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Agile Planning,[object Object],July 2011,[object Object],http://www.flickr.com/photos/mojodenbowsphotostudio/,[object Object]
neilperkin.typepad.com,[object Object],@neilperkin,[object Object]
This is not about promoting a new process,[object Object],“There is no singular process” John Jay ,[object Object]
A Perfect Storm,[object Object]
Accelerating change,[object Object],[object Object]
 8 out of 10 CEOs saw significant change ahead, and yet the gap between the expected level of change and the ability to manage it had almost tripled since the previous study in 2006http://www-935.ibm.com/services/uk/gbs/html/ceostudy,[object Object]
The relentless digitisation of products, services and communications,[object Object],Disintermediation & disruption:,[object Object],A journey away from linear, one way, interruption, frequency, inflexibility …towards what?,[object Object],http://russelldavies.typepad.com/planning/2007/04/beta_tees_and_l.html,[object Object]
Experiences not messages,[object Object],“I suspect 2011’s Cannes Lions festival may be looked back upon as the year advertising and technology agreed to meet and get married on the beach.” Mel Exon, BBH ,[object Object]
"The internet is a the great dis-intermediator – it connects everything to everything else…Previously mass media aggregated attention and brands bought it. To earn your own attention you have to do things, create content, that people elect to spend time with.” FarisYakob,[object Object],http://blog.marketing-soc.org.uk/tag/digital/,[object Object]
Big isn’t necessarily better,[object Object],Broadcast rules don’t apply,[object Object],Advantage doesn’t always come from scale,[object Object],“My job is to help brands remember what it was like when they were small. Because on the internet they are.” Bud Caddell,[object Object],http://little-people.blogspot.com/,[object Object]
The Changing Role of Media,[object Object],= Attention,[object Object],Content,[object Object],= Attention, participation, interaction, content ,[object Object],Content, tools, services,[object Object],http://www.flickr.com/photos/wespionage/,[object Object]
Media As Facilitator,[object Object],“Media is less and less often about crafting a single message to be consumed by individuals, and more and more often a way of creating an environment for convening and supporting groups” Clay Shirky,[object Object]
“The other guys think the purpose of communication is to get information.We think the purpose of information is to foster communication.”Mark Zuckerberg, CEO Facebook,[object Object],http://www.flickr.com/photos/danarah/,[object Object]
A massive opportunity to have a different relationship with your customers,[object Object],Co-creation, crowdsourcing, crowdfunding,[object Object]
The Data Explosion,[object Object],Marissa Mayer: it’s ‘bigger than Moore’s Law’:,[object Object],Speed (real-time data),[object Object],Unprecedented scale built on unprecedented processing power,[object Object],New data (uploaded from sensors and objects - the internet of things),[object Object],"Between the dawn of civilisation and 2003, five exabytes of information were created. In the last two days, five exabytes of information have been created, and that rate is accelerating” Eric Schmidt ,[object Object]
Real-time,[object Object],Content creation is quick and easy,[object Object],Cultural latency is reducing,[object Object],“There is a correlation between the amount of time it takes for information to be transmitted, the amount of time it takes to have an effect, and the corresponding cultural decay rate. The real-time web of twitter and facebook has brought the cultural latency rate down to almost zero. In response, companies must act faster, responding in real time, to keep apace with its customers.” FarisYakob,[object Object],http://www.flickr.com/photos/bright/,[object Object]
Agile planning
http://sysomos.com/insidetwitter/engagement/,[object Object]
The more interconnected our social graph becomes, the faster new ‘parasitic’  applications and new ideas spread   ,[object Object]
Struggling to get his 2-year-old daughter to sleep, Mansbachlet off some steam in the form of a status update: "Look out for my forthcoming children’s book, ‘Go the — to Sleep.' ,[object Object]
Hit Number 1 on the Amazon best seller list one month before release – due largely to a pirated PDF version ,[object Object]
So what Is Agile Planning?,[object Object]
So what Is Agile Planning?,[object Object],…not a new process, more a set of  guiding principles,[object Object]
7 Principles…,[object Object],http://www.flickr.com/photos/pagedooley/,[object Object]
But first, a little context…,[object Object],The Agile Manifesto (Redux),[object Object],Individuals and interactions,[object Object],Processes and tools,[object Object],over,[object Object],Working outputs,[object Object],Comprehensive Inputs,[object Object],over,[object Object],Collaboration,[object Object],Contracts and hierarchy,[object Object],over,[object Object],Responding to change,[object Object],Following a plan,[object Object],over,[object Object],http://agilemanifesto.org/,[object Object]
