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But First, Strategy: Foundations for building a martech strategy

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When making a big change in your life, you plan, right? Of course! Without a plan you can’t see where you need to go and how you’ll get there. So why would you approach your martech investments differently?

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But First, Strategy: Foundations for building a martech strategy

  1. 1. But First, Strategy Foundations for building a martech strategy February 27, 2019
  2. 2. DAM is the center of your digital ecosystem. But do you have a strategy?” Anyone at Widen “
  3. 3. 1 2 3 Building your dream team using practical insights to help you gather the right people Developing your plan together to determine your team’s strategy Setting the action steps on your strategic roadmap to achieve your winning aspiration 4 Preparing the team and leading them through the evolution that comes with strategic change What we’ll talk about today
  4. 4. 1 Building your dream team
  5. 5. Great things in business are never done by one person. They’re done by a team of people.” Steve Jobs “
  6. 6. Identify the groups that will be influenced by your strategy and resulting changes Identify key managers and leaders Build your leadership coalition from the identified managers and key leaders ©Prosci. All Rights Reserved. Build your team: Sponsor Assessment Diagram The coalition is not just an organizational chart The coalition is based on ‘who is being impacted’ Bottom-up approach! Build a Coalition of Support Business Service HR Finance Customer Care Tech OpsSales
  7. 7. ©Prosci. All Rights Reserved. Tips: Sponsor Assessment Diagram Build a Coalition of Support Business Service HR Finance Customer Care Tech OpsSales Be open about what you’re trying to do (e.g. align future projects behind a unified strategy) Look for diversity in your team Think Big - It isn’t just about the DAM system The coalition is not just an organizational chart The coalition is based on ‘who is being impacted’ Bottom-up approach!
  8. 8. 2 Developing your strategy plan
  9. 9. GOALS
  10. 10. GOALS Growth over time 2018 ~7,000 = 2011 ~150 2012 ~350 2014 ~1,000 2015 ~2,000 2016 ~3,500 + + + + If you think it’s harder to navigate today than a few years ago, YOU’RE RIGHT. You need a strategy.
  11. 11. Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” Sun Tzu “
  12. 12. Strategy is knowing today why and how we are going to win tomorrow.” Widen’s definition of strategy “
  13. 13. Evaluating where you are today
  14. 14. People GOALS Processes Technologies Evaluating today: Where are you today? Understand today to reach your tomorrow
  15. 15. People The groups and people you’re supporting Stories of change readiness or resistance Coaches and trainers engaging your teams Evaluating today: Where are you today? Understand today to reach your tomorrow
  16. 16. Evaluating today: Where are you today? Understand today to reach your tomorrow Processes Major inbound/outbound processes Measuring efficiency and effectiveness Use of analytics to inform DAM changes
  17. 17. GOALS Technologies DAM-related systems in your stack Current integrations Evaluating today: Where are you today? Understand today to reach your tomorrow
  18. 18. Imagine a better way
  19. 19. GOALS How will we win? What capabilities do we need? What management systems do we need? What is our winning aspiration? Where will we play? Imagine a better way
  20. 20. Winning aspiration What is your winning aspiration? Everyone wants to win To win, you must know what you want to win What does your organization exist to do?
  21. 21. Exercise: Get started creating your winning aspiration What gets you out of bed in the morning? Make sure it is a future-focused statement about the guiding purpose of your team Winning aspiration What is your winning aspiration? Everyone wants to win To win, you must know what you want to win What does your organization exist to do? Example: “Inspire with a model to manage continued growth opportunities.”
  22. 22. Where to play Where are we focused? Who are we engaging? Where are we NOT focused? Where will we play?
  23. 23. How to win P&G focus on cost leadership and differentiation Differentiation is universally important Many people are vying for your same audience You must capture their attention How will we win?
  24. 24. Capability needs What capabilities do we need? What is needed to support our competitive advantage? What activities are needed to ensure we are able to compete? What do we need to be able to do or provide? Sustained competitive advantage comes from a set of distinct capabilities that fit with and reinforce one another
