How to create a Digital Marketing F1 team.pptx
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How to build a Digital marketing team
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How to create a Digital Marketing F1 team.pptx
- 1. Imteaz Ahamed Istanbul Marketing Summit 9th December 2019 How to build a Digital F1 Team
- 7. Decision Making Cycle No. Possible Decisions / Year 3-4 Weeks 12-16 1 Day 365 imteaz.com @iiimteaz
- 8. Decision Making Cycle No. Possible Decisions / Year 3-4 Weeks 12-16 1 Day 365 30X Advantage imteaz.com @iiimteaz
- 10. People – Team Structure Acquisition Conversion Retention Developers Data Specialists Supply Legal Team Lead Growth / Dynamic Fast Changing Technology + Data Back Office / Process Driven Finance imteaz.com @iiimteaz
- 11. People – Culture
- 12. Process External to your Team Internal to your Team Map decision making process Define Guidelines / Guardrails Give + Take Ownership Cut PowerPoint + big/useless meetings Welcome ideas to improve productivity Give time to do quality, undisrupted work imteaz.com @iiimteaz
- 13. Process External to your Team Internal to your Team Map decision making process Define Guidelines / Guardrails Give + Take Ownership Cut PowerPoint + big/useless meetings Welcome ideas to improve productivity Give time to do quality, undisrupted work imteaz.com @iiimteaz
- 14. Platforms Right tools + tech = happy team = ↑ Productivity Recommended collaboration tools: imteaz.com @iiimteaz
- 15. Bringing this altogether + People - Bad Process + Good Habits + Technology = fulfilling work Leading to fast, meaningful growth. Time Growth imteaz.com @iiimteaz
- 16. Define the core habits of your team Cut Powerpoint and BS meetings + move to Word. It will change your life. Have a forum for constant learning and sharing. Never cancel this meeting. imteaz.com @iiimteaz
- 17. Thank You & keep in touch Imteaz Ahamed @iiimteaz im@imteaz.com imteaz.com/subscribe Get my monthly digital digest -->
Editor's Notes
- I'd like to tell you a story about a man called Paul O'Neill Paul O'Neill started his career as a computer systems analyst who worked his way up to becoming a director of few companies, and at one point was approached by George W Bush to become his Secretary of Defense (which he declined by the way). In 1987, Paul O'Neill become CEO of a company that would not only change his life, but allow him to accidentally save the lives of hundreds of others. And no, he wasn't the CEO of a charity or pharmaceutical company, he become the CEO of the Aluminium Company of America, also known as Alcoa.
- See, when Paul joined Alcoa, their stock was tanking Shareholders were freaking out. The company was in big trouble and everyone knew it. But Paul was only worried about one thing - which was the number of employee accidents happening in Alcoa globally. We are talking about thousands of accidents per year, with many leading to the death of employees. So he ignored the dollar signs and stock price. and focused his team to become laser focused on one thing - to get the number of employee accidents at work to zero. By the time he left Alcoa 13 years later, Aloca was a safer place to work at than Microsoft
- So what did Paul O'Neill do and what does that have to do with marketing? Paul recognised the enormous amount of disruption and lost productivity that was happening in the company due to employee accidents. He saw these accidents for what they were –the result of bad organisational habits stacking on top of each other until the whole system started crashing down. So he simply decided to replace these bad habits with good ones. This resulted in hundreds of lives saved and growing Alcoa's Market cap from 3 billion dollars in 1987, to 27 billion dollars in the year 2000. That’s' a 9x increase in the valuation of an already very big company in 13 years.
- You See, what happens in companies as they grow big and old, is that bad habits become engrained in the company. But often they are also invisible. Lurking just beneath the surface so that it becomes impossible to recognise, except to those that are deliberately looking for them. Statements like, "but we've always done it that way" become the norm and the resistance to change is super high. I see the same thing happening with 20th Century marketing teams who've become stuck in their system of bad habits, failing to reset for consumers and audiences of the 21st Century.
- So just to give you some context as to why I'm talking about this: I run an end to end ecommerce team responsible for delivering revenue from our direct to consumer digital platforms. More specifically websites, across multiple brands and markets in Europe. My team does everything from acquiring leads, converting them on our websites, retaining them and making sure they repurchase. We also make sure that our products get to customers on time, and that we deliver a wow experience at every touchpoint. My competitors are not P&G, Unilever and Johnson and Johnson, my competitors are small digital native startups that operate at an agility that a big 100 year old company could only dream of.
- Let me give you an exmaple of the challenge that I face here. I'm going to use Gillette and P&G as an example here. Say that P&G wanted to make a change to its media strategy for Gillette this would have to go through at 3-4 different stakeholders, maybe across different regions, which could take 3-4 weeks if not months, before a decision could be made. this equals 12-16 decsions per year. Compare this to a startup like Dollar Shave Club If the media manager for the UK wanted to make a change to the strategy and budget - they would be able to implement it in 1 day This could equal 365 decisions per year
- So if the products between the two companies were exactly the same4, then based on pure speed and agility, Dollar Shave Club moves 30x faster than Gillette. The competitive advantages of mass distribution and large scale production efficiencies are no longer barriers to entry for many consumer goods products. But P&G and other big companies are still stuck in a system of bad habits that served them well in the past but are now putting them at a disadvantage. So knowing the above, and given I'm wokring in a *big* company, How does my team move fast in order to keep up with the little guys? How are we breaking all these institutionalised bad habits that are slowing most big companies down?
