potentialDISCOVERY
What a “Discovery Phase” methodology might look like.
‘I want to make you ten more just like this.’
PLE...
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Preface
for the best experience of this material
PLEASE VIEW THIS DECK
IN “SLI...
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Introduction: some personal thoughts from my time in limbo
052014
For some tim...
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Introduction: executive summary
062014
Among other topics, this DRAFT PPT atte...
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#potentialDISCOVERY
#potentialYAWP #potentialKEN
It’s never too late
To be wha...
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potentialDISCOVERY
Potential
Discovery
KEN
http://www.merriam-webster.com/dict...
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Agenda
• Welcome
• What does a Strategist do?
• What is the opportunity?
• Why...
What does a Strategist do?
What can KEN do for you?
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• Right or wrong I’d like to believe that I am a ...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• In the simplest terms, that’s basically the ess...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• In the simplest terms, that’s basically the ess...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• In the simplest terms, that’s basically the ess...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• In the simplest terms, that’s basically the ess...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• In the simplest terms, that’s basically the ess...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• In the simplest terms, that’s basically the ess...
potentialKEN kisselman
potentialKEN@aol.com
What does a “Strategist” Do?
• Yes pretty much everybody does some combination...
potentialKEN kisselman
potentialKEN@aol.com
What’s wrong with Strategy today?
I see two fundamental flaws in the way that ...
potentialKEN kisselman
potentialKEN@aol.com
What’s wrong with Strategy today?
1. The Agency treats Strategy as a Deliverab...
potentialKEN kisselman
potentialKEN@aol.com
What’s wrong with Strategy today?
2. The Strategist believes that their job is...
potentialKEN kisselman
potentialKEN@aol.com
What does this mean in practice?
• Agencies are in ‘the agency business’. That...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• In an [oversimplified] ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• In an [oversimplified] ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• In an [oversimplified] ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• Whether at the agency o...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• Whether at the agency o...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• Whether at the agency o...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• Whether at the agency o...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• Whether at the agency o...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 1: There is...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 1: There is...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 1: There is...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 1: There is...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• In many cases ‘strategy...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• In many cases ‘strategy...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• In many cases ‘strategy...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The function of “the st...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The function of “the st...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The function of “the st...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The function of “the st...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The function of “the st...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• OBSERVATION 2: Agency S...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The Strategy is present...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (ideal)
• The Strategy is present...
potentialKEN kisselman
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DELIVERY MANAGEMENT
Strategy is treated as an Answer Deliverable (ideal)
• The...
potentialKEN kisselman
potentialKEN@aol.com
DELIVERY MANAGEMENT
Strategy is treated as an Answer Deliverable (ideal)
• The...
potentialKEN kisselman
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DELIVERY MANAGEMENT
Strategy is treated as an Answer Deliverable (ideal)
• OBS...
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DELIVERY MANAGEMENT
Strategy is treated as an Answer Deliverable (ideal)
• OBS...
potentialKEN kisselman
potentialKEN@aol.com
DELIVERY MANAGEMENT
Strategy is treated as an Answer Deliverable (ideal)
• OBS...
potentialKEN kisselman
potentialKEN@aol.com
DELIVERY MANAGEMENT
Strategy is treated as an Answer Deliverable (ideal)
• OBS...
potentialKEN kisselman
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Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
Strategy Build
X
X
?
! ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
Strategy Build
X
X
?
! ...
potentialKEN kisselman
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Strategy is treated as an Answer Deliverable (reality)
Strategy Build
CX1
X
CX...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
Strategy Build
CX1
X
CX...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
Strategy Build
CX1
X
CX...
potentialKEN kisselman
potentialKEN@aol.com
Strategy is treated as an Answer Deliverable (reality)
Strategy Build
CX1
X
CX...
potentialKEN kisselman
potentialKEN@aol.com
How can KEN help you evolve your Strategy practice?
• To address the two flaws...
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Strategy treated as an Answer Discovering Process
• The project plan still has...
potentialKEN kisselman
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Strategy treated as an Answer Discovering Process
• The project plan still has...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• The project plan still has...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Preliminary conversations ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Preliminary conversations ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Preliminary conversations ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Preliminary conversations ...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Key Stakeholders are ident...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Key Stakeholders are ident...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Key Stakeholders are ident...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Key Stakeholders are ident...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• Stakeholder perspectives e...
potentialKEN kisselman
potentialKEN@aol.com
Strategy treated as an Answer Discovering Process
• As Discovery progresses, t...
potentialKEN kisselman
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Strategy treated as an Answer Discovering Process
• The Delivery Principle can...
potentialKEN kisselman
potentialKEN@aol.com
DELIVERY MANAGEMENT
Strategy treated as an Answer Discovering Process
• The De...
potentialKEN kisselman
potentialKEN@aol.com
DELIVERY MANAGEMENT
Strategy treated as an Answer Discovering Process
• The De...
potentialKEN kisselman
potentialKEN@aol.com
What does this mean in practice?
• ‘The agency business’ becomes facilitating ...
potentialKEN kisselman
potentialKEN@aol.com
Revisiting the “Think, Talk, Write” Paradigm
Write
Think Talk
• The core eleme...
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Discuss: “Questions are Answers”
• Anyone can think strategically but not ever...
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Understand: “A Thinker structuring the Thinking”
UNDERSTAND
DISCUSS
• Teach a ...
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Solidify: “Simply state the Complex”
SOLIDIFY
UNDERSTAND
DISCUSS
• ‘Deliverabl...
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A “strategist” utilizes Discovery to deliver “the strategy”
SOLIDIFY
UNDERSTAN...
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How does a Strategist guide Discovery?
• The Discovery Engagement Strategist
S...
potentialKEN kisselman
potentialKEN@aol.com
How does a Strategist guide Discovery?
• The Discovery Engagement Strategist
1...
potentialKEN kisselman
potentialKEN@aol.com
How does a Strategist guide Discovery?
• The Discovery Engagement Strategist
1...
potentialKEN kisselman
potentialKEN@aol.com
How does a Strategist guide Discovery?
• The Discovery Engagement Strategist
1...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process
Strategy
Consulting
Stra...
potentialKEN kisselman
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Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Something to think about:
• Strategy guides a process which results in deliver...
potentialKEN kisselman
potentialKEN@aol.com
Where does potentialDISCOVERY fit?
The
“Strategy”
Strategy
Consulting
Strategi...
potentialKEN kisselman
potentialKEN@aol.com
Where does potentialDISCOVERY fit?
• The “Discovery Engagement” can
• Help get...
potentialKEN kisselman
potentialKEN@aol.com
Where does potentialDISCOVERY fit?
• The “Discovery Engagement” can
• Help get...
potentialKEN kisselman
potentialKEN@aol.com
Summary
• Strategy is often sold as an answer deliverable that is produced by ...
What is the opportunity?
Why is there a need for a “Discovery Engagement”?
potentialKEN kisselman
potentialKEN@aol.com
Where do we begin to look for problems to solve?
• I believe ‘Interactive Agen...
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So then I got a little sidetracked…
When I started this Quixotic quest and dro...
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It’s A Multi-Channel World!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
•...
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potentialKEN@aol.com
How media occupy orbits around People
• The Individual
• Their Digital Footpri...
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How media occupy orbits around Brands
• The Brand/Product
• Its Digital Footpr...
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How those media orbits overlap and intersect
potentialKEN kisselman
potentialKEN@aol.com
Who are we really talking about?
• The interplay between idealized target/pers...
potentialKEN kisselman
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The way it’s always worked?
• The evolving paradigm of advertising
Drive To:Ad...
potentialKEN kisselman
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A brief history of “the interactive channel” (in vowels)
why?
• Cyberspace is ...
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CRM/eRM
• And finally arriving at the paradigm of an eRM enabled marketing eco...
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Enterprise RM
• Referencing my experience with how an enterprise can begin to ...
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potentialKEN@aol.com
But then I realized…
While this all seemed pretty interesting and I was hoping...
potentialKEN kisselman
potentialKEN@aol.com
However…
Even though potentialDISCOVERY can be applied to any sort of group
ex...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
In theory the discipline of strategic thinking flows
• Understanding of market...
potentialKEN kisselman
potentialKEN@aol.com
It gets complicated
potentialKEN kisselman
potentialKEN@aol.com
It gets complicated
• Multiple Objectives
potentialKEN kisselman
potentialKEN@aol.com
It gets complicated
• Multiple Objectives
• Parallel Strategies
potentialKEN kisselman
potentialKEN@aol.com
It gets complicated
• Multiple Objectives
• Parallel Strategies
• Shared Tacti...
potentialKEN kisselman
potentialKEN@aol.com
It gets complicated
• Multiple Objectives
• Parallel Strategies
• Shared Tacti...
potentialKEN kisselman
potentialKEN@aol.com
And more complicated
potentialKEN kisselman
potentialKEN@aol.com
And more complicated
• Multiple Perspectives
potentialKEN kisselman
potentialKEN@aol.com
And more complicated
• Multiple Perspectives
• Alternate Strategies
potentialKEN kisselman
potentialKEN@aol.com
And more complicated
• Multiple Perspectives
• Alternate Strategies
• Competin...
potentialKEN kisselman
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And more confused
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
Everyone says w...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
And more confused
• Colleagues confuse
• Tactics with Strategy
• Metrics with ...
potentialKEN kisselman
potentialKEN@aol.com
Bringing the group together
• The potentialDISCOVERY process
• Organizes Stake...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• An oversimplified view of Advertising...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• Applying the ‘strategy flow’ to the h...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• Applying the ‘strategy flow’ to the h...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• Applying the ‘strategy flow’ to the h...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• Selling “Interactive Implementation” ...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• There’s value in “Interactive Impleme...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• “Interactive Marketing” recognizes th...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• “Interactive Marketing” differentiate...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• “Interactive Marketing” differentiate...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• Enter “User-Centric Interactive Marke...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• In my experience this is where most “...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• In my experience this is where most “...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• In my experience this is where most “...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• In my experience this is where most “...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• The next step along the ‘strategy flo...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• “Integrated Marketing” seeks to bring...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
Target
• “Integrated Marketing” seeks t...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional”
Target
“Interactive”
• “I...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
TargetObjective
• “Integrated Marketing...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
• “Integrated Marketing” seeks to bring...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Why [integrated] interactive agencies?
