The Making of a Digital Strategy

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On September 10, 2013 CapTech began a 7 week engagement at Dominion Resources in Richmond VA to create a Digital Communications Strategy. This is the story of the making of that digital strategy. On …

On September 10, 2013 CapTech began a 7 week engagement at Dominion Resources in Richmond VA to create a Digital Communications Strategy. This is the story of the making of that digital strategy. On March 14, 2014, together with our client and a Forrester analyst, we presented this presentation to an invitation-only group in McClean, VA in an interactive Q&A discussion format.

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  • 1. T H E M A K I N G O F A D I G I T A L S T R A T E G Y F O R R E S T E R | D O M I N I O N R E S O U R C E S | C A P T E C H C O N S U L T I N G M A R C H 1 3 , 2 1 0 4 – M C L E A N , V A T H E M A K I N G O F A D I G I T A L S T R A T E G Y
  • 2. T H E M A K I N G O F A D I G I T A L S T R A T E G Y 10 REASONS YOU MAY NEED A DIGITAL STRATEGY 1.  You are directionless 2.  You don’t know your online marketshare 3.  Existing and startup competitors will gain marketshare 4.  You don’t have a powerful online value proposition 5.  You don’t know your online customers well enough 6.  You are not integrated (In fact, you may be “disintegrated”) 7.  Digital does not have enough people/budget given its importance 8.  You’re wasting time and money through duplication 9.  You’re not agile enough to catch up or stay ahead 10. You are not optimizing 10  REASONS  YOU  NEED  A  DIGITAL  MARKETING  STRATEGY,  DAVE  CHAFFEY,  JANUARY  23,  2014  
  • 3. T H E M A K I N G O F A D I G I T A L S T R A T E G Y THIS IS A STORY ABOUT COMMUNICATION
  • 4. T H E M A K I N G O F A D I G I T A L S T R A T E G Y BUT IT IS ALSO A STORY ABOUT CHANGE
  • 5. T H E M A K I N G O F A D I G I T A L S T R A T E G Y AND THE PEOPLE MAKING IT HAPPEN…
  • 6. T H E M A K I N G O F A D I G I T A L S T R A T E G Y A BIT OF HISTORY… Back in 2012, Corporate Communications discussed needing a strategic plan around digital communications. A large Sitecore implementation plan provided an opportunity to add a Digital Strategy to the scope. They knew they were on the right track because there was a strategy for social media… but there was no plan for the scope of their full digital presence (email, text, maps, location services, etc.), or where they were going in terms of strategic outcomes.   Tuesday, September 10, 2013: Lynn Chaffin, Paige Nunn, and CapTech spun up the Digital Strategy Team workshop in One James River Plaza…  
  • 7. T H E M A K I N G O F A D I G I T A L S T R A T E G Y When asked what success would look like, our client responded, “If we can get 30% of the digital strategy in the first year done”. DAY ONE:
  • 8. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Strategic, Transformational, and Operational
  • 9. T H E M A K I N G O F A D I G I T A L S T R A T E G Y AGE OF MANUFACTURING Mass manufacturing makes industrial powerhouses successful. AGE OF DISTRIBUTION Global connections and transportation systems make distribution key. AGE OF INFORMATION Connected PCs and supply chains mean those who control information flow dominate. AGE OF THE CUSTOMER Empowered buyers demand a new level of customer obsession. SOURCE: October 10, 2013, “Competitive Strategy in the Age of the Customer”: Forrester SOURCES OF DOMINANCE: FORRESTER’S AGE OF THE CUSTOMER
  • 10. T H E M A K I N G O F A D I G I T A L S T R A T E G Y JUMBLE OF POINT SOLUTIONS IS THE NORM Disparate vendors, disparate capabilities, different interfaces, all acquired over a long period of time. TECH BUDGETS ARE FRAGMENTED IT, marketing, and lines of business all “share” a budget for Digital Experience (DX) tools, but a center of gravity is missing. SILOS STILL PREDOMINATE Coherent cross-channel digital experiences? Shared customer data and unified processes in support of the customer? Not really happening yet. SOURCE: Forrester Research: Feb. 6, 2014 Introducing Digital Customer Experience Platforms: Integrated Tools To Deliver Great Multichannel Experiences PAIN POINTS: COMPANIES STRUGGLE TO LEVERAGE DIGITAL EXPERIENCE TOOLS
  • 11. T H E M A K I N G O F A D I G I T A L S T R A T E G Y MULTI-CHANNEL is simply having multiple channels through which you buy, market, sell, and fulfill. CROSS-CHANNEL has the ability to see all of a customer’s information across all channels enables more personalized offers based on their brand relationship. OMNICHANNEL weaves all the touchpoints of the products and services of the brand into a seamless fabric of all phases of the customer’s brand experience. GOAL
  • 12. T H E M A K I N G O F A D I G I T A L S T R A T E G Y THINKING DIFFERENTLY: MINDSET IS SHIFTING IN ENTERPRISES HISTORICAL DIGITAL EXPERIENCES IN ENTERPRISES DIGITAL EXPERIENCE TRANSITION IN 2014 SOURCE: Forrester Research: Feb. 6, 2014 Introducing Digital Customer Experience Platforms: Integrated Tools To Deliver Great Multichannel Experiences Digital experience initiatives are in silos. Technology decisions and management lived in traditional IT. Software budgets lived mostly with IT teams. Digital experience portfolios consisted of mainly disparate applications. CEO’s generally ignored the “digital” part in “customer experience”. Digital experience initiatives more likely to involve cross-team collaboration. Technology decisions and usage live in business technology teams. Technology budgets increasingly live in the business (i.e., marketing). Digital Experience (DX) portfolios shifting towards foundational “platforms”. CEOs and C-Level execs are making digital experience a strategic mandate.
