digital maturity - a client & agency perspective
DESCRIPTION
Digital Maturity. What is it? Are you there yet? Believe it or not, many corporate organizations (and some communications agencies) have not yet reached digital maturity. Many lag behind the general public’s ability to adapt to the new digital marketplace. This session provides you an insight into key markers of what a digitally mature organization looks and acts like.TRANSCRIPT
Digital Maturity.What Is it. Are We There Yet?
1. How might it be defined?2. What does it look like?3. Why is it important?
• Not the only de+inition. My perspective; from experience.
• Two views of website (client/service provider).
• How to leverage insight in your own business
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• Vancouver, BC, Canada
• Office in NYC
• Founded in 2002
• Independently owned
• Senior leadership focused
• Team staffing of twenty five
• Client base across North America
About us.
• Role focused on prospecting new business; growing existing business.
• Lots of conversations across the client organization; senior level importance.
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What digital maturity isn’t.
• Category complacency
• Technological opportunism
• Social media internships
• Category complacency -‐ Not about what your competitors are doing. Consider all digital experiences by your customers.
• Technological opportunism -‐ Not about building it because you can. Fit the need.
• Social media internships -‐ Thoughtful digital staff resourcing approach.
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Drivers ofdigital maturity.
• Leadership traits
• Organizational intent
• Business insight & focus
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Digitalleadership traits.
• Intensity of commitment
• Strong communicator
• Digital DNA
• Intensity of commitment -‐ different approach OK. Believe in the value of digital. Not always from top.
• Strong communicator-‐ have inBluence across all levels of the organization.
• Digital DNA-‐ understand digital well enough to educate or inspire.
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OrganizationalIntent.
• Collective behavior
• Documented strategy
• Balanced funding
• Collective behaviour -‐ involved IT, legal, marketing, operations, Binance and HR.
• Documented strategy -‐ plan ahead. Documentation to drive buy-‐in.
• Balanced funding -‐ capital expenditure dollars, marketing budget allocation etc.
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Businessinsight & focus.
• Market/big data collection
• Web/mobile/social analytics
• Customer feedback
• Market/big data collection -‐ audit everything. But choose relevant information.
• Web/mobile/social analytics -‐ look back far enough to uncover patterns.
• Customer feedback -‐ don’t forget the human element.
Typical barriersfor digital maturity
• Organizational culture
• Expense vs. investment
• Resource prioritization
• Short-term vs. long view
• ROI clarity
• Organizational culture -‐ Bind your digital allies.
• Expense vs. investment -‐ business tool; earn revenue, manage costs.
• Resource prioritization -‐ short, medium, long term needs approach.
• Short-‐term vs. long view – consider immediate return versus future gains.
• ROI clarity -‐ deBine the potential outcomes (KPIs and KBIs); business case development.
Digital maturitypayoff
• 26% more profitable
• 12% higher market valuation
• 9% more revenue generation
Source: MIT Center for Digital Business
Digital MaturityModel - Web Client
Digital Business TransformationThe aim is to obtain a clear understanding of your organization, and identify where and how digital can be transformational in your business.
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• Website -‐ not integrated with internal systems.
• Success -‐ simply measured by trafBic count.
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• Website -‐ integrated with internal systems; starting to capture user data.
• Success -‐ lead generation/qualiBication.
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• Website -‐ cross platform experience; user journey engagement.
• Success -‐ leads converted into Birst time purchasers.
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• Website -‐ fully integrated internal systems across departments.
• Success -‐ customer retention; repeat purchase.
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• Website -‐ becomes an engagement platform; provides high level of value.
• Success -‐ lifetime value customer.
Sectors of digital maturity.
• Banking organizations
• Insurance companies
• Travel/hospitality groups
• One thing in common; customer driven change.
• Commodity offering differentiated by digital.
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Nike digital maturation.
Advertising Product innovationMobile ecosystemCustom web
Digital Maturity Model - Digital Agency
Agency EvolutionRedefining the value we bring to our client partners, and structuring the agency service mix to best fulfil their emerging needs.
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Digital maturity agency model
• Redefining value
• Restructuring the service mix
• Focused on emerging needs
• Rede+ining value -‐ change the nature of conversations. Right people to have conversations with.
• Restructuring the service mix -‐ blend digital “natives” with business experience leads.
• Focused on emerging needs -‐ continue to act on behalf of the consumer; they’re the ones changing the landscape.
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Strategy partner
Vendor partner
Can you design and build our website?
Respond With:Scope & Budget
Level 1 Engagement-‐ Spectrum of engagement and reliance.-‐ Faced with pre-‐determined role and outputs.
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Strategy partner
Vendor partner
Can you define what our website should be?
Respond With:Content Strategy & Approach
Level 2 Engagement-‐ Deepen the conversation with your client. -‐ Expand contact base to other departments. -‐ Seek out the problem/opportunity.
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Strategy partner
Vendor partner
Can you help define our online strategy?
Respond With:User-Centered Strategic Plan
Level 3 Engagement-‐ Look across all web/mobile/social touchpoints.-‐ Answer business goals across operations, HR, marketing etc. -‐ Keep the user in the center.
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Strategy partner
Vendor partner
What other digital experiences should we consider?
Respond With:Digital Roadmap Strategy
Level 4 Engagement-‐ Focus on broad business issues, now and in future.-‐ Product or service roadmap combined with user journey model. -‐ OfBline integration opportunities?
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Strategy partner
Vendor partner
Can you identify new business opportunities in the digital landscape?
Respond With:Digital Business Transformation Strategy
Level 5 Engagement-‐ Deep dive into the organization’s future business model.-‐ Digital across all departments, and lots of C-‐level conversations. -‐ Revenue growth, proBitability, operational efBiciencies.
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Final thoughts.
• What type of working relationship do you have.
• Are the right questions being asked (early, and often).
• Who are the decision makers and advocates.
Thank you.
Dean ElissatVP Client Engagement
@delissat