N

HACKIN

G

bit.ly/organisationhacking

I don’t think that you can

take a ‘legacy’ organisation

and really, truly, integrate

SEO effectively.

So cheat.

Everybody

Jono Alderson

Head of Insight @ Linkdex

@jonoalderson

Collette Easton

VP Enterprise @ Linkdex

@gincollette

Tactica

lexecutio

n

Organisationa

l

Strategy

Our Challenges

Websites, platforms,

tech, CMS, IT, dev...

In-house...

It’s getting harder to effect change without

actually changing stuff

Agencies...

It’s getting harder to outsource SEO as a

stand-alone or compound service

We Struggle

Understanding

Content/campaign signoff

Technical improvements

Disruptive or real-world change

Legacy Organisational Structure

Departmentalisation

Some organisations can’t,

and never will, have a

content strategy.

You’re trying to do new,

complex things

You’re relying on

processes which don’t

exist

(many organisations don’t have mechanics

for any kind of structured change)

Has everybody seen this?

...and this?

Yikes

.

Opinion, experience &

entrenched behaviours.

So what can you do?

Strategies for winning

Don’t underestimate politics

It’s bigger than

you, and bigger

than SEO.

Stakeholder Impact

Hint: Individual,

human beings,

with goals, fears,

and motivations

The ultimate in change

management?

Stakeholder alignment

Start at the top

A CEO’s job is to be in

control. Frame your

language around this.

Talking in terms of

management and

competition makes it real

and familiar.

Stakeholder Persuasion

5:10 - 6:10

ish

Stakeholder buy-in

Create a plan

Some Tactical Thinking

Overcoming Objections

Anticipate, kill, and wow people.

Get off the defensive.

The biggest objection...

There’s a finite amount of this

Newsflash!

Budget holders don’t care about your campaigns,

Google, Pandas or links.

Show the numbers.

Removes

opinion

Nobody’s

gonna’

challenge this!

Compelling.Detail available

Show your working.

People struggle to

maintain an understanding

of complex concepts

Visualise it.“Can you do me a one-pager on

that?”

means they struggle to grasp the

complete concept

Manages

objections!

Visualises a

complex concept

Tells a hard truth,

safely, with a solution

But also…...focus on opportunity cost

Fear, greed and loss aversion

Lost salary for 2 months whilst finding a new job

X hours repairing social reputation, on an equivalent day rate of

Y

20% pay cut to overcome hiring challenges x 18 months to

recover

Total negative ROI = ???

What’s the ROI of not wearing

your trousers to work?

Trousers it is, then.

Equity is a sexy concept...and equity loss is scary

Great language

for C-levels!

Join up your strategy

with your tactics and

metrics

Connect Objectives to KPIs to

Tactics

bit.ly/digital-marketing-by-numbers

Objective Goal KPI Key Segments Performance

Be seen as

thought leaders

Get people reading

and engaging with our

blog

# > 2 minute, 60%

scroll visits to unique

blog posts (per month)

Category

Author

Post

Total daily applause

rate from all blog

content (rolling, daily)

Provide the best

customer service

in our sector

Provide great content

which answers to (and

pre-empts) user

questions and needs

% satisfaction rate

(rolling, monthly)

Site section

Page type

Author

Enable visitors to fulfil

their objectives

% task completion

rate (rolling, monthly)

Task

Persona

Full process here

Define what competitor

strategy looks like

Pretend you’re your

competitor. Articulate

their strategy in the first

person.

Back up with

supporting

evidence

Highlight

weaknesses/opportuniti

es

...before pitching your own

Define what tactical success

looks like...with specific outcomes

Manages

expectations

USPs suck

...and you can’t create them.

Unique value

proposition

Create a UVP instead.

All of this can get quite

complex...

...so make education a freemium commodity

Roadmaps

Reassuring(ly

complex)

Reaffirms the

strategic

context of

tactical actions

Highlights enablers (and vanity requirements)

Complexdecisions

Visualising stops

back-and-forth

One sheet of paper,

every aspect,

requirements and

results

Having a

recommendati

on reaffirms

you as the

expert

...aren’t really for

the techies.

Technical

Briefings

Practice with easy stuff

Change something

inconsequential, just to

stress-test the process*

*This will be a horrendous

experience

Processes

Provides transparency

and reassurance (any

process is better than no

process)

Gentle reminder

of effort, skills

and decision-

making involved

Clear next steps

and owners, with

escalation

processes

Applies to simple

processes, too.

Play games to solidify understanding

Allows people to

safely admit that

they’re not the

experts Validates your

recommendation

s & tactics

Entropy sucks

Relationships, businesses and services

(d)evolve

In Summary

Align your expectations & behaviour with

wider business needs

In Summary

Engage with stakeholders in their language,

in their world, in a way they understand

In Summary

Don’t oversimplify, but make it easy.

In Summary

We’re human; we struggle; make it easy to

consume, share, champion.

In Summary

Be transparent, confident, and in control.

People look for opportunities to object.

In Summary

Get the right people to tell compelling

stories in the right language, considering

the bigger picture scenario in a way which

pre-empts objections.

Thanks!