  • 13. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Governance & Business Process Digital Capability Maturity & Best Practices Training, Development & Advocacy Analytics, Research & Convergence Strategy YOU’LL NEED A DIGITAL CENTER OF EXCELLENCE OK. WHY DO I NEED A DIGITAL CENTER OF EXCELLENCE?
  • 14. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Consistent, efficient, accurate operational execution and delivery, technology use, and data analysis in a verifiable manner. Strategy for identifying KPIs to measure success in data-driven initiatives; principles of Lean Analytics and Agile Marketing as applicable to data convergence. Optimal use of technology, cross-functional development, knowledge acceleration, and socializing collaboration success. Deployment of new digital capabilities and iterative, evolving improvement in data quality and timely campaign execution. GOVERNANCE & BUSINESS PROCESS ANALYTICS & CONVERGENCE STRATEGY TRAINING, DEVELOPMENT & ADVOCACY CAPABILITY MATURITY & BEST PRACTICES
  • 15. T H E M A K I N G O F A D I G I T A L S T R A T E G Y TESTING & TARGETING CONTENT MANAGEMENT OTHER BUSINESS SYSTEMS COMMERCE CRM MARKETING AUTOMATION, EMAIL, ETC. SITES MOBILE COMMERCE COMMUNITY SOCIAL MEDIA SEARCH EMAIL APPS MEASUREMENT, MONITORING & OPTIMIZATION THE GOOD NEWS: Technology is making it easier for companies to deliver delightful experiences. THE BAD NEWS: It can feel like an impossible task for a CMO/CDO/CXO to connect systems and provide a true unified and personal experience across channels… Especially if legacy systems are involved.
  • 16. T H E M A K I N G O F A D I G I T A L S T R A T E G Y A CENTER OF EXCELLENCE is a team or an entity that provides leadership, evangelization, best practices, research, support and/or training for a focus area. Establish a Center of Excellence A Federation of Independents Shared Strategy, Infrastructure, and Execution
  • 17. T H E M A K I N G O F A D I G I T A L S T R A T E G Y With an effective digital operating model and robust execution capabilities in place, digital strategies can be delivered at scale and speed, with streamlined processes and well-defined governance. WHY CREATE A CENTER OF EXCELLENCE?
  • 18. T H E M A K I N G O F A D I G I T A L S T R A T E G Y THE JOURNEY BEGINS
  • 19. T H E M A K I N G O F A D I G I T A L S T R A T E G Y On September 10, 2013 CapTech began a 7 week engagement at Dominion Resources in Richmond VA to create a Digital Communications Strategy. The team took over a conference room and this would become the Digital Strategy “war room”. Without this level of collaboration the work simply could not have been done.