“Traditional 1”
“Interactive 1”
Target
...
potentialKEN kisselman
potentialKEN@aol.com
Summary
• potentialDISCOVERY is a methodology that is not restricted by the na...
Why potentialDISCOVERY?
When/How do you sell a “Discovery Engagement”?
potentialKEN kisselman
potentialKEN@aol.com
The Client Opportunity
• Once upon a time there was a Senior Client who had an...
potentialKEN kisselman
potentialKEN@aol.com
The Client Opportunity
• He singled out an Underling and assigned him the chal...
potentialKEN kisselman
potentialKEN@aol.com
The Client Opportunity
• The Underling understood that this challenge was a bi...
potentialKEN kisselman
potentialKEN@aol.com
The Client Opportunity
• The Underling needed to develop a strategy to address...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• Enter the agency Biz Dev guy
• He’s been building a rel...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Underling mentions his predicament to the Biz Dev g...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Biz Dev guy recognizes the need for a “Discovery En...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Biz Dev guy explains how a “Discovery Engagement” m...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
D
?? + D = X
BTW: This “Strategist” is ME potentialKEN
!
...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• Together the Biz Dev guy and the Strategist will work w...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• Together the Biz Dev guy and the Strategist will work w...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The agency’s “Discovery Team” will collaborate with the...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Underling comes to understand that “The potentialDI...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Biz Dev guy begins to draft a SOW based on:
• The c...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Biz Dev guy also realizes that Discovery may uncove...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Biz Dev guy also realizes that Discovery may uncove...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
• The Biz Dev guy and the Underling discuss the situation...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
D
?
!
!
?
$
D
D X
X $
+ =
+ =
$
? + D = X
• The Senior Cl...
potentialKEN kisselman
potentialKEN@aol.com
Enter Agency Biz Dev
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• The Biz Dev...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
• “The Discovery Engagement” is likely larger than t...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
• The Senior Client will secure Executive approval t...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
• The Senior Client will secure Executive approval t...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
• The Senior Client will secure Executive approval t...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
! + D = X
D = X = $
D$
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• The Executive Lea...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
! + D = X
D = X = $
D$
? + X = $
$ = D
• The Executi...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
! + D = X
D = X = $
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? + X = $
$ = D
• The Executi...
potentialKEN kisselman
potentialKEN@aol.com
Secure Executive Approval
! + D = X
D = X = $
D$
? + X = $
$ = D
• The Executi...
potentialKEN kisselman
potentialKEN@aol.com
Summary
• A “Discovery Engagement” can be sold to new or existing clients
• As...
What is potentialDISCOVERY?
1. Organizational: Who’s included in the Discovery process?
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The axis of the engagement is the core relationsh...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The axis of the engagement is the core relationsh...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The axis of the engagement is the core relationsh...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The axis of the engagement is the core relationsh...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The axis of the engagement is the core relationsh...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The “Principle Strategist” is the primary resourc...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The “Principle Strategist” is the primary resourc...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The “Principle Strategist” is the primary resourc...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The Engagement Principle and Principle Strategist...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• The Engagement Principle and Principle Strategist...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Depending on scope, additional agency resources m...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Depending on scope, additional agency resources m...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Depending on scope, additional agency resources m...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Depending on scope, additional agency resources m...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Depending on scope, additional agency resources m...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Given the scale of agency resources committed to ...
potentialKEN kisselman
potentialKEN@aol.com
Structuring The Engagement
• Given the scale of agency resources committed to ...
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Here is some of my DRAFT thinking about how an interactive agency can utilize a Discovery Engagement methodology to evolve its strategy practice and address the client challenges of integrated omni-channel marketing/communications.

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#potentialDISCOVERY DRAFT-062014

  1. 1. potentialDISCOVERY What a “Discovery Phase” methodology might look like. ‘I want to make you ten more just like this.’ PLEASE NOTE: This is by design a very ‘basic’ DRAFT deck. My intent is simply to share my preliminary thinking with a few industry friends.
  2. 2. potentialKEN kisselman potentialKEN@aol.com Preface for the best experience of this material PLEASE VIEW THIS DECK IN “SLIDE SHOW” FORMATthis is a “presentation deck” DO NOT PRINT PLEASE NOTE: Throughout this DRAFT deck, I have chosen to use the pronoun “HE” as a universal signifier for the generic individuals discussed. While I do acknowledge that this is not a gender-neutral term, and the specific individuals who might eventually fill the referenced rolls may in fact be female; this utilization seemed preferable to the more politically correct “she/he” for the sake of brevity. No offense or bias is intended in my use of language.
  3. 3. potentialKEN kisselman potentialKEN@aol.com Introduction: some personal thoughts from my time in limbo 052014 For some time now I have sensed ‘disturbances in The Force’ surrounding me. Strange coincidences. Related but apparently disconnected questions. Often coming to me through different people and at different points in time or space. But all dancing around a central unarticulated inquiry. Why potentialKEN? What do you do? What does a strategist do? What’s the role of strategy in business development? What would you evolve about the way that the discipline of strategy is practiced? How can you help? How can you help us create a strategy-driven Discovery Engagement like what you were trying to teach empathy to do for GSK? What do you think is next for our industry? What would you do to grow my agency? My goal with this DRAFT PPT is to attempt to answer that central ‘unasked question’ by touching on the topics of some of those more direct ones (while also ultimately hopefully getting a bit intellectually proactive as well). It’s been an odd couple of years. I’ve had some time to think. About what I’ve done right and wrong. About how I could do things better. When I first started out in this industry after grad school I set for myself the mission statement ‘to participate in the evolution of human communication as interactive multimedia becomes the dominant mode of public discourse’. It was the nature of the intellectual challenge that fascinated me more than goals on a specific career path. To that end I’ve pursued professional opportunities that have offered me the chance to expand not only my own capabilities or those of my clients but also to push the boundaries of the interactive ecosystem through the ways we’ve addressed communications challenges. However flawed, my perspective on work was something along the lines of ‘Michelangelo needed a ceiling to paint’ and clients could be my papal patrons challenging me to accomplish their business goals while hopefully also affording me some room to explore and experiment. Generally it worked and led to a career assumption that successfully solving unprecedented and complex intellectual challenges would consequently enable me to take a crack at something even juicier the next time around. There were starts and stops but it created a diagonally zig zagging career path where I picked up diverse experience across a broad spectrum of client industries and interactive communications challenges. What they all had in common was me and my desire to figure out each situation and what it uniquely required from me in order to enable the shared vision to be realized. Then it all went a bit awry and I’ve found myself in limbo. Beyond saying that I was smart and creative and adaptable it sort of made it hard to put a finger on exactly what it is ‘I [consistently] do’. I could say, ‘ask me about a client project and I’ll tell you what I did for them’ or ‘tell me about the challenges you are facing and I’ll give some thought to how I could help you’ but never really a straightforward ‘this is what I’ve done… this is what I do’ beyond ‘this is who I am’ and ‘what would you allow me to do for you’. Perhaps what finally clicked for me recently was the realization that I can talk about commonalities in how I solve problems independent of the nature of the problems themselves. I still believe that the specifics of the client challenge is what makes it interesting and that the unique nature of ME is the core of my value proposition. However, I think I may be at the stage where I can begin to teach a repeatable methodology to others.
  4. 4. potentialKEN kisselman potentialKEN@aol.com Introduction: executive summary 062014 Among other topics, this DRAFT PPT attempts to address three issues: 1.What I believe about the discipline of strategy 2.Where I sense our industry is heading 3.How I think a “Discovery Engagement” methodology can • Address the challenges of number two • By incorporating the learnings of number one • In order to evolve the role of an ‘Interactive Agency’
  5. 5. potentialKEN kisselman potentialKEN@aol.com #potentialDISCOVERY #potentialYAWP #potentialKEN It’s never too late To be what you might become
  6. 6. potentialKEN kisselman potentialKEN@aol.com potentialDISCOVERY Potential Discovery KEN http://www.merriam-webster.com/dictionary/ • the range of vision • the range of perception, understanding, or knowledge • the act of finding or learning something for the first time • the act of discovering something • existing in possibility • capable of development into actuality
  7. 7. potentialKEN kisselman potentialKEN@aol.com Agenda • Welcome • What does a Strategist do? • What is the opportunity? • Why potentialDISCOVERY? • What is potentialDISCOVERY? • Timing • Team & Cost
  8. 8. What does a Strategist do? What can KEN do for you?
