The document discusses significant changes in agency processes and structures, emphasizing the need for increased production in a digital landscape that enforces cost efficiencies and lower compensation. It advocates for a reorganization that eliminates silos, prioritizes collaborative work, and adapts team structures to better serve the evolving demands of digital marketing. The text highlights the importance of flexibility, efficient communication, and empowering teams to enhance creativity and effectiveness in project execution.

1. BOULDER DIGITAL WORKS
PROCESS AND STRUCTURE

2. Mayhem on Madison Ave Don Draper’s Revenge
or
2

3. Modernista!
3

4. We decided to make some pretty big changes, all of
which fell out of a simple, single idea:
Let’s get a lot better at making things.

5. Process and structure.
The work.
The people needed to build the work.
The process through which the work is realized.

6. 1: The work.

7. What we’re making is different than 18
months ago.

8. We’re making more stuff.
Yahoo’s Duncan Watts, in his “influencers” research, used a lighting
many fires analogy that points to the fact that digital media drives
cumulative advantage. He suggests brands are better off “placing lots
of bets to give the best chance of starting a full forest fire - lots of fires
in lots of promising places.”
The cost efficiencies of digital media allow marketers to hedge bets
and not bet the farm on one thing - make ten and see what takes.

9. New media ecosystem.

10. A new metaphor.
Grow through volume / diversity.
Bet it all on a couple :30’s.

12. Our work is more varied and complex.

13. Improving engagement models.
Campaign in market:
increased awareness, conversation, advocacy
Traditional
Cycle
Campaign in market:
increased awareness, conversation, advocacy
Distributed
Cycle
Diversity breeds sustained activity:
steady levels of awareness, conversation, advocacy

14. 2: The people needed to make the work.

15. Two big influences on agency structure:
We’re being asked to create more work, while at
the same time, we’re being paid less money.
The work is materially different than it was,
requiring new skill sets / capabilities to get it done.

16. Sustained pattern of diminishing compensation.
15% media commission
13.5% media commission
11% media commission
10% media commission
<9% media commission
• time and materials with
negotiated rates
• hard margin negotiations
• stiff performance incentives

17. Aggressive procurement practices are just a fact of
life. You can complain.
Or you can accept this as part of our industry’s new
reality and begin to plan accordingly.

18. Agency re-org step 1: No more silos
Client Marketing Group Client Interactive
Marketing Group
Core Agency
Executive Leadership Interactive Department
Account Management Account Management
Account Planning Account Planning
Creative Creative
Production Production

19. In the post-digital world, everyone is must be
interactive.

20. Agency re-org step 2: Prioritize the creation of work.
fig. 1 fig. 2
Account Lead
AD Leader P Planner
Engagement Lead
AD Lead P Planner
AS IAS
IP IP IP IP BP
AE AE AE IAE
Producers
Account Management Interactive A.M.
UX D E SM
IP IP T BP User Developer Editor / Motion Social Media
Traffic Broadcast Producer Experience Graphics Manager
Interactive Producers

21. Will this work? Not sure.
We’re taking a position based on an idea we
believe in.
Doing nothing isn’t an option.

22. Rebuilding teams around a new building block.
Knowledge across disciplines
Core discipline expertise
http://www.fastcompany.com/magazine/95/design-strategy.html?page=0%2C1

23. The T-shaped team.
Cognitive empathy: ability to respect, understand and support other disciplines,
leading to more compact, cohesive team capable of better work.
Concept / Project / Client Functionality /
Design + Tone Implementation Management User Interaction
Creative Technology Production UX

24. 3: The process through which the work is
realized.

25. Poorly designed physical environments.
Use co-location / technology to mediate gaps.
WTF.

26. Poorly designed teams.
Bloated teams = lack of accountability.

27. Poor substitutions for collaboration.
Email volume = communications breakdown = trouble.

28. Worlds colliding: software companies + agencies.
Process must work for you, not vice versa.

29. As change accelerates, process priorities shift.
Replication, minimization of risk, error
Bespoke process, accept variance + risk

30. Discover Concept Design Build Measure
Qualitative /
Stakeholder Creative Wireframes / Motion Quantitative
Interviews Team Prototype Graphics Analysis
Audience
Research / Crowd Design Technical
Personas Sourcing Boards Development Optimization
Audience Team Copy QA Post Launch
Research Brainstorm Deck Testing Updates
Brief Approved Concept Approval of design / Approved Beta
copy / functionality
Working Project Plan Approved Release
Measurement Plan

31. You can change your culture through work.

33. So, that’s about it. Some parting thoughts...
We are living in the post digital age of our industry.
Adapting will change your organization - the act of
creating new work will alter structure and process.
And this effects us as organizations and individuals,
as digital is no longer someone else’s job.
It’s yours.

34. BOULDER DIGITAL WORKS
THANK YOU

35. Characteristics of a good project.
Big decisions are up front – honor your plan.
Keep things moving – highlight / resolve obstacles.
Empower team to make decisions.
Anticipate change, stay nimble and flexible.
Understand what makes your idea good – don’t
compromise core.

36. Discover Concept Design Build Measure
1 2 3 1 2 3 1 2 3 1 2 3
1 2 3
4 5 4 5 6 4 5 6 4
1. Account Director 1. Art Director 1. Art Director 1. Technical Lead 1. Data Analyst
2. Account Planner 2. Copywriter 2. Copywriter 2. Flash Developer 2. Account Planner
3. UX Designer 3. UX Designer 3. UX Designer 3. HTML / CSS 3. UX Designer
4. Producer 4. Designer 4. Motion Graphics 4. Producer
5. Technical Lead 5. Producer 5. Producer
6. Technical Lead 6. QA Engineer
Management Team