Anatomy of a digital project seminar - 8th November, London

SHARING SUCCESS:

THE ANATOMY OF A DIGITAL PROJECT

Andrea BurrowsGLOBAL MANAGING DIRECTOR

Donatella HuijtsPROJECT MANAGEMENT DIRECTOR

@precedentcomms #precsem

INTRODUCTIONS:Andrea Burrows, Global Managing DirectorDonatella Huijts, Project Management DirectorThea Povell, Marketing ExecutiveRemeny Armitage, Relationship ManagerAlex Pearce, Bids and Contracts Manager


AGENDA:Defining digital transformationHow to achieve a successful digital transformationBreakReal life case studiesStarting your journey


WHAT IS DIGITAL?IN-HOUSE:– Websites– Tablet & mobile– Social profiles– Blogs & articles

EXTERNAL:– Content

syndication– SEO & SEM– Social marketing– Online campaigns

PHYSICAL:– Digital signage– Digital kiosk– Virtual guide– Virtual host


WHAT IS DIGITAL


TRANSFORMATION?

Evolving an organisation’s ways of working in order to continue delivering its mission in the face of changing technology, competition, audience need and behaviour.


One third of UK business leaders are concerned about a significant new competitor from the technology sector.PWC Annual Global CEO Survey


From 1965 to 2012, the ‘topple rate’ increased by almost 40% as digital technology ramped up competition, disrupted industries and forced businesses to clarify their strategies, develop new capabilities and transform their cultures.

McKinsey, 2016


Five pillars of a successful digital transformation

1. BE CLEAR ABOUT THE STRATEGY.2. THINK ‘CUSTOMER FIRST’.3. INVEST IN DIGITAL.4. BUILD THE CULTURE.5. ALIGN KPIS.


THINK BIGSTART SMALLACT QUICKLY


BH AG


BIGHAIRY AUDACIOUS GOAL


Things to ask yourselves when defining a vision.

1. OUR CAUSE WHO, WHAT WHERE?

2. OUR ACTIONS WHAT DO WE DO?

3. OUR IMPACTWHAT CHANGE CAN YOU SEE?


“To refresh the world in mind, body and spirit. To inspire moments of optimism and happiness through our brands and our actions. To create value and make a difference.


“To organise the world’s information and make it universally accessible and beautiful.”


“To make a positive impact in our communities; prepare young people to be active citizens; embrace and contribute to social change. ”


“To offer designer eyewear at a revolutionary price, while leading the way for socially-conscious businesses”


“To create a better everyday life for the many people”


DISCUSSION TIME:WHAT’S YOUR(AND WHAT ARE THE BARRIERS?)B.H.A.G?



BLUE OCEAN


• Reinvented the circus by developing uncontested market space, making the competition irrelevant.

• Profitably increased revenue 22-fold over the last ten years by creating a ‘blue ocean’.

• A logistics platform, not simply a food delivery service.

• Now spread across 65 cities.

• Profits for 2016 are set to hit £130m, representing a 1,000% increase on last year’s figures.

• Allows customers to rent out parking spaces at their homes or businesses.

• In 2014 announced partnership with BMW, whose cars will feature a built-in JustPark dashboard app.

• The startup raised £3.7m via Crowdcube in January 2015

• Connecting blind and sighted people all over the world via live video connection

• Allows sighted people to spend free time ‘micro-volunteering’, rather than playing games on mobile devices.

• Designed to leverage the accessibility features available on Apple’s iPhone.

• Founded in 1902, initially mining mineral deposit for grinding-wheel abrasives.

• Moved to producing sandpaper when it transpired that the minerals were of little value.

• Reinvented as a leading stationery and office supplies manufacturer.

• Initially envisioned as a cryptography company, then later as a means of transmitting money via PDAs.

• Ultimately became the default online payments system of millions.

• Founded in 1998, able to change course by 2002, leading to purchase by eBay for $1.5 billion

• An established joint-stock commercial bank.

• Founded the digital-centred Orange Bank to target younger consumers.

• Simple high-return products and one-minute account signup, without requiring traditional branch networks or complex product portfolios.

• Developed a suite of tools to help visitors to Disney theme parks.

• The tech-enabled ‘magic band’ facilitates reservations and customer routing.

• Disney were able to host an additional 3,000 guests each day of the 2013-14 holiday season.

• Invented the very first digital camera in 1975.

• Failed to capitalise on their innovation due to executives’ fears of investing in digital film.

• Emerged from bankruptcy in 2013. Now focuses on imaging solutions and services for businesses.


BETTER TO BE A CHAMELEON…


…THAN AGREAT WHITESHARK.

BLOCKERSTO TRANSFORMATION?

WHAT ARE YOUR BIGGEST


Tackling the biggest blockers to transformation:

• Outdated technology• Time• Budget• Structure and process• Lack of buy in• No clarity of purpose• Quality of management• Lack of required talent• Culture


FAIL TO EVOLVE?WHY DOBUSINESSES


PHYSICALPSYCHOLOGICALSTRATEGIC


CHANGE ISHARD @precedentcomms #precsem

$83bn is lost each year due to poor customer experience.IBM


DATA-EMPOWERED DECISION MAKING.


