Introduction to April 28/29 Making Digital Work workshop at Boulder Digital Works.

1. WELCOME TO
MAKING DIGITAL
WORK

2. Edward Boches Matt Howell Gareth Kay Matt Britton
Chief Innovation Officer Global Chief Digital Officer Director. Brand Strategy CEO
Mullen Arnold Worldwide Goodby, Silverstein and Partners Mr. Youth
@edwardboches @mrhowell @garethk @mattyb123
Tim Malbon Alessandra Lariu Daniel Stein Kim Laama Scott Prindle
Founding Partner SVP, Digital Group Creative Director CEO Creative Director VP/Executive Creative Technology Director
Made By Many McCann Erickson EVB AKQA CP+B
@malbonster @alelariu @danielstein @kimlaama @prindlescott

3. advertising
creative director
I don’t have to
learn any digital
technology
because I know
that no matter
what I think up
someone can
build it.

4. oh yeah?
could you think this up?

5. not without knowing
something about
html5, google’s
APIs and what you
could do with them.

6. could you think
this up?

7. not without knowing
exactly how Twitter
works, how to
leverage influencers
and how to stimulate
conversation

8. could you think
this up?

9. not without being
among the first
people to use and
embrace new
technologies and
think about building
things rather than
saying things.

10. could you think
this up?

11. not without knowing
and understanding
what you can do
with customer data

12. could you think
this up?

13. not without thinking
like a software
company and
knowing how to
leverage the
network effect

14. the work
ad
v

15. the making
v

16. what will we briefs
processes
cover?
teams
t-shaped people
new definition of creative
role of technology
examples
trends

17. what will you get
out of it? ideas
validation
ammunition
confidence
courage

19. We are living
through the
disorientation that
comes from
including 2 billion
new participants in
a media landscape
previously operated
by a small group of
individuals

20. eight trends

21. eight trends
consumers want to participate

22. eight trends
consumers want to participate
we have complex relationships with media

23. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content

24. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands

25. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence

26. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect

27. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality

28. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality
attention is the new scarcity

30. SEARCH
LE
AR
AY
N
PL
Earn TrueBlue
points every 2me
you check in at
JetBlue
CT
EN
SA
TE
AN
RT
TR
AIN
CONNECT

31. entertainment information utility
awareness websites loyalty
buzz presence engineering barriers to exit
attention social added value
cultural impact mobile competitive advantage
scale accessible community
owned content

32. useful
short long
term term
entertaining

33. apps

34. iAds

35. social

36. microsites

38. live events

39. gaming
dynamics

40. video

41. what they all have
in common
experiences
invite participation
defined by user
sharing is essential
leverage community
content/utility is product

42. what has to change: audience
mindset
messages
target
media plan
penetrate

43. what has to change: audience community
mindset
messages experiences
target invite
media plan interest plan
penetrate collaborate

44. what has to change:
definition of creative user experience
and engagement
are the new art
and copy

45. I've worked for some of the best creative shops in north
america, and the biggest issues regarding digital integration
“ that I've run into are: idea recognition and experience
design. Many creative-lead shops have established
methodologies for coming up with great ideas, and have
senior creative directors who might not have the experience
to understand/ recognize good digital ideas. (That said, it
often doesn't stop the creative-lead shop at coming up with
original ideas that work within the digital space.)
If traditional agencies want to be the future of digital, I think
they need to invest in experience design & experience
“
strategy. Learning how to do this, and effectively integrating
those UX evangelists throughout the agency will ultimately
determine those agencies that move the industry forward.
Jordan Julien
Digital & social strategy consultant &
UX Architect for BMW, Coke, Telus, Dove,
Canadian Tire, AT&T, Microsoft, Cineplex,
VISA, Toyota, GE, P&G

46. from:
what has to change:
the brief
who is our target?
what is our insight?
what is our message?
where do we reach them?
how do we measure success?

47. to:
what has to change: who is our community?
the brief
where do they hang out?
what value can we add?
what should our content be?
how will people get involved?
what platforms, tech, APIs should we use?
what will make it ongoing?
how will we measure success?

48. what has to change:
interactive
the brief
useful
shareable
participatory

49. what has to change:
the team
CW CW CW Design
AD Design AD UX
UX Social Tech
Social Mobile Mobile

50. what has to change:
skillsets
copywriter
art director
web designer
IA/UX
programmer
video producer
content strategist
connection planner
PR/social media
media
analytics

51. what has to change:
skillsets
copywriter
art director
web designer
IA/UX
programmer
video producer
content strategist
connection planner
PR/social media
media
analytics

52. what has to change:
the process

53. what has to change:
the process

54. where do you start:
organization
pressure from the top
buy-in from everyone
commitment of resources
actionable steps
measurement

55. new sources of content
where do you start:
as an individual
actively use social media
learn what you can do with an api
partner with someone different
don’t be afraid of tech (go one step beyond)

56. how we sold
expect mistakes
encouraging offline ae’s to think and sell digital with no training or supervision –
neglected to put digital-savvy person in new business role – arrogant enough to
think we knew what we were talking about
how we scoped
refused to acknowledge true costs of digital - gave team leftover money squeezed
from offline budgets – failed to train clients on actual value – brought message rather
than experience mentality to the space – gave digital work away to “get” the business
– perpetuated the diminished worth of digital
how we staffed
continued to hire legacy talent l focused on usage rather than future when downsizing
– assumed traditional talent could lead digital efforts - believed project management
could compensate for digitally naïve account people – defined integration as offline
people could try digital (but not the other way around)
how we delivered
collapsed all project management into one group, allowing key online pm to leave –
assumed a “brand” creative brief was enough despite lack of details to do effective
digital work - allowed traditional creative teams to present ideas before including UX
and technology – failed to unite different groups physically delayed integrating digital
media, creative, Technical Support – neglected to invest in collaborative technology,
depending too much on IT instead of developers
how we rewarded
assumed digital people would put learning on hold while they spent time cleaning up
after offline colleagues – under invested in training (formal and informal) – didn’t mandate
digital skill expansion as part of performance evaluation for all