1. Ideas From Anywhere,[object Object]
Porous Enterprise - Chance favours the connected mind,[object Object],The Eureka Myth – the myth of the lone-creative genius with a spark of sudden inspiration,[object Object],Ideas take a long time to mature, sometimes laying dormant (in the form of 'partial hunches' or half-ideas) for years. ,[object Object],It is the collision of these half-ideas that enables breakthroughs to happen. Rather than being a single thing, ideas are networks, or new configurations.,[object Object]
Porous Enterprise - Chance favours the connected mind,[object Object],The great driver of innovation has been the historic increase in connectivity between us that creates infinite possibilities for ideas to be swapped,[object Object],Agile enterprises that understand this create and enable spaces (physical and virtual) where ideas can mingle (in the way that coffee houses did in The Enlightenment),[object Object]
Porous Enterprise,[object Object],Employees who increasingly recognise the value of being connected to the interesting ideas in their own and related markets,[object Object],Employers who encourage their employees to connect,[object Object],http://thisisindexed.com/,[object Object]
Porous Enterprise,[object Object],[object Object]
 Allows for innovation at the edges – non-core thinking
  Relationships seen as valuable assets
 Flow of ideas into and within organisations
 Companies less reliant on ‘stocks’ of knowledge, and more connected to ‘flows’ of knowledge,[object Object]
No silos,[object Object],We compartmentalise creativity,[object Object],Try to control it, set targets, apply rules,[object Object],Make it the domain of particular job titles,[object Object],Or box it into brainstorming sessions,[object Object],“The longer you work, the more people want to put you in a silo so they can define who you are on their terms – our job is to never let anyone determine who we are by their terms” John Jay,[object Object]
Creative Culture…,[object Object],Creative process involving a large number of people,[object Object],Often from different disciplines,[object Object],Marshalled around a vision,[object Object],Working as a team,[object Object],“The notion of ideas as this singular thing is a fundamental flaw. There are so many ideas that what you need is that group behaving creatively. And the person with the vision I think is unique, there are very few people who have that vision.. but if they are not drawing the best out of people then they will fail.” Ed Catmull, President of Pixar,[object Object]
Creative Culture…,[object Object],"We say we are director led, which implies they make all the final decisions, [but] what it means to us is the director has to lead.. and the way we can tell when they are not leading is if people say 'we are not following'.” Ed Catmull,[object Object],http://www.flickr.com/photos/daviddelarosa/,[object Object]
Engineering Culture…,[object Object],[object Object]
 Project leaders pitch developers to generate interest
 Engineers decide which projects sound interesting to work on,[object Object]
Agencies as incubators,[object Object],Tech startups get:,[object Object],$18,000,[object Object],Office space,[object Object],Access to industry mentors,[object Object],Access to big brands,[object Object],W & K get:,[object Object],Access to startup talent & pixie dust,[object Object]
The rise of talent networks,[object Object],[object Object]
 The need for organisations to be far more flexible with structures / overheads
 The opportunity for organistaions to work in a new way is properly viable
 Networks are highly efficient: broad talent base, new thinking, flexible costs,[object Object]
2. Users at the centre,[object Object]
“There are two ways to get bigger as a company – look at what you’re good at…or start with the customer and work backward…even if it requires new skills" Jeff Bezos,[object Object],http://www.flickr.com/photos/legendmedia/,[object Object]
Observation in context,[object Object],Not out of context (like a focus group),[object Object],Actual experience ,[object Object],Learning from UX?,[object Object],Google Firestarters – Design Thinking in Planning,[object Object],http://neilperkin.typepad.com/only_dead_fish/2011/06/firestarters-2-design-thinking-in-planning-the-event.html,[object Object]
Challenge The Question – Find The Problem To Solve,[object Object],“Marry the problem, not the solution” Dan Greenberg, Sharethrough,[object Object]
3. Not a single solution but lots of choices,[object Object]
“Path dependence explains how the set of decisions one faces for any given circumstance is limited by the decisions one has made in the past, even though past circumstances may no longer be relevant”,[object Object],"Institutions will try to preserve the problem to which they are the solution” Clay Shirky,[object Object],http://www.flickr.com/photos/benheine/,[object Object]
Abductive Thinking,[object Object],Business schools tend to focus on inductive thinking (based on directly observable facts) and deductive thinking (logic and analysis, typically based on past evidence),[object Object],Design schools emphasize abductive thinking—imagining what could be possible.,[object Object],Helps challenge assumed constraints and add to ideas, versus discouraging them.,[object Object]
