in a successful completion of a deliverable

Strategy BuildCX

CREATIVE

TECHNOLOGY

XX INTEGRATION

DELIVERY MANAGEMENT

• OBSERVATION 3: “Handoff” is a flawed concept

Strategy BuildCX

CREATIVE

TECHNOLOGY

XX INTEGRATION

DELIVERY MANAGEMENT

• OBSERVATION 3: “Handoff” is a flawed concept• Resources on either side of the divide are by definition separated from the other group

Strategy BuildCX

CREATIVE

TECHNOLOGY

XX INTEGRATION

DELIVERY MANAGEMENT

• OBSERVATION 3: “Handoff” is a flawed concept• Resources on either side of the divide are by definition separated from the other group• Strategy presentation and document often have little persistent influence on delivery team

Strategy BuildCX

CREATIVE

TECHNOLOGY

XX INTEGRATION

DELIVERY MANAGEMENT

• OBSERVATION 3: “Handoff” is a flawed concept• Resources on either side of the divide are by definition separated from the other group• Strategy presentation and document often have little persistent influence on delivery team

• OPPORTUNITY 3: A ‘Strategy Phase’ should seek minimize this disconnect

Strategy BuildCX

CREATIVE

TECHNOLOGY

XX INTEGRATION

Strategy is treated as an Answer Deliverable (reality)

• Before “the handoff”

Strategy Build

• Before “the handoff”• The strategy phase tends to grow

Strategy

• Before “the handoff”• The strategy phase tends to grow, if launch doesn’t move

Strategy

• Before “the handoff”• The strategy phase tends to grow, if launch doesn’t move, the build is compressed

Strategy Build

• Before “the handoff”• The strategy phase tends to grow, if launch doesn’t move, the build is compressed• People talk and think for as long as possible without solidifying a decided course of action

Strategy Build

• Before “the handoff”• The strategy phase tends to grow, if launch doesn’t move, the build is compressed• People talk and think for as long as possible without solidifying a decided course of action• Strategy is drafted to meet the milestone of hand off

Strategy Build

• Before “the handoff”• The strategy phase tends to grow, if launch doesn’t move, the build is compressed• People talk and think for as long as possible without solidifying a decided course of action• Strategy is drafted to meet the milestone of hand off then ‘tossed over the fence’ to delivery

Strategy Build

• After “the handoff”

Strategy Build

• After “the handoff”• Resources have been ‘sitting on the bench’ waiting for billable work

Strategy BuildCX1

TX1TX2

• After “the handoff”• Resources have been ‘sitting on the bench’ waiting for billable work• Eager to begin creating

Strategy BuildCX1

TX1TX2

• After “the handoff”• Resources have been ‘sitting on the bench’ waiting for billable work• Eager to begin creating, they hear what they want to hear

Strategy BuildCX1

TX1TX2

• After “the handoff”• Resources have been ‘sitting on the bench’ waiting for billable work• Eager to begin creating, they hear what they want to hear and rarely return to the document

Strategy BuildCX1

TX1TX2

CREATIVE

TECHNOLOGY

• After “the handoff”• Resources have been ‘sitting on the bench’ waiting for billable work• Eager to begin creating, they hear what they want to hear and rarely return to the document• The ideation and building processes start over on a compressed timeline

How can KEN help you evolve your Strategy practice?

• To address the two flaws I identified in the practice of the Discipline of Strategy• “Strategy” should be treated as a process resulting in deliverables• The Strategist’s role would be to help the group arrive at the answers together

• When Strategy is treated as a process instead of a deliverable• Ideation and planning are informed by both “WHAT and HOW”• The “self fulfilling prophesy” is replaced by an adaptive methodology• Incorporating Stakeholders into the process eliminates the need for a “handoff”

• The Strategist is still a smart person with a valuable perspective but his focus becomes• Using his knowledge and experience to facilitate and guide • Utilizing his skill as a communicator to shape and document the group’s thinking

Strategy treated as an Answer Discovering Process

• The project plan still has a “Strategy Phase” and a “Delivery Phase”• But the “Strategy Phase” is approached differently

Strategy Build

• Its process drives to its own milestone

Strategy Build

• Its process drives to its own milestone• The subsequent build and launch are planned as a consequence of Discovery results

Strategy Build

• Preliminary conversations between client and agency

Strategy

• Preliminary conversations between client and agency• Focus on the objectives and challenges for the Discovery Engagement

Strategy

• Rather than a solution that would result from a Delivery Engagement

Strategy

• Rather than a solution that would result from a Delivery Engagement

• Include a Strategist to assess needs and help structure the engagement plan

Strategy

• Key Stakeholders are identified (design, delivery, implementation, etc.) based on needs• So that their perspectives can be incorporated into the Discovery process

Strategy

TX1TX2

• The Strategist facilitates Discovery Activities

Strategy

TX1TX2

• The Strategist facilitates Discovery Activities• Discussing opportunities and challenges

Strategy

TX1TX2

• The Strategist facilitates Discovery Activities• Discussing opportunities and challenges while integrating Stakeholder perspectives

Strategy

TX1TX2

T3T2T1

• Stakeholder perspectives evolve throughout the Discovery process• Influenced in opposition/consensus with other Stakeholders• Anticipating solution design and delivery planning

Strategy

TX1TX2

T3T2T1

• As Discovery progresses, the Strategist consolidates output into a Strategy• There is no “handoff” because delivery stakeholders have been involved in Discovery

• Incorporating their perspectives, requirements, and ideation into the strategic plan• Securing buy in and building consensus in anticipation of delivery

Strategy

TX1TX2

?+!+S+C+T=X

T3T2T1

• The Delivery Principle can then use the group generated Strategy

Strategy

TX1TX2

?+!+S+C+T=X

T3T2T1

DELIVERY MANAGEMENT

• The Delivery Principle can then use the group generated Strategy• To formalize a delivery plan

Strategy Build

DELIVERY MANAGEMENTPTX

TX1TX2

?+!+S+C+T=X

T3T2T1

DELIVERY MANAGEMENT

• The Delivery Principle can then use the group generated Strategy• To formalize a delivery plan• To integrate implementation teams

Strategy Build

DELIVERY MANAGEMENTPTX

TX1TX2

?+!+S+C+T=X

T3T2T1

C1CREATIVE

TECHNOLOGY

INTEGRATION

What does this mean in practice?

• ‘The agency business’ becomes facilitating the client’s strategic thinkingleveraging the disciplinary expertise of it’s resources to define solutions.

• The subsequent build(s) may likely be the domain of the strategic agencybut will not drive the development of the strategy.

• The role of the Strategist is to focus client and agency thinking about the opportunity• Building consensus on how to address challenges• Identifying requirements and metrics for successful implementation

• “Strategists” must balance industry knowledge with methodological expertise• Divorcing agency delivery interests from the assessment of client strategic needs

• Differentiating account services ‘proposed solutions’ from the Strategic Discipline’s ‘process’

• The implementation plan comes from the strategy not the other way round

Revisiting the “Think, Talk, Write” Paradigm

WriteThink Talk

• The core elements remain but their focus needs to shift• from the Strategist, as an isolated individual, creating deliverables with a personal skill set• to using those skills to guide the creation of a Strategy by the Discovery Initiative as a whole

Discuss: “Questions are Answers”

• Anyone can think strategically but not everyone’s a strategist• Instead of providing the answers, the Strategist asks questions to help the group discover them

• Conducts Stakeholder Interviews to collect individual conversational insight• Facilitates Workshops and other Activities to acquire group perspectives• Guides meetings to direct the Discovery process and build consensus on Strategy

DISCUSS

Understand: “A Thinker structuring the Thinking”

UNDERSTAND

DISCUSS

• Teach a person to fish and they fish for the lifecycle• Instead creating the strategy, the Strategist helps the team explore the idea ecosystem

• Analysis/Audit of existing materials builds a common background and vocabulary• Experience with past client/industry challenges informs perspective on Discovery Initiative• Discovery Methodology guides the evolution of the team’s strategic reaction to opportunity/challenges

Solidify: “Simply state the Complex”

SOLIDIFY

UNDERSTAND

DISCUSS

• ‘Deliverable documents’ that document ‘the strategy’ which the process delivers• Instead of authoring the strategy, the Strategist documents and analyzes Discovery output

• Records data from Discovery Activities and works with stakeholders to encapsulate their perspectives• The strategist speaks from his own viewpoint while positioning the group’s collective understanding

• Ownership of the process not the result (his views are a part of the strategy not the strategy itself)

A “strategist” utilizes Discovery to deliver “the strategy”

SOLIDIFY

UNDERSTAND

DISCUSS

• Successful strategy• builds off of common beliefs rather than forcing new thoughts• positions complex ideas in a way that is easy to understand, internalize, and repeat• spreads its influence virally when stakeholders take personal ownership

How does a Strategist guide Discovery?

