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Transcript of Digital Deca eBook
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The science of understanding an
organizations strengths and weaknesses
by examining their Web presence.
Web Phrenology:
ONE
THE DIGITAL DECALisa Welchman
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Meet Wendell Wallace Webb
He is the voice of your organization. He talks online,
non-stop 24x7, globally, whether you like it or not.
Hallo Welt,
Hello world
Hello, World!
Hola mundo
Hello, World!
Ciao mondoHola,mundo
Bonjourtout le monde a Hello World
hall vrldenWitaj wiecie
hello world
THE DIGITAL DECALisa Welchman
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And, you might be surprised what he says to your
customers
citizens
students
employees
members
patients
shareholders
THREE
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This organization is messed up.They might not have credible information.Theyre wasteful. They cant collaborate.
And they might not be able to thrivein the Web age.
FOUR
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The Good Old 20th Century
So, maybe your organization
was always messed up, didnt have credible
information, was wasteful and unable
to collaborate. But it didnt matter as long as
your storefront to the world looked good.
FIVE
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SIX
But now, you broadcast yourcompanys dysfunction to the whole wide
world with the instant, digital, globalcommunications channel that
is the www.
THE DIGITAL DECALisa Welchman
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And, before Web 2.0 you didnthave an instant, digital, global communicationschannels like Twitter, f lickr, facebook, et al,
that your customers could usetotell everyone how dysfunctional
you are
SEVEN
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equals
Web sites are usually developed by subjective taste and
organizational power, instead of by understanding customer needs.
This makes bad Web sites which can communicate surprising
things to your customers.
The Organizational Dynamic
Behind Bad Web Sites
amount of offlineMoneyPower
CloutAccess to Senior Leadership
amount of onlineContent
Data
Applications
EIGHT
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I need to knoweverything about my disease,not just what one group says.
I dont know what to do.Im trying to make a life deci-sion. Im scared and youre
confusing me (Click).
You dont care how
long I have to look to findinformation. Youre wast-ing my time (Click).
I just spent 5 minutesfilling out a form just like th
Youre wasting my time...again. (Click and Tweet).
Bad Search@!*@&! (Click)!
Is this the same company
(Clickity, Clickity, Click)?
Is 404 their area code?Wheres the rest of the phone
number (click).
THE DIGITAL DECALisa Welchman
How Organizational Dysfunction
Affects Your Web Site
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ELEVEN
Wait!Dont leave.You havent visited all 25 of
my content silos!
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TWELVE
Most organizations address low Web quality
by redesigning their Web site or installing expensive
infrastructure technology. The real reason your Web site
keeps falling into disrepair is because your
organizations management practices dont align withthe 21st century business dynamic.
THE DIGITAL DECALisa Welchman
THE DIGITAL DECA Li W l h
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THIRTEEN
What Happened to Your Businesswhen the Web Happened
The Web changed the rules,not just for
the way you communicate with your customers,
partners, employees or process transactions or
disseminate databut for your entire business.
THE DIGITAL DECALisa Welchman
THE DIGITAL DECA Li W l h
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The Web speeds up and intensifies the
pace of business and puts customers in a greater
position of power.
Now, your customers have a platform from
which to announce, loudly and clearly, their likes
and dislikes about how you do business.
FOURTEEN
THE DIGITAL DECALisa Welchman
THE DIGITAL DECA Lisa Welchman
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FIFTEEN
Unfortunately, many executives have allowed
their organizations Web presence to be managed in a
reactionary, non-strategic wayriding the wave
of the latest technologies and delegating strategic business
decisions to junior resourcesunderestimating
the impact of the internet on business, or reluctant toshift a successful legacy business model to a new
un-proven Web paradigm.
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THE DIGITAL DECA Lisa Welchman
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The 21st century business world consistsof both a physical and digital hemisphere
with the organizations digital presence
magnifying the management efficiencies
and inefficiencies of the physical presence.
Because of the all-ecompassing, omni-di-
rectional, democratic nature of the WorldWide Web, organizations must manage with
precision and coherence in order to remain
viable and maintain control of their brand.
Coherence means:
Clear articulation of an organizationsobjectives and values.
A direct link between organizationalobjectives and values and the governance
of your organizations information supply
chain.
Sound and rapid execution.
Persistent measurement of performance.
