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WELCOME TO MAKING DIGITAL WORK
Wednesday, April 27, 2011
Gareth KayDirector. Brand StrategyGoodby, Silverstein and Partners@garethk
Matt HowellGlobal Chief Digital OfficerArnold Worldwide@mrhowell
Edward BochesChief Innovation OfficerMullen@edwardboches
Alessandra LariuSVP, Digital Group Creative Director McCann Erickson@alelariu
Tim MalbonFounding PartnerMade By Many @malbonster
Matt Britton CEOMr. Youth@mattyb123
Scott PrindleVP/Executive Creative Technology DirectorCP+B @prindlescott
Kim LaamaCreative Director AKQA@kimlaama
Daniel SteinCEOEVB@danielstein
Wednesday, April 27, 2011
I don’t have to learn any digital technology because I know that no matter what I think up someone can build it.
advertising creative director
Wednesday, April 27, 2011
oh yeah?
could you think this up?
Wednesday, April 27, 2011
not without knowing something about html5, google’s APIs and what you could do with them.
Wednesday, April 27, 2011
could you think this up?
Wednesday, April 27, 2011
not without knowing exactly how Twitter works, how to leverage influencers and how to stimulate conversation
Wednesday, April 27, 2011
could you think this up?
Wednesday, April 27, 2011
not without being among the first people to use and embrace new technologies and think about building things rather than saying things.
Wednesday, April 27, 2011
could you think this up?
Wednesday, April 27, 2011
not without knowing and understanding what you can do with customer data
Wednesday, April 27, 2011
could you think this up?
Wednesday, April 27, 2011
not without thinking like a software company and knowing how to leverage the network effect
Wednesday, April 27, 2011
the work
ad
v
Wednesday, April 27, 2011
the making
v
Wednesday, April 27, 2011
briefsprocessesteamst-shaped peoplenew definition of creativerole of technologyexamplestrends
what will we cover?
Wednesday, April 27, 2011
ideasvalidationammunitionconfidencecourage
what will you get out of it?
Wednesday, April 27, 2011
Wednesday, April 27, 2011
We are living through the disorientation that comes from including 2 billion new participants in a media landscape previously operated by a small group of individuals
Wednesday, April 27, 2011
eight trends
Wednesday, April 27, 2011
eight trends
consumers want to participate
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have complex relationships with media
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we join forces to exert influence
we want to do business with human brands
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we join forces to exert influence
we want to do business with human brands
there is no such thing as perfect
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have a new definition of quality
we have complex relationships with media
community is our new source of content
we join forces to exert influence
we want to do business with human brands
there is no such thing as perfect
Wednesday, April 27, 2011
eight trends
consumers want to participate
we have a new definition of quality
attention is the new scarcity
we have complex relationships with media
community is our new source of content
we join forces to exert influence
we want to do business with human brands
there is no such thing as perfect
Wednesday, April 27, 2011
Wednesday, April 27, 2011
SEARCH
LEARN
PLA
Y
TRAN
SAC
TENTE
RTA
IN
CONNECT
Earn TrueBlue points every 2me you check in at
JetBlue
Wednesday, April 27, 2011
entertainment
awarenessbuzzattentioncultural impactscale
websitespresence engineeringsocialmobileaccessibleowned content
loyaltybarriers to exitadded valuecompetitive advantagecommunity
information utility
Wednesday, April 27, 2011
useful
shortterm
longterm
entertainingWednesday, April 27, 2011
apps
Wednesday, April 27, 2011
iAds
Wednesday, April 27, 2011
social
Wednesday, April 27, 2011
microsites
Wednesday, April 27, 2011
Wednesday, April 27, 2011
live events
Wednesday, April 27, 2011
gaming dynamics
gaming dynamics
Wednesday, April 27, 2011
video
Wednesday, April 27, 2011
experiences invite participationdefined by usersharing is essentialleverage communitycontent/utility is product
what they all have in common
Wednesday, April 27, 2011
audience
messages
target
media plan
penetrate
what has to change: mindset
Wednesday, April 27, 2011
audience
messages
target
media plan
penetrate
community
experiences
invite
interest plan
collaborate
what has to change: mindset
Wednesday, April 27, 2011
user experience and engagement are the new art and copy
what has to change:definition of creative
Wednesday, April 27, 2011
I've worked for some of the best creative shops in north america, and the biggest issues regarding digital integration that I've run into are: idea recognition and experience design. Many creative-lead shops have established methodologies for coming up with great ideas, and have senior creative directors who might not have the experience to understand/ recognize good digital ideas. (That said, it often doesn't stop the creative-lead shop at coming up with original ideas that work within the digital space.)
