The missing link to digital succes
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21-Oct-2014 -
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Transcript of The missing link to digital succes
The missing link to digital success
Netværk Danmark 22. april 2013
Competitive advantage?
3 5
It depends...
3
Maps
SMS/text
Surfing while travelling
Surfing in a store
Researching products
Surfing in a restaurant
90%
64%72%
72%56%
63%
Well...
3 key drivers to digital succes
Strategi
Taktik
Eksekvering
VISION
EKSTERNAL PARTNERS
TEAM & GOVERNANCE
Technology
#1 DIGITAL TEAM
Do you know how it works?
Must be almost like driving a car
What did you order?
Some sort of pickup truck...
29% of CMOs state that their biggest challange concerning digital is securing a strong digital team
Boston Consulting Group (2012)
What exactly is it that a digital team does?
Technology
DIGITALLEADERSHIP
Product development
€
Content
Analytics
Frontend developer
Research
SEO
Media
Digital team competencies
User Experience
Project management
One size fits all?
Off course not!
But...
Digital team assessmentDigital leadership
Digital project managementDigital business development
Analytics & performanceCRM
Social mediaMobile
Dialog & touchpointsOnline media
SEO/SEMBackend developmentCencept developmentContent managementCustomer experience
Digital designInteraction design
Building a digital team
REQUIREMENTS
What does our digital ambitions require of
your team?
ASSESSMENT
What is the current strength of your team?
STATUS & GAPS
Identifying and prioritizing gaps
ANALYZE
METHOD & DELIVERIES
FOCUS
ACTIONS
Closing the gaps
IMPROVE
Evaluations and adjustments to improve
results
Analyzing business strategy &
interviewing key stakeholders
Interviewing digital team members
Competencies present in the team
and on what level REPORT Gaps - prioritizedRecommended actions:‣ Team composition‣ Roles ‣ Training‣ Inspiration‣ Recruiting
Status meetings key stakeholders
Interviewing selected digital team members
Recommending and implementing adjustments
Coordinating and implementing training
& inspiration
Refining roles & responsibilities
Recruiting needed profiles
RECOMMEND BUILD OPTIMIZE
Requirements versus current strenght of the
digital team
#2 DIGITAL GOVERNANCE
DIGITAL!
“Digital is best understood not as a subset of marketing or IT, but as a new, seperate animal”
Razorfish
“At the end of the day, we usually find that defining an organizational plan for digital is actually the easy part. Implementing that plan successfully within an existing structure, culture, and business environment can often feel like the most challenging digital deployment of all. But for organizations truly looking to leverage digital for long-term competitive advantage, the rewards are worth it.”
Razorfish
How?
Levels of organizational digital maturity
#1 Solo
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
SOLO
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
SOLO
Digital tænkning og arbejde baseret på én enkelt eller to ildsjæle
Resultater & konsekvenser‣ Knap synlige
‣ Digital betragtes som en omkostning, der skal være så lille som muligt
‣ Digital tilfører ikke værdi til forretningen
“Ground zero”
#2 Spirende
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
SPIRENDE
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
SPIRENDE
Digital tænkning og arbejde baseret på flere ildsjæle flere steder i organisationen
Resultater & konsekvenser‣ Resultater af det digitale initiativer viser sig “her og der”
‣ Digital kan tilføre værdi til de enkelte enheder hvor ildsjælene er
“Tilnærmelsesvist taktisk niveau”
#3 Decentraliseret
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
DECENTRALISERET
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
DECENTRALISERET
Digital tænkning og arbejde baseret digitale profiler alle steder i organisationen
Resultater & konsekvenser‣ Synlige resultater
‣ Digital tilfører værdi til de enkelte områder, men sjældent på tværs af forretningen
‣ Risiko for digitalt forvirrede kunder
‣ Risiko for overlappende/konkurrerende digitale initiativer
“Taktisk niveau”
#4 Centraliseret
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
CENTRALISERET
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
CENTRALISERET
Digital tænkning og arbejde baseret digitale profiler samlet i én afdeling /centre of excellence
Resultater & konsekvenser‣ Synlige resultater
‣ Digital forankret i strategien
‣ Risiko for “faglig egoscentrisme” og høj risiko for at kritisk forretningsviden fra organisationen ikke medtænkes i digitale løsninger
“Strategisk niveau”
#5 Hybrid
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
HYBRID
DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT
HYBRID
Digital tænkning og arbejde baseret på stærk forståelse og ejerskab for digital i fsk. forretningsenheder, men styret centralt
Resultater & konsekvenser
‣ Digital solidt forankret i organisation og strategi under en stærk governance
‣ Synlige og solide resultater der tilfører værdi til forretningen
‣ Prioritering af de mest forretningskritiske digitale initiativer
‣ Kritisk forretningsviden medtænkes i digitale initiativer
‣ Sammenhæng mellem de forskellige initiativer - sammenhængende digitale services
‣ Digital ER forretning
“Strategisk niveau”
Scattered digital initiatives and poor ambitions
A formalized digital strategi directs the digital initiatives
Digital permeates the overall corporate strategy
“Turning into a tech company”
#1 Solo
#2 Spirende
#3 Decentral
#4 Centraliseret
#5 Hybrid
Beginner Intermediate Expert
“While there is no one right way to manage digital, the way most institutions structure their digital teams greatly limits the outcomes they seek, because every innovation they want to do online will be limited by their own internal capacity to dream, execute, and sustain it over time.”
Communicopia
Is organizational design the Silver bullet to digital succes?
No...but it all boils down to critical mass and the right people
Team & governance‣ Team
- Folk der tænker: kan det her være rigtigt?
- Kan det være rigtigt, at vores kunder ikke kan booke p-plads dagen før afrejse?
- Kan det være rigtigt, at det skal være så besværligt at købe noget på vores website?
- Kan det være rigtigt, at vi ikke måler på vores kampagners effektivitet
- etc.
- Continous small improvements - det nye website bliver aldrig færdigt
‣ Governance- Skal sikre at de tanker kommer til overfladen, bliver hørt og prioriteret
- Skal sikre styring & koordinering
Think digital first‣ Governance is a challenging aspect of our enterprise-wide digital effort. We
have many different brands in many markets, so when it comes to digital opportunities, we can have 1,000 flowers blooming – and that’s not really scalable to any of our stakeholders who actually care.
‣ First, brands have to think digital first. Second, common platforms need to be created across brands. While a brand in a specific market may have the coolest app, a physician searching for specific information wants that information to be consistent and readily available, regardless of applications or any cool features.
Kristin Peck, EVP WW Business Development and Innovation, Pfizer
Hvad nu?‣ Sørg for at definere jeres primære mål og udfordringer‣ Identificér hvad der skal til for at nå jeres mål. Hvad kræver det af
bureuaerne, teamet og organiseringen?‣ Gennemfør en evaluering af jeres digitale team & profiler‣ Analysér jeres organsation: støtter den op om digitale initiativer?‣ Vurdér hvorvidt I får nok ud af jeres bureausamarbejde. Hvis ikke hvorfor?
Hvad er mediebureauets bud på udnyttelse af digitale muligheder?‣ Tænk tværorganisorisk. Inddrager I hinanden på tværs i tilstrækkelig høj
grad (produktudvikling, marketing/branding/salg etc.)