• The Discovery Engagement Strategist

SOLIDIFY

UNDERSTAND

DISCUSS

• The Discovery Engagement Strategist1. Facilitates the input of Stakeholders

SOLIDIFY

UNDERSTAND

DISCUSS

• The Discovery Engagement Strategist1. Facilitates the input of Stakeholders2. Focuses the thinking of the group

SOLIDIFY

UNDERSTAND

DISCUSS

• The Discovery Engagement Strategist1. Facilitates the input of Stakeholders2. Focuses the thinking of the group3. Filters these learnings through his unique perspective to shape strategic recommendations

SOLIDIFY

UNDERSTAND

DISCUSS

Something to think about:

• Strategy

• Strategy guides a process

StrategyConsulting

Strategic Thinking

• Strategy guides a process which results in deliverables

The“Strategy”

StrategyConsulting

Strategic Thinking

• Strategy guides a process which results in deliverables• That inform the undertaking

The“Strategy”

StrategyConsulting

Strategic Thinking

The“Plan”

The Strategist“Advises” The Delivery Team

• Strategy guides a process which results in deliverables• That inform the undertaking to build

The“Strategy”

StrategyConsulting

Strategic Thinking

The“Plan”

Delivery

• Strategy guides a process which results in deliverables• That inform the undertaking to build and launch the thing

The“Strategy”

StrategyConsulting

Strategic Thinking

The“Plan”

V1Delivery In Marketplace

• Which fuels the analysis of how the thing performs

The“Strategy”

StrategyConsulting

Strategic Thinking

The“Plan”

Analysis

• Which fuels the analysis of how the thing performs to revise the strategy

The“Strategy”

StrategyConsulting

Strategic Thinking

OngoingStrategy

Consulting

Strategic Thinking

The“Plan”

Analysis

• Which fuels the analysis of how the thing performs to revise the strategy• To inform how to optimize the thing

The“Strategy”

StrategyConsulting

Strategic Thinking

Revised“Strategy”

OngoingStrategy

Consulting

Strategic Thinking

The“Plan”

Analysis

V1 Next“Plan”

Delivery In Marketplace

• Which fuels the analysis of how the thing performs to revise the strategy• To inform how to optimize the thing in order to improve its future performance

The“Strategy”

StrategyConsulting

Strategic Thinking

OngoingStrategy

Consulting

Strategic Thinking

The“Plan”

Analysis

V1 V2Next“Plan”

Where does potentialDISCOVERY fit?

The“Strategy”

StrategyConsulting

Strategic Thinking

OngoingStrategy

Consulting

Strategic Thinking

The“Plan”

Analysis

V1 V2Next“Plan”

• The “Discovery Engagement” can• Help get a new initiative started

The“Strategy”

StrategyConsulting

Strategic Thinking

OngoingStrategy

Consulting

Strategic Thinking

The“Plan”

Analysis

V1 V2Next“Plan”

• The “Discovery Engagement” can• Help get a new initiative started• Help optimize an existing program

The“Strategy”

StrategyConsulting

Strategic Thinking

OngoingStrategy

Consulting

Strategic Thinking

The“Plan”

Analysis

V1 V2Next“Plan”

Summary

• Strategy is often sold as an answer deliverable that is produced by a strategist• These answers are often tied to justifying the agency/client delivery agenda• Once produced these strategy deliverables may have limited sustainable impact

• Strategists: Think, Talk, and Write

• Strategy should be practiced as a process that results in deliverables• Answers result from Strategist facilitated group Discovery• Strategy is sustainable because of Stakeholder investment in Discovery process

• Discovery Strategists: Discuss, Understand, and Solidify

• Discovery can be used to develop strategy for a new initiatives or existing programs

What is the opportunity?Why is there a need for a “Discovery Engagement”?

Where do we begin to look for problems to solve?

• I believe ‘Interactive Agencies’ are currently in a unique position to leverage this process because of a variety of client issues arising from a confluence of circumstances

• The centralization of the formerly peripheral “Interactive Channel” in integrated strategy• Due at least in part to the need to own ‘the consumer relationship’ as much as ‘the brand’

• Driven by the proliferation and fractile-ing of media options

• The strength of “The Discovery Engagement” is that it is grounded in an approach to problem solving rather than solving any particular type of problem in any specific context

• There are many opportunities to apply the potentialDISCOVERY methodology • Any agency or client situation which would benefit from

• Structured exploration and ideation• Interdisciplinary perspectives and consensus building

So then I got a little sidetracked…

When I started this Quixotic quest and dropped off the grid to begin assembling a DRAFT of this Power Point to share with some industry friends for feedback; I unfortunately wasted a fair amount of time heading off on some tangents regarding why a client would need a Discovery Engagement.

I got part of the way through exploring some of the challenges that I think ‘our industry’ is currently facing. I started making a whole bunch of ‘really cool slides’ which I began to realize really didn’t belong in this deck at this stage of its development.

I started exploring…

It’s A Multi-Channel World!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

• How the proliferation of media is overwhelming people and marketers

How media occupy orbits around People

• The Individual

• Their Digital Footprint

• Their Social Interactions

• Their ‘Environment’

• Things They Are Searching For

• Things That Want Their Attention

How media occupy orbits around Brands

• The Brand/Product

• Its Digital Footprint

• Its Relationship Marketing

• Its Marketing Ecosystem

• Its Advertising

• Its Marketplace

How those media orbits overlap and intersect

Who are we really talking about?

• The interplay between idealized target/personas and defacto consumer/users

Product/Brand ConsumerTarget

Brand+ =

The way it’s always worked?

• The evolving paradigm of advertising

Drive To:Advertising Drive Sales Sales Data

Decision PurchaseActivation

A brief history of “the interactive channel” (in vowels)

• Cyberspace is a place, connecting to the web is where it’s at, just surf to any address on the information superhighway before heading back through a portal to your home page

• Physical metaphors get virtual

• e-mail, e-commerce, e-business, etc. Everything physical has an ‘electronic’ e-quivalent. If it doesn’t yet, it soon will so gold rush to the wild wild web

• Digitizing ‘the real world’

• iMac, iPod, iPhone, iPad… computers are no longer intimidating technological tools; they’re semi-disposable stylish status symbols of your ability to communicate and consume

• A computer on every desktop and in every hand

• Everyone begins to realize that ‘the internet’ isn’t a fad. It isn’t even just ‘the internet’ anymore and it certainly isn’t going away.

• “New Media” become expected and even preferred media.

• Professionals chase an understanding of their users while social media and increasingly ubiquitous technology enable any average person to begin ‘talking back’.

• Didn’t you know, interactive is a two-way medium?

• Well now that’s the question, isn’t it? It’s time for integrated interactive to evolve. What do you want to be when you grow up?

CRM/eRM

• And finally arriving at the paradigm of an eRM enabled marketing ecosystem

Drive To:

AcquirePermission

Social RM

WebsiteLocation

RepresentativeProduct / Service

(Re)contactReactivate

InformedConversation

Advertising

MarketingEngage With Program

Drive Sales

Provide Value

Sales Data

Customer Data

Interaction ConversionAcquisition

BusinessIntelligence

Opinion Perception

Enterprise RM

• Referencing my experience with how an enterprise can begin to unite diverse touch points into a single big data portrait of its shared target to inform and customize communication

But then I realized…

While this all seemed pretty interesting and I was hoping that it would reinforce that I was a ‘smart guy’; I was ultimately falling into my own self diagnosed trap of trying to be a Strategist that was providing what I thought was an appropriate statement of ‘the problem and it’s answers’.

In the end, things were getting longer and more complex than they should and I understood that I was obscuring my real point…

potentialDISCOVERY is not about a particular sort of challenge but rather it’s about a particular way of ‘teaching a group of people to fish’in the context of whatever challenge they may be facing.

However…

Even though potentialDISCOVERY can be applied to any sort of group exploratory exercise:

1. My intent is to utilize it to evolve the practice of the discipline of strategy within agency and client culture

2. My belief is that [integrated] interactive is the appropriate foothold from which agencies can effect evolutionary change in their clients’ business

Consequently, I still see value in spending a bit of time on those two topics

In theory the discipline of strategic thinking flows

• Understanding of marketplace, business, and brand

• Understanding of marketplace, business, and brand enables the formulation of Objectives

ObjectiveBrand

• Understanding of marketplace, business, and brand enables the formulation of Objectives• Objectives

ObjectiveBrand

• Understanding of marketplace, business, and brand enables the formulation of Objectives• Objectives drive the formulation of the Strategies designed to address their challenges

Objective StrategyBrand

• Strategies

Objective StrategyBrand

• Strategies employ Tactics to accomplish their goals

Objective Strategy

Tactic

• Strategies employ Tactics to accomplish their goals• Tactical effectiveness

Objective Strategy

Tactic

• Strategies employ Tactics to accomplish their goals• Tactical effectiveness is measured by Metrics quantifying/qualifying touch points with the original Objectives

Objective Strategy

Tactic

Tactic Metric

Metric

It gets complicated

• Multiple Objectives

It gets complicated

• Multiple Objectives• Parallel Strategies

It gets complicated

• Shared Tactics

It gets complicated

• Shared Tactics• Missing Metrics

And more complicated

• Multiple Perspectives

• Multiple Perspectives• Alternate Strategies

• Competing Tactics

And more confused

• Colleagues confuse• Tactics with Strategy

Everyone says we need to be on Twitter

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives

Our top priority needs to be getting more visitors on our website

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc.

