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At Serenity we believe that financial life planning is the process of meeting your life goals through effective, ongoing management of your finances. Our advice is completely impartial and we partner with you over the long term to ensure you stay on track. Please visit us at http://www.serenityfp.com
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From strategy, mission, values and brand through to systems and tooling, focusing on user experience, and how we gather and use data, what got us to where we are today is unlikely to be what will serve us best in the long run.
Best Western's Field Marketing department serves the organization's 40 co-ops throughout the U.S. and Canada. The co-ops also allow for additional education, training and network opportunities. Kate will be speaking about social media with an emphasis on what you need to know ABOUT right now, and what you need to know how to DO right now.
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Ticketing Professionals webinar: What to do now, what to do next Ash Mann
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The cultural sector has been through an enforced, rushed programme of digital transformation. We need to review our thinking around all of our digital activity to set ourselves up for success as we come out of the current Covid-19 crisis.
From strategy, mission, values and brand through to systems and tooling, focusing on user experience, and how we gather and use data, what got us to where we are today is unlikely to be what will serve us best in the long run.
Best Western's Field Marketing department serves the organization's 40 co-ops throughout the U.S. and Canada. The co-ops also allow for additional education, training and network opportunities. Kate will be speaking about social media with an emphasis on what you need to know ABOUT right now, and what you need to know how to DO right now.
Act Local and be Global. No discussion that basic leadership skills are as ever necessary to know, understand and be able to integrate in your role as executive director as well as line manager. This article bring my recommendations from an international career and now working as a trainer and coach supporting and developing director level and management level to perform on the distance with remote teams and business clusters / units.
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http://taylornewberry.ca/
#OVCNaction
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A seamless “insights to innovation” agency model provides a collaborative client relationship
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Segmentation is activated through data and technology specifically through CRM and media targeting
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* Identify your audiences—what motivates them, how to do they consume internal content, and where are the key opportunities
* Produce engaging content that connects your brand message to your internal audiences
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http://taylornewberry.ca/
#OVCNaction
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This presentation was used for a session on advocacy at the CIARD-GFAR Regional workshop for the Near East held in Amman, Jordan from October4th-7th 2011
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This session will reveal how:
A seamless “insights to innovation” agency model provides a collaborative client relationship
Defining market opportunity informs business decision-making, influences product, market strategy, and drives digital experiences based on real segments
System 1 segmentation, including MindSight Motivational Profiling and neuromarketing, drove the development of digital assets, 3rd party data assets (Facebook and Experian), and influenced campaign creative
Segmentation is activated through data and technology specifically through CRM and media targeting
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Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
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Workshop:
How To Align Your Brand Promise With Your Internal Audiences, Increase Growth, And Improve Consumer Satisfaction
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* Identify your audiences—what motivates them, how to do they consume internal content, and where are the key opportunities
* Produce engaging content that connects your brand message to your internal audiences
* Illustrate your brand values through elements of story, message, and design
* Create a plan to measure ROI around the challenging area of internal communications
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https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
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5. How does it help DevRel?
A framework for
your program
Save time
and effort
Align your initiatives with
your goal and ensure
everything is driving
you towards your vision.
Maintain
focus
By measuring what you
are doing, you'll be able
to maintain focus on what
is most important in
your program.
Get support
and buy-in
Demonstrate a structured
approach to assist
with business buy in
and support.
13. Taking a
structured approach
What are the turn by turn
directions to get there?
Strategy
Vision
Initiative Initiative Initiative Initiative
Objective Objective
14.
15. …and what does it
have to do with DevRel
So how does
this help?
Measurable
The ability to measure
progress in Developer
Relations is no easy task.
Structured
Having a structure provides
management with a good means
for governance which is particularly
important when you're looking to
get buy in and executive
sponsorship.
Aligned
Alignment helps to ensure that
everything you are doing is aligned
with your vision and ensures that you
can justify each of the activities you
undertake in your program.
16. How do we
get there?
1 Defining your vision – where do you want to be?
2 Set your strategy – how will you get there?
3 Call out your objectives - what do you need to do?
4 Initiatives - Plot out your route, turn by turn.
17.
18. “To enable people and
businesses throughout the world
to realise their full potential.”
“To be the catalyst in communities of
customers, contributors, and partners creating
better technology the open source way.”
“Utilise the power of Moore’s Law
to bring smart, connected devices
to every person on earth.”
“MessageMedia is the first choice for
developers when integrating
messaging in anything they build.”
19. How do we
get there?
1 Defining your vision – where do you want to be?
2 Set your strategy – how will you get there?
3 Call out your objectives - what do you need to do?
4 Initiatives - Plot out your route, turn by turn.
20. Questions to
ask yourself
Do developers know about what it is that you can offer them?
