Webinar_051717_Geoffroy.ppt

WEBINAR
How To Successfully Hire And Staff
For Your Digital Business
Danielle Geoffroy, Researcher
May 17, 2017. Call in at 10:55 a.m. Eastern time

3
We work with business and
technology leaders to develop
customer-obsessed strategies
that drive growth.
© 2017 Forrester Research, Inc. Reproduction Prohibited

4

5
Structure, talent, & process make or break digital biz
success
The need to be
Agile is driving
systems
architecture and
organizational
change.
I spend so much time trying to run
around to get approval from
various departments that I can’t
actually get anything done.
In general, everyone knows
a change is needed. But
when it affects their day-to-
day lives, there is a
resistance to it.
You can have all the best
technology in the world. But
without the right organizational
model, staffing, and governance
in place . . . it means nothing.
Traditional ways of
justifying projects just
aren’t cutting it anymore.
We are chronically short
on resources.
We don’t have dedicated
mobile skills on staff, so
we expect our digital
team to be adept in
mobile.
Different parts of the
organization own
different pieces of the
client.
Digital biz executives see the need for
radical organizational change . . .
. . . but face resistance due to lack of
understanding.

6
Discuss key findings from the survey results and
what they mean for your organization.

7
Agenda
› Quick survey methodology overview
› Digital leadership: Who’s driving this ship?
› Organization: trends, governance, and how firms are
getting things done
› Staffing and hiring: What’s in demand and hard to find?
› Outsourcing: What to leverage to partners and who to
leverage to?

8
Agenda
getting things done
leverage to?

9
Q4 2016 Global eBusiness Organization And
Staffing Online Survey

10
Survey overview
• Each year, Forrester fields an executive survey to benchmark and
understand how eBusiness professionals approach budget, staffing,
and organization.
• Forrester fielded this survey during Q4 of 2016. Among those we
contacted, 194 respondents are global eBusiness executives who have
extensive knowledge of their companies’ organization structure,
staffing trends, and consumer-facing digital initiative budgets.

11
Survey respondents: overview
› Company size: 65% of companies are enterprises (5,000 or more
employees).
› Revenue: 65% of companies we surveyed have more than $1 billion in
revenue.
› Geography: 44% of respondents are from the US, 19% are from
mainland Europe, and 19% are from Asia Pacific.
› Industry: 34% of respondents are in financial services and insurance,
and 18% are in retail.

12
Agenda
getting things done
leverage to?

13
Leadership

14

15
The CMO is 2x as likely as the CDO to be decision-maker
Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey
“Where does your eBusiness/eCommerce group report into today?”
(Select one)
Because commerce teams are likely to outsource dev work, it makes
sense that rolling up to a technology-focused leader would rank low.

16
…Except in retail
Base: 35 eBusiness professionals who identify retail as their industry; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey
“Where does your eBusiness/eCommerce group report into today?”
(Select one)
Because retail firms have a more common tendency to operate in a
centralized model, it can require more executive oversight to
manage budget, redundancy, and scope.

17
What qualities should you look for in a digital business
leader? Qualities to look for:
• Change agent
• Influencer
• Track record
• Can speak marketing and technology
• Entrepreneur by nature
• Business relationship management
• Willing to flex
• Egoless
• Economics pro

18
Agenda
getting things done
leverage to?

19
Organizational structure and governance

20
49% currently organize in a
federated manner. (Federated definition: Strategy is
centralized, where execution remains at the fringe. This allows individual
programs, regions, etc., to remain flexible to market changes.)
54% of retailers view a centralized
model to be their mature organizational
state.
Federated operating model allows for adaptability
56% view a federated org model as
their ideal mature state.

21
Base: 75 digital experience decision makers who identify their role as technologist; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey
Tech pros’ views on mature digital organization structure

22
Base: 24 digital experience decision makers who identify their role as line of business; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey
Research, dev, deployment, & tool selection are often
federated

23
Scope of responsibility for a typical digital biz team
86% own strategy
79% own execution
77% own strategy
71% own execution
56% own strategy
51% own execution
Base: 194 eBusiness professionals, showing only selected responses responsible for strategy; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online
Survey

24
B2B manufacturing firm transitions toward omnichannel
VP of omnichannel
SVP marketing
eCommerce
Merchandising Operations
Selling Pricing
Product
In-store Communication
Customer
service
• VP of omnichannel
oversees all
eCommerce
activities
• Merchandising
group: focuses on
selling, items, and
pricing
• Operations group:
focuses on returns,
customer service,
communication,
and influencing
physical stores

25
B2C retail firm is transforming
CEO
eCommerce
Marketing
In-store
Dedicated
eCommerce
marketing
VP of
eCommerce
and supply
chain
Manager of
digital
transformation
Omni-
channel
Website
Ful-
fillment
Contact
center

26
Agile and temporary cross-functional teams becomes the norm
Base: 194 eBusiness professionals
Source: Forrester’s 2016 Global eBusiness Budgets, staffing, and Organization Survey
“In which of the following ways do you collaborate internally?” (Select all that apply)

27
Customer’s are embedded throughout the process
Source: Forrester’s 2016 Global eBusiness Budgets, staffing, and Organization Survey
“In which of the following ways do you collaborate with partners and customers?” (Select all that apply)

28
Agenda
getting things done
leverage to?

29
Staffing

30
Every company has a dedicated digital team
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey
“Using your best estimate, how many full-time employees are dedicated to your digital division worldwide?”
(Select one)

31
Average headcounts for digital teams by industry
Average
headcount for
financial
services
teams is 134.
Average
headcount for
retail teams is
125.
Average
headcount for
teams is 112.

