Anatomy of a digital project seminar - 8th November, London

SHARING SUCCESS:
THE ANATOMY OF A
DIGITAL PROJECT
Andrea Burrows
GLOBAL MANAGING DIRECTOR
Donatella Huijts
PROJECT MANAGEMENT DIRECTOR
@precedentcomms #precsem

INTRODUCTIONS:
Andrea Burrows, Global Managing Director
Donatella Huijts, Project Management Director
Thea Povell, Marketing Executive
Remeny Armitage, Relationship Manager
Alex Pearce, Bids and Contracts Manager

AGENDA:
Defining digital transformation
How to achieve a successful digital transformation
Break
Real life case studies
Starting your journey

WHAT IS
DIGITAL?
IN-HOUSE:
– Websites
– Tablet&mobile
– Socialprofiles
– Blogs&articles
EXTERNAL:
– Contentsyndication
– SEO&SEM
– Socialmarketing
– Onlinecampaigns
PHYSICAL:
– Digitalsignage
– Digitalkiosk
– Virtualguide
– Virtualhost

WHAT IS
DIGITAL
TRANSFORMATION?

Evolving an organisation’s ways of
working in order to continue
delivering its mission in the face of
changing technology, competition,
audience need and behaviour.

One third of UK business
leaders are concerned about
a significant new competitor
from the technology sector.
PWCAnnualGlobalCEOSurvey

From 1965to 2012,the ‘topple rate’
increased byalmost 40%asdigital
technology ramped upcompetition,
disrupted industries andforced
businesses toclarify their strategies,
develop new capabilities andtransform
their cultures.
McKinsey,2016

Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.

THINK BIG
START SMALL
ACT QUICKLY

B
H
A
G

BIG
HAIRY
AUDACIOUS
GOAL

Things to ask yourselves when defining a vision.
1. OURCAUSE
WHO,WHATWHERE?
2. OURACTIONS
WHATDOWEDO?
3. OURIMPACT
WHATCHANGECANYOUSEE?

“Torefreshtheworldinmind,bodyandspirit.To
inspiremomentsofoptimismandhappiness
throughourbrandsandouractions.Tocreatevalue
andmakeadifference.

“To organise the world’s information
and make it universally accessible
and beautiful.”

“Tomake apositive impact inour
communities; prepare youngpeopletobe
active citizens; embrace andcontribute to
social change. ”

“Tooffer designer eyewear atarevolutionary
price, while leading thewayfor socially-
conscious businesses”

“To create a better everyday life for
the many people”

DISCUSSION TIME:
WHAT’S YOUR
(ANDWHATARETHEBARRIERS?)
B.H.A.G?

BLUE
OCEAN

@precedentcomms#precsem
• Reinvented the circus by developing
uncontested market space, making
the competition irrelevant.
• Profitably increased revenue 22-fold
over the last ten years by creating a
‘blue ocean’.

• A logistics platform, not simply a food
delivery service.
• Now spread across 65 cities.
• Profits for 2016 are set to hit £130m,
representing a 1,000% increase on
last year’s figures.

• Allows customers to rent out parking
spaces at their homes or businesses.
• In 2014 announced partnership with
BMW, whose cars will feature a built-
in JustPark dashboard app.
• The startup raised £3.7m via
Crowdcube in January 2015

• Connecting blind and sighted people
all over the world via live video
connection
• Allows sighted people to spend free
time ‘micro-volunteering’, rather than
playing games on mobile devices.
• Designed to leverage the accessibility
features available on Apple’s iPhone.

• Founded in 1902, initially mining
mineral deposit for grinding-wheel
abrasives.
• Moved to producing sandpaper when it
transpired that the minerals were of
little value.
• Reinvented as a leading stationery
and office supplies manufacturer.

• Initially envisioned as a cryptography
company, then later as a means of
transmitting money via PDAs.
• Ultimately became the default online
payments system of millions.
• Founded in 1998, able to change
course by 2002, leading to purchase
by eBay for $1.5 billion

• An established joint-stock commercial
bank.
• Founded the digital-centred Orange
Bank to target younger consumers.
• Simple high-return products and one-
minute account signup, without
requiring traditional branch networks
or complex product portfolios.

• Developed a suite of tools to help
visitors to Disney theme parks.
• The tech-enabled ‘magic band’
facilitates reservations and customer
routing.
• Disney were able to host an additional
3,000 guests each day of the 2013-14
holiday season.

• Invented the very first digital camera
in 1975.
• Failed to capitalise on their innovation
due to executives’ fears of investing in
digital film.
• Emerged from bankruptcy in 2013.
Now focuses on imaging solutions and
services for businesses.

BETTER
TO BE A
CHAMELEON…

…THAN A
GREAT WHITE
SHARK.

BLOCKERSTO TRANSFORMATION?
WHAT ARE
YOUR BIGGEST

Tackling the biggest blockers to transformation:
• Outdatedtechnology
• Time
• Budget
• Structureandprocess
• Lackofbuyin
• Noclarityofpurpose
• Qualityofmanagement
• Lackofrequiredtalent
• Culture

FAIL TO
EVOLVE?
WHY DO
BUSINESSES

PHYSICAL
PSYCHOLOGICAL
STRATEGIC

CHANGE IS
HARD

$83bnislosteachyear
duetopoorcustomer
experience.
IBM

DATA-EMPOWERED
DECISION MAKING.

AUTOMATED
PROCESSES.