  9. 9. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • Right or wrong I’d like to believe that I am a Strategist experienced in Strategy • I have been known to say that, ‘I can only think about the problem, go to meetings, or work on deliverables; but I can’t do all three at once.’ • In my mind that was not only a bit of a plea for help but also a sound assessment of my core value proposition as a Strategist. Strategy can come from anyone but not everyone can be a Strategist “Strategy”, “Strategic”, “Strategist”, etc. are ‘loaded words’ much like ‘smart’, ‘creative’, ‘attractive’, ‘important’, ‘witty’, ‘wise’, etc. everyone would like to believe that those words apply to them if asked, most would claim that they do many who are, wouldn’t choose to define themselves in those terms different people have different definitions if you say you are; who’s to say you aren’t just because you don’t say you are; it doesn’t mean you aren’t even if you don’t think you are; it doesn’t mean you couldn’t be our culture rewards and punishes all those individuals reinforcing that everyone can/should be included in the term sometimes creating the fear of being exposed as a pretender implying that those who are should be modest pardoning those who assert they are even though they aren’t ultimately rendering the words meaningless
  10. 10. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • In the simplest terms, that’s basically the essence of what a “Strategist” does… 1. They think about the problem at hand • Filtered through the unique perspective of their education and experience • Presumably guided by some intellect or greater skill at the discipline of thinking Think
  11. 11. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • In the simplest terms, that’s basically the essence of what a “Strategist” does… 2. They talk to people involved/effected by that issue • To expand their own understanding • To influence the perspective of others Talk
  12. 12. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • In the simplest terms, that’s basically the essence of what a “Strategist” does… 3. They write down what they have considered and discussed • To present their understanding in an organized fashion • To enable their understanding to be shared by others Write
  13. 13. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • In the simplest terms, that’s basically the essence of what a “Strategist” does… 1. They think about the problem at hand Think
  14. 14. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • In the simplest terms, that’s basically the essence of what a “Strategist” does… 1. They think about the problem at hand 2. They talk to people involved/effected by that issue Think Talk
  15. 15. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • In the simplest terms, that’s basically the essence of what a “Strategist” does… 1. They think about the problem at hand 2. They talk to people involved/effected by that issue 3. They write down what they have considered and discussed Write Think Talk
  16. 16. potentialKEN kisselman potentialKEN@aol.com What does a “Strategist” Do? • Yes pretty much everybody does some combination of these three things • Yes pretty much anybody can be strategic in what they think, say, and do • My goal herein is to explain some about how I think a Strategist can help do that better* Write Think Talk *BTW. The precisely ambiguous wording of my thesis statement is intentional.
  17. 17. potentialKEN kisselman potentialKEN@aol.com What’s wrong with Strategy today? I see two fundamental flaws in the way that “the discipline of Strategy” is often practiced 1. The Agency treats Strategy as a Deliverable • “The Strategy” will explain what needs to happen and why 2. The Strategist believes that their job is to give smart Answers • “The Strategist” will figure out the strategy and provide it to everyone else
  18. 18. potentialKEN kisselman potentialKEN@aol.com What’s wrong with Strategy today? 1. The Agency treats Strategy as a Deliverable • Generally professional services are sold as products (not processes) or solutions (not results) • It’s easier to point to ‘the thing’ than ‘the doer’ (let alone the implied outcome of use) • Bourgeois/Proletariat dichotomy informs a culture of resources managed to deliver things • Power and profit come from getting things done not from doing them (disregarding what is done, itself) • ‘What is done’ in a sub function of the need to ‘do something’ • Rather than the delivery plan flowing from the strategy; ‘strategy’ is a deliverable on the plan • “The Strategy” is ‘a thing to be done before the thing we need to do’ • “The Strategy” becomes a ‘gift with purchase’ rolled into management of the account/project and/or a deliverable component outsourced to a designated resource.
  19. 19. potentialKEN kisselman potentialKEN@aol.com What’s wrong with Strategy today? 2. The Strategist believes that their job is to give smart Answers • ‘the Strategy deliverable’ is made by a ‘Strategist’ (in function and/or title) • Creatives create, coders code, photographers photograph, strategists make ‘the strategy’ • The power of the word “Strategy” (like ‘creative’) informs the practice of “Strategists” • Designated to produce ‘the deliverable’, Strategists assume the responsibility of providing the answers • The nature of the deliverable compounded by the aura of the position drives the process • They are supposed to convince everyone else of what they believe is the correct course of action • “The Strategist” makes ‘a thing that explains the thing that needs to be made’ • “The Strategist” becomes the author and advocate for a premise and proposal that once delivered/approved may never actually be accepted, understood, or followed by others.
  20. 20. potentialKEN kisselman potentialKEN@aol.com What does this mean in practice? • Agencies are in ‘the agency business’. That is to say, their primary industry is to sell and profitably build solutions for clients. • Even though the primary reason a client purchases a solution to be built is to achieve the results that are implied by its successful implementation. • The role of the Strategist is to ground the deliverable in the context of the client’s needs. • Strategy justifies what the agency wants to build (what the client wants to have built) • Performance Analysis seeks to legitimize the decision to have built what was implemented • Individuals with industry knowledge to make these justifications are called “Strategist” • Often appended to senior account services (recognizing experience generating answers) • Blending the agency’s best [delivery] interests with the client’s best [strategic] interests • Strategy is about justifying the build when arguably the causation should be reversed
  21. 21. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • In an [oversimplified] ideal world, “the project” is planned • A “Strategy Phase” leading to a “Delivery Phase” • ‘We’ll think about what we need and then we’ll build it’ Strategy Build
  22. 22. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • In an [oversimplified] ideal world, “the project” is planned • A “Strategy Phase” leading to a “Delivery Phase” • ‘We’ll think about what we need and then we’ll build it’ • ‘We want “the strategy” done by this milestone Strategy Build
  23. 23. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • In an [oversimplified] ideal world, “the project” is planned • A “Strategy Phase” leading to a “Delivery Phase” • ‘We’ll think about what we need and then we’ll build it’ • ‘We want “the strategy” done by this milestone because we need to launch by that milestone’ Strategy Build
  24. 24. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • Whether at the agency or within the client’s organization, this creates two groups Strategy Build
  25. 25. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • Whether at the agency or within the client’s organization, this creates two groups • Those who plan (client/agency leadership and strategy) Strategy Build
  26. 26. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • Whether at the agency or within the client’s organization, this creates two groups • Those who plan (client/agency leadership and strategy) • Those who do (project delivery leadership as well as creative, technical, and other specialists/practitioners) Strategy Build
  27. 27. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • Whether at the agency or within the client’s organization, this creates two groups • Those who plan define “WHAT” Strategy Build WHAT
  28. 28. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • Whether at the agency or within the client’s organization, this creates two groups • Those who plan define “WHAT” • Those who do decide “HOW” Strategy Build WHAT HowHowHowHowHOW
  29. 29. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 1: There is a cyclical relationship between WHAT and HOW Strategy Build WHAT HowHowHowHowHOW
  30. 30. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 1: There is a cyclical relationship between WHAT and HOW • The idealized situation assumes that the HOW flows from the WHAT Strategy Build WHAT HowHowHowHowHOW
  31. 31. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 1: There is a cyclical relationship between WHAT and HOW • The idealized situation assumes that the HOW flows from the WHAT • The reality is that the WHAT can also be inspired by the HOW Strategy Build WHAT HowHowHowHowHOW
  32. 32. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 1: There is a cyclical relationship between WHAT and HOW • The idealized situation assumes that the HOW flows from the WHAT • The reality is that the WHAT can also be inspired by the HOW • OPPORTUNITY 1: A ‘Strategy Phase’ should seek to close this loop Strategy Build WHAT HowHowHowHowHOW
  33. 33. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way) • Underneath it all, most clients are actually looking to buy results • Professionally, they have a problem to fix, an objective to meet, or just want to make their mark • Personally, they want to be perceived as making the situation better (or at least not making it worse) Strategy Build ?
  34. 34. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way) • Underneath it all, most agencies are actually looking to sell things • Professionally, they make money putting bodies to work building stuff regardless of if it works • Personally, things are easy to point to, and as one CEO told me, “the bragging rights are in the build” Strategy Build ? !