The focus groups recalled the special effects in our commercial

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc. etc.

We’re the first ones to do it

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc. etc. etc.

Our packaging is cool

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc. etc. etc. etc.

We will grow by 25% next year

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc. etc. etc. etc. etc.

Our culture needs to become like

Google and Pixar The focus groups recalled the special effects in our commercial

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc. etc. etc. etc. etc. etc.

The #1 goal is to make the user happy

And more confused

• Colleagues confuse• Tactics with Strategy• Metrics with Objectives• Etc. etc. etc. etc. etc. etc.

• Etc.

The #1 goal is to make the user happy

My boss says that this is what needs

to happen…

Bringing the group together

• The potentialDISCOVERY process• Organizes Stakeholders around the

common goal of the Discovery Initiative• Collects individual perspectives through

two-on-one interview conversations• Enables groups to talk through their

shared experiences and personal opinions in workshop activities

• Filters learnings for ongoing Stakeholder meeting discussion of the evolving strategic understanding

• Unifies all output into deliverables; resulting in

• A shared understanding• A common framework

Discovery

Why [integrated] interactive agencies?

• An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’

Objective Strategy Tactic

• An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’• An understanding of product, brand, and marketplace

• An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’• An understanding of product, brand, and marketplace set the objectives

• Which led to a strategy for getting the right message in front of a target audience

• Which led to a strategy for getting the right message in front of a target audience• Agency practitioners formatted that message for the appropriate channels of distribution

• The message went out to various well established touch points like Commercials

• The message went out to various well established touch points like Commercials, Print

• The message went out to various well established touch points like Commercials, Print, Billboards

• The message went out to various well established touch points like Commercials, Print, Billboards, etc.

• Then things got complicated by the arrival of emerging touch points like websites

• Then things got complicated by the arrival of emerging touch points like websites, mobile

• Then things got complicated by the arrival of emerging touch points like websites, mobile, social, etc.

• Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’

• Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’• Each new emerging touch point tends to be treated as an add-on to the established approach

• This general pattern repeats in its own time and ways• With new platforms/channels like CD, kiosk, e-mail, websites, streaming, mobile, set-top, etc.

• With new tactics like banners, search, social, aps, games, etc.

• Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’ • “Interactive Implementation” becomes the first point of differentiation

• This “New Media” is different from that old “Traditional Media”• You know you need to be doing this too

• We can build this thing that you don’t know how to build

• We’ll code your website, we’ll get you found on Google, we’ll tweet for you, etc.

“Traditional”

“New Media”

• Selling “Interactive Implementation” becomes problematic• “New Media” don’t stay new forever

• The level of general understanding grows and the barrier for entry drops

• The service is easily commoditized• There’s always someone who will do it cheaper and faster

“Traditional”

“New Media”

• There’s value in “Interactive Implementation” but not enough• “What to build” becomes the new “How to build”

• Handing traditional assets to an interactive team to put online is just “shovelware”

“Traditional”

“New Media”

• “Interactive Marketing” recognizes that “the medium is the message”• An “Interactive Agency” can help a client adapt its message to interactive media

• Not only will we do your interactive implementation• But we can help you do something better than just shoveling your offline campaigns online

• You need to customize your approach to communicating with your target

“Traditional”

“Interactive”

Target

• “Interactive Marketing” differentiates the “Interactive Agency” (iAOR) by its medium

“Traditional”

Target

“Interactive”

• “Interactive Marketing” differentiates the “Interactive Agency” (iAOR) by its mediumbut the “Traditional Agency” (AOR) still owns the message

• Strategy is still driven by the traditional tactics of offline communication• AORs tout umbrella integration of iAOR services• Independent iAORs need to assert their specialized value proposition and fight for a seat at the table

“Traditional”

Target

“Interactive”

• Enter “User-Centric Interactive Marketing” as a pseudo-scientific differentiator• [Interactive] “Users” are different from [actual product] “Consumers”

• [User] “Personas” have different wants and needs than [traditional advertising] “Targets”

• We can conduct research to inform or approach and analysis to justify our effectiveness• What you’re doing isn’t good unless it’s what the user wants• We can sell you “what your users want from you”

“Traditional”

Target

User“Interactive”

• In my experience this is where most “Interactive Agencies” currently max outin terms of both business model and strategic relevance to their clients

“Traditional”

Target

• Providing the service offerings of “Interactive Implementation”

“Traditional”

Target

• Providing the service offerings of “Interactive Implementation”• Providing the tactical adaptation of “Interactive Marketing”

“Traditional”

Target

• Providing the service offerings of “Interactive Implementation”• Providing the tactical adaptation of “Interactive Marketing”• Providing the strategic differentiator of “User-Centered Design”

“Traditional”

Target

• The next step along the ‘strategy flow’ is primarily a conceptual leap• It’s not specific to client, agency type, or disciplinary specialization• It has to do with the way we think about what everyone involved is actually doing

• Relative to the client’s objectives• Relative to all other parties involved in the flow

“Traditional”

Target

• “Integrated Marketing” seeks to bring everything together by recognizing

Target

• “Integrated Marketing” seeks to bring everything together by recognizing• Overarching objectives feed common strategies

Objective

“Traditional”

Target

“Interactive”

• Which need to be adapted to channel-specific targets and other specialized audiences

InteractiveUsers

TraditionalAudiences

Objective

TargetObjective

• Which need to be adapted to channel-specific targets and other specialized audiences• To be customized by any number of collaborating tactical specialists

“Traditional 1”

“Interactive 1”

InteractiveUsers

TraditionalAudiences “Traditional 2”

“Traditional 3”

“Interactive 2”

• Which need to be adapted to channel-specific targets and other specialized audiences• To be customized by any number of collaborating tactical specialists

• So that they can be utilized at a variety of relevant touch points

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• “Omni-Channel Communications” further expands the “Integrated Marketing” mindset

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• “Omni-Channel Communications” further expands the “Integrated Marketing” mindset• Acknowledging that various channels/audiences may have additional/alternate objectives

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• “Omni-Channel Communications” further expands the “Integrated Marketing” mindset• Acknowledging that various channels/audiences may have additional/alternate objectives• Adapting the understanding of brand and business

• Into an integrated multi-channel communications ecosystem• Subject to individualized/aggregate user/audience media preferences/behaviors

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• The evolution of “Integrated Marketing” into “Omni-Channel Communications”• Personally, I think that this is where the interesting stuff is happening• Professionally I think that this is the frontier for agency differentiation

• Many clients are at this point conceptually or will be getting here soon• I believe that there are many related challenges that would benefit from a “Discovery Enagement”

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• So, ultimately, why should “Interactive Agencies” be the ones leading the charge?

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• So, ultimately, why should “Interactive Agencies” be the ones leading the charge?• The revolution of interactive media has swam up the strategic flow

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• So, ultimately, why should “Interactive Agencies” be the ones leading the charge?• The revolution of interactive media has swam up the strategic flow• Driving the ripple of traditional media evolution down the strategic flow

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• Now is the point when the paradigm flip flops with the iAOR taking primacy over the AOR

ChannelObjective

“Traditional 1”

“Interactive 1”

Target

InteractiveUsers

“Traditional 3”

“Interactive 2”

Objective

• Now is the point when the paradigm flip flops with the iAOR taking primacy over the AOR• Introducing the “Omni-Channel Interaction” specialist agency

ChannelObjective

Omni-Interaction

Summary

• potentialDISCOVERY is a methodology that is not restricted by the nature of the problem• Strategy tends to become muddled within complex organizations (both agency and client)

• A structured “Discovery Engagement” can help focus thinking and build consensus

• Currently many client organizations are challenged by a convergence of issues• The emergence and proliferation of media outlets

• The need to adapt their integrated communications strategy• The desire to leverage cross-channel eRM

• Consequently there are opportunities to leverage agency-facilitated Discovery• To help clients re-envision not only their communications strategy but also their business

• In the process repositioning the role of the “Interactive Agency”• Expanding the role of “Interactive” from “Digital New Media” to “Omni-Channel Targeted Interactions”

Why potentialDISCOVERY?When/How do you sell a “Discovery Engagement”?

The Client Opportunity

• Once upon a time there was a Senior Client who had an idea• He recognized ‘an opportunity to evolve the way the company does business’

• There is a need to own The Customer Relationship as much as The Brand• It’s a Multichannel World and Interactive is The Hub

• He singled out an Underling and assigned him the challenge• ‘How could the company address this opportunity?’

• ‘How could they unite the [clients’] organization behind a strategy to meet this challenge?’