4%ofGlobal500
businesshaveaboard
that’sdigitallyready.
RussellReynoldssurvey,2016

Steps towards digital fluency:
• Buildarelevantboard.
• Digitaliseveryone’sjob,everyday.
• Behumble.
• Introduce‘reversementoring’.
• Collaborationandsharing.
• Internalcommunication.
• Beenabled,notinundatedbytechnology.

INTERNAL
COMMUNICATION.

BE ENABLED,
NOT INUNDATED, BY
TECHNOLOGY

JOBS THAT DON’T
EXIST TODAY…

…AND THOSE
OF THE FUTURE

TRANSFORMER
IN CHEIF

BE HUMBLE.
LISTEN.
BE INQUISITIVE.
RESPECT DIFFERENCES.

Cultureeatsstrategy
forbreakfast.
PeterDrucker

‘Oneofthethingsyoufindin
companiesisthatonceaculture
isformedittakesnuclear
weaponrytochangeit’.
JeffBezos,founderofAmazon

Examples ofKPIs
• Usersatisfaction-areusershappywiththeserviceyou’ve
provided?Thisisdeterminedusingwebmetricsanduser
research
• Digitaltake-up-thepercentageofyourtargettake-up
audiencethatyouhavereached
• Completionrate-thepercentageofcompletedtransactions
outofstartedtransactions
• Costpertransaction-thetotalestimatedcostofyourservice
permonth(thisvariesforsomeservices)dividedbythe
numberofcompletedtransactions

Whenyou’vefinished
changing,you’refinished.
BenjaminFranklin.

PART TWO:
PRACTICE

THE ANATOMY OF A
DIGITAL PROJECT

START WHERE
YOU ARE
THE ANATOMY OF A DIGITALPROJECT:

GETTING DOWN TO BUSINESS
UNDERSTAND YOUR AUDIENCE
CRAFT THE EXPERIENCE
MAKE IT A REALITY
EVOLVE THE CONVERSATION

GETTING DOWN TO
BUSINESS

GETTING DOWN TO
BUSINESS
o Getting underneath your organisation’s drivers
and objectives
o Identifying what is truly achievable
o Acknowledging and understanding any existing
constraints

GETTING DOWN TO
BUSINESS: TOOLS
o Digital SWOT analysis
o Expert reviews
o Stakeholder maps and RACI matrices

To define a digital vision for the
University; to ensure that this is
embedded in University strategy,
and to help assess what people,
systems and processes are
necessary to deliver this vision.
University of Aberdeen

GETTING DOWN TO
BUSINESS
o Develops a value-focussed business roadmap
o Optimises investment with clear measures
o Provides identification of competitive advantage

UNDERSTAND YOUR
AUDIENCE

UNDERSTAND YOUR
AUDIENCE
o Solves real problems and identifies low-hanging fruit
o Discovers a user’s scenarios, emotional state and
environment at key touchpoints with you
o Removes reliance from outdated demographics e.g.
‘young people’

UNDERSTAND YOUR
AUDIENCE: TOOLS
o ‘3 dot’ audience prioritisation
o Qual and quant research techniques: surveys, interviews,
focus groups, contextual observations
o Persona development (critical tasks and pain points)

UNDERSTAND YOUR
AUDIENCE
o Quantifies opportunities to deliver
competitive advantage
o Provides real world examples for replication
across the business

CRAFT THE
EXPERIENCE

CRAFT THE
EXPERIENCE
o Whole team approach – design, process and
development
o Validate quickly with users directly
o Focuses on solving the right problem

CRAFT THE
EXPERIENCE: TOOLS
o ‘Post-it note’ information architecture
o Lo-fi, paper and browser prototyping
o Refining and removing content
o Visual design flow and mood-boarding

CRAFT THE
EXPERIENCE
o Reduces the risk of errors in final design
and development
o Enables optimisation of customer experience
without costly revisions
o Allows wider input to verify concept at an early stage

MAKE IT A
REALITY

MAKE IT
A REALITY
o Deciding what goes under the hood
o Considering integration points
o Investigating hosting platforms to boost performance

EVOLVE THE
CONVERSATION

EVOLVE THE
CONVERSATION
o Deepening your ability to measure and monitor success
o Ensuring continuous improvement and senior buy-in
o Developing a fail-fast mentality to all digital initiatives

EVOLVE THE
CONVERSATION: TOOLS
o Customer feedback surveys
o Continued program of user testing
o Competitor analysis and benchmarking
o Brand recognition and awareness surveys

EVOLVE THE
CONVERSATION
o Sustainable growth of customer acquisition
and retention
o Deepened insight into customer needs, wants
and the purchase lifecycle
o Continued competitive advantage

BUT WHAT
DOES IT
ALL MEAN?

WHEREDOISTART?:
3 STEPS TO
SUCCESS

30 NOVEMBER 2016
10% DISCOUNT ON
TICKETS:
PrecedentCustomerCode
(1 ticket)
PrecedentCustomer Code2
(2 tickets)
TECHSMARTNFP.COM

MEANINGFUL IDEAS,
INTELLIGENTLY DELIVERED.
”

QUESTIONS &
THANK YOU.

Anatomy of a digital project seminar - 8th November, London

Recommended

Recommended

More Related Content

What's hot

What's hot (12)

Viewers also liked

Viewers also liked (20)

Similar to Anatomy of a digital project seminar - 8th November, London

Similar to Anatomy of a digital project seminar - 8th November, London (20)

More from Precedent

More from Precedent (20)

Recently uploaded

Recently uploaded (20)

Anatomy of a digital project seminar - 8th November, London