32
Marketing & design get the highest headcount
Base: 180 eBusiness professionals (numbers are rounded to nearest whole number)
“Please allocate the staffing headcount of your eCommerce/eBusiness organization by the functions listed below so that they total
100%.”
Product
managers and
project managers
have a 1:1 ratio.

33
Average headcount allocation by role + average salaries
Base: 180 eBusiness professionals (numbers are rounded to nearest whole number); Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online
Survey
“Please allocate the staffing headcount of your eCommerce/eBusiness organization by the functions listed below so that they total
100%.”
Role Headcount allocation Average salary
Technology strategy/architecture 8% $130,000 (enterprise architect)
Front-end development 11% $70,000
Technology infrastructure/support 9% $99,500 (developer)
Project management 10% $90,000
Product management 10% $114,000
Analytics and data 8% $120,000 (data scientist)
Marketing (SEO/SEM, campaign
management, etc.)
14% $40,000 to $60,000 (SEO analyst)
Operations (including merchandising,
fulfillment, payments, fraud, etc.)
9% $30,000 to $50,000
Usability/customer experience/creative 10% $88,000
Customer service 8% $30,000 to $35,000

34
Key roles in a customer-centric org
Role title Responsibility Aligned with
VP omnichannel Manages strategy and P&L across on- and offline touchpoints C-suite role
Customer insights Uses data to evaluate the customer experience and make
strategic recommendations for improving that experience
Marketing, sales, UX, creative, and
customer strategy
IT change manager Leads and orchestrates internal transformation, focusing on
visions, behaviors, and environments
IT and business
Front-end dev Owns presentation layer (also known as the client tier) UX, creative, and customer strategy
Digital strategist Leads digital strategy IT, front-end dev, and business
stakeholders
Data specialists Provides data-driven insights to power digital experience
decision making
Customer insights, digital strategy,
business stakeholders, and marketing
Product manager Owns key aspect of the omnichannel experience (e.g., mobile,
click and collect, etc.)
IT and business stakeholders
IT strategist Modernizes and rationalizes IT infrastructure and future state
of IT
IT, front-end dev, and line of business

35

© 2017 Forrester Research, Inc. Reproduction Prohibited 36
Shared metrics of success unite digital forces
65%
Determine success of
digital experience
initiatives by transforming
or improving their
customer experience
Base: 294 digital experience decision makers; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey
digital experience
initiatives by improving
overall customer
satisfaction
63%
digital experience
initiatives by increased
customer
engagement

37
Hiring trends

38
Analytics, UX, and tech strategy are hardest roles to hire for
“When it comes to hiring the following positions, how challenging is it to hire for specific skill sets?”
(1 = not challenging; 5 = very challenging) (showing those who chose 4 or 5)
Analytics and data Usability/creative/
customer experience
Technology strategy
and architecture
71% 61% 59%
Example: customer
insights and data
scientists
Example: designers,
CX specialists, and
UX pros
Example: IT architect
and DevOps manager

39
Firms strive for more manpower in to better know customers
“In what functional area do you feel you are understaffed the most?”
Customer obsessed
Marketing
Technology
Strategy and process
Operations and service
Financial services feels the most understaffed here
(21% each).

40
Agenda
getting things done
leverage to?

41
Currently, digital biz teams are most likely to outsource dev work
“Are the following functional areas predominantly located in-house or outsourced?”

42
Consider the following when outsourcing vs insourcing:
› Outsourcing:
• Offshore development: Cognizant, HCL, Infosys, LiquidHub, Mindtree, and Wipro
• Strategy/design: Accenture Interactive, Huge, Isobar, VML, SapientRazorfish
• Data/analytics: CI&T, Deloitte Digital, Epsilon, HCL, PWC, KPMG
› Insourcing:
• When hiring front-end developers, look for existing web skills (HTML, CSS, and
JavaScript) and existing mobile skills (Android, iOS, and SDKs). Also look for skills in
prototyping and familiarity with tools such as Angular or React.
• Modern tools, such as web CMS and commerce solutions (Adobe, Demandware, and
Sitecore), make it easier for practitioners to make changes to the presentation
layer.
• When hiring technical talent, consider your overall tech architecture. If you intend to
be an Oracle shop, hire dev talent that has knowledge of and familiarity with Oracle
tools.

43
Next steps

44
Next steps
1. Read associated reports:
Trends 2017: Staffing And Hiring For Digital Business
The State Of Digital Experience Delivery, 2017
Vendor Landscape: Digital Experience Agencies (coming soon)
2. Discuss any additional questions with your account rep:
• Additional data from this survey or inquiries about additional data cuts
• Specific insights you need to inform your budget planning, org structure and
staffing plans, hiring decisions, etc.
• Analyst calls to assist in augmenting the above

45
• Access playbooks, reports, key takeaways, and data points
to accelerate your projects and support your decision making.
• Save reports and graphics to read online or offline, on the
device of your choice.
• Receive notifications to stay abreast of the latest trends and
insights relevant to your initiatives.
Forrester Insights for iPhone® and iPad®
KEY RESEARCH AND DATA POINTS WHEN AND WHERE YOU NEED THEM
forrester.com/app

FORRESTER.COM
Thank you
Danielle Geoffroy
dgeoffroy@forrester.com

Webinar_051717_Geoffroy.ppt

Recommended

Recommended

More Related Content

Similar to Webinar_051717_Geoffroy.ppt

Similar to Webinar_051717_Geoffroy.ppt (20)

Recently uploaded

Recently uploaded (20)

Webinar_051717_Geoffroy.ppt