• The Underling understood that this challenge was a big opportunity• For the company• For his career

• The Underling needed to develop a strategy to address the challenge of this opportunity• The Opportunity is the changing marketplace• The Challenge was how the company could/should evolve• The Strategy would propose a solution

Enter Agency Biz Dev

• Enter the agency Biz Dev guy

• He’s been building a relationship waiting for a chance to help the client• Maybe it’s an existing account• Maybe it’s a prospect

• The Underling mentions his predicament to the Biz Dev guy• Or perhaps the Biz Dev guy proactively brings the opportunity to the clients’ attention

• (The important point is that the conversation has started)

• The Biz Dev guy recognizes the need for a “Discovery Engagement”• He explains how ‘Discovery’ will help the company figure out how to address the opportunity

• “The potentialDISCOVERY Methodolgy” can help the client organization develop its own strategy

? + D = X ?

• The Biz Dev guy explains how a “Discovery Engagement” might take shape• First he will bring in a Strategist to guide Discovery

• Together they will• Lead the engagement with the client to develop a strategy to address the challenge of the opportunity

• Help the client organization work together to discover its potential through an ‘Exploratory Methodology’

?? + D = X

BTW: This “Strategist” is ME potentialKEN

• The Biz Dev guy explains how a “Discovery Engagement” might take shape• First he will bring in a Strategist to guide Discovery

• Together they will• Lead the engagement with the client to develop a strategy to address the challenge of the opportunity

• Help the client organization work together to discover its potential through an ‘Exploratory Methodology’

• Together the Biz Dev guy and the Strategist will work with:• A Delivery guy who will manage:

• The day-to-day operations of coordinating the “Discovery Engagement”

?? + D = X

• Together the Biz Dev guy and the Strategist will work with:• A Delivery guy who will manage:

• The day-to-day operations of coordinating the “Discovery Engagement”• The ‘agency resources’ who are tasked to executing elements of ‘The [Engagement] Project’

?? + D = X

• The agency’s “Discovery Team” will collaborate with the clients’ organization• To develop their customized strategy

• Utilizing an embedded process of consultation and activities to co-create deliverables• Enriched by the agency team’s collective experience developing solutions for past clients

?? + D = X

• The Underling comes to understand that “The potentialDISCOVERY Methodology” will:• Help the client organization work together to ‘Discover’ the best course of action• Build consensus/support for that strategy through group participation in the process• Raise his profile with the Senior Client and in the company as a whole

D X+ =

? + D = X

• The Biz Dev guy begins to draft a SOW based on:• The client’s understanding of the scale of ‘the engagement’• The agency’s understanding of the scope of ‘the project’

D X+ =

? + D = X

• The Biz Dev guy also realizes that Discovery may uncover other opportunities• For subsequent “Discovery Engagement(s)”• For building “the Solution(s)” proposed by the strategy

D X+ =

? + D = X

• The Biz Dev guy also realizes that Discovery may uncover other opportunities• But subsequent expansion is NOT the focus at this stage• The goal is to establish the agency’s role in guiding the client’s strategic decision making

• This positions the agency for future growth with the client organization

D X+ =

? + D = X

• The Biz Dev guy and the Underling discuss the situation with the Senior Client• The nature of the opportunity and the challenge to address it• How “The Discovery Engagement” will develop the strategy

D X+ =

?? + D = X

? + D = X

• The Senior Client is convinced that “The potentialDISCOVERY Methodology” will:• Help refine the client organization’s understanding of the opportunity• Yield a strategy that proposes a solution to the challenge that will benefit the company• Raise his profile within the client organization

? + D = X

• The Biz Dev guy proposes the SOW for the clients’ “Discovery Engagement”• The agency enters into contract with the client

Secure Executive Approval

• “The Discovery Engagement” is likely larger than the Senior Client’s authority• The scale of the changes it will propose• The scope of organizational participation in the process• The expense of the undertaking

• The Senior Client will secure Executive approval to commit the company to the initiative

• The Senior Client will secure Executive approval to commit the company to the initiative• He will explain his understanding of how Discovery will propose a solution for the challenge

! + D = X

• The Senior Client will secure Executive approval to commit the company to the initiative• He will explain his understanding of how Discovery will propose a solution for the challenge• He will propose that a strategy to address the opportunity will yield benefit to the company

! + D = X

? + X = $

! + D = X

D = X = $

? + X = $

• The Executive Leadership comes to understand that:• “The potentialDISCOVERY Methodology” unites the organization behind a strategic vision• Acting on that strategic recommendation can benefit the company

! + D = X

D = X = $

? + X = $

• The Executive Leadership commits to “The Discovery Engagement”• There is a financial commitment to the initiative

! + D = X

D = X = $

? + X = $

• The Executive Leadership commits to “The Discovery Engagement”• There is a financial commitment to the initiative• Senior Stakeholders representing effected areas of the company are assigned to oversight

• Depending on the challenge they can represent Brands, Operational Verticals, or other considerations

! + D = X

D = X = $

? + X = $

• The Executive Leadership commits to “The Discovery Engagement”• There is a financial commitment to the initiative• Senior Stakeholders representing effected areas of the company are assigned to oversight• Senior Stakeholders deputize respective Underlings to run the project within the organization

Summary

• A “Discovery Engagement” can be sold to new or existing clients• As an answer to a challenge that they have mentioned to the agency• As a way to explore an opportunity that the agency has made them aware of

• Once awareness of the opportunity/challenges is seeded; selling Discovery involves• Building enthusiasm for the premised of the Discovery Initiative• Establishing confidence in the process of the Discovery Project• Estimating and securing approval for the Engagement SOW

• Solidifying the Initiative, Project Structure, and Engagement SOW will likely overlap• Discovery is an ongoing process that will evolve over its lifecycle

• The first objective is to secure the commitment to plan the Discovery Engagement• Opportunity to become retained to plan the Engagement Structure and SOW

What is potentialDISCOVERY?1. Organizational: Who’s included in the Discovery process?

Structuring The Engagement

• The axis of the engagement is the core relationship between the agency and the clients

• The axis of the engagement is the core relationship between the agency and the clients• The Biz Dev guy (or Account Person) becomes the “Engagement Principle”

• He is responsible for the agency’s “[Discovery] Engagement” with the client

• The axis of the engagement is the core relationship between the agency and the clients• The Senior Client becomes the “Project Sponsor”

• He is responsible for “The Discovery Initiative” on behalf of the company

• The axis of the engagement is the core relationship between the agency and the clients• The Underling becomes the “Project Leader”

• He is responsible for the “Discovery Project” within the client organization

• The axis of the engagement is the core relationship between the agency and the clients• Together the Engagement Principle, the Project Sponsor, and the Project Leader

• Manage the business relationship between the agency and the client• Ensure that the agency and client organization are collaborating to enable the process

• The “Principle Strategist” is the primary resource sold by the agency to the client

• The “Principle Strategist” is the primary resource sold by the agency to the client• The Principle Strategist is responsible for

• Owning the intellectual relationship with the Project Sponsor and Project Leader

• The “Principle Strategist” is the primary resource sold by the agency to the client• The Principle Strategist is responsible for

• Owning the intellectual relationship with the Project Sponsor and Project Leader• Guiding the undertaking of “The Discovery Initiative” to yield “The Strategy”

• The Engagement Principle and Principle Strategist work as a single functional unit• They collaborate to make “The Discovery Engagement” happen

• The Engagement Principle handles The Engagement• The Principle Strategist handles The Discovery

• The Engagement Principle and Principle Strategist work as a single functional unit• Together they form the agency’s ‘core team’ for “The Discovery Engagement”

• They are ‘the face of the agency team’ within the client organization• They lead most of the Discovery’s ‘client participation’ Activities

• Depending on scope, additional agency resources may be included in the SOW

• Depending on scope, additional agency resources may be included in the SOW• Additional [apprentice] Strategists and/or Analysts can be added to the team

• Diversifying perspectives and enabling the primary strategy function to multitask• Learning the process to enable the agency to tier the service offering to more future engagements

• Depending on scope, additional agency resources may be included in the SOW• Depending on the nature of the challenge, other agency disciplines can be tapped

• Such as UCD, Technology, Marketing, Creative, and/or others• Enabling specialized insights and parallel paths of exploration

• Depending on scope, additional agency resources may be included in the SOW• Depending on the scale of the agency commitment a “Delivery Principle” may be added

• He is responsible to the agency for the profitable and timely operation of “The Discovery Engagement”

• Depending on scope, additional agency resources may be included in the SOW• Depending on the scale of the agency commitment a “Delivery Principle” may be added

• He is responsible to the agency for the profitable and timely operation of “The Discovery Engagement”• He manages the additional agency resources who deliver against “The Discovery Project”

• Given the scale of agency resources committed to “The Discovery Engagement” • The client organization must perceive the value of the [full] agency team contracted

• Given the scale of agency resources committed to “The Discovery Engagement” • The client organization must perceive the value of the [full] agency team contracted• Even though most interactions will primarily involve the ‘core team’

• Given the scale of agency resources committed to “The Discovery Engagement” • The client organization must perceive the value of the [full] agency team contracted• Even though most interactions will primarily involve the ‘core team’• The Project Leader will work with the ‘leadership team’ to coordinate agency involvement

• The client side of “The Discovery Engagement” is organized in 3 tiers of oversight

• The client side of “The Discovery Engagement” is organized in 3 tiers of oversight1. The “Operating Committee” who execute Discovery within the organization