Creating and curating choice,[object Object],What if, instead of generating one solution to one problem, our job was about creating as many choices and options as possible for clients?,[object Object],Tom Hulme http://vimeo.com/14138667,[object Object]
4. Test and learn,[object Object]
The Lean Start-Up Movement,[object Object],[object Object]
 Every company, regardless of size needs to act like a start-up
 Combine of the use of open-source software, agile development methodologies and ferocious, customer-centric, rapid iteration. "My own definition of a start-up is an institution asked to create something new under conditions of high uncertainty…This has nothing to do with company size.” Eric Ries,[object Object],http://startupquote.com/,[object Object],http://madebymany.com/signals/the-lean-startup-movement,[object Object]
Agile working practices,[object Object],“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”,[object Object], Agile processes are becoming more and more central to how content and services on the web work,[object Object],Advantage from responsiveness and adaptability rather than scale,[object Object]
Failure is useless unless you learn from it,[object Object]
Traditional ‘Waterfall’ Approach,[object Object],      Concept,[object Object],Detailed,[object Object],Design,[object Object],              Build,[object Object],Ford Motor/Razorfish agile principles ,[object Object],http://www.slideshare.net/razorfishmarketing/razorfish-ray-velez-and-laura-fraga-ford-motor-on-agile-processes?from=ss_embed,[object Object]
Agile Processes,[object Object],Agile processes are based on a continous process of Design it, Build it, Test it, Ship it,[object Object],   Concept,[object Object],DetailedDesign,[object Object],DetailedDesign,[object Object],DetailedDesign,[object Object],DetailedDesign,[object Object],Build,[object Object],Build,[object Object],Build,[object Object],Build,[object Object],Sprint,[object Object],Review,[object Object],Sprint,[object Object],Review,[object Object],Sprint,[object Object],Review,[object Object],Sprint,[object Object],Review,[object Object],Design with vision, optimise with feedback,[object Object],Ford Motor/Razorfish agile principles ,[object Object],http://www.slideshare.net/razorfishmarketing/razorfish-ray-velez-and-laura-fraga-ford-motor-on-agile-processes?from=ss_embed,[object Object]
Test and Learn,[object Object],“We absolutely believe we couldn’t build one of the best loved internet brands in the world without consumer science at the core of our product development methodology.” ,[object Object],John Ciancutti, Netflix,[object Object],[object Object]
 Iterative approaches, prototyping
 Not just crafted big pieces, but smart combinations of smaller executions
 Better end product through flexibility and collaboration
 Agile content changes to reflect user feedback and interaction,[object Object]
 Making Stuff Hackable,[object Object],Research by M.I.T.’s Sloan School of Management: over a three year period the amount of money that individuals spent making and improving products was more than twice as large as the amount spent by all British firms combined on product R & D.,[object Object],…it doesn’t need to be perfect,[object Object]
5. Always On Marketing,[object Object]
Speed Bumps,[object Object],Less emphasis on campaigning, more on continuous communication,[object Object]
Build brands from the bottom up rather than the top down,[object Object],Be useful, interesting, entertaining and playful in the service of people,[object Object],Think about what communication strategy can learn from UX design,[object Object],Do something and interesting things will happen,[object Object],Build a culture of experimentation not planning,[object Object],Realize perfection is the enemy,[object Object],Be rewarded for good behavior,[object Object],Small ideas build long ideas,[object Object],http://garethkay.typepad.com/brand_new/2011/05/how-to-think-and-make-small.html,[object Object]
"ideas as unfolding stories, a stream of iterations and interactions that invite people into the process”,[object Object],“Do stuff and learn from it rather than learning and doing.” Gareth Kay,[object Object],http://www.slideshare.net/garethk/think-small-7958212,[object Object]
Bonfires and Fireworks,[object Object],John Willshire http://smithery.co/,[object Object],http://www.slideshare.net/gamages/what-is-media-planning-7502182,[object Object]
Converse Domaination,[object Object],[object Object]
 PPC in relevant, non-competitive environment leading to a continuous series of content microsites, connecting with the audience in playful, informal ways.
 On a slim budget of $100,000 over 600,000 unique visitors, beating a traditional cost/visitor by 2600%,[object Object]
 VW hid secret tickets across the entire city, and then displayed them on a microsite using Google Maps. The only way to zoom in was to have the community band together using the #foxatplanetaterrahashtag
 A race in the real world to get to the location first. Ran day and night for 4 days.