  35. 35. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way) • Together client and agency begin to define strategy through the SOW • Whether they realize it or not they’ve made assumptions • About the client’s ‘problems’ (I need to buy a website and a TV campaign) • About the agency’s proposed ‘solutions’ (we’ll sell you a TV campaign and a website) Strategy Build ? ! X X $
  36. 36. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The function of “the strategy phase” is often to figure out the details of what has been sold Strategy Build ? ! X X $
  37. 37. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The function of “the strategy phase” is often to figure out the details of what has been sold • The strategist talks with agency and client leadership Strategy Build ? ! X X X $
  38. 38. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The function of “the strategy phase” is often to figure out the details of what has been sold • The strategist talks with agency and client leadership • The strategist thinks about what needs to be done Strategy Build X ? ! X X X $
  39. 39. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The function of “the strategy phase” is often to figure out the details of what has been sold • The strategist talks with agency and client leadership • The strategist thinks about what needs to be done • The strategist writes up a strategy Strategy Build X X ? ! X X X $
  40. 40. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The function of “the strategy phase” is often to figure out the details of what has been sold • The strategist talks with agency and client leadership • The strategist thinks about what needs to be done • The strategist writes up a strategy to guide the delivery team Strategy Build X X X ? ! X X X $
  41. 41. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy Strategy Build X X X ? ! X X X $
  42. 42. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends Strategy Build X X X ? ! X X X $ What is Built Analysis
  43. 43. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends drive assumption of need Strategy Build X X X ? ! X X X $ What is Built Planning Analysis
  44. 44. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends drive assumption of need; performance analysis Strategy Build X X X ? ! X X X $ What is Built Planning Analysis
  45. 45. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends drive assumption of need; performance analysis is used to defend/justify effort Strategy Build X X X ? ! X X X $ What is Built BuildingPlanning Analysis
  46. 46. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends drive assumption of need; performance analysis is used to defend/justify effort • Past client successes define repeatable solution offerings Strategy Build X X X ? ! X X X What is Built $ Analysis BuildingPlanning
  47. 47. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends drive assumption of need; performance analysis is used to defend/justify effort • Past client successes define repeatable solution offerings to be sold to future clients Strategy Build X X X ? ! X X X What is Built $ Analysis BuildingPlanning
  48. 48. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy • Industry trends drive assumption of need; performance analysis is used to defend/justify effort • Past client successes define repeatable solution offerings to be sold to future clients • OPPORTUNITY 2: A ‘Strategy Phase’ should acknowledge each situation as unique Strategy Build X X X ? ! X X X $ What is Built BuildingPlanning Analysis
  49. 49. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The Strategy is presented to the Delivery Team Strategy Build X X X ? ! X X X $
  50. 50. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (ideal) • The Strategy is presented to the Delivery Team • Each discipline and team member understands what they need to do Strategy Build CX PX X CX TX TX TX CXX X ? ! X X X $
  51. 51. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy is treated as an Answer Deliverable (ideal) • The Strategy is presented to the Delivery Team • Each discipline and team member understands what they need to do • The project manager leads these resources forward according to plan Strategy Build CX PX X CX TX TX TX CXX X CREATIVE TECHNOLOGY ? ! X X X $
  52. 52. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy is treated as an Answer Deliverable (ideal) • The Strategy is presented to the Delivery Team • Each discipline and team member understands what they need to do • The project manager leads these resources forward according to plan • Parallel paths integrate and the strategy is realized in a successful completion of a deliverable Strategy Build CX PX X CX TX TX TX CXX X CREATIVE TECHNOLOGY ? ! X X X INTEGRATION $
  53. 53. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 3: “Handoff” is a flawed concept Strategy Build CX PX X CX TX TX TX CXX X CREATIVE TECHNOLOGY ? ! X X X INTEGRATION $
  54. 54. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 3: “Handoff” is a flawed concept • Resources on either side of the divide are by definition separated from the other group Strategy Build CX PX X CX TX TX TX CXX X CREATIVE TECHNOLOGY ? ! X X X INTEGRATION $
  55. 55. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 3: “Handoff” is a flawed concept • Resources on either side of the divide are by definition separated from the other group • Strategy presentation and document often have little persistent influence on delivery team Strategy Build CX PX X CX TX TX TX CXX X CREATIVE TECHNOLOGY ? ! X X X INTEGRATION $
  56. 56. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy is treated as an Answer Deliverable (ideal) • OBSERVATION 3: “Handoff” is a flawed concept • Resources on either side of the divide are by definition separated from the other group • Strategy presentation and document often have little persistent influence on delivery team • OPPORTUNITY 3: A ‘Strategy Phase’ should seek minimize this disconnect Strategy Build CX PX X CX TX TX TX CXX X CREATIVE TECHNOLOGY ? ! X X X INTEGRATION $
  57. 57. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” Strategy Build
  58. 58. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” • The strategy phase tends to grow Strategy
  59. 59. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” • The strategy phase tends to grow, if launch doesn’t move Strategy
  60. 60. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” • The strategy phase tends to grow, if launch doesn’t move, the build is compressed Strategy Build
  61. 61. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” • The strategy phase tends to grow, if launch doesn’t move, the build is compressed • People talk and think for as long as possible without solidifying a decided course of action Strategy Build X ? ! X X X
  62. 62. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” • The strategy phase tends to grow, if launch doesn’t move, the build is compressed • People talk and think for as long as possible without solidifying a decided course of action • Strategy is drafted to meet the milestone of hand off Strategy Build X X ? ! X X X
  63. 63. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) • Before “the handoff” • The strategy phase tends to grow, if launch doesn’t move, the build is compressed • People talk and think for as long as possible without solidifying a decided course of action • Strategy is drafted to meet the milestone of hand off then ‘tossed over the fence’ to delivery Strategy Build X X X ? ! X X X
  64. 64. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) Strategy Build X X ? ! X X X • After “the handoff”
  65. 65. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) Strategy Build X X ? ! X X X • After “the handoff” • Resources have been ‘sitting on the bench’ waiting for billable work
  66. 66. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) Strategy Build CX1 X CX2 TX1 TX2 TX3 CX3X ? ! X X X PTX PCX • After “the handoff” • Resources have been ‘sitting on the bench’ waiting for billable work • Eager to begin creating
  67. 67. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) Strategy Build CX1 X CX2 TX1 TX2 TX3 CX3X X ? ! X X X PTX PCX • After “the handoff” • Resources have been ‘sitting on the bench’ waiting for billable work • Eager to begin creating, they hear what they want to hear
  68. 68. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) Strategy Build CX1 X CX2 TX1 TX2 TX3 CX3X X ? ! X X X PTX PCX • After “the handoff” • Resources have been ‘sitting on the bench’ waiting for billable work • Eager to begin creating, they hear what they want to hear and rarely return to the document
  69. 69. potentialKEN kisselman potentialKEN@aol.com Strategy is treated as an Answer Deliverable (reality) Strategy Build CX1 X CX2 TX1 TX2 TX3 CX3X X CREATIVE TECHNOLOGY ? ! X X X PX PTX PCX • After “the handoff” • Resources have been ‘sitting on the bench’ waiting for billable work • Eager to begin creating, they hear what they want to hear and rarely return to the document • The ideation and building processes start over on a compressed timeline
  70. 70. potentialKEN kisselman potentialKEN@aol.com How can KEN help you evolve your Strategy practice? • To address the two flaws I identified in the practice of the Discipline of Strategy • “Strategy” should be treated as a process resulting in deliverables • The Strategist’s role would be to help the group arrive at the answers together • When Strategy is treated as a process instead of a deliverable • Ideation and planning are informed by both “WHAT and HOW” • The “self fulfilling prophesy” is replaced by an adaptive methodology • Incorporating Stakeholders into the process eliminates the need for a “handoff” • The Strategist is still a smart person with a valuable perspective but his focus becomes • Using his knowledge and experience to facilitate and guide • Utilizing his skill as a communicator to shape and document the group’s thinking
  71. 71. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • The project plan still has a “Strategy Phase” and a “Delivery Phase” • But the “Strategy Phase” is approached differently Strategy Build
  72. 72. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • The project plan still has a “Strategy Phase” and a “Delivery Phase” • But the “Strategy Phase” is approached differently • Its process drives to its own milestone Strategy Build
  73. 73. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • The project plan still has a “Strategy Phase” and a “Delivery Phase” • But the “Strategy Phase” is approached differently • Its process drives to its own milestone • The subsequent build and launch are planned as a consequence of Discovery results Strategy Build
  74. 74. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Preliminary conversations between client and agency Strategy ! ? ! ? Build
  75. 75. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Preliminary conversations between client and agency • Focus on the objectives and challenges for the Discovery Engagement Strategy ! ? ! ? Build
  76. 76. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Preliminary conversations between client and agency • Focus on the objectives and challenges for the Discovery Engagement • Rather than a solution that would result from a Delivery Engagement Strategy ! ? ! ? Build
  77. 77. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Preliminary conversations between client and agency • Focus on the objectives and challenges for the Discovery Engagement • Rather than a solution that would result from a Delivery Engagement • Include a Strategist to assess needs and help structure the engagement plan Strategy ! ? S ! ? Build
  78. 78. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Key Stakeholders are identified (design, delivery, implementation, etc.) based on needs • So that their perspectives can be incorporated into the Discovery process Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S CX1 Build
  79. 79. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Key Stakeholders are identified (design, delivery, implementation, etc.) based on needs • So that their perspectives can be incorporated into the Discovery process • The Strategist facilitates Discovery Activities Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S CX1 X Build
  80. 80. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Key Stakeholders are identified (design, delivery, implementation, etc.) based on needs • So that their perspectives can be incorporated into the Discovery process • The Strategist facilitates Discovery Activities • Discussing opportunities and challenges Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S CX1 X ! ? Build