• The client side of “The Discovery Engagement” is organized in 3 tiers of oversight1. The “Operating Committee” who execute Discovery within the organization2. The “Steering Committee” who guide Discovery to benefit the company

• The client side of “The Discovery Engagement” is organized in 3 tiers of oversight1. The “Operating Committee” who execute Discovery within the organization2. The “Steering Committee” who guide Discovery to benefit the company3. The “Executive Leadership” who evaluate the output of Discovery

• The client side of “The Discovery Engagement” is organized in 3 tiers of oversight• The composition and operation of these tiers may vary

• Based on the nature of the client organization• Based on the specifics of the challenge

• The client side of “The Discovery Engagement” is organized in 3 tiers of oversight• The composition and operation of these tiers may vary• In general, the hierarchy of governance is universal

Recommended Facilities

• This is an engagement style that is more about people and process than places• However, there may be value in allocating space to support “Discovery Activities”

• The first priority would be allocating an office space for the ‘core team’ at the client site• Most “Discovery Activities” are embedded within the client company

• Creates an agency footprint for staging “The Discovery Engagement” within the client organization• Facilitates collaboration and provides easy access between the agency and client teams

• As the agency team grows an additional workspace could become valuable• Provides a location to house project resources on-site at the client site• Creates a ‘War Room’ for “The Discovery Engagement”

• A centralized location for interfacing with the ongoing initiative

• “The Discovery Team” is ‘of the agency’ even though they are ‘at the client’• An ability to return to the agency location

• Enables the team to speak and work freely beyond client oversight

• “The Discovery Team” is ‘of the agency’ even though they are ‘at the client’• An ability to return to the agency location

• Enables the team to speak and work freely beyond client oversight• Creates opportunities to leverage additional agency resources for the engagement

• There is value in the client organization allocating a dedicated space for its own use• A conference room ‘War Room’ creates a centralized location for project resources

• Host “Operating Committee” meetings and other “Discovery Activities”• Showcase deliverables and other project materials

Summary

• The participants in the Discovery Engagement vary• Based on the nature of the topic of Discovery• In accordance with the structure of the client organization• Evolving over the course of the project lifecycle

• Standard governance involves• An Operating Committee to run the project day-to-day chaired by the primary client

• Agency Core Team sits on the Operating Committee

• A Steering Committee to oversee the initiative chaired by the senior client• Advised by the Agency Core Team

• Client Executive Leadership to whom the Operating and Steering Committees are accountable

• It is beneficial, but not required, to allocate dedicated space on-site to the initiative

What is potentialDISCOVERY?2. Conceptual: What’s included in the Discovery process?

potentialDISCOVERY Defining Key Terms

“The Discovery Engagement” is viewed, and referred to, from 3 perspectives

• Discovery Engagement – The comprehensive circumstance of the agency and client teams coming together, entering into contract for a period of time, collaborating in the process, and producing the strategy.

• The generic signifier for the whole thing.

• Discover Initiative – The company’s undertaking for the client organization to enter into the process to yield a strategy to address the challenges presented by the opportunity.

• The mission which unites the individuals and ideas of the Discovery Engagement

• Discovery Project – The agency and client operations of resources, activities, and deliverables involved in the Discovery Engagement in service of the Discovery Initiative.

• There are agency, client, and unified views of the Discovery Project

“The Discovery Engagement” client entities

• [Client] Organization – The tangible structures, staff, resources, and facilities of the company• These are the people who influence the Discovery Initiative and engage in the Discovery Project

• Company – The intangible identity comprised of the organization and its business(es)/brand(s)/product(s)• This is the corporate entity and its practices intended to benefit from the Discovery Initiative

• Customers/Target – The consumers of the company’s goods, services, and/or information• Addressing the challenge will involve exploring and possibly working within the company’s marketplace

“The Discovery Engagement” client individuals

• Project Sponsor – The individual principally responsible to the company for the intent and outcome of the Discovery Initiative; Chair of the Steering Committee

• This is likely the individual who introduced/championed the opportunity/challenge to the organization

• This is ideally the agency’s SOW ‘signing client’

• Project Leader – The individual principally responsible to the organization for the operation and output of the Discovery Project; Chair of the Operating Committee

• This is likely the agency’s ‘primary client’ within the organization

• Executive Leadership – The Individual(s) directly responsible for the company and client organization; ultimate evaluator of Discovery Engagement results and strategic recommendations

• Patron of the Steering Committee

“The Discovery Engagement” client groups

• Steering Committee – The Senior Stakeholders who oversee and guide the Discovery Initiative• The Steering Committee reports to the Executive Leadership

• Operating Committee – The Stakeholders (and agency ‘core team’) responsible for the day-to-day operations of the Discovery Project and the execution of the Discovery Activities to yield the strategy

• The Operating Committee reports to the Steering Committee

• Stakeholders – Individuals/entities within the organization directly impacted by the Discovery Initiative• Key members of this group will participate in Discovery Activities; select individuals will sit on the Operating Committee

• Employees – Members of the organization less directly effected by the Discovery Initiative• Some members from this group may be chosen to participate in select Discovery Activities

“The Discovery Engagement” agency entities

• The Agency – The external organization, individuals, and resources contracted to act as an agent of the client; May be retained as the client’s AOR or contracted for the project of the Discovery Engagement

• Benefits of the agency team are that it provides external perspective and independent functionality to the client

• It is vital that the client organization understands that the Discovery Team is “of the agency” even though it is “at the client”

• Discovery Team – The agency individuals and resources contracted by the client to execute the Discovery Engagement; the people working on the project with the client

• This identity may be colloquially extended to be inclusive of participants from within the client organization

“The Discovery Engagement” agency individuals

• Engagement Principle – The engagement owner and primary bridge between the agency and the client • Responsible for client satisfaction and agency business relationship growth

• Principle Strategist – The Discovery catalyst, primary facilitator of Discovery Activities, client council, and agency author/editor of final strategy deliverables

• Cross-accountable to agency and client for engagement success; responsible for Discovery process and output

• Delivery Principle – The Discovery Project coordinator and manager of agency resources• Cross-accountable to agency and client for engagement operations; responsible to agency for project delivery

• Others – The Discovery Team may also include other members of the agency on a full-time, part-time, and/or ad hoc basis; support, redundancies, disciplinary experts, etc.

• Participation will be determined by the nature of the engagement and the needs of the project

“The Discovery Engagement” agency groups

• Core Team – The functional leadership of the Discovery Engagement collaboration between agency and client• Responsible for satisfactory facilitation of the client’s Discovery Initiative by the Discovery Team (as outlined in SOW)

• Cross-accountable to client and agency for execution of the Discovery Engagement (as outlined in SOW)

• Leadership Team – The operational leadership of the Discovery Project for the agency• Responsible for the timely and profitable execution of the Discovery Project as an undertaking of the agency’s business

• Accountable to Agency Leadership

• The Project Team – The agency team for the Discovery Engagement in total (onsite at the client and at the agency); the resources that the client has contracted from the agency to facilitate its Discovery Initiative

• It is important that the client organization perceive the value relative to the scope of billable resources• Team members will interact with the client directly on an as-relevant/as-needed basis

• Accountable to the Leadership Team

potentialDISCOVERY has 5 components

These are “The Discovery Activities” contained within the Discovery Project

1. Audit/Analysis

2. Steering Committee & Operating Committee Meetings

3. Stakeholder Interviews

4. Workshops

5. Deliverables

potentialDISCOVERY: Audit/Analysis

• The Discovery Team will review the client organization’s existing research, strategy, infrastructure, process, and performance data relative to the opportunities and the challenges that will be explored by the Discovery Initiative

• Relevant materials will be made available to the Discovery Team by the Stakeholders• It is assumed that this body of resources will continue to grow over the project lifecycle

• The Project Leader will coordinate access to company materials

• The Delivery Principle will curate the archive of materials for the Discovery Team

• The purpose of this first Discovery Activity is to establish common understanding and vocabulary• An Audit will be conducted when helping the client formulate a new program• An Analysis will be conducted when helping the client optimize an existing program

• Additional research of secondary sources may be conducted as necessary

• Additional research projects may be proposed as appropriate to Discovery• Separate SOW for parallel path work

potentialDISCOVERY: Committee Meetings

• The heart of the Discovery Engagement is the ongoing work of the Operating/Steering Committees• The purpose of committee meetings is to unite interdisciplinary Stakeholders to

• Discuss topics related to the opportunity, the challenges, and the Discovery Initiative

• Share updates on Discovery Project status and plan upcoming Discovery Activities

• The Operating Committee chaired by the Project Leader will meet weekly• The Operating Committee will in effect run the Discovery Engagement on a week-to-week basis

• The evolving strategy will be discussed and revised; new issues will be raised

• Client Stakeholders will be assigned tasks in parallel to ongoing agency work• Previous tasks will be reported on and new tasks will be assigned for the upcoming week

• The Agency Core Team will provide a weekly update on Discovery progress and learnings• Results of Discovery Activities will be shared and upcoming Discovery Activities will be planned