If traditional agencies want to be the future of digital, I think they need to invest in experience design & experience strategy. Learning how to do this, and effectively integrating those UX evangelists throughout the agency will ultimately determine those agencies that move the industry forward.
““
Jordan Julien
Digital & social strategy consultant & UX Architect for BMW, Coke, Telus, Dove, Canadian Tire, AT&T, Microsoft, Cineplex,
VISA, Toyota, GE, P&G
Wednesday, April 27, 2011
from:
who is our target?
what is our insight?
what is our message?
where do we reach them?
how do we measure success?
what has to change:the brief
Wednesday, April 27, 2011
to:
who is our community?
where do they hang out?
what value can we add?
what should our content be?
how will people get involved?
what platforms, tech, APIs should we use?
what will make it ongoing?
how will we measure success?
what has to change:the brief
Wednesday, April 27, 2011
interactive
useful
shareable
participatory
what has to change:the brief
Wednesday, April 27, 2011
CWAD
CWADSocialMobile
DesignUXTechMobile
CWDesignUXSocial
what has to change:the team
Wednesday, April 27, 2011
content strategist
copywriter
art director
web designer
IA/UX
programmer
video producer
connection planner
PR/social media
media
analytics
what has to change:skillsets
Wednesday, April 27, 2011
content strategist
copywriter
art director
web designer
IA/UX
programmer
video producer
connection planner
PR/social media
media
analytics
what has to change:skillsets
Wednesday, April 27, 2011
what has to change:the process
Wednesday, April 27, 2011
what has to change:the process
Wednesday, April 27, 2011
pressure from the top buy-in from everyonecommitment of resources actionable stepsmeasurement
where do you start:organization
Wednesday, April 27, 2011
new sources of content
actively use social media
learn what you can do with an api
partner with someone different
don’t be afraid of tech (go one step beyond)
where do you start:as an individual
Wednesday, April 27, 2011
expect mistakes how we sold
encouraging offline ae’s to think and sell digital with no training or supervision –
neglected to put digital-savvy person in new business role – arrogant enough to
think we knew what we were talking about
how we scoped
refused to acknowledge true costs of digital - gave team leftover money squeezed
from offline budgets – failed to train clients on actual value – brought message rather
than experience mentality to the space – gave digital work away to “get” the business
– perpetuated the diminished worth of digital
how we staffed
continued to hire legacy talent l focused on usage rather than future when downsizing
– assumed traditional talent could lead digital efforts - believed project management
could compensate for digitally naïve account people – defined integration as offline
people could try digital (but not the other way around)
how we delivered
collapsed all project management into one group, allowing key online pm to leave –
assumed a “brand” creative brief was enough despite lack of details to do effective
digital work - allowed traditional creative teams to present ideas before including UX
and technology – failed to unite different groups physically delayed integrating digital
media, creative, Technical Support – neglected to invest in collaborative technology,
depending too much on IT instead of developers
how we rewarded
assumed digital people would put learning on hold while they spent time cleaning up
after offline colleagues – under invested in training (formal and informal) – didn’t mandate
digital skill expansion as part of performance evaluation for all
Wednesday, April 27, 2011
iterate
Wednesday, April 27, 2011
#bdwboulder
Wednesday, April 27, 2011
thank you
Wednesday, April 27, 2011
stuff
Wednesday, April 27, 2011
social state
Wednesday, April 27, 2011
social state
Wednesday, April 27, 2011
define the job differently
Wednesday, April 27, 2011
after all that, keep up
Wednesday, April 27, 2011
expect mistakes
how we sold - encouraging offline ae’s to think and sell digital with no training or
supervision - neglected to put digital-savvy person in new business role - arrogant
enough to think we knew what we were talking about
how we scoped - refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets - failed to train clients on actual value - brought message rather than experience mentality to
the space - gave digital work away to “get” the business - perpetuated the diminished worth of digital
how we staffed - continued to hire legacy talent l focused on usage rather than future when downsizing -
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people - defined integration as offline people could try digital (but not the other way around)
how we delivered - collapsed all project management into one group, allowing key online pm to leave - assumed a
“brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology - failed to unite different groups physically l delayed
integrating digital media, creative, Technical Support - neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded - assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues - under invested in training (formal and informal) - didn’t mandate digital skill expansion as part
of performance evaluation for all
Wednesday, April 27, 2011
expect mistakes
how we sold - encouraging offline ae’s to think and sell digital with no training or
supervision - neglected to put digital-savvy person in new business role - arrogant
enough to think we knew what we were talking about
how we scoped - refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets - failed to train clients on actual value - brought message rather than experience mentality to