  81. 81. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Key Stakeholders are identified (design, delivery, implementation, etc.) based on needs • So that their perspectives can be incorporated into the Discovery process • The Strategist facilitates Discovery Activities • Discussing opportunities and challenges while integrating Stakeholder perspectives Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S CX1 X P C3 T3 T2T1 C2 ! ? C1 Build
  82. 82. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • Stakeholder perspectives evolve throughout the Discovery process • Influenced in opposition/consensus with other Stakeholders • Anticipating solution design and delivery planning Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S CX1 X P C3 T3 T2T1 C2 ! ? C1 Build
  83. 83. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • As Discovery progresses, the Strategist consolidates output into a Strategy • There is no “handoff” because delivery stakeholders have been involved in Discovery • Incorporating their perspectives, requirements, and ideation into the strategic plan • Securing buy in and building consensus in anticipation of delivery Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S X ?+!+S+C+T=X CX1 X P C3 T3 T2T1 C2 ! ? C1 Build
  84. 84. potentialKEN kisselman potentialKEN@aol.com Strategy treated as an Answer Discovering Process • The Delivery Principle can then use the group generated Strategy Strategy PTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S X ?+!+S+C+T=X CX1 X P C3 T3 T2T1 C2 ! ? C1 Build
  85. 85. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy treated as an Answer Discovering Process • The Delivery Principle can then use the group generated Strategy • To formalize a delivery plan Strategy Build DELIVERY MANAGEMENTPTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S X ?+!+S+C+T=X CX1 X P C3 T3 T2T1 C2 ! ? C1
  86. 86. potentialKEN kisselman potentialKEN@aol.com DELIVERY MANAGEMENT Strategy treated as an Answer Discovering Process • The Delivery Principle can then use the group generated Strategy • To formalize a delivery plan • To integrate implementation teams Strategy Build DELIVERY MANAGEMENTPTX PCX CX2 TX1 TX2 TX3 CX3 ! ? S X ?+!+S+C+T=X CX1 X P C3 T3 T2T1 C2 ! ? C1 CREATIVE TECHNOLOGY INTEGRATION
  87. 87. potentialKEN kisselman potentialKEN@aol.com What does this mean in practice? • ‘The agency business’ becomes facilitating the client’s strategic thinking leveraging the disciplinary expertise of it’s resources to define solutions. • The subsequent build(s) may likely be the domain of the strategic agency but will not drive the development of the strategy. • The role of the Strategist is to focus client and agency thinking about the opportunity • Building consensus on how to address challenges • Identifying requirements and metrics for successful implementation • “Strategists” must balance industry knowledge with methodological expertise • Divorcing agency delivery interests from the assessment of client strategic needs • Differentiating account services ‘proposed solutions’ from the Strategic Discipline’s ‘process’ • The implementation plan comes from the strategy not the other way round
  88. 88. potentialKEN kisselman potentialKEN@aol.com Revisiting the “Think, Talk, Write” Paradigm Write Think Talk • The core elements remain but their focus needs to shift • from the Strategist, as an isolated individual, creating deliverables with a personal skill set • to using those skills to guide the creation of a Strategy by the Discovery Initiative as a whole
  89. 89. potentialKEN kisselman potentialKEN@aol.com Discuss: “Questions are Answers” • Anyone can think strategically but not everyone’s a strategist • Instead of providing the answers, the Strategist asks questions to help the group discover them • Conducts Stakeholder Interviews to collect individual conversational insight • Facilitates Workshops and other Activities to acquire group perspectives • Guides meetings to direct the Discovery process and build consensus on Strategy DISCUSS
  90. 90. potentialKEN kisselman potentialKEN@aol.com Understand: “A Thinker structuring the Thinking” UNDERSTAND DISCUSS • Teach a person to fish and they fish for the lifecycle • Instead creating the strategy, the Strategist helps the team explore the idea ecosystem • Analysis/Audit of existing materials builds a common background and vocabulary • Experience with past client/industry challenges informs perspective on Discovery Initiative • Discovery Methodology guides the evolution of the team’s strategic reaction to opportunity/challenges
  91. 91. potentialKEN kisselman potentialKEN@aol.com Solidify: “Simply state the Complex” SOLIDIFY UNDERSTAND DISCUSS • ‘Deliverable documents’ that document ‘the strategy’ which the process delivers • Instead of authoring the strategy, the Strategist documents and analyzes Discovery output • Records data from Discovery Activities and works with stakeholders to encapsulate their perspectives • The strategist speaks from his own viewpoint while positioning the group’s collective understanding • Ownership of the process not the result (his views are a part of the strategy not the strategy itself)
  92. 92. potentialKEN kisselman potentialKEN@aol.com A “strategist” utilizes Discovery to deliver “the strategy” SOLIDIFY UNDERSTAND DISCUSS • Successful strategy • builds off of common beliefs rather than forcing new thoughts • positions complex ideas in a way that is easy to understand, internalize, and repeat • spreads its influence virally when stakeholders take personal ownership
  93. 93. potentialKEN kisselman potentialKEN@aol.com How does a Strategist guide Discovery? • The Discovery Engagement Strategist SOLIDIFY UNDERSTAND DISCUSS
  94. 94. potentialKEN kisselman potentialKEN@aol.com How does a Strategist guide Discovery? • The Discovery Engagement Strategist 1. Facilitates the input of Stakeholders SOLIDIFY UNDERSTAND DISCUSS
  95. 95. potentialKEN kisselman potentialKEN@aol.com How does a Strategist guide Discovery? • The Discovery Engagement Strategist 1. Facilitates the input of Stakeholders 2. Focuses the thinking of the group SOLIDIFY UNDERSTAND DISCUSS
  96. 96. potentialKEN kisselman potentialKEN@aol.com How does a Strategist guide Discovery? • The Discovery Engagement Strategist 1. Facilitates the input of Stakeholders 2. Focuses the thinking of the group 3. Filters these learnings through his unique perspective to shape strategic recommendations SOLIDIFY UNDERSTAND DISCUSS
  97. 97. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy
  98. 98. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process Strategy Consulting Strategic Thinking
  99. 99. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables The “Strategy” Strategy Consulting Strategic Thinking
  100. 100. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking The “Strategy” Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team
  101. 101. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking to build The “Strategy” Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Delivery
  102. 102. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking to build and launch the thing The “Strategy” Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team V1Delivery In Marketplace
  103. 103. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking to build and launch the thing • Which fuels the analysis of how the thing performs The “Strategy” Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1Delivery In Marketplace
  104. 104. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking to build and launch the thing • Which fuels the analysis of how the thing performs to revise the strategy The “Strategy” Strategy Consulting Strategic Thinking Ongoing Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1Delivery In Marketplace
  105. 105. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking to build and launch the thing • Which fuels the analysis of how the thing performs to revise the strategy • To inform how to optimize the thing The “Strategy” Strategy Consulting Strategic Thinking Revised “Strategy” Ongoing Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1 Next “Plan” Delivery In Marketplace
  106. 106. potentialKEN kisselman potentialKEN@aol.com Something to think about: • Strategy guides a process which results in deliverables • That inform the undertaking to build and launch the thing • Which fuels the analysis of how the thing performs to revise the strategy • To inform how to optimize the thing in order to improve its future performance The “Strategy” Strategy Consulting Strategic Thinking Revised “Strategy” Ongoing Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1 V2Next “Plan” Delivery In Marketplace
  107. 107. potentialKEN kisselman potentialKEN@aol.com Where does potentialDISCOVERY fit? The “Strategy” Strategy Consulting Strategic Thinking Revised “Strategy” Ongoing Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1 V2Next “Plan” Delivery In Marketplace
  108. 108. potentialKEN kisselman potentialKEN@aol.com Where does potentialDISCOVERY fit? • The “Discovery Engagement” can • Help get a new initiative started The “Strategy” Strategy Consulting Strategic Thinking Revised “Strategy” Ongoing Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1 V2Next “Plan” Delivery In Marketplace Audit
  109. 109. potentialKEN kisselman potentialKEN@aol.com Where does potentialDISCOVERY fit? • The “Discovery Engagement” can • Help get a new initiative started • Help optimize an existing program The “Strategy” Strategy Consulting Strategic Thinking Revised “Strategy” Ongoing Strategy Consulting Strategic Thinking The “Plan” The Strategist “Advises” The Delivery Team Analysis V1 V2Next “Plan” Delivery In Marketplace Audit
  110. 110. potentialKEN kisselman potentialKEN@aol.com Summary • Strategy is often sold as an answer deliverable that is produced by a strategist • These answers are often tied to justifying the agency/client delivery agenda • Once produced these strategy deliverables may have limited sustainable impact • Strategists: Think, Talk, and Write • Strategy should be practiced as a process that results in deliverables • Answers result from Strategist facilitated group Discovery • Strategy is sustainable because of Stakeholder investment in Discovery process • Discovery Strategists: Discuss, Understand, and Solidify • Discovery can be used to develop strategy for a new initiatives or existing programs
  111. 111. What is the opportunity? Why is there a need for a “Discovery Engagement”?
  112. 112. potentialKEN kisselman potentialKEN@aol.com Where do we begin to look for problems to solve? • I believe ‘Interactive Agencies’ are currently in a unique position to leverage this process because of a variety of client issues arising from a confluence of circumstances • The centralization of the formerly peripheral “Interactive Channel” in integrated strategy • Due at least in part to the need to own ‘the consumer relationship’ as much as ‘the brand’ • Driven by the proliferation and fractile-ing of media options • The strength of “The Discovery Engagement” is that it is grounded in an approach to problem solving rather than solving any particular type of problem in any specific context • There are many opportunities to apply the potentialDISCOVERY methodology • Any agency or client situation which would benefit from • Structured exploration and ideation • Interdisciplinary perspectives and consensus building
  113. 113. potentialKEN kisselman potentialKEN@aol.com So then I got a little sidetracked… When I started this Quixotic quest and dropped off the grid to begin assembling a DRAFT of this Power Point to share with some industry friends for feedback; I unfortunately wasted a fair amount of time heading off on some tangents regarding why a client would need a Discovery Engagement. I got part of the way through exploring some of the challenges that I think ‘our industry’ is currently facing. I started making a whole bunch of ‘really cool slides’ which I began to realize really didn’t belong in this deck at this stage of its development. I started exploring…
  114. 114. potentialKEN kisselman potentialKEN@aol.com It’s A Multi-Channel World!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! • How the proliferation of media is overwhelming people and marketers
  115. 115. potentialKEN kisselman potentialKEN@aol.com How media occupy orbits around People • The Individual • Their Digital Footprint • Their Social Interactions • Their ‘Environment’ • Things They Are Searching For • Things That Want Their Attention
  116. 116. potentialKEN kisselman potentialKEN@aol.com How media occupy orbits around Brands • The Brand/Product • Its Digital Footprint • Its Relationship Marketing • Its Marketing Ecosystem • Its Advertising • Its Marketplace
  117. 117. potentialKEN kisselman potentialKEN@aol.com How those media orbits overlap and intersect
  118. 118. potentialKEN kisselman potentialKEN@aol.com Who are we really talking about? • The interplay between idealized target/personas and defacto consumer/users Product/Brand ConsumerTarget Brand + = $? !