  25. 25. Management systems What management systems or processes do we need? What gets measured gets done well Measurement provides focus and feedback Measurements should span financial, consumer, and internal dimensions
  26. 26. Playing to win: Example Phase 1: Product photography Phase 2: Global marketing assets Phase 3: Embedded ecom assets “My job is so much easier with this tool!” “I got exactly what my customer needed right away!” “We were able to trace revenue growth back to available assets!” Engaging onboarding program Deliver relevant and trusted assets Effective ongoing communication strategy Adoption (DAM-Insights) Usage (DAM-Insights) Reduction in fulfillment requests Customer survey (Survey Monkey) Where we will play How we will win Capabilities we need to win Measures and processes Create an atmosphere of empowerment that leads to market growth Winning aspiration
  27. 27. 3 Setting the action steps on your strategic roadmap
  28. 28. A plan is not putting you in a box and forcing you to stay there. A plan is a guide to keep you on course, efficient, and safe.” Amber Hurdle The Bombshell Business Woman: How to Become a Bold, Brave, and Successful Female Entrepreneur “
  29. 29. It’s all about your winning aspiration GOALS Which capabilities need action? Set specific and attainable timelines Building your roadmap Moving from strategy to tactics
  30. 30. 4 Leading people through strategic change
  31. 31. Successful change requires both the technical and the people sides Design Develop Deliver FUTURE STATETRANSITION STATECURRENT STATE Technical side People side Embrace Adopt Use Results Outcomes Success + =
  32. 32. ©Prosci. All Rights Reserved. Connecting Change Management to Business Results Change management Not only are we led to understand what technical aspects need to change and plan for those, we do the same for the people who will be experiencing change Project Name Purpose Particulars People What is the project name Why we are changing What we are changing Who will be changing
  33. 33. Change management A strong change management strategy points to a high probability of meeting or exceeding objectives Data Supports the Connection Percent of Study Participants Who Met or Exceeded Objectives 6x Change Management Effectiveness Prosci 2018 Benchmarking Data Data from 2007, 2009, 2011, 2013, 2015, 2017 6x
  34. 34. Change management Our method Prosci® ADKAR® Model ©Prosci. All Rights Reserved.
  35. 35. Customer story
  36. 36. Zippo Manufacturing Company Jeff Bosworth - Director, Digital Enterprise Content Management
  37. 37. Collaboration around current state (people and processes)
  38. 38. May 15, Phase 1: Non-custom product imagery for global consumers or customers + supporting collateral (catalog, sell sheets, lifestyle imagery) + Brand standards and logos to all customers **Discovery for custom assets (team, timeline, data needs/biz requirements) Jun 15, Phase 2: Launch custom assets Aug 15, Phase 3: Packaging support, archived assets, replace existing case dealer resource site Provide easy to use, intuitive experience Uncover opportunities to sell more product “I have more time to do my real job now” “I’m getting the support I need” Access through self-service, cloud-based solution Increase speed and accuracy of assets to market Search capabilities PLUS filtering Conversion formats / resizing / download options / file formats Security / permissions control Training and support approach Asset lifecycle management (license expires and open to all) + process Governance of approved and final assets Number of project requests (e.g. image resizing) Adoption/engagement analytics Usage analytics User experience feedback/surveys Custom lighter sales Winning aspiration Result of group strategy design session Where will we play? How will we win? What management systems/processes do we need? “Harmonize content globally to enhance relationships and increase profitability.” What capabilities will we need?
  39. 39. Result of change scoping exercise Change management is often overlooked, because it’s managing the people side of change. So many martech projects focus on the technology that facilitates the change and overlook the people making it happen – the ones who truly provide the solution.
  40. 40. Result of group change management session “Getting a strategic foundation together allows you to get multiple individuals (from across the company) together to talk about the project ahead, build excitement, and gain momentum prior to implementation.” Zippo Team
  41. 41. Questions? Contact: marketing@widen.com www.widen.com

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