Matt Howell Teams, Process and Structure | MDW August 2011
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Matt Howell Teams, Process and Structure | MDW August 2011

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Matt Howell Teams, Process and Structure | MDW August 2011 Matt Howell Teams, Process and Structure | MDW August 2011 Presentation Transcript

  • BOULDER DIGITAL WORKS TEAMS, PROCESS AND STRUCTUREThursday, August 4, 2011
  • Mayhem on Madison Ave Don Draper’s Revenge or 2Thursday, August 4, 2011
  • The most interesting ideas within the advertising industry are coming from outside the advertising industry.Thursday, August 4, 2011
  • My POV is whether we like it or not, advertising agencies are getting into the software business. 4Thursday, August 4, 2011
  • By no means are traditional channels going away, but... “It is much better to have a smaller share of an exploding industry versus a growing share in a declining industry.” - Rishad Tobaccowalla, 4A’s Conference 5Thursday, August 4, 2011
  • My experience: Then: small Now: big 6Thursday, August 4, 2011
  • The challenge: How can we transition teams, processes and cultures that have for 50+ years, been focused on producing one thing, very quickly get good at producing something entirely different. Without ruining what’s already in place. 7Thursday, August 4, 2011
  • Fixing this is not an interactive problem. It’s a full-on organizational problem. 8Thursday, August 4, 2011
  • Thinking about teams, process and structure. The work. The people needed to build the work. The process through which the work is realized.Thursday, August 4, 2011
  • 1: The work.Thursday, August 4, 2011
  • What we’re making is different than it was 18 months ago.Thursday, August 4, 2011
  • For starters, we’re making a lot more stuff. Yahoo’s Duncan Watts, in his “influencers” research, used a lighting many fires analogy that points to the fact that digital media drives cumulative advantage. He suggests brands are better off “placing lots of bets to give the best chance of starting a full forest fire - lots of fires in lots of promising places.” The cost efficiencies of digital media allow marketers to hedge bets and not bet the farm on one thing - make ten and see what takes.Thursday, August 4, 2011
  • A new metaphor. The big idea is a lot of little ideas. Bet it all on a couple :30’s. 13Thursday, August 4, 2011
  • Thursday, August 4, 2011
  • 1. Our work is now more varied.Thursday, August 4, 2011
  • Put more out there, more frequently. Campaign in market: increased awareness, conversation, advocacy Traditional Cycle Campaign goes dark: conversation volume drops markedly Hi-Frequency Cycle Diversity breeds sustained activity: steady levels of awareness, conversation, advocacyThursday, August 4, 2011
  • 2. Our work is also more complex. Digital work is typically the product of a very large number of small, but very important decisions carried out across a quick, iterative development process.Thursday, August 4, 2011
  • Hierarchal structure incompatible with this process. GAD Agency / Client Leadership CCO CD’s Account / Client Leadership AD’s time AE’s AD’s / CW’s Producers Project Managers Project Teams Support StaffThursday, August 4, 2011
  • 2: The people needed to make the work.Thursday, August 4, 2011
  • Our industry has been bred to make ads. 20Thursday, August 4, 2011
  • Focusing on relationships and process over work. managing making what kind of organization is yours? 21Thursday, August 4, 2011
  • Typical engagement model. Client Organization Retained Client Team Tech Team Interactive Soc. Media Developer UX design Lead Producer ManagerThursday, August 4, 2011
  • Shift team composition to prioritize making. Team Leadership Mngmnt Supervisor Account Project Interactive Account Broadcast Project Interactive UXBroadcast Soc. Media Developer Supervisor Manager Supervisor Producer Producer Manager Producer Designer Producer Manager Account Asst. Acct. Executive ExecutiveThursday, August 4, 2011
  • Shift team composition to prioritize making. Team Leadership Mngmnt Supervisor Account Account Project Interactive Broadcast Supervisor Supervisor Manager Producer Producer Account Asst. Acct. Executive ExecutiveThursday, August 4, 2011
  • Becoming nimble by flattening and creating groups. x-disciplinary leadership team Team 1 Team 2 Team 3 Hierarchical Org Structure Teams work with greater autonomy / accountabilityThursday, August 4, 2011
  • How much of our organizational energy is directed at our work? 26Thursday, August 4, 2011
  • Rebuilding teams around a new building block. Knowledge across disciplines Core discipline expertisehttp://www.fastcompany.com/magazine/95/design-strategy.html?page=0%2C1Thursday, August 4, 2011
  • The T-shaped team. 2 Concept / Project / Client Functionality / Implementation Design + Tone Management User Interaction Creative Technology Production UXThursday, August 4, 2011
  • 3: The process through which the work is realized.Thursday, August 4, 2011
  • Confront a paradox: the more people you involve in a project, the slower it will move and the less likely it will be innovative or good.Thursday, August 4, 2011
  • Confront a paradox: the more people you involve in a project, the slower it will move and the less likely it will be innovative or good.Thursday, August 4, 2011
  • Poorly designed teams. Bloated teams = slow, waste of time.Thursday, August 4, 2011
  • We need to be brutally reductive in the assembly of teams. Zero in on overlap, collapse roles, remove any resources that don’t immediately contribute to the creation of work.Thursday, August 4, 2011
  • Poorly designed physical environments. Use co-location / technology to mediate gaps.Thursday, August 4, 2011
  • Mother London: flexible open space, tight team co-location 35Thursday, August 4, 2011
  • Poor substitutions for collaboration. Email volume = communications breakdown = trouble.Thursday, August 4, 2011
  • Restrictive processes that will suffocate creativity. Process must work for you, not vice versa.Thursday, August 4, 2011
  • 3 face to face meetings in 10 weeks. 10 week cycle Brief Present Final Brief to Feedback Brief Client Present Project Concepts Feedback Kick-Off to Client Revised Final Concepts Feedback Concept to ClientThursday, August 4, 2011
  • clients integrated into project team 6 week cycle Chicago: Boston: Chicago: Framework Feature Set Feature Planing Definition Design Boston Chicago: Boston: Design + Design + Pr’tization Prototyping Prototyping + PlanningThursday, August 4, 2011
  • smaller teams co-location = easier collaboration less process less documentation fewer emails shorter emails fewer meetings fewer big presentations = more work, more quickly 40Thursday, August 4, 2011
  • Above all. Try doing something new. Trying something new is actually more important than doing something right. No one has this figured out. Shift burden from proving why you should experiment to why you shouldn’t. Doing nothing is going to put you further behind.Thursday, August 4, 2011
  • BOULDER DIGITAL WORKS THANK YOUThursday, August 4, 2011