  119. 119. potentialKEN kisselman potentialKEN@aol.com The way it’s always worked? • The evolving paradigm of advertising Drive To:Advertising Drive Sales Sales Data Decision PurchaseActivation Brand
  120. 120. potentialKEN kisselman potentialKEN@aol.com A brief history of “the interactive channel” (in vowels) why? • Cyberspace is a place, connecting to the web is where it’s at, just surf to any address on the information superhighway before heading back through a portal to your home page • Physical metaphors get virtual • e-mail, e-commerce, e-business, etc. Everything physical has an ‘electronic’ e-quivalent. If it doesn’t yet, it soon will so gold rush to the wild wild web • Digitizing ‘the real world’ • iMac, iPod, iPhone, iPad… computers are no longer intimidating technological tools; they’re semi-disposable stylish status symbols of your ability to communicate and consume • A computer on every desktop and in every hand • Everyone begins to realize that ‘the internet’ isn’t a fad. It isn’t even just ‘the internet’ anymore and it certainly isn’t going away. • “New Media” become expected and even preferred media. • Professionals chase an understanding of their users while social media and increasingly ubiquitous technology enable any average person to begin ‘talking back’. • Didn’t you know, interactive is a two-way medium? • Well now that’s the question, isn’t it? It’s time for integrated interactive to evolve. What do you want to be when you grow up? @ YOU Oh! e- i
  121. 121. potentialKEN kisselman potentialKEN@aol.com CRM/eRM • And finally arriving at the paradigm of an eRM enabled marketing ecosystem Drive To: Acquire Permission Social RM Web Website Location Representative Product / Service (Re)contact Reactivate Informed Conversation Advertising Marketing Engage With Program Drive Sales Provide Value Sales Data Customer Data Interaction ConversionAcquisition Business Intelligence Opinion Perception
  122. 122. potentialKEN kisselman potentialKEN@aol.com Enterprise RM • Referencing my experience with how an enterprise can begin to unite diverse touch points into a single big data portrait of its shared target to inform and customize communication
  123. 123. potentialKEN kisselman potentialKEN@aol.com But then I realized… While this all seemed pretty interesting and I was hoping that it would reinforce that I was a ‘smart guy’; I was ultimately falling into my own self diagnosed trap of trying to be a Strategist that was providing what I thought was an appropriate statement of ‘the problem and it’s answers’. In the end, things were getting longer and more complex than they should and I understood that I was obscuring my real point… potentialDISCOVERY is not about a particular sort of challenge but rather it’s about a particular way of ‘teaching a group of people to fish’ in the context of whatever challenge they may be facing.
  124. 124. potentialKEN kisselman potentialKEN@aol.com However… Even though potentialDISCOVERY can be applied to any sort of group exploratory exercise: 1. My intent is to utilize it to evolve the practice of the discipline of strategy within agency and client culture 2. My belief is that [integrated] interactive is the appropriate foothold from which agencies can effect evolutionary change in their clients’ business Consequently, I still see value in spending a bit of time on those two topics
  125. 125. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows
  126. 126. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand Brand
  127. 127. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives ObjectiveBrand
  128. 128. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives • Objectives ObjectiveBrand
  129. 129. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives • Objectives drive the formulation of the Strategies designed to address their challenges Objective StrategyBrand
  130. 130. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives • Objectives drive the formulation of the Strategies designed to address their challenges • Strategies Objective StrategyBrand
  131. 131. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives • Objectives drive the formulation of the Strategies designed to address their challenges • Strategies employ Tactics to accomplish their goals Objective Strategy Tactic Tactic Brand
  132. 132. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives • Objectives drive the formulation of the Strategies designed to address their challenges • Strategies employ Tactics to accomplish their goals • Tactical effectiveness Objective Strategy Tactic Tactic Brand
  133. 133. potentialKEN kisselman potentialKEN@aol.com In theory the discipline of strategic thinking flows • Understanding of marketplace, business, and brand enables the formulation of Objectives • Objectives drive the formulation of the Strategies designed to address their challenges • Strategies employ Tactics to accomplish their goals • Tactical effectiveness is measured by Metrics quantifying/qualifying touch points with the original Objectives Objective Strategy Tactic Tactic Metric Metric Metric Brand
  134. 134. potentialKEN kisselman potentialKEN@aol.com It gets complicated
  135. 135. potentialKEN kisselman potentialKEN@aol.com It gets complicated • Multiple Objectives
  136. 136. potentialKEN kisselman potentialKEN@aol.com It gets complicated • Multiple Objectives • Parallel Strategies
  137. 137. potentialKEN kisselman potentialKEN@aol.com It gets complicated • Multiple Objectives • Parallel Strategies • Shared Tactics
  138. 138. potentialKEN kisselman potentialKEN@aol.com It gets complicated • Multiple Objectives • Parallel Strategies • Shared Tactics • Missing Metrics
  139. 139. potentialKEN kisselman potentialKEN@aol.com And more complicated
  140. 140. potentialKEN kisselman potentialKEN@aol.com And more complicated • Multiple Perspectives
  141. 141. potentialKEN kisselman potentialKEN@aol.com And more complicated • Multiple Perspectives • Alternate Strategies
  142. 142. potentialKEN kisselman potentialKEN@aol.com And more complicated • Multiple Perspectives • Alternate Strategies • Competing Tactics
  143. 143. potentialKEN kisselman potentialKEN@aol.com And more confused
  144. 144. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy Everyone says we need to be on Twitter
  145. 145. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives Our top priority needs to be getting more visitors on our website Everyone says we need to be on Twitter
  146. 146. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. The focus groups recalled the special effects in our commercial Our top priority needs to be getting more visitors on our website Everyone says we need to be on Twitter
  147. 147. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. etc. The focus groups recalled the special effects in our commercial Our top priority needs to be getting more visitors on our website We’re the first ones to do it Everyone says we need to be on Twitter
  148. 148. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. etc. etc. Our packaging is cool The focus groups recalled the special effects in our commercial Our top priority needs to be getting more visitors on our website We’re the first ones to do it Everyone says we need to be on Twitter
  149. 149. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. etc. etc. etc. Our packaging is cool We will grow by 25% next year The focus groups recalled the special effects in our commercial Our top priority needs to be getting more visitors on our website We’re the first ones to do it Everyone says we need to be on Twitter
  150. 150. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. etc. etc. etc. etc. Our packaging is cool We will grow by 25% next year Our culture needs to become like Google and Pixar The focus groups recalled the special effects in our commercial Our top priority needs to be getting more visitors on our website We’re the first ones to do it Everyone says we need to be on Twitter
  151. 151. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. etc. etc. etc. etc. etc. Our packaging is cool We will grow by 25% next year The #1 goal is to make the user happy Our culture needs to become like Google and Pixar The focus groups recalled the special effects in our commercial Our top priority needs to be getting more visitors on our website We’re the first ones to do it Everyone says we need to be on Twitter
  152. 152. potentialKEN kisselman potentialKEN@aol.com And more confused • Colleagues confuse • Tactics with Strategy • Metrics with Objectives • Etc. etc. etc. etc. etc. etc. • Etc. Our packaging is cool We will grow by 25% next year The #1 goal is to make the user happy Our culture needs to become like Google and Pixar The focus groups recalled the special effects in our commercial My boss says that this is what needs to happen… Our top priority needs to be getting more visitors on our website We’re the first ones to do it Everyone says we need to be on Twitter
  153. 153. potentialKEN kisselman potentialKEN@aol.com Bringing the group together • The potentialDISCOVERY process • Organizes Stakeholders around the common goal of the Discovery Initiative • Collects individual perspectives through two-on-one interview conversations • Enables groups to talk through their shared experiences and personal opinions in workshop activities • Filters learnings for ongoing Stakeholder meeting discussion of the evolving strategic understanding • Unifies all output into deliverables; resulting in • A shared understanding • A common framework Discovery
  154. 154. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ Objective Strategy Tactic
  155. 155. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace Objective Strategy Tactic
  156. 156. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives Objective Strategy Tactic
  157. 157. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience Objective Strategy Tactic
  158. 158. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution Objective Strategy Tactic
  159. 159. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials Objective Strategy Tactic
  160. 160. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials, Print Objective Strategy Tactic
  161. 161. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials, Print, Billboards Objective Strategy Tactic
  162. 162. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials, Print, Billboards, etc. Objective Strategy Tactic
  163. 163. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials, Print, Billboards, etc. • Then things got complicated by the arrival of emerging touch points like websites Objective Strategy Tactic
  164. 164. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials, Print, Billboards, etc. • Then things got complicated by the arrival of emerging touch points like websites, mobile Objective Strategy Tactic
  165. 165. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’ • An understanding of product, brand, and marketplace set the objectives • Which led to a strategy for getting the right message in front of a target audience • Agency practitioners formatted that message for the appropriate channels of distribution • The message went out to various well established touch points like Commercials, Print, Billboards, etc. • Then things got complicated by the arrival of emerging touch points like websites, mobile, social, etc. Objective Strategy Tactic
  166. 166. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’ Objective Strategy Tactic
  167. 167. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’ • Each new emerging touch point tends to be treated as an add-on to the established approach • This general pattern repeats in its own time and ways • With new platforms/channels like CD, kiosk, e-mail, websites, streaming, mobile, set-top, etc. • With new tactics like banners, search, social, aps, games, etc. Objective Strategy Tactic
