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CXO Disrupt Presentation

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The importance of Marketing and technology collaboration in achieving Marketing Transformation

Published in: Marketing

CXO Disrupt Presentation

  1. 1. Marketing, technology and disruption
  2. 2. Everyone is talking about disruption & innovation however, its nothing new
  3. 3. Disruption breaks challenging the way we think, behave and do business
  4. 4. We have a whole new term: “uberising“
  5. 5. were seen as equally disruptive There was a time when railway tracks
  6. 6. Not all change needs to be radical
  7. 7. Innovation is a gentler changing Processes, Products and Ideas
  8. 8. Change occurs gradually gathering momentum as it continues Evolution builds
  9. 9. A continuum… Evolution Not all organisations or industries are ready for disruption sits at the most passive end Disruption sits at the most extreme end …most often brought about by forces outside of their control Innovation sits somewhere in the middle …but most are certainly on some path of change
  10. 10. Shifts in consumer behavior is the greatest source of disruption
  11. 11. Spray and pray marketing used to be good enough
  12. 12. $$$$$$$$ John Wanamaker “Half my advertising money is wasted, I just don’t know which half.” $$ $ $
  13. 13. Todays marketing is about finding the key moments of truth and delivering exactly what the customer is looking for
  14. 14. Surprise and delight .. But how?
  15. 15. Everyone is different
  16. 16. 1 Data can deliver great direction
  17. 17. …so, data driven marketing is often the spearhead driving change
  18. 18. There is no shortage on new cool shiny marketing technologies to leverage
  19. 19. But what exactly needs to change to succeed?
  20. 20. Critical success factors
  21. 21. Focus on the end users first, rather than the systems
  22. 22. Align segmentation and content strategies
  23. 23. Understanding the relationship between segments, content and media RESEARCH MARKETING ANALYTICS OWNED MEDIA PAID MEDIA EARNED MEDIA OWNED MEDIA PAID MEDIA CONTENT
  24. 24. Build a solid analytics foundation that has room to grow
  25. 25. The goal: data driven marketing DMP ESP CRM SOCIAL AD SERVING ANALYTICS REACH EXTENSION FEEDBACK PERSONALISE & OPTIMISE PERSONALISE & OPTIMISE DIGITAL TOUCHPOINTS CONTENT & CREATIVE
  26. 26. Achieving this however requires changing: PRINCIPLESPROCESSESPEOPLE
  27. 27. Achieving this however requires changing: PROCESSES PRINCIPLESPEOPLE PEOPLE
  28. 28. SKILLSETS ARE AN ISSUE
  29. 29. A cross section of skills MarketingDigital Data Technology
  30. 30. Sometimes it feels like searching for unicorns
  31. 31. People who understand the potential pitfalls
  32. 32. The ability to truly collaborate beyond theory
  33. 33. SOLUTION FOCUS Infra Ops Dev DBA QA BA SILO THINKING PM Ux Infra Ops Dev BA QA CROSS FUNCTIONAL COLABORATION IS CRITICAL VS
  34. 34. A cast of thousands AGENCIES (30) Tier 1 Creative Tier 2 Creative Media Agencies Brand Consulting RESEARCH (10) Segmentation Brand Tracking Geo Data External Data VENDORS (10) DMP DSPCMS MSA CONSULTANTS (5) Business Analysts Specialist PM’s Pitch Consultant DEVELOPMENT (5) Information Architecture Web Design Integration Partner Mobile Design ANALYTICS (5) Dashboard Development Optimisation Consulting Cross Media Analysis Tag Management INTERNAL TEAM (27) CIO (1) Info Management (6) PMO (4) BA’s (3) Digital Team (3) Brand (2) Customer (2) Analytics (2) Advertising (1) CMO (1)
  35. 35. Too many stakeholders can be tricky
  36. 36. Too much collaboration results in a lack of attention
  37. 37. Clearly defining roles and responsibilities Project managers Understanding boundaries and responsibilities Sponsors Implementers Stakeholders
  38. 38. Organisational fatigue
  39. 39. THE PIONEER Looks for future trends and formulates new ways of doing things THE FIGHTER Attempts to block change using cumbersome processes, red tape. Typically risk aversion THE OSTRICH Hoping that the changes will not effect them Responses to DIGITAL DISRUPTION
  40. 40. Acceptance that we are all on the journey together
  41. 41. PRINCIPLESPROCESSES PROCESSES PEOPLE
  42. 42. Degrees of definition
  43. 43. Defining who does what Backend IT – Technical BA Tech Spec • Technical Dependancies • Systems Requirements Business Systems Analyst Solutions Architect Technical BA Integration Requirements and System Dependancies Technical BA Review Technical PM/ Development • Backend development Business Business BA Business Requirements • Objectives • User cases • Outcomes Business content, Partnerships and User case scenario Business BA Business BA Business Approval User Experience Digital Team User Research • Focus Groups • Comp Research • Analytics • Content audit ? ? ? User Requirements Spec Digital BA Information Architect Functional Spec Scoping Digital Producer • Template development • Tracking • Implementation Site maps Userflows Wireframes Functional Spec Review Digital BA Information Architect Digital Design
  44. 44. Everyone needs to learn a new language
  45. 45. Technologists tend to start with technology
  46. 46. Technologists tend to start with technologyDigital designers focus on users
  47. 47. vary radicallyTime frames
  48. 48. Agile Processes Are
  49. 49. THE PROCESS waterfall vs agile vs wagile DESIGN DEVELOPMENT BIG-ASS DESIGN SPEC Empathize Define Ideate Prototype Test 1-2 weeks Shippable Product Increment Product Backlog Sprint Backlog Sprint Planning Sprint 1 day Analysis, Design, Build, Test, Review Daily Meeting (15 mins)
  50. 50. PRINCIPLESPROCESSES PRINCIPLES PEOPLE
  51. 51. Expanded use of data and targeting amplifies privacy concerns
  52. 52. Secure CheapUsable There are always tradeoffs. The way we did things is not always the way we need to do things going forward
  53. 53. Fail fast, fail cheap, NEVER GIVE UP
  54. 54. Governance structures can limit agility
  55. 55. Take a good honest look at your organisational risk appetite and be ready to change it
  56. 56. Cultural SupportStructured approachLeadership What's worked well for us so far Top down endorsement Alignment with business strategic direction CMO/CIO collaboration Structured approach Open, frequent communications Sponsor is actively involved at every stage A culture of "nice people“ A proper change management function within the business An ear to the ground - at all levels of the business.
  57. 57. GUARANTEE FAILURE A Parting thought: Few things FASTER than the “SAFE” OPTION

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