• The Steering Committee chaired by the Project Sponsor will meet as it deems appropriate• At minimum the Steering Committee will convene to review the deliverable at each of the 3 milestones

• Steering Committee review is the gateway approval for sharing findings with Executive Leadership

potentialDISCOVERY: Stakeholder Interviews

• The Discovery Team will meet with relevant members of the client organization who are Stakeholders in aspects of the company effected by the Discovery Initiative to discuss the opportunity, challenges, and evolving strategy being developed by the Discovery Engagement

• Preliminary Stakeholders will be identified by the Steering and Operating Committees• Steering Committee members are, by definition, Senior Stakeholders themselves

• Additional Stakeholders will be identified and included as necessary during the Discovery lifecycle

• Stakeholder Interviews will be conducted 2:1 in private by the Core Team• The intent is to enable members of the organization to speak freely

• Personally identifiable responses will not be recorded/shared

• Insights will be aggregated to incorporate into the evolving strategy

• The purpose of this Discovery Activity is to• Give voice to effected individuals and aspects of the company and/or organization in order to

• Collect insights to benefit Discovery, seek feedback to revise the evolving strategy

• Raise awareness/understanding of the ongoing Discovery Initiative

• Secure ‘buy in’ through inclusion

potentialDISCOVERY: Workshops

• The Discovery Team will conduct customized activities to ‘crowdsource the wisdom of groups’ • The nature and duration of these activities vary

• Groups of Stakeholders from aspects of the company effected by the Discovery Initiative to will participate in workshops or other activities to explore the opportunity, challenges, and evolving strategy being developed by the Discovery Engagement

• Unique activities will be planned/executed based on the needs of the engagement• Preliminary workshops will have uniform participants united by functional relationship relative to the topic

• Follow up workshops will have interdisciplinary participation to explore topic from alternate perspectives

• The purpose of this Discovery Activity is to• Give voice to effected individuals and aspects of the company and/or organization in order to

• Collect insights to benefit Discovery, seek feedback to revise the evolving strategy

• Raise awareness/understanding of the ongoing Discovery Initiative

• Secure ‘buy in’ through inclusion and build consensus through group participation

potentialDISCOVERY: Deliverables

Milestone Deliverables

• “The Discovery Engagement” will yield strategic findings at three milestones1. The preliminary statement of opportunity/challenge/strategy to inform round 1 Discovery Activities2. The revised version of deliverable 1 informed by round 1 activities to guide round 2 Discovery Activities3. The finalized version of the Discovery Engagement strategy deliverable reflecting all learning to date

Activity Deliverables

• Interim deliverables will be created to record/analyze/present interview and workshop output

Ad Hoc Deliverables

• As needed, deliverables will be created to facilitate activities and report findings

Summary

• The Discovery Engagement is co-undertaken by client and agency• It is viewed and referenced differently depending on one’s position in the project/process

• It utilizes an agency-guided methodology to collect information and build consensus• Engagement Governance Structure and Committee Meetings• Discovery Team Audit/Analysis of relevant existing materials, policy, infrastructure, etc.• Stakeholder Interviews• Customized Workshops and other Activities

• It yields tangible deliverables• Output/Artifacts of Discovery Activities• Ad Hoc documentation of perspectives and insights• An iterative Strategy resulting from the Discovery Initiative

What is potentialDISCOVERY?3. Practical: How does the Discovery process work?

Kick Off

• Once the SOW is approved and the engagement is structured the initiative ‘Kicks Off’• At ‘Kick Off’ the full team may not be in place• The structure may evolve over the project lifecycle

Kick Off

• A large “Kick Off Meeting” is held with the client organization• This meeting is attended by Discovery Initiative Stakeholders

Kick Off

• Operating Committee

Kick Off

• Operating Committee and Steering Committee

Kick Off

• Operating Committee and Steering Committee• Optional: Executive Leadership

Kick Off

• Operating Committee and Steering Committee• Optional: Executive Leadership and relevant employees (if desirable)

Kick Off

• A large “Kick Off Meeting” is held with the client organization• This meeting is facilitated by Discovery Team

Kick Off

• Led by Engagement Principle and Principle Strategist

Kick Off

• Led by Engagement Principle and Principle Strategist• Attended by Delivery Principle and other team members

• Identified to client organization

Kick Off

• A large “Kick Off Meeting” is held with the client organization• The purpose of the meeting is to orient the attendees to the Discovery Initiative

• Project Sponsor and Project Leader explain the opportunity and the challenges faced by the company

Kick Off

• A large “Kick Off Meeting” is held with the client organization• The purpose of the meeting is to orient the attendees to the Discovery Initiative

• Project Sponsor and Project Leader explain the opportunity and the challenges faced by the company• Principle Strategist and Engagement Principle explain the Discovery Process

• Contextualized by the objectives of the engagement

D,?,!D,?,!

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• It is facilitated by the Project Sponsor

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• It is facilitated by the Project Sponsor assisted by the Project Leader

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• It is facilitated by the Project Sponsor assisted by the Project Leader• It is attended by the Engagement Principle, and Principle Strategist

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• It is facilitated by the Project Sponsor assisted by the Project Leader• It is attended by the Engagement Principle, and Principle Strategist

• They participant in discussion but are there more to listen than to influence

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• The Project Sponsor and Project Leader position the Discovery Initiative

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• The Project Sponsor and Project Leader position the Discovery Initiative• The Steering Committee discusses the opportunity, the challenge, and Discovery

Kick Off

• A team “Kick Off Meeting” is held with the Steering Committee• The purpose of this meeting is to

• Refine the objectives of the Discovery Initiative• Solicit guidance for the Operating Committee Kick Off Meeting

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• It is facilitated by the Project Leader

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• It is facilitated by the Project Leader supported by the Project Sponsor

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• It is facilitated by the Project Leader supported by the Project Sponsor• They are assisted by the Engagement Principle, and Principle Strategist

• The core team has seats on the Operating Committee as agency council

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• It is facilitated by the Project Leader supported by the Project Sponsor• They are assisted by the Engagement Principle, and Principle Strategist

• The Delivery Principle attends meetings as needed

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• The meeting is informed by the preceding Steering Committee Kick Off Meeting

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• The meeting is informed by the preceding Steering Committee Kick Off Meeting• The Project Leader and Project Sponsor position the Discovery Initiative

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• The meeting is informed by the preceding Steering Committee Kick Off Meeting• The Project Leader and Project Sponsor position the Discovery Initiative• The Operating Committee discusses the opportunity, the challenge, and Discovery

Kick Off

• A team “Kick Off Meeting” is held with the Operating Committee• The purpose of this meeting is to

• Orient the Stakeholders who will be managing/executing the Discovery Project• Begin planning Discovery Activities

The Audit/Analysis Begins

• The Leadership Team and Project Leader will identify and collect relevant materials• Guided by insight from the Steering and Operating Committees

• The Delivery Principle organizes and maintains this resource library

• Ongoing Discovery Team review and discussion

Begin Meetings

• The Operating Committee begins ongoing weekly meetings• The purpose of these meetings is to

• Manage/execute the Discovery Project and plan/review Discovery Activities• Devise, discuss, and evolve “the Strategy”

Begin Meetings

• The first objective of the Operating Committee is to develop a “Preliminary Strategy”• This will serve as the basis for the first round of Discover Activities

• It will reflect the consensus understanding of the opportunity and the challenges• It may begin to propose solutions

Begin Meetings

• To develop the Preliminary Strategy• The Discovery Team’s thinking is informed by the Audit/Analysis

Begin Meetings

• To develop the Preliminary Strategy• The Discovery Team’s thinking is informed by the Audit/Analysis• The Operating Committee’s thinking is informed by their respective perspective as Stakeholders

Begin Meetings

• To develop the Preliminary Strategy• The Discovery Team’s thinking is informed by the Audit/Analysis• The Operating Committee’s thinking is informed by their respective perspective as Stakeholders

• Influenced by their superiors on the Steering Committee and Executive Leadership

Begin Meetings

• To develop the Preliminary Strategy• The Discovery Team will facilitate discussion

Begin Meetings

• To develop the Preliminary Strategy• The Discovery Team will facilitate discussion• The Operating Committee will share their perspectives

• Will likely take more than one meeting

Begin Meetings

• To develop the Preliminary Strategy• The Discovery Team will consolidate everyone’s perspectives to DRAFT the Preliminary Strategy

A + 1 + 2 + 3 + 4 + 5 = X

Milestone 1: Preliminary Strategy

• The First Milestone is the completion of the Preliminary Strategy

• The First Milestone is the completion of the Preliminary Strategy• The Preliminary Strategy will be reviewed, refined, and approved by the Operating Committee

• The First Milestone is the completion of the Preliminary Strategy• The Preliminary Strategy will be reviewed, refined, and approved by the Operating Committee• The Preliminary Strategy will be reviewed, refined, and approved by the Steering Committee

• Discovery Activities may begin

Stakeholder Interviews

• The Discovery Team will meet with Stakeholders

• The Discovery Team will meet with Stakeholders to discuss the Preliminary Strategy

• The Discovery Team will meet with Stakeholders to discuss the Preliminary Strategy• This pool of Stakeholders will evolve over the course of the engagement

• Each Stakeholder has a perspective on Discovery relative to their role in the company/organization

• The Discovery Team will meet with Stakeholders to discuss the Preliminary Strategy• This pool of Stakeholders will evolve over the course of the engagement

• Each Stakeholder has a perspective on Discovery relative to their role in the company/organization

• The Discovery Team will combine feedback into aggregate learnings

X + 1 + 2 + 3 = Y

Workshops

• The Discovery Team will create customized workshops to collect input from larger groups• Multiple workshops will be conducted and various formats/activities may be utilized as needed

Workshops

• The Discovery Team will create customized workshops to collect input from larger groups• Multiple workshops will be conducted and various formats/activities may be utilized as needed• Participants will be chosen to represent Stakeholder groups and/or shared topical relevance

• Ex: Brand(s), Sales Force, Support, R&D, Call Center, level of hierarchy, geographic location, etc.