CONNECTIVITY.

AUTOMATED PROCESSES.


4% of Global 500 business have a board that’s digitally ready.Russell Reynolds survey, 2016


Steps towards digital fluency:• Build a relevant board.• Digital is everyone’s job, every day.• Be humble.• Introduce ‘reverse mentoring’. • Collaboration and sharing.• Internal communication. • Be enabled, not inundated by technology.


INTERNAL COMMUNICATION.


BE ENABLED, NOT INUNDATED, BY TECHNOLOGY


Steps towards digital fluency:

• Build a relevant board.• Digital is everyone’s job, every day.• Be humble.• Introduce ‘reverse mentoring’. • Collaboration and sharing.• Internal communication. • Be enabled, not inundated by technology.


JOBS THAT DON’TEXIST TODAY…


…AND THOSEOF THE FUTURE


TRANSFORMERIN CHEIF


BE HUMBLE.LISTEN.BE INQUISITIVE.RESPECT DIFFERENCES.


Culture eats strategy for breakfast.Peter Drucker


‘One of the things you find in companies is that once a culture is formed it takes nuclear weaponry to change it’.Jeff Bezos, founder of Amazon


Examples of KPIs• User satisfaction - are users happy with the service

you’ve provided? This is determined using web metrics and user research

• Digital take-up - the percentage of your target take-up audience that you have reached

• Completion rate - the percentage of completed transactions out of started transactions

• Cost per transaction - the total estimated cost of your service per month (this varies for some services) divided by the number of completed transactions


When you’ve finished changing, you’re finished. Benjamin Franklin.


PART TWO:PRACTICE


THE ANATOMY OF A DIGITAL PROJECT


START WHERE YOU ARE

THE ANATOMY OF A DIGITAL PROJECT:

GETTING DOWN TO BUSINESSUNDERSTAND YOUR AUDIENCECRAFT THE EXPERIENCEMAKE IT A REALITYEVOLVE THE CONVERSATION


GETTING DOWN TO BUSINESS



o Getting underneath your organisation’s drivers and objectives

o Identifying what is truly achievable

o Acknowledging and understanding any existing constraints


GETTING DOWN TO BUSINESS: TOOLS

o Digital SWOT analysis

o Expert reviews

o Stakeholder maps and RACI matrices


University of Sussex

To define a digital vision for the University; to ensure that this is embedded in University strategy, and to help assess what people, systems and processes are necessary to deliver this vision.

University of Aberdeen


University of Aberdeen


o Develops a value-focussed business roadmap

o Optimises investment with clear measures

o Provides identification of competitive advantage


UNDERSTAND YOUR AUDIENCE


UNDERSTAND YOURAUDIENCE

o Solves real problems and identifies low-hanging fruit

o Discovers a user’s scenarios, emotional state and environment at key touchpoints with you

o Removes reliance from outdated demographics e.g. ‘young people’


UNDERSTAND YOURAUDIENCE: TOOLS

o ‘3 dot’ audience prioritisation

o Qual and quant research techniques: surveys, interviews, focus groups, contextual observations

o Persona development (critical tasks and pain points)


UNDERSTAND YOURAUDIENCE

o Quantifies opportunities to deliver competitive advantage

o Provides real world examples for replicationacross the business


CRAFT THE EXPERIENCE


CRAFT THEEXPERIENCE

o Whole team approach – design, process and development

o Validate quickly with users directly

o Focuses on solving the right problem


CRAFT THEEXPERIENCE: TOOLS

o ‘Post-it note’ information architecture

o Lo-fi, paper and browser prototyping

o Refining and removing content

o Visual design flow and mood-boarding


CRAFT THEEXPERIENCE

o Reduces the risk of errors in final designand development

o Enables optimisation of customer experience without costly revisions

o Allows wider input to verify concept at an early stage


MAKE IT AREALITY


MAKE ITA REALITY

o Deciding what goes under the hood

o Considering integration points

o Investigating hosting platforms to boost performance


EVOLVE THECONVERSATION


EVOLVE THE CONVERSATION

o Deepening your ability to measure and monitor success

o Ensuring continuous improvement and senior buy-in

o Developing a fail-fast mentality to all digital initiatives


EVOLVE THE CONVERSATION: TOOLS

o Customer feedback surveys

o Continued program of user testing

o Competitor analysis and benchmarking

o Brand recognition and awareness surveys


Monash University

EVOLVE THE CONVERSATION

o Sustainable growth of customer acquisition and retention

o Deepened insight into customer needs, wantsand the purchase lifecycle

o Continued competitive advantage


BUT WHAT DOES IT ALL MEAN?


WHERE DO I START?:3 STEPS TOSUCCESS


BIGHAIRY AUDACIOUS GOAL


30 NOVEMBER 201610% DISCOUNT ON TICKETS:PrecedentCustomerCode (1 ticket)PrecedentCustomer Code2 (2 tickets)

TECHSMARTNFP.COM


MEANINGFUL IDEAS,INTELLIGENTLY DELIVERED.”


QUESTIONS & THANK YOU.


Anatomy of a digital project seminar - 8th November, London

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Transcript of Anatomy of a digital project seminar - 8th November, London