  168. 168. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’ • “Interactive Implementation” becomes the first point of differentiation • This “New Media” is different from that old “Traditional Media” • You know you need to be doing this too • We can build this thing that you don’t know how to build • We’ll code your website, we’ll get you found on Google, we’ll tweet for you, etc. “Traditional” “New Media”
  169. 169. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • Selling “Interactive Implementation” becomes problematic • “New Media” don’t stay new forever • The level of general understanding grows and the barrier for entry drops • The service is easily commoditized • There’s always someone who will do it cheaper and faster “Traditional” “New Media”
  170. 170. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • There’s value in “Interactive Implementation” but not enough • “What to build” becomes the new “How to build” • Handing traditional assets to an interactive team to put online is just “shovelware” “Traditional” “New Media”
  171. 171. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • “Interactive Marketing” recognizes that “the medium is the message” • An “Interactive Agency” can help a client adapt its message to interactive media • Not only will we do your interactive implementation • But we can help you do something better than just shoveling your offline campaigns online • You need to customize your approach to communicating with your target “Traditional” “Interactive” Target
  172. 172. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • “Interactive Marketing” differentiates the “Interactive Agency” (iAOR) by its medium “Traditional” Target “Interactive”
  173. 173. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • “Interactive Marketing” differentiates the “Interactive Agency” (iAOR) by its medium but the “Traditional Agency” (AOR) still owns the message • Strategy is still driven by the traditional tactics of offline communication • AORs tout umbrella integration of iAOR services • Independent iAORs need to assert their specialized value proposition and fight for a seat at the table “Traditional” Target “Interactive”
  174. 174. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • Enter “User-Centric Interactive Marketing” as a pseudo-scientific differentiator • [Interactive] “Users” are different from [actual product] “Consumers” • [User] “Personas” have different wants and needs than [traditional advertising] “Targets” • We can conduct research to inform or approach and analysis to justify our effectiveness • What you’re doing isn’t good unless it’s what the user wants • We can sell you “what your users want from you” “Traditional” Target User “Interactive”
  175. 175. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • In my experience this is where most “Interactive Agencies” currently max out in terms of both business model and strategic relevance to their clients “Traditional” Target User “Interactive”
  176. 176. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • In my experience this is where most “Interactive Agencies” currently max out in terms of both business model and strategic relevance to their clients • Providing the service offerings of “Interactive Implementation” “Traditional” Target User “Interactive”
  177. 177. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • In my experience this is where most “Interactive Agencies” currently max out in terms of both business model and strategic relevance to their clients • Providing the service offerings of “Interactive Implementation” • Providing the tactical adaptation of “Interactive Marketing” “Traditional” Target User “Interactive”
  178. 178. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • In my experience this is where most “Interactive Agencies” currently max out in terms of both business model and strategic relevance to their clients • Providing the service offerings of “Interactive Implementation” • Providing the tactical adaptation of “Interactive Marketing” • Providing the strategic differentiator of “User-Centered Design” “Traditional” Target User “Interactive”
  179. 179. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • The next step along the ‘strategy flow’ is primarily a conceptual leap • It’s not specific to client, agency type, or disciplinary specialization • It has to do with the way we think about what everyone involved is actually doing • Relative to the client’s objectives • Relative to all other parties involved in the flow “Traditional” Target User “Interactive”
  180. 180. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • “Integrated Marketing” seeks to bring everything together by recognizing
  181. 181. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? Target • “Integrated Marketing” seeks to bring everything together by recognizing • Overarching objectives feed common strategies Objective
  182. 182. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional” Target “Interactive” • “Integrated Marketing” seeks to bring everything together by recognizing • Overarching objectives feed common strategies • Which need to be adapted to channel-specific targets and other specialized audiences Interactive Users Traditional Audiences Objective
  183. 183. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? TargetObjective • “Integrated Marketing” seeks to bring everything together by recognizing • Overarching objectives feed common strategies • Which need to be adapted to channel-specific targets and other specialized audiences • To be customized by any number of collaborating tactical specialists “Traditional 1” “Interactive 1” Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2”
  184. 184. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? • “Integrated Marketing” seeks to bring everything together by recognizing • Overarching objectives feed common strategies • Which need to be adapted to channel-specific targets and other specialized audiences • To be customized by any number of collaborating tactical specialists • So that they can be utilized at a variety of relevant touch points “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective
  185. 185. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • “Omni-Channel Communications” further expands the “Integrated Marketing” mindset
  186. 186. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • “Omni-Channel Communications” further expands the “Integrated Marketing” mindset • Acknowledging that various channels/audiences may have additional/alternate objectives Channel Objective Channel Objective
  187. 187. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • “Omni-Channel Communications” further expands the “Integrated Marketing” mindset • Acknowledging that various channels/audiences may have additional/alternate objectives • Adapting the understanding of brand and business • Into an integrated multi-channel communications ecosystem • Subject to individualized/aggregate user/audience media preferences/behaviors Channel Objective Channel Objective
  188. 188. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • The evolution of “Integrated Marketing” into “Omni-Channel Communications” • Personally, I think that this is where the interesting stuff is happening • Professionally I think that this is the frontier for agency differentiation • Many clients are at this point conceptually or will be getting here soon • I believe that there are many related challenges that would benefit from a “Discovery Enagement” Channel Objective Channel Objective
  189. 189. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • So, ultimately, why should “Interactive Agencies” be the ones leading the charge? Channel Objective Channel Objective
  190. 190. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • So, ultimately, why should “Interactive Agencies” be the ones leading the charge? • The revolution of interactive media has swam up the strategic flow Channel Objective Channel Objective
  191. 191. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • So, ultimately, why should “Interactive Agencies” be the ones leading the charge? • The revolution of interactive media has swam up the strategic flow • Driving the ripple of traditional media evolution down the strategic flow Channel Objective Channel Objective
  192. 192. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • So, ultimately, why should “Interactive Agencies” be the ones leading the charge? • The revolution of interactive media has swam up the strategic flow • Driving the ripple of traditional media evolution down the strategic flow • Now is the point when the paradigm flip flops with the iAOR taking primacy over the AOR Channel Objective Channel Objective
  193. 193. potentialKEN kisselman potentialKEN@aol.com Why [integrated] interactive agencies? “Traditional 1” “Interactive 1” Target Interactive Users Traditional Audiences “Traditional 2” “Traditional 3” “Interactive 2” Objective • So, ultimately, why should “Interactive Agencies” be the ones leading the charge? • The revolution of interactive media has swam up the strategic flow • Driving the ripple of traditional media evolution down the strategic flow • Now is the point when the paradigm flip flops with the iAOR taking primacy over the AOR • Introducing the “Omni-Channel Interaction” specialist agency Channel Objective Channel Objective Omni-Interaction
  194. 194. potentialKEN kisselman potentialKEN@aol.com Summary • potentialDISCOVERY is a methodology that is not restricted by the nature of the problem • Strategy tends to become muddled within complex organizations (both agency and client) • A structured “Discovery Engagement” can help focus thinking and build consensus • Currently many client organizations are challenged by a convergence of issues • The emergence and proliferation of media outlets • The need to adapt their integrated communications strategy • The desire to leverage cross-channel eRM • Consequently there are opportunities to leverage agency-facilitated Discovery • To help clients re-envision not only their communications strategy but also their business • In the process repositioning the role of the “Interactive Agency” • Expanding the role of “Interactive” from “Digital New Media” to “Omni-Channel Targeted Interactions”
  195. 195. Why potentialDISCOVERY? When/How do you sell a “Discovery Engagement”?
  196. 196. potentialKEN kisselman potentialKEN@aol.com The Client Opportunity • Once upon a time there was a Senior Client who had an idea • He recognized ‘an opportunity to evolve the way the company does business’ • There is a need to own The Customer Relationship as much as The Brand • It’s a Multichannel World and Interactive is The Hub ?
  197. 197. potentialKEN kisselman potentialKEN@aol.com The Client Opportunity • He singled out an Underling and assigned him the challenge • ‘How could the company address this opportunity?’ • ‘How could they unite the [clients’] organization behind a strategy to meet this challenge?’ ? !
  198. 198. potentialKEN kisselman potentialKEN@aol.com The Client Opportunity • The Underling understood that this challenge was a big opportunity • For the company • For his career ? ! !
  199. 199. potentialKEN kisselman potentialKEN@aol.com The Client Opportunity • The Underling needed to develop a strategy to address the challenge of this opportunity • The Opportunity is the changing marketplace • The Challenge was how the company could/should evolve • The Strategy would propose a solution ? ! ! ?
  200. 200. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • Enter the agency Biz Dev guy • He’s been building a relationship waiting for a chance to help the client • Maybe it’s an existing account • Maybe it’s a prospect
  201. 201. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Underling mentions his predicament to the Biz Dev guy • Or perhaps the Biz Dev guy proactively brings the opportunity to the clients’ attention • (The important point is that the conversation has started) ? !
