CXO Disrupt Presentation
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This document discusses the need for marketing, technology, and organizations to evolve in the face of disruption. It notes that while disruption causes radical change, most organizations experience more gradual evolution or innovation. It emphasizes that understanding customers and aligning segmentation, content, and media strategies is critical for data-driven marketing. However, achieving this requires changes to processes, principles, and people, including developing new skills and cross-functional collaboration. Defining roles and managing organizational fatigue, cultural issues, and governance challenges are also important to enable successful evolution.
CXO Disrupt Presentation
- 3. Everyone is talking about disruption & innovation however, its nothing new
- 4. Disruption breaks challenging the way we think, behave and do business
- 5. We have a whole new term: “uberising“
- 6. were seen as equally disruptive There was a time when railway tracks
- 7. Not all change needs to be radical
- 8. Innovation is a gentler changing Processes, Products and Ideas
- 9. Change occurs gradually gathering momentum as it continues Evolution builds
- 10. A continuum… Evolution Not all organisations or industries are ready for disruption sits at the most passive end Disruption sits at the most extreme end …most often brought about by forces outside of their control Innovation sits somewhere in the middle …but most are certainly on some path of change
- 12. Shifts in consumer behavior is the greatest source of disruption
- 13. Spray and pray marketing used to be good enough
- 14. $$$$$$$$ John Wanamaker “Half my advertising money is wasted, I just don’t know which half.” $$ $ $
- 15. Todays marketing is about finding the key moments of truth and delivering exactly what the customer is looking for
- 16. Surprise and delight .. But how?
- 19. …so, data driven marketing is often the spearhead driving change
- 20. There is no shortage on new cool shiny marketing technologies to leverage
- 21. But what exactly needs to change to succeed?
- 23. Focus on the end users first, rather than the systems
- 25. Understanding the relationship between segments, content and media RESEARCH MARKETING ANALYTICS OWNED MEDIA PAID MEDIA EARNED MEDIA OWNED MEDIA PAID MEDIA CONTENT
- 26. Build a solid analytics foundation that has room to grow
- 27. The goal: data driven marketing DMP ESP CRM SOCIAL AD SERVING ANALYTICS REACH EXTENSION FEEDBACK PERSONALISE & OPTIMISE PERSONALISE & OPTIMISE DIGITAL TOUCHPOINTS CONTENT & CREATIVE
- 28. Achieving this however requires changing: PRINCIPLESPROCESSESPEOPLE
- 29. Achieving this however requires changing: PROCESSES PRINCIPLESPEOPLE PEOPLE
- 32. Sometimes it feels like searching for unicorns
- 33. People who understand the potential pitfalls
- 35. SOLUTION FOCUS Infra Ops Dev DBA QA BA SILO THINKING PM Ux Infra Ops Dev BA QA CROSS FUNCTIONAL COLABORATION IS CRITICAL VS
- 36. A cast of thousands AGENCIES (30) Tier 1 Creative Tier 2 Creative Media Agencies Brand Consulting RESEARCH (10) Segmentation Brand Tracking Geo Data External Data VENDORS (10) DMP DSPCMS MSA CONSULTANTS (5) Business Analysts Specialist PM’s Pitch Consultant DEVELOPMENT (5) Information Architecture Web Design Integration Partner Mobile Design ANALYTICS (5) Dashboard Development Optimisation Consulting Cross Media Analysis Tag Management INTERNAL TEAM (27) CIO (1) Info Management (6) PMO (4) BA’s (3) Digital Team (3) Brand (2) Customer (2) Analytics (2) Advertising (1) CMO (1)
- 37. Too many stakeholders can be tricky
- 38. Too much collaboration results in a lack of attention
- 39. Clearly defining roles and responsibilities Project managers Understanding boundaries and responsibilities Sponsors Implementers Stakeholders
- 41. THE PIONEER Looks for future trends and formulates new ways of doing things THE FIGHTER Attempts to block change using cumbersome processes, red tape. Typically risk aversion THE OSTRICH Hoping that the changes will not effect them Responses to DIGITAL DISRUPTION
- 42. Acceptance that we are all on the journey together
- 45. Defining who does what Backend IT – Technical BA Tech Spec • Technical Dependancies • Systems Requirements Business Systems Analyst Solutions Architect Technical BA Integration Requirements and System Dependancies Technical BA Review Technical PM/ Development • Backend development Business Business BA Business Requirements • Objectives • User cases • Outcomes Business content, Partnerships and User case scenario Business BA Business BA Business Approval User Experience Digital Team User Research • Focus Groups • Comp Research • Analytics • Content audit ? ? ? User Requirements Spec Digital BA Information Architect Functional Spec Scoping Digital Producer • Template development • Tracking • Implementation Site maps Userflows Wireframes Functional Spec Review Digital BA Information Architect Digital Design
- 46. Everyone needs to learn a new language
- 47. Technologists tend to start with technology
- 48. Technologists tend to start with technologyDigital designers focus on users
- 51. THE PROCESS waterfall vs agile vs wagile DESIGN DEVELOPMENT BIG-ASS DESIGN SPEC Empathize Define Ideate Prototype Test 1-2 weeks Shippable Product Increment Product Backlog Sprint Backlog Sprint Planning Sprint 1 day Analysis, Design, Build, Test, Review Daily Meeting (15 mins)
- 53. Expanded use of data and targeting amplifies privacy concerns
- 54. Secure CheapUsable There are always tradeoffs. The way we did things is not always the way we need to do things going forward
- 55. Fail fast, fail cheap, NEVER GIVE UP
- 57. Take a good honest look at your organisational risk appetite and be ready to change it
- 58. Cultural SupportStructured approachLeadership What's worked well for us so far Top down endorsement Alignment with business strategic direction CMO/CIO collaboration Structured approach Open, frequent communications Sponsor is actively involved at every stage A culture of "nice people“ A proper change management function within the business An ear to the ground - at all levels of the business.
- 59. GUARANTEE FAILURE A Parting thought: Few things FASTER than the “SAFE” OPTION