57. iterate

58. #bdwboulder
post@makingdigitalwork.posterous.com

59. thank you

60. stuff

61. social state

62. social state

63. define the job differently

64. after all that, keep up

65. expect mistakes
how we sold - encouraging offline ae’s to think and sell digital with no training or
supervision - neglected to put digital-savvy person in new business role - arrogant
enough to think we knew what we were talking about
how we scoped - refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets - failed to train clients on actual value - brought message rather than experience mentality to
the space - gave digital work away to “get” the business - perpetuated the diminished worth of digital
how we staffed - continued to hire legacy talent l focused on usage rather than future when downsizing -
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people - defined integration as offline people could try digital (but not the other way around)
how we delivered - collapsed all project management into one group, allowing key online pm to leave - assumed a
“brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology - failed to unite different groups physically l delayed
integrating digital media, creative, Technical Support - neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded - assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues - under invested in training (formal and informal) - didn’t mandate digital skill expansion as part
of performance evaluation for all

66. expect mistakes
how we sold - encouraging offline ae’s to think and sell digital with no training or
supervision - neglected to put digital-savvy person in new business role - arrogant
enough to think we knew what we were talking about
how we scoped - refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets - failed to train clients on actual value - brought message rather than experience mentality to
the space - gave digital work away to “get” the business - perpetuated the diminished worth of digital
how we staffed - continued to hire legacy talent l focused on usage rather than future when downsizing -
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people - defined integration as offline people could try digital (but not the other way around)
how we delivered - collapsed all project management into one group, allowing key online pm to leave - assumed a
“brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology - failed to unite different groups physically l delayed
integrating digital media, creative, Technical Support - neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded - assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues - under invested in training (formal and informal) - didn’t mandate digital skill expansion as part
of performance evaluation for all

67. expect mistakes
how we sold – encouraging offline ae’s to think and sell digital with no training or supervision –
neglected to put digital-savvy person in new business role – arrogant enough to think we knew
what we were talking about
how we scoped – refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets – failed to train clients on actual value – brought message rather than experience mentality
to the space – gave digital work away to “get” the business – perpetuated the diminished worth of digital
how we staffed – continued to hire legacy talent l focused on usage rather than future when downsizing –
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people – defined integration as offline people could try digital (but not the other way around)
how we delivered – collapsed all project management into one group, allowing key online pm to leave – assumed
a “brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology – failed to unite different groups physically delayed
integrating digital media, creative, Technical Support – neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded – assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues – under invested in training (formal and informal) – didn’t mandate digital skill expansion as part
of performance evaluation for all

68. expect mistakes
how we delivered - collapsed all project
how we sold - encouraging offline ae’s to
management into one group, allowing key
think and sell digital with no training or
online pm to leave - assumed a “brand”
supervision - neglected to put digital-savvy
creative brief was enough despite lack of
person in new business role - arrogant enough
details to do effective digital work - allowed
to think we knew what we were talking about
traditional creative teams to present ideas
how we scoped - refused to acknowledge
before including UX and technology - failed to
true costs of digital - gave team leftover
unite different groups physically l delayed
money squeezed from offline budgets - failed
integrating digital media, creative, Technical
to train clients on actual value - brought
Support - neglected to invest in collaborative
message rather than experience mentality to
technology, depending too much on IT
the space - gave digital work away to “get”
instead of developers
the business - perpetuated the diminished
worth of digital
how we staffed - continued to hire how we rewarded - assumed digital people
legacy talent l focused on usage rather would put learning on hold while they spent
than future when downsizing - assumed
time cleaning up after offline colleagues -
traditional talent could lead digital
under invested in training (formal and
efforts - believed project management
informal) - didn’t mandate digital skill
could compensate for digitally naïve
expansion as part of performance
account people - defined integration as
offline people could try digital (but not evaluation for all
the other way around)

69. expect mistakes
how we delivered - collapsed all project
how we sold - encouraging offline ae’s to
management into one group, allowing key
think and sell digital with no training or
online pm to leave - assumed a “brand”
supervision - neglected to put digital-savvy
creative brief was enough despite lack of
person in new business role - arrogant enough
details to do effective digital work - allowed
to think we knew what we were talking about
traditional creative teams to present ideas
how we scoped - refused to acknowledge before including UX and technology - failed to
true costs of digital - gave team leftover unite different groups physically l delayed
money squeezed from offline budgets - failed integrating digital media, creative, Technical
to train clients on actual value - brought Support - neglected to invest in collaborative
message rather than experience mentality to technology, depending too much on IT
the space - gave digital work away to “get” instead of developers
the business - perpetuated the diminished
worth of digital
how we staffed - continued to hire how we rewarded - assumed digital people
legacy talent l focused on usage rather would put learning on hold while they spent
than future when downsizing - assumed time cleaning up after offline colleagues -
traditional talent could lead digital under invested in training (formal and
efforts - believed project management informal) - didn’t mandate digital skill
could compensate for digitally naïve expansion as part of performance
account people - defined integration as evaluation for all
offline people could try digital (but not
the other way around)

70. chair twitter marty st g
trueblue
OOH website
experiential

71. sour video

72. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality
attention is the new scarcity