  • 20. T H E M A K I N G O F A D I G I T A L S T R A T E G Y THE BURNING PLATFORM
  • 21. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Critical need for social / customer data integration Natural evolution from Social Media to Social Business High expectations for the customer experience Cloud computing is accelerating disruption Explosion of big data through a growing number of channels Isolated enterprise initiatives that create unintended consequences Broad consumer adoption of social and mobile technologies Regulatory, privacy, and compliance issues Multiple major technology innovations occurring at an unprecedented rate Mobility and Location presents both opportunities and challenges NAVIGATING COMPLEXITY
  • 22. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Why are digital communications important and why do we need a digital strategy? Q
  • 23. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Today, digital is a participatory layer of all media that allows users to self-select their own experiences, and affords companies the ability to bridge media, gain feedback, iterate their message and collect relationships. A SOURCE: DIGITAL STRATEGY 101: BUD CADDELL
  • 24. T H E M A K I N G O F A D I G I T A L S T R A T E G Y How do we leverage digital technology to create true competitive advantage and make us more relevant in the market? Q
  • 25. T H E M A K I N G O F A D I G I T A L S T R A T E G Y A digital strategy allows you to understand the who, what, when, and where of listening and responding to consumers, bridging brand experiences, iterating offerings, and collecting and activating consumer relationships in order to accomplish an actionable and measurable objective. A SOURCE: DIGITAL STRATEGY 101: BUD CADDELL
  • 26. T H E M A K I N G O F A D I G I T A L S T R A T E G Y THE DIGITAL STRATEGY
  • 27. T H E M A K I N G O F A D I G I T A L S T R A T E G Y OUR DIGITAL STRATEGY JOURNEY 1. Research & Analysis 2. Challenges and Opportunities 3. Strategic Priorities 4. Guiding Principles 5. Outcomes 6. Determining Initiatives 7. Roadmap 8. Action Plan 9. Governance
  • 28. T H E M A K I N G O F A D I G I T A L S T R A T E G Y OUR DIGITAL STRATEGY JOURNEY: PHASE ONE GATHER (set up camp and gather ingredients) • Assemble core team and war room • Set project schedule and expectations • Refine scope of effort and approach • Reviewed “D” customer research • Interview digital/customer experience executives/owners • Document current state digital channels and capabilities • Conducted peer/competitor review • DELIVERABLES: Working documents from above items OUR DIGITAL STRATEGY JOURNEY: PHASE TWO OUR DIGITAL STRATEGY JOURNEY: PHASE THREE
  • 29. T H E M A K I N G O F A D I G I T A L S T R A T E G Y OUR DIGITAL STRATEGY JOURNEY: PHASE ONE ANALYZE (Making sausages – not pretty, but necessary) • Build out value proposition (Get the attention of the business) • Review customer expectations, technology trends • Identify internal sponsors, allies, blockers • Identify challenge areas, barriers to success • Define guiding principles (north star) • Identify strategic focus areas • Define strategic outcomes and success statements • Brainstorm initiatives to close gaps and deliver outcomes    • DELIVERABLES: Business case, infographic, outline of strategic elements OUR DIGITAL STRATEGY JOURNEY: PHASE TWO OUR DIGITAL STRATEGY JOURNEY: PHASE THREE
  • 30. T H E M A K I N G O F A D I G I T A L S T R A T E G Y OUR DIGITAL STRATEGY JOURNEY: PHASE ONE PLAN (Put it all together and serve it up) • Define factors critical to overall success of strategy • Document parking lot items (critical but out of scope) • Define digital operating model (governance) • Finalize strategy • Develop roadmap • Prioritize, and map out initiatives to support roadmap • Conduct final presentations with executive sponsors • DELIVERABLES: Final strategy, initiatives roadmap, executive presentation OUR DIGITAL STRATEGY JOURNEY: PHASE TWO OUR DIGITAL STRATEGY JOURNEY: PHASE THREE
  • 31. T H E M A K I N G O F A D I G I T A L S T R A T E G Y 2014 2015             Usability Testing (Web & Mobile) Search Engine Optimization - Installed (Web) Search Engine Optimization - Strategy (Web) Refine Information Architecture (Web) Personalization Installed (Rules-Based) Social Media Campaigns Outbound Company Email Video Strategy Accessibility Strategy Executive Blogs Digital Contests Customer Feedback Capability Installed Digital Executive Steering Committee Digital Core Committee – Cross Company Governance Plan Digital Team Organizational Review Customer Advocacy Digital Training (Sitecore) Digital Training (All Digital Tools) Digital Measurement Scorecard Web Analytics Evaluation Responsive Design (Web & Mobile) Text – Outage Alerts     Expand Mobile Strategy Enhanced Demand Side M Digital Promotion Sitecore Targeted Con Contact StrategyCreative Style Guide     CUSTOMER EXPERIENCE BRAND CLARITY COMMUNITY AWARENESS EXECUTIVE SPONSORSHIP
  • 32. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Customer Expectations Brand Confusion Budgetary Considerations Technology Considerations Shareholder Considerations Information Security Considerations Corporate Culture Considerations Organizational Fragmentation CHALLENGES & OPPORTUNITIES: Surprisingly, only two are about technology
  • 33. T H E M A K I N G O F A D I G I T A L S T R A T E G Y IDENTIFY CHALLENGES AND OPPORTUNITIES EXECUTE ON DIGITAL INITIATIVES ESTABLISH ORGANIZATIONAL PRIORITIES DETERMINE DESIRED FUTURE STATE BUSINESS CASE IDENTIFY DIGITAL INITIATIVES WE ARE HERE
  • 34. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Alignment Aligned senior management team with a digital strategy vision to serve as “True North” for customer communication efforts. High-level strategy & preliminary roadmap for building organizational capabilities. Organizational alignment and processes that support the desired delivery of communication efforts. An organization capable of effectively executing against the digital strategy. A GUIDING FRAMEWORK FOR CUSTOMER EXPERIENCE TRANSFORMATION-MOTIV Capability Capacity Organizational Transformation WE ARE CURRENTLY HERE
  • 35. T H E M A K I N G O F A D I G I T A L S T R A T E G Y DIGITAL EXPERIENCE FRAMEWORK DESCRIPTION ENVISION MAP ALIGN OUTCOMES Align the organization and senior leaders around a mission and vision with the customer at the center. Envision and describe the ideal experience focusing on the most important customers and touch points. Map the priorities and programs necessary to achieve this change including short-term and long-term actions. • Business case for experience initiatives • Customer priorities and journey map • Shared understanding of challenges and opportunities • Prototype(s) of the new experience • Feasibility research and audience testing • Mock-ups and examples that visualize this change • Assessment and readiness for change • Phased plans to field and test initiatives PREPARING FOR DIGITAL EXPERIENCE TRANSFORMATION: WHAT DOES THE WORK LOOK LIKE?