Do they know how to use it?
Do they understand how it can benefit them and make their lives easier?
Is what you are offering what they really want?
Does it do what it says on the box?
Will it delight them and get them excited enough to want to take the time to learn more about it?
Can they trust it?
Can they trust you and your organisation?
21. 1 Defining your vision – where do you want to be?
2 Set your strategy – how will you get there?
3 Call out your objectives - what do you need to do?
4 Initiatives - Plot out your route, turn by turn.
How do we
get there?
23. 1 Defining your vision – where do you want to be?
2 Set your strategy – how will you get there?
3 Call out your objectives - what do you need to do?
4 Initiatives - Plot out your route, turn by turn.
How do we
get there?
24. Measure, measure,
measure!!
Language
18 7 6 52 33 12 19
Pull
Requests
10,000 15,000 5,000 8,000 6,500 1,000 20,000Downloads
15 mins 20 mins 8 mins 6 mins 6.5 mins 5 mins 3 minsTime to first
message
Not What – Agree that measuring and executing is hard
New in Australia – hard to get buy in from the business and exec
Many ways to do it – ensure effort isn’t wasted
Creating a successful DevRel program means identifying and implementing a structured strategy where all the activities you undertake are aligned with your goals - and are measurable.
API First Business Messaging Platform - MessageMedia is a global business messaging company based in Australia. We provide a API first platform for developers to use to enrich their applications with messaging - typically SMS, but we are expanding our platform to support other messaging channels as well. Common use cases include two factor authentication messages, appointment reminder messages, rostering messaging - however it's completely up to our developers to decide how they use our messaging platform.
Developer Community - Over the last few years, as we've built our our API first messaging platform - I've noticed a distinct need for MessageMedia to embrace and build a relationship with developers - helping them make the most of our offering. For this reason I've been working to plan out, execute and measure our developer relations program with an engaged developer community as the vision for this program.
Save time and effort - By aligning your activities with your goal, strategy and focus areas, you'll reduce the amount of effort spent on things that may not be helping you achieve your goal.
Maintain focus - By measuring what you are doing, you'll be able to maintain focus on what is most important in your program
Improve buy-in - Being able to demonstrate a structured approach to your program will make it easier to improve buy in from executives and the rest of the business into your strategy.
Not measuring the right things - With this framework I'm going to share with you, you're measuring activities - not the goals. There's nothing wrong with this, typically the goals are going to be very hard to measure and if you're activities are aligned correctly, they should all work towards improving your goals.
A framework that works from a mission vision all the way down to measurable actions and key results which help you achieve your vision. This framework is loosely based on an OKR (objectives and key results type framework). The framework is structured as such:
Vision
Strategy
Objectives
Initiatives
This is the overall goal that you're trying to achieve - why are you trying to relate with developers, what's the vision and mission? What's driving you to do this? It's different depending on the company. Work this out first - it's not always easy!!
Make sure this is relevant and tied in to the business vision.
To use an analogy here, think about your vision as the destination.
Your strategy, is a statement, or a set of statements which clearly spell out how you will achieve your vision. Another way I like to think of strategy is that – if you look at where you are now, and where you want to be – your vision or destination, your strategy is what gets you there, it’s what closes that gap.
Going back to my analogy, if your vision is the destination, your strategy are the roads that will take you there.
The objectives serve as headings or groupings for the all the initiatives you will undertake in your Developer Relations program. They help you define your initiatives, come very much in handy when you're trying to brainstorm - i.e. for the objective X we need to do A, B and C. They also ensure that the initiatives you undertake are aligned to your strategy and aligned to your vision. I like to think of objectives as nouns, they are the key thing you need to do to help with each part of your strategy
Your objectives might be considered waypoints or milestones along the roads (strategy) that lead you to your vision (destination).
These are the day to day things that you do as part of your Developer Relations program. You can measure them in some way - sometimes you have to be a little creative ;) Your defined initiatives can be generic - allowing you to tailor the execution of your initiatives towards specific tactical objectives you might have - more on this later. If you're measuring your initiatives , and setting goals - or key results, and your initiatives are directly related to your focus areas, and your focus areas are aligned with your strategy, and your strategy is aligned with your vision - then wonderful things should happen! Going back to the destination analogy, your activities are you turn by turn directions to your destination.
Going back to the destination analogy, your activities are you turn by turn directions to your destination.
