The document discusses how the Goliath agency can help clients with their digital strategies, projects, and improvements. It provides an overview of their experience in developing digital strategies and managing digital projects for financial and government sectors. The agency takes a strategic approach to identifying opportunities to create value through digital means and employs agile project management methods to efficiently deliver digital projects.

1. Digital done …
… well … better … differently
Digital wisdom for the financial and government sectors
London Office | 7-10 Adam Street, The Strand, London WC2N 6AA, United Kingdom
Tokyo Office | 4-25-16-102, Higashi Oizumi, Nerima-ku, 178-0063, Tokyo, Japan
Internet | www.goliathagency.com | hello@goliathagency.com
Telephone | UK +44 207 520 9095 | JP + 81 35947 6171

2. We help you get value from digital
Strategy Projects Improvement Innovation
Digital
done well
For the financial
and government
sectors
82% 70% 90% ?
The right digital thing … … done well … … done better … … done differently.
A logical and creative Delivering (and Getting the most from Designing new
approach to strategic sometimes rescuing) your digital estate by propositions that are
questions about how to projects that require improving customer unreasonably valuable in
create (more) value from business, technology and experiences and business a rigorous, low risk way.
web, mobile, social and creative people to work processes.
gaming opportunities. together brilliantly.
Hello.
The Goliath team has over thirty years combined digital experience that includes some of the world’s largest, coolest and
most digitally defining brands. We are “tri-lingual” in business, technology and design.
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3. Digital Strategy
Digital strategy is about how to create
value by digital means. It might address
industry or enterprise-defining issues. Or
it can focus on delivering company goals
around marketing and customers.
Questions that we’ve got deep experience of helping clients to
answer include:
1. Is there a transformational opportunity?
2. How best do we organise, manage and govern our web
presence?
3. Do we need a mobile app? If so, for what?
4. What should our information architecture look like?
5. Who are our customers and how do we define their
personae?
Doing the right digital thing … 6. Is there a better way to manage our online content across
the lifecycle?
7. How should we use social media?
8. How can we deliver better customer service online and
offline?

4. We help you identify and focus on the right digital things …
Engagement
Customer Experience
engagement and Improving customers’
Awareness advocacy end-to-end experience.
Customer awareness Service
Shifting customer
Presentation service to the lowest
Better presentation cost, appropriate
of digital assets and channels.
brands.
Web Value
Content, navigation, Increasing sales and
design, layout & search. building sustainable
Customer insight value
Personae definition,
Mobile
customer insight and App concept, design and
usability. prototyping.
Social media
Service design Strategy, campaign,
Creating useful, Prototyping monitoring and
useable and efficient Rapid concept management. Strategy services
touchpoints. development for web
Outcomes
and mobile services.
We combine deep knowledge and experience of both digital and the financial and government sectors.
We think that’s important in order to get to the heart of the issue.
Our approach often focuses on discontinuity, the greater good or transformational opportunities. Equally, we
are analytic and KPI driven with a sharp focus on revenue, cost and value.

5. Digital Projects
Digital projects are challenging. They cut
across functional and business unit lines.
They utilise diverse skills and attitudes.
Requirements evolve. Change happens.
Our project management takes account of these four facts:
1. Up-front business requirements often don’t capture the
full extent of what was really important. Often the full
requirement emerges during the project.
2. Marketers think like musicians, developers think like DJs.
Business executives often develop bespoked visions. But
developers increasingly use pre-existing code libraries.
3. Digital projects cut across functional and business unit
lines. By default, a web project can simply reflect the
Digital done well … power structures of the organisation that made it.
4. Change happens at neck-wrenching speed. Whether it be
ubiquitous javascript, skeumorphic design, HTML5
standards or retina-display mobile; obsolescence has
never been closer.