Workshops

• The Discovery Team will present the Discovery Initiative to orient the participants• Explaining the opportunity, challenges, Preliminary Strategy, and Discovery process

Workshops

• The Discovery Team will present the Discovery Initiative to orient the participants• Explaining the opportunity, challenges, Preliminary Strategy, and Discovery process

• The Discovery Team will facilitate discussion and/or activities to solicited feedback• Emphasizing participation and collaboration between attendees

Workshops

• To record workshop learnings the Discovery Team will:• Retain any artifacts created by the activities• Take notes of the discussion• Produce a summary of learnings to share with the Operating Committee

1f1gZ1

X + Y + 1a + 1b +1c + 1d + 1e + 1f + 1g = Z1

Workshops

• This process is repeated as needed

1f1gZ1

X + Y + 1a + 1b +1c + 1d + 1e + 1f + 1g = Z1X + Y + 2a + 2b + 2c + 2d + 2e + 2f + 2g = Z2X + Y + 3a + 3b + 3c + 3d + 3e + 3f + 3g = Z3

Workshops

• This process is repeated as needed• May include relevant non-Stakeholder groups

• Customers/Target• Vendors, Agency Partners, etc.• Employees

1f1gZ1

X + Y + 1a + 1b +1c + 1d + 1e + 1f + 1g = Z1X + Y + 2a + 2b + 2c + 2d + 2e + 2f + 2g = Z2X + Y + 3a + 3b + 3c + 3d + 3e + 3f + 3g = Z3

Meetings Phase 2

• The Operating Committee continues to meet throughout the Discovery Engagement

Meetings Phase 2

• The Operating Committee continues to meet throughout the Discovery Engagement

• The next objective for the Operating Committee is to evolve a “Revised Strategy”• This will serve as ROUGH DRAFT of the “Final Strategy” to test with Discover Activities

• It will reflect the consensus understanding of the opportunity, the challenges, and propose solutions

Meetings Phase 2

Z1, Z2, Z3

• To develop the Revised Strategy• The Discovery Team will facilitate discussion

Meetings Phase 2

Z1, Z2, Z3

Z1 Z2 Z3

• To develop the Revised Strategy• The Discovery Team will facilitate discussion• The Operating Committee will share their perspectives informed by Discovery Learnings to date

Meetings Phase 2

2XX 3XX

4XX 5XX

Z1, Z2, Z3

Z1 Z2 Z3

• To develop the Revised Strategy• The Discovery Team will facilitate discussion• The Operating Committee will share their perspectives informed by Discovery Learnings to date

Meetings Phase 2

2XX 3XX

4XX 5XX

Z1, Z2, Z3

Z1 Z2 Z3

X + Y + Z + 1 + 2 + 3 + 4 + 5 = XX 1XX

• To develop the Preliminary Strategy• The Discovery Team will consolidate everyone’s perspectives to DRAFT the Revised Strategy

Milestone 2: Revised Strategy

• The Second Milestone is the completion of the Revised Strategy

• The Second Milestone is the completion of the Revised Strategy• The Revised Strategy will be reviewed, refined, and approved by the Operating Committee

• The Second Milestone is the completion of the Revised Strategy• The Revised Strategy will be reviewed, refined, and approved by the Operating Committee• The Revised Strategy will be reviewed, refined, and approved by the Steering Committee

• Discovery Activities continue in order to test and revise the evolving strategic perspective

Workshops Phase 2

• The Discovery Team will conduct activities to workshop the Revised Strategy with groups• Multiple workshops may be conducted and various formats/activities may be utilized as needed

Workshops Phase 23a

• The Discovery Team will conduct activities to workshop the Revised Strategy with groups• Multiple workshops may be conducted and various formats/activities may be utilized as needed• Participants will be chosen to represent interdisciplinary perspectives relative to Discovery

• A group of people with shared connections but effected by the strategy in different ways• May or may not have participated in previous Discovery Activities

Workshops Phase 2

Z1, Z2, Z3 2a

• The Discovery Team will present the Discovery Initiative to orient the participants• Explaining the opportunity, challenges, Revised Strategy, and Discovery process

Workshops Phase 2

Z1, Z2, Z3

• The Discovery Team will present the Discovery Initiative to orient the participants• Explaining the opportunity, challenges, Revised Strategy, and Discovery process

• The Discovery Team will facilitate discussion and/or activities to solicited feedback• Emphasizing participation and collaboration between attendees

Workshops Phase 2

Z1, Z2, Z3

XX + 1a + 2a + 3a + 4a + 5a + 6a + 7a = ZZ

• To record workshop learnings the Discovery Team will:• Retain any artifacts created by the activities• Take notes of the discussion• Produce a summary of learnings to share with the Operating Committee

Workshops Phase 2

• It is recommended that a similar activity be conductedwith one or more groups of Customers/Target

• Perspective from outside the organization• (Negative feedback late in the process may reset strategy)

Z1, Z2, Z3

XX + 1a + 2a + 3a + 4a + 5a + 6a + 7a = ZZXX + C1 + C2 + C3 + C4 + C5 + C6 + C7 = CZZ

Stakeholder Interviews Phase 2

• The Discovery Team will meet with Stakeholders to discuss the Discovery Learnings• With the goal of soliciting input and buy in to shape the Final Strategy

• The Discovery Team will meet with Stakeholders to discuss the Discovery Learnings• This pool of Stakeholders will include follow up conversations and new discussions

• Each Stakeholder has an expanded perspective from participating in the Discovery Initiative

• The Discovery Team will meet with Stakeholders to discuss the Discovery Learnings• This pool of Stakeholders will include follow up conversations and new discussions

• Each Stakeholder has an expanded perspective from participating in the Discovery Initiative

• The Discovery Team will combine feedback into aggregate learnings

XX + ZZ + 1 + 2 + 3 = YY

Meetings Phase 3

• The Operating Committee continues think about and discuss the Discover Initiative

Meetings Phase 3

• The Operating Committee continues think about and discuss the Discover Initiative• Discovery Activity learnings are shared• Stakeholder tasks are completed

Meetings Phase 3

XXX ZZ

• The Operating Committee continues think about and discuss the Discover Initiative• Discovery Activity learnings are shared• Stakeholder tasks are completed

• Their final objective is to formalize a “FINAL DRAFT Strategy”

Meetings Phase 3

• To develop the FINAL DRAFT Strategy• The Discovery Team will facilitate discussion

Meetings Phase 3

3XX2XX

5XX4XX

• To develop the FINAL DRAFT Strategy• The Discovery Team will facilitate discussion• The Operating Committee will share their perspectives informed by Discovery Learnings to date

Meetings Phase 3

3XX2XX

5XX4XX

2XXX 3XXX

4XXX 5XXX

• To develop the FINAL DRAFT Strategy• The Discovery Team will facilitate discussion• The Operating Committee will share their perspectives informed by Discovery Learnings to date

Meetings Phase 3

3XX2XX

5XX4XX

2XXX 3XXX

4XXX 5XXX

1XXXX + YY + ZZ + 1 + 2 + 3 + 4 + 5 = XXX

• To develop the “Final Strategy Deliverable”• The Discovery Team will consolidate everyone’s perspectives to FINAL DRAFT Strategy

Meetings Phase 3

• To develop the “Final Strategy Deliverable”• The Discovery Team will consolidate everyone’s perspectives to FINAL DRAFT Strategy• This FINAL DRAFT Strategy is supplemented by all Discovery Team deliverables to date

Milestone 3: Final Strategy Deliverable

• The Third Milestone is the completion of the Final Strategy Deliverable

• The Third Milestone is the completion of the Final Strategy Deliverable• The FINAL DRAFT Strategy will be reviewed, refined, and approved by the Operating Committee

• The Third Milestone is the completion of the Final Strategy Deliverable• The FINAL DRAFT Strategy will be reviewed, refined, and approved by the Operating Committee• The FINAL DRAFT Strategy will be reviewed, refined, and approved by the Steering Committee

• The Third Milestone is the completion of the Final Strategy Deliverable• The FINAL DRAFT Strategy will be reviewed, refined, and approved by the Operating Committee• The FINAL DRAFT Strategy will be reviewed, refined, and approved by the Steering Committee• The Finalized Strategy is presented to the Executive Leadership

• This Discovery Engagement is complete

Summary

• The potentialDISCOVERY Methodology follows an iterative process• Managed by regular meetings of the Operating Committee

• A Preliminary Strategy is developed by the Operating Committee• It is explored through Conversations with Key Stakeholders and Group Workshop Activities

• This feedback is used to develop a Revised Strategy

• A Revised Strategy is approved by the Operating and Steering Committees• It is refined through Conversations with Key Stakeholders and Group Workshop Activities

• This is evolved into Final Strategy Deliverables (Final Draft Strategy and other materials to date)

• Final Draft Strategy is approved by the Operating and Steering Committees• Finalized Strategy is presented to Executive Leadership

TimingHow does a “Discovery Engagement” play out?