Well nothing directly... this framework can be applied anywhere. However, I have found this framework particularly powerful in formulating a plan for our Developer Relations program that is:
Measurable - the ability to measure progress in Developer Relations is no easy task
Structured - having a structure provides management with a good means for governance which is particularly important when you're looking to get buy in and executive sponsorship
Alignment - alignment helps to ensure that everything you are doing is aligned with your vision and ensures that you can justify each of the activities you undertake in your program
The first step is to really understand why Developer Relations is important to you. Being able to clearly articulate why creating a relationship with developers and building a community is crucial.
Think about what it is that you do - or that you want to do for your developer community and make that your vision. Having an outward focus in your vision helps to create an empathetic Developer Relations program - what is it that you do that helps make developers lives better? As easy as it sounds, this usually isn’t.
Another analogy I like to use – separate from the framework analogy - is that Developer Relations is about building a bridge between your internal development teams building whatever it is that you offer, and your external developer community, those who use what it is you offer. Your vision should be closely related to why you want external developers to cross that bridge. What's on the other side that they care about?
For MessageMedia, we are a messaging company, our vision is centered around getting developers to use, love, and most importantly get value from our messaging platform – and that’s exactly what our vision is!
To get you in the right mindset, have a read through vision statements from other like minded companies.
Once you've worked out where you want to be, how are you going to get there? What are some of the things that are preventing your vision from being realised? This requires a bit of retrospection around where you are currently at, and working out what the gap that exists to where you want to be.
Some questions to start with.
Chances are there's gaps in one or more, or all of these areas. Let your strategy dictate which of these gaps your program intends to close - and frame it in a positive way.
Your strategy should be made up of a few of these statements aimed at closing the gaps that are most important to you - and most importantly they should be aimed at closing that gap between where you are now, and your vision of where you want to be.
I’ll continue on with examples from MessageMedia – one of the gaps we identified was the experience developers had when using our API – specifically around our SDKs, so one of our strategic statements was centred around having the best developer experience when integrating with and using our platform.
Looking at your strategy, what are the actions you can take? Find the nouns in your strategy statement and call them out as your objectives. I like to think of them as focus areas. What action can we take here to achieve this strategic objective?
Create objectives to achieve your strategy - as with your strategic statements - less is more. Don't try to do too much - ensure that your objectives are the most important things for you to be focusing on to get you to where you need to be.
I also like to keep a one to one relationship between the strategic statements and the focus areas.
Going to my strategic statement example - having the best developer experience when integrating with and using our platform – one of our objectives, or focus areas was developer experience. As I mentioned earlier – less is more, hence the layout of this slide. I also found it really helpful to call out single works and make them as simple as possible when defining our objectives.
Now you have key actions you want to undertake - your objectives, which are aligned to your strategy which is aligned to your goal! Awesome. For each objective, list out all the things you can do that will contribute towards it. Brainstorming, mind mapping and researching are great techniques to help you come up with a list of activities. Involve others in this brainstorming process to. You might look to including people from sales, marketing, your products team or your internal development team to help you come up with creative initiatives for each focus area - at this point don't let things like metrics, measurements, resources or capabilities get in the way.
Once you have your list, look to refine it. Think critically around each initiative - how well does it fit within the objective? How effective it is compare to other initiatives? How achievable is it? Can you measure it? You might choose to use something like SMART – specific, measurable, attainable, relevant and timely - as criteria for each of your initiatives.
These initiatives are the measurable parts of your Developer Relations program - and if they're aligned to your vision (through your strategy and objectives), then setting goals around these initiatives and meeting or exceeding them will help you get to where you want to be - your destination.
Taking it back to our example of improving developer experience, one of the key initiatives we defined in this space is having easy to find and use SDKs in languages that our developers use. Each SDK language SDK is considered an initiative and we have nice clear measurements we can put in place. I’ve gone with a pretty obvious example here, but putting SDKs under the objective of developer experience, which aligns with our strategic statement of providing the best developer experience when using our platform, which is aligned with our overall vision of getting developers to use, love, and most importantly get value from our messaging platform. Building our your program in this fashion allows you to articulate really clearly the value of all the initiatives you undertake and how they relate back to your vision.
Why – So you can have a measurable, structured and aligned approach to developer relations
What – An OKR based framework that is built around a vision, a strategy that helps you achieve that vision, and objectives and initiatives for you to undertake to execute your strategy.
How – Start with where you want to go – set your vision, work out your gaps to set your strategy, brainstorm what needs to be done, refine that, put measurements in place and execute!
To wrap things up, for your business or organisation, have a think about what you vision for developer relations is - why do you want to / or are doing it? What is it that you want to achieve by building out a relationship with the
developer community? Think about all the activities you do in this space and ensure they are aligned - and I hope with this, you'll have a happy and engaged developer community!