the space - gave digital work away to “get” the business - perpetuated the diminished worth of digital
how we staffed - continued to hire legacy talent l focused on usage rather than future when downsizing -
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people - defined integration as offline people could try digital (but not the other way around)
how we delivered - collapsed all project management into one group, allowing key online pm to leave - assumed a
“brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology - failed to unite different groups physically l delayed
integrating digital media, creative, Technical Support - neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded - assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues - under invested in training (formal and informal) - didn’t mandate digital skill expansion as part
of performance evaluation for all
Wednesday, April 27, 2011
expect mistakes
how we sold – encouraging offline ae’s to think and sell digital with no training or supervision –
neglected to put digital-savvy person in new business role – arrogant enough to think we knew
what we were talking about
how we scoped – refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets – failed to train clients on actual value – brought message rather than experience mentality
to the space – gave digital work away to “get” the business – perpetuated the diminished worth of digital
how we staffed – continued to hire legacy talent l focused on usage rather than future when downsizing –
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people – defined integration as offline people could try digital (but not the other way around)
how we delivered – collapsed all project management into one group, allowing key online pm to leave – assumed
a “brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology – failed to unite different groups physically delayed
integrating digital media, creative, Technical Support – neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded – assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues – under invested in training (formal and informal) – didn’t mandate digital skill expansion as part
of performance evaluation for all
Wednesday, April 27, 2011
expect mistakes
how we sold - encouraging offline ae’s to
think and sell digital with no training or
supervision - neglected to put digital-savvy
person in new business role - arrogant enough
to think we knew what we were talking about
how we scoped - refused to acknowledge
true costs of digital - gave team leftover
money squeezed from offline budgets - failed
to train clients on actual value - brought
message rather than experience mentality to
the space - gave digital work away to “get”
the business - perpetuated the diminished
worth of digital
how we staffed - continued to hire
legacy talent l focused on usage rather
than future when downsizing - assumed
traditional talent could lead digital
efforts - believed project management
could compensate for digitally naïve
account people - defined integration as
offline people could try digital (but not
the other way around)
how we delivered - collapsed all project
management into one group, allowing key
online pm to leave - assumed a “brand”
creative brief was enough despite lack of
details to do effective digital work - allowed
traditional creative teams to present ideas
before including UX and technology - failed to
unite different groups physically l delayed
integrating digital media, creative, Technical
Support - neglected to invest in collaborative
technology, depending too much on IT
instead of developers
how we rewarded - assumed digital people
would put learning on hold while they spent
time cleaning up after offline colleagues -
under invested in training (formal and
informal) - didn’t mandate digital skill
expansion as part of performance
evaluation for all
Wednesday, April 27, 2011
expect mistakes
how we sold - encouraging offline ae’s to
think and sell digital with no training or
supervision - neglected to put digital-savvy
person in new business role - arrogant enough
to think we knew what we were talking about
how we scoped - refused to acknowledge
true costs of digital - gave team leftover
money squeezed from offline budgets - failed
to train clients on actual value - brought
message rather than experience mentality to
the space - gave digital work away to “get”
the business - perpetuated the diminished
worth of digital
how we staffed - continued to hire
legacy talent l focused on usage rather
than future when downsizing - assumed
traditional talent could lead digital
efforts - believed project management
could compensate for digitally naïve
account people - defined integration as
offline people could try digital (but not
the other way around)
how we delivered - collapsed all project
management into one group, allowing key
online pm to leave - assumed a “brand”
creative brief was enough despite lack of
details to do effective digital work - allowed
traditional creative teams to present ideas
before including UX and technology - failed to
unite different groups physically l delayed
integrating digital media, creative, Technical
Support - neglected to invest in collaborative
technology, depending too much on IT
instead of developers
how we rewarded - assumed digital people
would put learning on hold while they spent
time cleaning up after offline colleagues -
under invested in training (formal and
informal) - didn’t mandate digital skill
expansion as part of performance
evaluation for all
Wednesday, April 27, 2011
chair
trueblue
OOH
marty st g
website
experiential
Wednesday, April 27, 2011
sour video
Wednesday, April 27, 2011
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality
attention is the new scarcity
eight trends
Wednesday, April 27, 2011