 In less than 2 hours, the campaign #hastag became the #1 trending topic in Brazil, where it stayed for the length of the campaign.,[object Object]
Fiat Mio – Crowdsourcing A Car,[object Object],Fiat in Brazil asked people to contribute ideas for it’s new model – 17,000 did,[object Object],Refining the brief, entering into a dialogue with Fiat’s designers,[object Object],Brought to life as a concept at the Sao Paulo Automotive Show, November 2010,[object Object],http://www.fiatmio.cc/en/,[object Object]
[object Object]
 The first time a major car company has forgone an auto show for a new car reveal
 The day the car was revealed online, searches for Explorer more than doubled
 Compared to a typical double-digit increase seen after a Super Bowl adhttp://mashable.com/2010/07/26/ford-explorer-facebook-reveal/,[object Object]
Local Motors,[object Object],[object Object]
 Community of 3,600 contributors submitted 44,000 designs
 Build and sell through network of local centres
Development cycle 5 times faster than traditional car manufacturers
 A process which is 100 times less capital intensive,[object Object]
Business value will come from not only breaking down the silo's between our people, but in joining up, and opening up, our data.,[object Object],http://www.flickr.com/photos/foxymcslick/with/3180482810/,[object Object]
Catalysts for Innovation: The Open Web,[object Object],A total of 1,019 APIs were added to the Programmable Web API directory, that's double the number added in 2009.,[object Object],http://www.readwriteweb.com/cloud/2011/01/weekly-poll-new-apis-doubled-i.php,[object Object]
Joined up marketing,[object Object],[object Object]

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Agile planning

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  • 31. Allows for innovation at the edges – non-core thinking
  • 32. Relationships seen as valuable assets
  • 33. Flow of ideas into and within organisations
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  • 36.
  • 37.
  • 38.
  • 39. Project leaders pitch developers to generate interest
  • 40.
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  • 43. The need for organisations to be far more flexible with structures / overheads
  • 44. The opportunity for organistaions to work in a new way is properly viable
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  • 56. Every company, regardless of size needs to act like a start-up
  • 57.
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  • 59.
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  • 62.
  • 64. Not just crafted big pieces, but smart combinations of smaller executions
  • 65. Better end product through flexibility and collaboration
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  • 74. PPC in relevant, non-competitive environment leading to a continuous series of content microsites, connecting with the audience in playful, informal ways.
  • 75.
  • 76. VW hid secret tickets across the entire city, and then displayed them on a microsite using Google Maps. The only way to zoom in was to have the community band together using the #foxatplanetaterrahashtag
  • 77. A race in the real world to get to the location first. Ran day and night for 4 days.
  • 78.
  • 79.
  • 80.
  • 81. The first time a major car company has forgone an auto show for a new car reveal
  • 82. The day the car was revealed online, searches for Explorer more than doubled
  • 83.
  • 84.
  • 85. Community of 3,600 contributors submitted 44,000 designs
  • 86. Build and sell through network of local centres
  • 87. Development cycle 5 times faster than traditional car manufacturers
  • 88.
  • 89.
  • 90.
  • 91.
  • 92. Smarter use of data = the better digital based services can get at delivering personal value
  • 93. Offline/online single customer view creating real customer centric experiences
  • 94.
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  • 97.
  • 98. This can be displayed on profiles, or shared through widgets
  • 99.
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  • 102. Referencing information like how many times people visit, return and how much they spend. By comparing an outlets prices the service can point to locations that are better value.
  • 103.
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  • 109. Taking account of the rate at which messages were posted about it could predict the box office takings before the film opened.
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  • 114. Or input a search query, converted into a data series of searches over time, and this time series can then be put through the same process in order to identify a list of correlated queries over time.
  • 115.
  • 116.
  • 117. Far from leading to more accidents, behaviour is more positively affected by the built environment and human interaction than through rigid controls and artificial regulation.
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Editor's Notes

  1. Landing page data should focus on three main data points: To what extent the page retains visitors upon arrival To what extent the page drives engagement To what extent the page facilitates a conversion behaviorTo optimize landing pages you can do a/b or multivariate testing for elements, such as buttons, callouts, or calls-to-action.Make necessary changes to increase activity and conversion depending on the purpose of your landing page.There may be times where changes to a landing page just isn't possible. However we recommend at least to measure the performance to make sure insights are used for next campaign.Tip! For free attitude survey, you can use iPerception 4Q survey. (http://www.iperceptions.com/solutions/4q/):1) Based on today’s visit, how would you rate your site experience overall? (Satisfaction Rate)2) What was the primary purpose of your visit? (Purpose)3) Were you able to complete the purpose of your visit today? (Task completion)4) If not, why not? (Qualitative insights for improvements)