  202. 202. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Biz Dev guy recognizes the need for a “Discovery Engagement” • He explains how ‘Discovery’ will help the company figure out how to address the opportunity • “The potentialDISCOVERY Methodolgy” can help the client organization develop its own strategy D ? + D = X ? !
  203. 203. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Biz Dev guy explains how a “Discovery Engagement” might take shape • First he will bring in a Strategist to guide Discovery • Together they will • Lead the engagement with the client to develop a strategy to address the challenge of the opportunity • Help the client organization work together to discover its potential through an ‘Exploratory Methodology’ D ?? + D = X !
  204. 204. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev D ?? + D = X BTW: This “Strategist” is ME potentialKEN ! • The Biz Dev guy explains how a “Discovery Engagement” might take shape • First he will bring in a Strategist to guide Discovery • Together they will • Lead the engagement with the client to develop a strategy to address the challenge of the opportunity • Help the client organization work together to discover its potential through an ‘Exploratory Methodology’
  205. 205. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • Together the Biz Dev guy and the Strategist will work with: • A Delivery guy who will manage: • The day-to-day operations of coordinating the “Discovery Engagement” D ?? + D = X !
  206. 206. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • Together the Biz Dev guy and the Strategist will work with: • A Delivery guy who will manage: • The day-to-day operations of coordinating the “Discovery Engagement” • The ‘agency resources’ who are tasked to executing elements of ‘The [Engagement] Project’ D ?? + D = X !
  207. 207. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The agency’s “Discovery Team” will collaborate with the clients’ organization • To develop their customized strategy • Utilizing an embedded process of consultation and activities to co-create deliverables • Enriched by the agency team’s collective experience developing solutions for past clients D ?? + D = X !
  208. 208. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Underling comes to understand that “The potentialDISCOVERY Methodology” will: • Help the client organization work together to ‘Discover’ the best course of action • Build consensus/support for that strategy through group participation in the process • Raise his profile with the Senior Client and in the company as a whole D ! ? D X+ = ? + D = X
  209. 209. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Biz Dev guy begins to draft a SOW based on: • The client’s understanding of the scale of ‘the engagement’ • The agency’s understanding of the scope of ‘the project’ D ! ? $ D X+ = ? + D = X
  210. 210. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Biz Dev guy also realizes that Discovery may uncover other opportunities • For subsequent “Discovery Engagement(s)” • For building “the Solution(s)” proposed by the strategy D ! ? $ D X+ = $ ? + D = X
  211. 211. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Biz Dev guy also realizes that Discovery may uncover other opportunities • But subsequent expansion is NOT the focus at this stage • The goal is to establish the agency’s role in guiding the client’s strategic decision making • This positions the agency for future growth with the client organization D ! ? $ D X+ = $ ? + D = X
  212. 212. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev • The Biz Dev guy and the Underling discuss the situation with the Senior Client • The nature of the opportunity and the challenge to address it • How “The Discovery Engagement” will develop the strategy D ! ! $ D D X+ = $ ?? + D = X
  213. 213. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev D ? ! ! ? $ D D X X $ + = + = $ ? + D = X • The Senior Client is convinced that “The potentialDISCOVERY Methodology” will: • Help refine the client organization’s understanding of the opportunity • Yield a strategy that proposes a solution to the challenge that will benefit the company • Raise his profile within the client organization
  214. 214. potentialKEN kisselman potentialKEN@aol.com Enter Agency Biz Dev D ? ! ! ? $ $ D D X X $ + = + = $ ? + D = X • The Biz Dev guy proposes the SOW for the clients’ “Discovery Engagement” • The agency enters into contract with the client
  215. 215. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval • “The Discovery Engagement” is likely larger than the Senior Client’s authority • The scale of the changes it will propose • The scope of organizational participation in the process • The expense of the undertaking D$
  216. 216. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval • The Senior Client will secure Executive approval to commit the company to the initiative D$
  217. 217. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval • The Senior Client will secure Executive approval to commit the company to the initiative • He will explain his understanding of how Discovery will propose a solution for the challenge ! + D = X D$
  218. 218. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval • The Senior Client will secure Executive approval to commit the company to the initiative • He will explain his understanding of how Discovery will propose a solution for the challenge • He will propose that a strategy to address the opportunity will yield benefit to the company ! + D = X D$ ? + X = $
  219. 219. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval ! + D = X D = X = $ D$ ? + X = $ • The Executive Leadership comes to understand that: • “The potentialDISCOVERY Methodology” unites the organization behind a strategic vision • Acting on that strategic recommendation can benefit the company
  220. 220. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval ! + D = X D = X = $ D$ ? + X = $ $ = D • The Executive Leadership commits to “The Discovery Engagement” • There is a financial commitment to the initiative
  221. 221. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval ! + D = X D = X = $ D$ ? + X = $ $ = D • The Executive Leadership commits to “The Discovery Engagement” • There is a financial commitment to the initiative • Senior Stakeholders representing effected areas of the company are assigned to oversight • Depending on the challenge they can represent Brands, Operational Verticals, or other considerations
  222. 222. potentialKEN kisselman potentialKEN@aol.com Secure Executive Approval ! + D = X D = X = $ D$ ? + X = $ $ = D • The Executive Leadership commits to “The Discovery Engagement” • There is a financial commitment to the initiative • Senior Stakeholders representing effected areas of the company are assigned to oversight • Senior Stakeholders deputize respective Underlings to run the project within the organization
  223. 223. potentialKEN kisselman potentialKEN@aol.com Summary • A “Discovery Engagement” can be sold to new or existing clients • As an answer to a challenge that they have mentioned to the agency • As a way to explore an opportunity that the agency has made them aware of • Once awareness of the opportunity/challenges is seeded; selling Discovery involves • Building enthusiasm for the premised of the Discovery Initiative • Establishing confidence in the process of the Discovery Project • Estimating and securing approval for the Engagement SOW • Solidifying the Initiative, Project Structure, and Engagement SOW will likely overlap • Discovery is an ongoing process that will evolve over its lifecycle • The first objective is to secure the commitment to plan the Discovery Engagement • Opportunity to become retained to plan the Engagement Structure and SOW
  224. 224. What is potentialDISCOVERY? 1. Organizational: Who’s included in the Discovery process?
  225. 225. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The axis of the engagement is the core relationship between the agency and the clients
  226. 226. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The axis of the engagement is the core relationship between the agency and the clients • The Biz Dev guy (or Account Person) becomes the “Engagement Principle” • He is responsible for the agency’s “[Discovery] Engagement” with the client
  227. 227. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The axis of the engagement is the core relationship between the agency and the clients • The Senior Client becomes the “Project Sponsor” • He is responsible for “The Discovery Initiative” on behalf of the company
  228. 228. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The axis of the engagement is the core relationship between the agency and the clients • The Underling becomes the “Project Leader” • He is responsible for the “Discovery Project” within the client organization
  229. 229. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The axis of the engagement is the core relationship between the agency and the clients • Together the Engagement Principle, the Project Sponsor, and the Project Leader • Manage the business relationship between the agency and the client • Ensure that the agency and client organization are collaborating to enable the process $
  230. 230. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The “Principle Strategist” is the primary resource sold by the agency to the client
  231. 231. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The “Principle Strategist” is the primary resource sold by the agency to the client • The Principle Strategist is responsible for • Owning the intellectual relationship with the Project Sponsor and Project Leader
  232. 232. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The “Principle Strategist” is the primary resource sold by the agency to the client • The Principle Strategist is responsible for • Owning the intellectual relationship with the Project Sponsor and Project Leader • Guiding the undertaking of “The Discovery Initiative” to yield “The Strategy” X
  233. 233. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The Engagement Principle and Principle Strategist work as a single functional unit • They collaborate to make “The Discovery Engagement” happen • The Engagement Principle handles The Engagement • The Principle Strategist handles The Discovery
  234. 234. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • The Engagement Principle and Principle Strategist work as a single functional unit • Together they form the agency’s ‘core team’ for “The Discovery Engagement” • They are ‘the face of the agency team’ within the client organization • They lead most of the Discovery’s ‘client participation’ Activities
  235. 235. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Depending on scope, additional agency resources may be included in the SOW
  236. 236. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Depending on scope, additional agency resources may be included in the SOW • Additional [apprentice] Strategists and/or Analysts can be added to the team • Diversifying perspectives and enabling the primary strategy function to multitask • Learning the process to enable the agency to tier the service offering to more future engagements
  237. 237. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Depending on scope, additional agency resources may be included in the SOW • Depending on the nature of the challenge, other agency disciplines can be tapped • Such as UCD, Technology, Marketing, Creative, and/or others • Enabling specialized insights and parallel paths of exploration
  238. 238. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Depending on scope, additional agency resources may be included in the SOW • Depending on the scale of the agency commitment a “Delivery Principle” may be added • He is responsible to the agency for the profitable and timely operation of “The Discovery Engagement”
  239. 239. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Depending on scope, additional agency resources may be included in the SOW • Depending on the scale of the agency commitment a “Delivery Principle” may be added • He is responsible to the agency for the profitable and timely operation of “The Discovery Engagement” • He manages the additional agency resources who deliver against “The Discovery Project”
  240. 240. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Given the scale of agency resources committed to “The Discovery Engagement” • The client organization must perceive the value of the [full] agency team contracted
  241. 241. potentialKEN kisselman potentialKEN@aol.com Structuring The Engagement • Given the scale of agency resources committed to “The Discovery Engagement” • The client organization must perceive the value of the [full] agency team contracted • Even though most interactions will primarily involve the ‘core team’

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