Some organizations try to heed these com-
mon tenets while others are less culturally
inclined to manage this way. But for most
who are able to manage this way, it is only
for the physical hemisphere, not the digital.
The Business Challenge of the Web
SEVENTEEN
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THE DIGITAL DECA Lisa Welchman
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EIGHTEEN
THE DIGITAL DECA Lisa Welchman
The Web isthe
disruptive, operationsoptimizing, information disseminating, sales closing, feedback
gathering technology of our time. If an organization can not
manage the Web, it will fail.
In order to remain competitive,executives must
aggressively seek to integrate the management capabilities of the
Web into its overall business operations. The Web cannot continue to be an operational silo, planned for as an
afterthought and dismissed by senior management as technical
and Web teams can no longer be treated as an
organizational ghetto, underfunded, out of sight and out
of mind of senior leaders.
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THE DIGITAL DECALisa Welchman
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10 Management Truths for the Web Age.
TheDigitalDeca
20
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TRUTH 1
Your Web presence is the digitalmanifestation of your organization.
An organizations business strategy must address
both the digital and traditional business arena. These
realms must be married and either may lead.
20 ONE
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20 TWO
TRUTH 2
In a digitally transforming businessenvironment, bold leadership is vital.
Collaboration must be enabled from the top of the
organization. If enabled from the bottom, power struggles will
compromise business objectives. Those power struggleswill slow the pace of innovation, be clearly magnified in your
digital presence and expose your internal weaknesses to your
competitors and customers.
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TRUTH 3
Decision making must be based uponexpertise, not power.
An organization must emplace mechanisms that
promote rapid and sound decision making based on knowledge
and expertise, not perceived or real organizationalpolitical power. If decision making is guided by power,
collaboration will fail.
20 THREE
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20 FOUR
TRUTH 4
The business frameworkmust be inclusive.
Organizational policy must protect and enable
both the organizations physical and digital world presence.
If policy and operations are exclusively aligned to one orthe other, risk is substantially increased.
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TRUTH 5
Standards enable collaboration.
Standards for business execution must be complete
and enforceable or chaos will occur with growth; but
managed chaos can spawn innovation and lead to
competitive advantage.
20 FIVE
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TRUTH 6
The Web is an asset.
Organizations must understand and act on
the potential of the Web to create efficiencies and
realize more revenue.
20 SIX
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TRUTH 7
The organization ownsthe Web presence.
The whole organization is responsible for the
quality and integrity of its digital presence not just
Marketing/Communications or the InformationTechnology team.
20 SEVEN
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TRUTH 8
Management should embraceimpermanence.
In a world where knowledge flows freely and globally,
organizations must realize the advantages of matrix management
and leverage expertise where it resides. Clearly articulatedperformance indicators, standards-based execution, and
Web-based collaboration can resolve the chaos of the matrix.
20 EIGHT
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TRUTH 9
Know your customer butown your mission.
Organizations must understand the subjective needs
of their digital and physical world customers and make
mission-driven determinations about which needswill be met and which will not.
20 NINE
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TRUTH 10
Measure twice, execute once.
Organizations must use both quantitative and
qualitative data to determine business success. And
synthesize physical and digital business execution in
order to maintain competitive advantage.
30
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When senior leaders step up to the plate
and embrace the Digital Deca, organizations will
enter the Web agean age of collaboration,
innovation, and real reward. The Web presence will
reflect the values and intent of the business and
the organizational workforce will operate in a zone
of empowermentwhere both morale and
profit are high.
30 TWO
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Lisa Welchman is the founding partner of WelchmanPierpoint.She has pio-neered the field of Web Operations Management by distinguishing Web strat-egy, governance, execution and measurement as it pertains to large Web sites,and creating innovative, practical solutions for clients. Lisa wields a sharpability to define and distinguish the over-arching principles of managing largeWeb sites and is a recognized thought leader in the area of Web governance.
Since 1999, Lisa has been leading consulting engagementswith a combinationof high-level strategic vision, clear understanding of the challenges of seniorexecutives, and real-world problem solving. Her clients include The WorldBank, The US Food and Drug Administration, USA.gov, Research in Motion,Clorox, Wells Fargo, the Social Security Administration, and Seattle TimesInteractive, among others.
Lisa Welchman
twitter: @lwelchmaninfo@welchmanpierpoint.comwelchmanpierpoint.com410.377.3012
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Goodbye,
Goodbye,World!