6. ... We make digital things happen efficiently and effectively...
Daily Cycle
Sprint planning
meeting
PREPARATIO
N
•Business case & funding
•Contractual agreement
•Vision
•Initial product backlog RELEASE
SCRUM PROCESS Product
•Initial release plan
increment
•Stakeholder buy-in
•Assemble team Update
product
backlog
M
Sprint Scrum master
Sprint review
retrospective
Product
owner SCRUM ROLES Team
members
Users
We are “tri-lingual” in business, technology and creatvity; so
we bring together technical and business perspectives on
7 risks, issues and opportunities. We bring agile, waterfall and
lean project management expertise to bear. We are used to
delivering in complex stakeholder environments.
In short, we deliver digital well …

7. Digital Improvement
Websites are complex, interdependent
and adaptive systems. So day-by-day
continuous improvement is often the
best, safest, cheapest way to improve
website profitability.
People visit websites to DO something.
We think the performance of a website is defined by how
successfully customers can complete the sales and service
transactions that matter to them. It’s easy to lose this clarity in
the number-soup of other web metrics.
Digital done better … In our experience, websites often don’t fully reflect the
priorities of customers. This leads to poor customer
experiences and lost profitability. Continuous digital
improvement addresses this issue.

8. Continuous improvement delivers similar benefits to redesign, but with less cost and risk
People visit Evolution not
websites to revolution
DO something Continuous
Does the site improvement
match of content,
customers’ layout and nav.
priorities?
Action drives Data not
profitability opinion
Can customers Improvements
find & transact based on hard
easily ? customer data.
What matters to website customers is whether ‘I can do what I came here to do’. Our continuous improvement
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9. Digital Innovation
Having ideas isn’t usually difficult. The
challenge is to create successful ideas
that are unreasonably profitable.
In our experience, achieving this requires:
1. Employing a process that validates ideas in the strategy of
the business, the needs of the customer and the dynamics
of the market.
2. Thoroughly testing ideas quickly, cheaply and repeatedly
using mock-ups, prototypes and good old-fashioned
business case and spreadsheet tools.
Digital done differently …
3. Working with internal stakeholders to mobilise ideas into
delivery and identify fail points quickly. This often requires
working at speed.

10. Our tried and tested innovation process rapidly creates value
2. Strategy & Ideas 3. Market &
Capability proposition
Mock ups
Brand
assets Competitors
Technology Differentiation Prototypes
assets Fit with
Dynamics
goals
People and Threats to Discontinuities
Usability other goals Definition
capabilities
Customer Customer Business
testing segmentation case Go to
and definition market plan
Unmet Partnerships
Customer Unvoiced Operating
needs Customer plan Acquisitions
needs Joint
Functional & Ventures
emotional Mergers
1. Customer needs 4. Commercialise
definition
Delivery
We use a tried and tested process to quickly develop and deliver valuable new ideas. In essence this combines
? commercial wisdom, creativity, logic and the ability to manage iterative projects at speed across multiple
stakeholders.

11. Goliath Directors
CSR Chris Ryan STK Simon Kirby
Chris has a background as Simon has a background
an entrepreneur and Vice in management
President at Goldman consultancy, mostly
Sachs in Japan. about digital solutions to
Recently, Chris has been customer problems.
working on one of the Clients include Barclays
year’s most successful Bank, Aviva and Fidelity.
social app launches. As
well as delivering a In the past year, he’s
complex digital project been focusing on the
for one of the world’s redesign of a large
leading tech companies. government website.
He’s also developing
digital branding for a
Outside work, Chris is an start-up, on behalf of its
unfit but determined venture capital investor.
mountaineer. He’s also
currently training for the
Connemara Marathon. Away from work, his new
So he’ll soon be much found passion is Krav
fitter. Maga, an Israeli martial
art. This incurs his wife’s
disapproval.

12. Digital done …
… well … better … differently
Digital challenges don’t always come neatly packaged as
projects.
To help to scope, analyse or define the problem or
opportunity, we offer up to two free days of
consulting without onward commitment.
Thereafter we offer engagement on either a
time and materials project basis or on a
retainer.
To find out more, please contact Simon
or Chris below.
London Office | 7-10 Adam Street, The Strand, London WC2N 6AA, United Kingdom
Tokyo Office | 4-25-16-102, Higashi Oizumi, Nerima-ku, 178-0063, Tokyo, Japan
Internet | www.goliathagency.com | hello@goliathagency.com
Telephone | UK +44 207 520 9095 | JP + 81 35947 6171