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Organisation Hacking


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Building a business from the ground up is a great opportunity to develop amazing content, disrupt, and embrace effective SEO.

But what about established organisations - those with entrenched processes, legal teams, departmentalisation and small marketing teams? In the real world, large businesses don't change direction quickly or easily. Many organisations struggle to develop content strategies, implement technical changes, and embrace modern, integrated, effective SEO not because they don't want to or don't understand the opportunity, but because they can't. It's too big. Too complex. Too hard.

So, as a consultant or in-house practitioner, how do you effect change and move the needle?

We explore some practical, tactical hacks for getting things done in a world which struggles to live up to our expectations.

Published in: Education, Business, Technology
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Organisation Hacking

  2. 2. I don’t think that you can take a ‘legacy’ organisation and really, truly, integrate SEO effectively.
  3. 3. So cheat.
  4. 4. Everybody
  5. 5. Jono Alderson Head of Insight @ Linkdex @jonoalderson Collette Easton VP Enterprise @ Linkdex @gincollette Tactical execution Organisational Strategy
  6. 6. Our Challenges
  7. 7. Websites, platforms, tech, CMS, IT, dev...
  8. 8. In-house... It’s getting harder to effect change without actually changing stuff
  9. 9. Agencies... It’s getting harder to outsource SEO as a stand-alone or compound service
  10. 10. We Struggle Understanding Content/campaign signoff Technical improvements Disruptive or real-world change
  11. 11. Legacy Organisational Structure Departmentalisation
  12. 12. Some organisations can’t, and never will, have a content strategy.
  13. 13. You’re trying to do new, complex things
  14. 14. You’re relying on processes which don’t exist (many organisations don’t have mechanics for any kind of structured change)
  15. 15. Has everybody seen this?
  16. 16. ...and this?
  17. 17. Yikes.
  18. 18. Opinion, experience & entrenched behaviours. So what can you do?
  19. 19. Strategies for winning
  20. 20. Don’t underestimate politics It’s bigger than you, and bigger than SEO.
  21. 21. Stakeholder Impact Hint: Individual, human beings, with goals, fears, and motivations
  22. 22. The ultimate in change management?
  23. 23. Stakeholder alignment Start at the top A CEO’s job is to be in control. Frame your language around this. Talking in terms of management and competition makes it real and familiar.
  24. 24. Stakeholder Persuasion 5:10 - 6:10 ish
  25. 25. Stakeholder buy-in
  26. 26. Create a plan
  27. 27. Some Tactical Thinking
  28. 28. Overcoming Objections Anticipate, kill, and wow people. Get off the defensive.
  29. 29. The biggest objection... There’s a finite amount of this
  30. 30. Newsflash! Budget holders don’t care about your campaigns, Google, Pandas or links. Show the numbers.
  31. 31. Removes opinion Nobody’s gonna’ challenge this! Compelling.Detail available Show your working.
  32. 32. People struggle to maintain an understanding of complex concepts Visualise it. “Can you do me a one-pager on that?” means they struggle to grasp the complete concept
  33. 33. Manages objections! Visualises a complex concept Tells a hard truth, safely, with a solution
  34. 34. But also… ...focus on opportunity cost Fear, greed and loss aversion
  35. 35. Lost salary for 2 months whilst finding a new job X hours repairing social reputation, on an equivalent day rate of Y 20% pay cut to overcome hiring challenges x 18 months to recover Total negative ROI = ??? What’s the ROI of not wearing your trousers to work? Trousers it is, then.
  36. 36. Equity is a sexy concept ...and equity loss is scary Great language for C-levels!
  37. 37. Join up your strategy with your tactics and metrics
  38. 38. Connect Objectives to KPIs to Tactics Objective Goal KPI Key Segments Performance Be seen as thought leaders Get people reading and engaging with our blog # > 2 minute, 60% scroll visits to unique blog posts (per month) Category Author Post Total daily applause rate from all blog content (rolling, daily) Provide the best customer service in our sector Provide great content which answers to (and pre-empts) user questions and needs % satisfaction rate (rolling, monthly) Site section Page type Author Enable visitors to fulfil their objectives % task completion rate (rolling, monthly) Task Persona Full process here
  39. 39. Define what competitor strategy looks like Pretend you’re your competitor. Articulate their strategy in the first person. Back up with supporting evidence Highlight weaknesses/opportunitie s ...before pitching your own
  40. 40. Define what tactical success looks like ...with specific outcomes Manages expectations
  41. 41. USPs suck ...and you can’t create them. Unique value proposition Create a UVP instead.
  42. 42. All of this can get quite complex... make education a freemium commodity
  43. 43. Roadmaps Reassuring(ly complex) Reaffirms the strategic context of tactical actions Highlights enablers (and vanity requirements)
  44. 44. Complex decisions Visualising stops back-and-forth One sheet of paper, every aspect, requirements and results Having a recommendation reaffirms you as the expert
  45. 45. ...aren’t really for the techies. Technical Briefings
  46. 46. Practice with easy stuff Change something inconsequential, just to stress-test the process* *This will be a horrendous experience
  47. 47. Processes Provides transparency and reassurance (any process is better than no process) Gentle reminder of effort, skills and decision-making involved Clear next steps and owners, with escalation processes Applies to simple processes, too.
  48. 48. Play games to solidify understanding Allows people to safely admit that they’re not the experts Validates your recommendations & tactics
  49. 49. Entropy sucks Relationships, businesses and services (d) evolve
  50. 50. In Summary Align your expectations & behaviour with wider business needs
  51. 51. In Summary Engage with stakeholders in their language, in their world, in a way they understand
  52. 52. In Summary Don’t oversimplify, but make it easy.
  53. 53. In Summary We’re human; we struggle; make it easy to consume, share, champion.
  54. 54. In Summary Be transparent, confident, and in control. People look for opportunities to object.
  55. 55. In Summary Get the right people to tell compelling stories in the right language, considering the bigger picture scenario in a way which pre-empts objections.
  56. 56. Thanks!