The missing link to digital succes

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The missing link to digital succes

  1. 1. The missing link to digitalsuccessNetværk Danmark 22. april 2013
  2. 2. Competitive advantage?3 5
  3. 3. It depends...
  4. 4. 3MapsSMS/textSurfing whiletravellingSurfing in astoreResearchingproductsSurfing in arestaurant90%64%72%72%56%63%
  5. 5. Well...
  6. 6. 3 key drivers to digital succes
  7. 7. StrategiTaktikEksekveringVISIONEKSTERNALPARTNERSTEAM &GOVERNANCETechnology
  8. 8. #1 DIGITAL TEAM
  9. 9. Do you know howit works?Must be almostlike driving a car
  10. 10. What did youorder?Some sort ofpickup truck...
  11. 11. 29% of CMOs state that their biggest challangeconcerning digital is securing a strong digital teamBoston Consulting Group (2012)
  12. 12. What exactly is it that a digitalteam does?
  13. 13. TechnologyDIGITALLEADERSHIPProductdevelopment€ContentAnalyticsFrontenddeveloperResearchSEOMediaDigital team competenciesUserExperienceProjectmanagement
  14. 14. One size fits all?
  15. 15. Off course not!
  16. 16. But...
  17. 17. Digital team assessmentDigital leadershipDigital project managementDigital business developmentAnalytics & performanceCRMSocial mediaMobileDialog & touchpointsOnline mediaSEO/SEMBackend developmentCencept developmentContent managementCustomer experienceDigital designInteraction design
  18. 18. Building a digital teamREQUIREMENTSWhat does our digitalambitions require ofyour team?ASSESSMENTWhat is the currentstrength of your team?STATUS & GAPSIdentifying and prioritizinggapsANALYZEMETHOD & DELIVERIESFOCUSACTIONSClosing the gapsIMPROVEEvaluations andadjustments to improveresultsAnalyzing businessstrategy &interviewing keystakeholdersInterviewing digitalteam membersCompetenciespresent in the teamand on what levelREPORTGaps - prioritizedRecommended actions:‣ Team composition‣ Roles‣ Training‣ Inspiration‣ RecruitingStatus meetings keystakeholdersInterviewing selecteddigital team membersRecommending andimplementingadjustmentsCoordinating andimplementing training& inspirationRefining roles &responsibilitiesRecruiting neededprofilesRECOMMEND BUILD OPTIMIZERequirements versuscurrent strenght of thedigital team
  19. 19. #2 DIGITALGOVERNANCE
  20. 20. DIGITAL!
  21. 21. “Digital is best understood notas a subset of marketing or IT,but as a new, seperate animal”Razorfish
  22. 22. “At the end of the day, we usually find that defining anorganizational plan for digital is actually the easy part.Implementing that plan successfully within an existingstructure, culture, and business environment can oftenfeel like the most challenging digital deployment of all.But for organizations truly looking to leverage digital forlong-term competitive advantage, the rewards areworth it.”Razorfish
  23. 23. How?
  24. 24. Levels of organizational digital maturity
  25. 25. #1 Solo
  26. 26. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTSOLO
  27. 27. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTSOLODigital tænkning og arbejde baseret på én enkelt eller to ildsjæleResultater & konsekvenser‣ Knap synlige‣ Digital betragtes som en omkostning, der skal være så lille sommuligt‣ Digital tilfører ikke værdi til forretningen“Ground zero”
  28. 28. #2 Spirende
  29. 29. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTSPIRENDE
  30. 30. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTSPIRENDEDigital tænkning og arbejde baseret på flere ildsjæle flere steder iorganisationenResultater & konsekvenser‣ Resultater af det digitale initiativer viser sig “her og der”‣ Digital kan tilføre værdi til de enkelte enheder hvor ildsjælene er“Tilnærmelsesvist taktisk niveau”
  31. 31. #3 Decentraliseret
  32. 32. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTDECENTRALISERET
  33. 33. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTDECENTRALISERETDigital tænkning og arbejde baseret digitale profiler alle steder iorganisationenResultater & konsekvenser‣ Synlige resultater‣ Digital tilfører værdi til de enkelte områder, men sjældent påtværs af forretningen‣ Risiko for digitalt forvirrede kunder‣ Risiko for overlappende/konkurrerende digitale initiativer“Taktisk niveau”