- To win in digital, I realised we needed 3 things People Process Platforms We will go through each one of these in detail, but I want to stress that if any of these are weak - then no matter how great your strategy is, your execution will suck.
- So firstly, and most importantly - people. How do you actually setup a digital team to move really fast? I cut up my team into three parts Growth Team Technology Back office So lets go through Growth team first Within the growth team there are 3 areas that you need to cover off which are Acquisition, Conversion & Retention Lets start with the growth team, The growth team has a Dynamic and fast changing tempo, and no two days should be exactly the same. An Acquisition specialist looks after all your paid and owned media channels and is KPI'ed on bringing quality traffic and leads to your business Secondly a Conversion specialist is KPI'ed on converting this traffic into sales - so they look after A/B testing, UX/CX and journey optimisation. And thirdly is a Retention specialist - who is responsible for growing the number of repeat sales from exisitng cusomters. Next the Back Office / Process Team These are the supoprt functions that have scheduled tasks/operational task that don't really change week on week, month on month. he example on the slide has Finance, Supply & Legal - is relevant for my business, but you need to have a think about what maybe relevant for you here. Finally the technology and data team This team sits in the middle of the chart as technology is meant to make things easier and more efficient. They work through the requriements and needs of the Growth and Back office teams to deliver better experiences for you users and more efficiency through automation. I find too many IT/technology functions being blockers for change and growth - and this is simply wrong. Additionally - I would recommend having direct access to your developers rather than working through a middle man that slows down the lines of communication. I understand many people outsource developer support, and I do this as well because the talent that I needed was difficult to find in my location - but that does not stop you from having direct access to that resource.
- Next part in reference to people is culture. So now you have setup a great team - but what's the culture you need to move at lightning pace? You need a culture that enables people to seek forgiveness and not permission. One of the things that I tell my team is if they are 50% sure I will say yes, proceed like I have already given you approval. There are obviously guidelines to this - but this should come with very basic intellect. For me, its more important to make the decision, fail, learn and move on - rather than just sit there waiting for weeks for an approval. So if you don’t have this level of trust in your team, how do you get there? To develop a very deep level of trust in your team, you need to get to know them outside the work context. So every Monday morning we have a team meeting where everyone in the team share what they did on the weekend to the wider group. This small habit, has connected the team in a way where we all understand what motivates each other and the reason we come to work and work so hard. This also builds a very strong and human connection within the team.
- Process I am going to cover in two parts is external to your team and (2) is internal to your team Externally to your team, you need to Map out your decision making processes Which teams are required for which decision, how long does that take, and what impact does that have Then - define your Guidelines and Guardrails What decisions can we take without approval and what are the the "no go's" - get this in writing. and Finally - define & agree who is really take ownership So if the ecommerce team needs to post on the social media channels, but the owner of the channel is the marketing team If there are established guidelines – then give the ecommerce team the access they need to publish without the marketing team having 25 different opinions on each post
- Internal to your team Cut Powerpoint and big meetings. They really add little value and will save you enormous amount of time to do productive stuff. I use MS word instead, because it forces me to think about whats important, rather than building pretty slides. Welcome ideas that improve productivity, like automation of reporting that normally takes someone hours/week to generate. Time which would be better spent doing analysis and making recommendations for improvement. Finally - give your team members time to do quality, undisrupted work. Whether that’s through working from home a couple of days per week, or having quiet spaces in the office where they can be alone to focus - this is super critical to unleashing productivity for many people, and we don’t give enough of it as people get stuck in pointless meetings.
- On to Platforms It amazes me how much money is spent on technology that does not work efficiently in so many organisations. So for my team, given we do a lot of design work, I made a call that my team would only use Apple instead of PCs. Many people in the company did not like this, but they got over it as it did not harm anyone. See when you have the right tools and technology that enable people to use their time most effectively it enables them to move fast. My team is also very remote and we have a very flexible working culture so we use tools like Microsoft teams and JIRA to ensure that team collaboration happens in the most seamless manner. MS teams specifically does the job of Whatsapp, Slack, skype, conference calls sharepoint and the rest of the MS office suite plugs into it. So it’s a super power tool that enables my team to move fast no matter where anyone is in the world. We also use JIRA to log all of our tickets and projects to ensure things get done on time.
- Too many non-digital native companies believe that buying expensive technology and giving digital media companies like facebook and google more of their advertising dollars is the fastest and easiest way to win in digital. I'm here to tell you that's wrong, its lazy and will fail. You have to focus on your people you have to identify the bad habits and unnecessary processes that are slowing you down you have to build strong good habits within your team and wider organisation and realise that technology is only an enabler, not the solution itself. Once you get into this tempo, you start to achieve fast and meaningful growth. This is how I've built my digital marketing F1 Team.
- I have 3 take aways for you if you want to become fast Define the core habits of your team What those reports, presentations and meetings that are always scheduled in your calendar. Do they actually add any value to the core reason your team exists? If not, then why are you doing this? 2. Cut PowerPoint and Bullshit meetings and move to Word. It will change your life. 3. Have a forum for constant learning and sharing in your team. Make sure you never cancel this meeting. Because not doing this means not innovating.
- So Thank you, and please connect with me on social media.