  • 36. T H E M A K I N G O F A D I G I T A L S T R A T E G Y MEASURE Give insights into omnichannel experience. SOURCE: Forrester Report: February 12, 2013, “Choose Digital Experience Tools to Engage With Customers In A Cross-Channel World”. ENGAGE Contextually transform content across channels. MANAGE Enable people to create and manage digital experiences. A/B TESTING MULTIVARIATE TESTING WEB ANALYTICS SOCIAL ANALYTICS DASHBOARDS PRESENTATION MANAGEMENT CONTENT TARGETING SOCIAL AD SERVING TRANSACTIONS ID/ AUTHENTICATION CONTENT / DATA SERVICES REPOSITORIES BPM & WORKFLOW AUTHORING TOOLS MULTILINGUAL CAMPAIGN MANAGEMENT PARTS OF A DIGITAL EXPERIENCE ECOSYSTEM: GOING TOWARDS OMNICHANNEL IN 2014
  • 37. T H E M A K I N G O F A D I G I T A L S T R A T E G Y RECOMMENDATIONS
  • 38. T H E M A K I N G O F A D I G I T A L S T R A T E G Y 10 REASONS YOU MAY NEED A DIGITAL STRATEGY 1.  You are directionless 2.  You don’t know your online marketshare 3.  Existing and startup competitors will gain marketshare 4.  You don’t have a powerful online value proposition 5.  You don’t know your online customers well enough 6.  You are not integrated (In fact, you may be “disintegrated”) 7.  Digital does not have enough people/budget given its importance 8.  You’re wasting time and money through duplication 9.  You’re not agile enough to catch up or stay ahead 10. You are not optimizing 10  REASONS  YOU  NEED  A  DIGITAL  MARKETING  STRATEGY,  DAVE  CHAFFEY,  JANUARY  23,  2014  
  • 39. T H E M A K I N G O F A D I G I T A L S T R A T E G Y C-SUITE SPONSORSHIP SOURCE: Forrester Report: February 12, 2013, “Choose Digital Experience Tools to Engage With Customers In A Cross-Channel World”. LEVERAGE FOUNDATIONAL TOOLS THINK 3 – 5 YEARS OUT BUILD BRIDGES AND TEAR DOWN LEGACY SILOS RECOMMENDATIONS: This is digital business transformation. It needs executive sponsorship and governance. Look for opportunities to leverage WCM, eCommerce, and portal capital projects to add or expand a digital strategy. You need a multi-year strategy that describes how you are going to mobilize people, processes, and technology to deliver customer-centric experiences that support your business. Use a Digital Strategy as an opportunity to rally your organization around the potential for digital customer experience to be a long-term growth driver.
  • 40. T H E M A K I N G O F A D I G I T A L S T R A T E G Y Digital Solutions Business Intelligence & Analytics Cloud Computing Data Integration Data Strategy and Architecture Enterprise Architecture IT Strategy and Delivery Mobile Technologies Organizational Change Management Process Engineering User Experience Web Content and Collaboration V h?p://captechconsulLng.com/services/digital-­‐soluLons    
  • 41. T H E M A K I N G O F A D I G I T A L S T R A T E G Y THANK YOU Bill Rattner Director, Digital Strategy 804.885.0878 brattner@captechconsulting.com Twitter: @BillRattner Chet Wade Vice President – Corporate Communications Lynn Chaffin Director of Digital Communications & Communications Planning lynn.chaffin@dom.com