  34. 34. #4 Centraliseret
  35. 35. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTCENTRALISERET
  36. 36. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTCENTRALISERETDigital tænkning og arbejde baseret digitale profiler samlet i énafdeling /centre of excellenceResultater & konsekvenser‣ Synlige resultater‣ Digital forankret i strategien‣ Risiko for “faglig egoscentrisme” og høj risiko for at kritiskforretningsviden fra organisationen ikke medtænkes i digitaleløsninger“Strategisk niveau”
  37. 37. #5 Hybrid
  38. 38. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTHYBRID
  39. 39. DIGITAL CUSTOMER EXPERIENCE &DIGITAL BUSINESS DEVELOPMENTHYBRIDDigital tænkning og arbejde baseret på stærk forståelse ogejerskab for digital i fsk. forretningsenheder, men styret centraltResultater & konsekvenser‣ Digital solidt forankret i organisation og strategi under en stærk governance‣ Synlige og solide resultater der tilfører værdi til forretningen‣ Prioritering af de mest forretningskritiske digitale initiativer‣ Kritisk forretningsviden medtænkes i digitale initiativer‣ Sammenhæng mellem de forskellige initiativer - sammenhængende digitale services‣ Digital ER forretning“Strategisk niveau”
  40. 40. Scattered digital initiativesand poor ambitionsA formalized digital strategidirects the digital initiativesDigital permeates the overallcorporate strategy“Turning into atech company”#1 Solo#2 Spirende#3 Decentral#4 Centraliseret#5 HybridBeginner Intermediate Expert
  41. 41. “While there is no one right way to manage digital, theway most institutions structure their digital teamsgreatly limits the outcomes they seek, because everyinnovation they want to do online will be limited by theirown internal capacity to dream, execute, and sustain itover time.”Communicopia
  42. 42. Is organizational design the Silver bulletto digital succes?
  43. 43. No...but it all boils down to criticalmass and the right people
  44. 44. Team & governance‣ Team- Folk der tænker: kan det her være rigtigt?- Kan det være rigtigt, at vores kunder ikke kan booke p-plads dagen før afrejse?- Kan det være rigtigt, at det skal være så besværligt at købe noget på vores website?- Kan det være rigtigt, at vi ikke måler på vores kampagners effektivitet- etc.- Continous small improvements - det nye website bliver aldrig færdigt‣ Governance- Skal sikre at de tanker kommer til overfladen, bliver hørt og prioriteret- Skal sikre styring & koordinering
  45. 45. Think digital first‣ Governance is a challenging aspect of our enterprise-wide digital effort. Wehave many different brands in many markets, so when it comes to digitalopportunities, we can have 1,000 flowers blooming – and that’s not reallyscalable to any of our stakeholders who actually care.‣ First, brands have to think digital first. Second, common platforms need tobe created across brands. While a brand in a specific market may have thecoolest app, a physician searching for specific information wants thatinformation to be consistent and readily available, regardless of applicationsor any cool features.Kristin Peck, EVP WW Business Development and Innovation, Pfizer
  46. 46. Hvad nu?‣ Sørg for at definere jeres primære mål og udfordringer‣ Identificér hvad der skal til for at nå jeres mål. Hvad kræver det afbureuaerne, teamet og organiseringen?‣ Gennemfør en evaluering af jeres digitale team & profiler‣ Analysér jeres organsation: støtter den op om digitale initiativer?‣ Vurdér hvorvidt I får nok ud af jeres bureausamarbejde. Hvis ikke hvorfor?Hvad er mediebureauets bud på udnyttelse af digitale muligheder?‣ Tænk tværorganisorisk. Inddrager I hinanden på tværs i tilstrækkelig højgrad (produktudvikling, marketing/branding/salg etc.)
  47. 47. TAKChristopher Sachse Aarischristopher@induce.dkwww.induce.dktwitter: @sachseaaris+45 42940142

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