How big a Discovery do you want to make?

• The “potentialDISCOVERY Methodology” works at 4 durations

1. Isolated• Discovery Activities can be sold/utilized a la carte

2. Compressed• Simple challenges can be addressed in a short Discovery Exercise

3. Recommended• The average Discovery Engagement is approximately 3 months

4. Extended• Life is a process of Ongoing Discovery

Isolated: Discovery Activities (approx. 3 weeks)

• A Discovery Strategist can be utilized to facilitate small explorations with a discreet activity

• Brainstorming/Ideation, Requirements Gathering, Build Consensus, etc.

• Individual Discovery Tactics can be employed outside an Engagement context• To focus agency team thinking/output• To focus client thinking/input

• One or more resources trained for Discovery can provide ad hoc assistance to account(s)• Consult with account leadership (agency and/or client)

• To assess need and become familiar with topic• To plan activities in support of need

• Facilitate one or more activities in support of need/topic as defined• Analyze activity output and provide recommendations relative to external POV

• Deliver/Present ‘outsider perspective’ enabling account to utilize learnings as they choose

3 Week Discovery Activity timeline (workshops)

M T W T FS S

• Kick Off Briefing

M T W T FS S

• Kick Off Briefing, Audit Relevant Materials

M T W T FS S

• Kick Off Briefing, Audit Relevant Materials, Workshop/Interview Planning

M T W T FS S

• Kick Off Briefing, Audit Relevant Materials, Workshop/Interview Planning, Approval

M T W T FS S

• Discovery Activity/Activities as relevant to Challenge

M T W T FS S

• Catalogue Findings

M T W T FS S

• Catalogue Findings, Analyze

M T W T FS S

• Catalogue Findings, Analyze, Develop POV

M T W T FS S

• Catalogue Findings, Analyze, Develop POV, Present Recommendation(s)

Compressed: Discovery Exercise (approx. 1 month+)

• A Discovery Team can be utilized to facilitate a mid-sized exploration of a defined topic• Planning phase, initiative kick off, project ideation, etc.

• A focused period of Discovery Activities can be integrated into an ongoing account/project• To focus the ideation phase of a specific delivery project• To get an account over a consensus hump (ex. annual brand planning, etc.)

• An account would engage in a Discovery Exercise for a defined period of time• Similar to how a client organization would engage in a Discovery Initiative for a period of time

• Discovery is conducted in parallel to ongoing account activities• Timing and resources commitments are variable based on the nature of the challenge

• Account leadership serves as initiative governance

• The exercise moves through audit, exploration, and analysis phases• Single round leading to result, not iterative

• Kick Off

M T W T FS S

1 Month Discovery Exercise (approx. 4 weeks)

• Kick Off, Audit Relevant Materials and Meetings to refine Opportunity/Challenge

M T W T FS S

• Discovery Activities as relevant to Challenge

M T W T FS S

• Analyze Findings and Develop Strategy

M T W T FS S

• Analyze Findings and Develop Strategy, Deliver Strategy

M T W T FS S

• Analyze Findings and Develop Strategy, Deliver Strategy, Present Strategy

M T W T FS S

Recommended: Discovery Engagement (approx. 3 months+)

• A Discovery Team can be engaged to facilitate a longer loosely defined Initiative• Assessment, Opportunities, Challenges, Strategy, Requirements, Ideation, Implementation• Identifying the focus of Discovery can be a part of the Discovery itself

• The agency team is engaged with the client for an extended but defined period of time• To facilitate the Discovery Initiative (activities, ideation, strategy development)• To execute the Discovery Project (infrastructure, scheduling, deliverables)

• Discovery Team is structured based on the needs of the engagement• Engagement Principle and Principle Strategist run engagement• Delivery Principle manages project as well as full/partial specialist and executional resources

• Discovery Activities are planned based of the needs of the engagement• Iterative process of meetings and activities to develop and refine strategy

3 Month Discovery Engagement

• The recommended duration of a Discovery Engagement is approximately 3 Months

Month 1 Month 2 Month 3

• The recommended duration of a Discovery Engagement is approximately 3 Months• The majority of that time is devoted to Discovery Activities

• The recommended duration of a Discovery Engagement is approximately 3 Months• The majority of that time is devoted to Discovery Activities, bracketed by Audit/Analysis

• Discovery can certainly continue longer than 3 months (Ongoing Discovery)but something is wrong if there aren’t some findings after a quarter of a year

3 Month Discovery Engagement (in context)

• The Discovery Engagement is a liminal phase within, and parallel to, ongoing activities• It need not be any particular three months or even start and stop on the ‘monthly calendar’• In practice the Discovery Initiative often oversteps the 3 month [project] boundaries

Month 0 Month 1 Month 2 Month 3 Month 0

J F M A M J J A S O N D

• The Discovery Engagement is a liminal phase within, and parallel to, ongoing activities• It need not be any particular three months or even start and stop on the ‘monthly calendar’• In practice the Discovery Initiative often oversteps the 3 month [project] boundaries

• It is simply a period of time that the organization sets aside to focus on Discovery

Month 0 Month 1 Month 2 Month 3

We begin seeingresults here

If westart here

3 month Discovery Project

Month 0

• Transposing the potentialDISCOVERY process onto the timeline

• Transposing the potentialDISCOVERY process onto the timeline• Everything begins with thinking and discussion of the need for a Discovery Initiative

• Recognition of the opportunity/challenge

• Recognition of the opportunity/challenge transitions into conversations that structure the engagement

• Recognition of the opportunity/challenge transitions into conversations that structure the engagement• The Discovery Project kicks off

• Recognition of the opportunity/challenge transitions into conversations that structure the engagement• The Discovery Project kicks off already assuming the endpoint when its output will be delivered

• Transposing the potentialDISCOVERY process onto the timeline• It is natural for the front end of the engagement to run together as everything takes shape

• The Discovery Team Audit begins to focus the thinking about the opportunity and challenge

• The Discovery Team Audit begins to focus the thinking about the opportunity and challenge• Conversations about engagement structure continue as operating and steering committees kick off

• Transposing the potentialDISCOVERY process onto the timeline• With the project up and running Discovery Activities can begin

• The Discovery Team drafts a Preliminary Strategy

• The Discovery Team drafts a Preliminary Strategy to test through interviews and workshops

• The Discovery Team drafts a Preliminary Strategy to test through interviews and workshops• Stakeholder and workshop feedback begins to inform a Revised Strategy

• Transposing the potentialDISCOVERY process onto the timeline• The Revised Strategy is progressively refined through ongoing Discovery Activities

• The Operating and Steering Committees continue to meet• Interdisciplinary workshops and final stakeholder interviews begin to distill a FINAL DRAFT Strategy

• Transposing the potentialDISCOVERY process onto the timeline• The Discovery Engagement is concluded when Final Strategy Deliverable is completed

• The FINAL DRAFT Strategy is approved by the Operating and Steering Committees

• The FINAL DRAFT Strategy is approved by the Operating and Steering Committees• The Finalized Strategy is presented to Executive Leadership

• Transposing the potentialDISCOVERY process onto the timeline• As the Discovery Engagement is winding down a new cycle can begin

• Discovery learnings can inspire a subsequent Discovery Engagement and/or Solution(s) Build

• Discovery learnings can inspire a subsequent Discovery Engagement and/or Solution(s) Build• Completion of the strategy

• Discovery learnings can inspire a subsequent Discovery Engagement and/or Solution(s) Build• Completion of the strategy is just the beginning of the conversation about what comes next

A 3 Step Process

• Although not a strict structure the monthly cycle can help establish an [idealized] rhythm

W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4

A 3 Step Process

• Although not a strict structure the monthly cycle can help establish an [idealized] rhythm• Begin to establish a preliminary strategic understanding

W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4

A 3 Step Process

• Although not a strict structure the monthly cycle can help establish an [idealized] rhythm• Begin to establish a preliminary strategic understanding• Refine that strategic understanding through exploratory methodology

W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4

A 3 Step Process

• Although not a strict structure the monthly cycle can help establish an [idealized] rhythm• Begin to establish a preliminary strategic understanding• Refine that strategic understanding through exploratory methodology• Solidify findings and learnings into realizations and recommendations

W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4

3 Different Sized Steps

• The reality is that Discovery is a cumulative process driven by key milestones