The missing link to digital success

Netværk Danmark 22. april 2013

Competitive advantage?

3 5

It depends...

3

Maps

SMS/text

Surfing while travelling

Surfing in a store

Researching products

Surfing in a restaurant

90%

64%72%

72%56%

63%

Well...

3 key drivers to digital succes

Strategi

Taktik

Eksekvering

VISION

EKSTERNAL PARTNERS

TEAM & GOVERNANCE

Technology

#1 DIGITAL TEAM

Do you know how it works?

Must be almost like driving a car

What did you order?

Some sort of pickup truck...

29% of CMOs state that their biggest challange concerning digital is securing a strong digital team

Boston Consulting Group (2012)

What exactly is it that a digital team does?

Technology

DIGITALLEADERSHIP

Product development

€

Content

Analytics

Frontend developer

Research

SEO

Media

Digital team competencies

User Experience

Project management

One size fits all?

Off course not!

But...

Digital team assessmentDigital leadership

Digital project managementDigital business development

Analytics & performanceCRM

Social mediaMobile

Dialog & touchpointsOnline media

SEO/SEMBackend developmentCencept developmentContent managementCustomer experience

Digital designInteraction design

Building a digital team

REQUIREMENTS

What does our digital ambitions require of

your team?

ASSESSMENT

What is the current strength of your team?

STATUS & GAPS

Identifying and prioritizing gaps

ANALYZE

METHOD & DELIVERIES

FOCUS

ACTIONS

Closing the gaps

IMPROVE

Evaluations and adjustments to improve

results

Analyzing business strategy &

interviewing key stakeholders

Interviewing digital team members

Competencies present in the team

and on what level REPORT Gaps - prioritizedRecommended actions:‣ Team composition‣ Roles ‣ Training‣ Inspiration‣ Recruiting

Status meetings key stakeholders

Interviewing selected digital team members

Recommending and implementing adjustments

Coordinating and implementing training

& inspiration

Refining roles & responsibilities

Recruiting needed profiles

RECOMMEND BUILD OPTIMIZE

Requirements versus current strenght of the

digital team

#2 DIGITAL GOVERNANCE

DIGITAL!

“Digital is best understood not as a subset of marketing or IT, but as a new, seperate animal”

Razorfish

“At the end of the day, we usually find that defining an organizational plan for digital is actually the easy part. Implementing that plan successfully within an existing structure, culture, and business environment can often feel like the most challenging digital deployment of all. But for organizations truly looking to leverage digital for long-term competitive advantage, the rewards are worth it.”

Razorfish

How?

Levels of organizational digital maturity

#1 Solo

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

SOLO

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

SOLO

Digital tænkning og arbejde baseret på én enkelt eller to ildsjæle

Resultater & konsekvenser‣ Knap synlige

‣ Digital betragtes som en omkostning, der skal være så lille som muligt

‣ Digital tilfører ikke værdi til forretningen

“Ground zero”

#2 Spirende

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

SPIRENDE

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

SPIRENDE

Digital tænkning og arbejde baseret på flere ildsjæle flere steder i organisationen

Resultater & konsekvenser‣ Resultater af det digitale initiativer viser sig “her og der”

‣ Digital kan tilføre værdi til de enkelte enheder hvor ildsjælene er

“Tilnærmelsesvist taktisk niveau”

#3 Decentraliseret

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

DECENTRALISERET

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

DECENTRALISERET

Digital tænkning og arbejde baseret digitale profiler alle steder i organisationen

Resultater & konsekvenser‣ Synlige resultater

‣ Digital tilfører værdi til de enkelte områder, men sjældent på tværs af forretningen

‣ Risiko for digitalt forvirrede kunder

‣ Risiko for overlappende/konkurrerende digitale initiativer

“Taktisk niveau”

#4 Centraliseret

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

CENTRALISERET

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

CENTRALISERET

Digital tænkning og arbejde baseret digitale profiler samlet i én afdeling /centre of excellence

Resultater & konsekvenser‣ Synlige resultater

‣ Digital forankret i strategien

‣ Risiko for “faglig egoscentrisme” og høj risiko for at kritisk forretningsviden fra organisationen ikke medtænkes i digitale løsninger

“Strategisk niveau”

#5 Hybrid

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

HYBRID

DIGITAL CUSTOMER EXPERIENCE & DIGITAL BUSINESS DEVELOPMENT

HYBRID

Digital tænkning og arbejde baseret på stærk forståelse og ejerskab for digital i fsk. forretningsenheder, men styret centralt

Resultater & konsekvenser

‣ Digital solidt forankret i organisation og strategi under en stærk governance

‣ Synlige og solide resultater der tilfører værdi til forretningen

‣ Prioritering af de mest forretningskritiske digitale initiativer

‣ Kritisk forretningsviden medtænkes i digitale initiativer

‣ Sammenhæng mellem de forskellige initiativer - sammenhængende digitale services

‣ Digital ER forretning

“Strategisk niveau”

Scattered digital initiatives and poor ambitions

A formalized digital strategi directs the digital initiatives

Digital permeates the overall corporate strategy

“Turning into a tech company”

#1 Solo

#2 Spirende

#3 Decentral

#4 Centraliseret

#5 Hybrid

Beginner Intermediate Expert

“While there is no one right way to manage digital, the way most institutions structure their digital teams greatly limits the outcomes they seek, because every innovation they want to do online will be limited by their own internal capacity to dream, execute, and sustain it over time.”

Communicopia

Is organizational design the Silver bullet to digital succes?

No...but it all boils down to critical mass and the right people

Team & governance‣ Team

- Folk der tænker: kan det her være rigtigt?

- Kan det være rigtigt, at vores kunder ikke kan booke p-plads dagen før afrejse?

- Kan det være rigtigt, at det skal være så besværligt at købe noget på vores website?

- Kan det være rigtigt, at vi ikke måler på vores kampagners effektivitet

- etc.

- Continous small improvements - det nye website bliver aldrig færdigt

‣ Governance- Skal sikre at de tanker kommer til overfladen, bliver hørt og prioriteret

- Skal sikre styring & koordinering

Think digital first‣ Governance is a challenging aspect of our enterprise-wide digital effort. We

have many different brands in many markets, so when it comes to digital opportunities, we can have 1,000 flowers blooming – and that’s not really scalable to any of our stakeholders who actually care.

‣ First, brands have to think digital first. Second, common platforms need to be created across brands. While a brand in a specific market may have the coolest app, a physician searching for specific information wants that information to be consistent and readily available, regardless of applications or any cool features.

Kristin Peck, EVP WW Business Development and Innovation, Pfizer

Hvad nu?‣ Sørg for at definere jeres primære mål og udfordringer‣ Identificér hvad der skal til for at nå jeres mål. Hvad kræver det af

bureuaerne, teamet og organiseringen?‣ Gennemfør en evaluering af jeres digitale team & profiler‣ Analysér jeres organsation: støtter den op om digitale initiativer?‣ Vurdér hvorvidt I får nok ud af jeres bureausamarbejde. Hvis ikke hvorfor?

Hvad er mediebureauets bud på udnyttelse af digitale muligheder?‣ Tænk tværorganisorisk. Inddrager I hinanden på tværs i tilstrækkelig høj

grad (produktudvikling, marketing/branding/salg etc.)

TAK

Christopher Sachse Aarischristopher@induce.dk

www.induce.dktwitter: @sachseaaris

+45 42940142