mdw boulder april '11 | edward boches_the evolving landscape, consumer and marketplace

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


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


oh yeah?

could you think this up?


not without knowing something about html5, google’s APIs and what you could do with them.


not without knowing exactly how Twitter works, how to leverage influencers and how to stimulate conversation


not without being among the first people to use and embrace new technologies and think about building things rather than saying things.


not without knowing and understanding what you can do with customer data


not without thinking like a software company and knowing how to leverage the network effect


the work

ad

v


the making

v


briefsprocessesteamst-shaped peoplenew definition of creativerole of technologyexamplestrends

what will we cover?


ideasvalidationammunitionconfidencecourage

what will you get out of it?


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


eight trends


eight trends

consumers want to participate


eight trends


we have complex relationships with media


eight trends



community is our new source of content


eight trends




we want to do business with human brands


eight trends




we join forces to exert influence



eight trends






there is no such thing as perfect


eight trends


we have a new definition of quality







eight trends



attention is the new scarcity







SEARCH

LEARN

PLA

Y

TRAN

SAC

TENTE

RTA

IN

CONNECT

Earn TrueBlue points every 2me you check in at

JetBlue


entertainment

awarenessbuzzattentioncultural impactscale

websitespresence engineeringsocialmobileaccessibleowned content

loyaltybarriers to exitadded valuecompetitive advantagecommunity

information utility


useful

shortterm

longterm

entertainingWednesday, April 27, 2011

apps


iAds


social


microsites


live events


gaming dynamics

gaming dynamics


video


experiences invite participationdefined by usersharing is essentialleverage communitycontent/utility is product

what they all have in common


audience

messages

target

media plan

penetrate

what has to change: mindset


audience

messages

target

media plan

penetrate

community

experiences

invite

interest plan

collaborate

what has to change: mindset


user experience and engagement are the new art and copy

what has to change:definition of creative


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


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


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?



interactive

useful

shareable

participatory



CWAD

CWADSocialMobile

DesignUXTechMobile

CWDesignUXSocial

what has to change:the team


content strategist

copywriter

art director

web designer

IA/UX

programmer

video producer

connection planner

PR/social media

media

analytics

what has to change:skillsets


what has to change:the process


pressure from the top buy-in from everyonecommitment of resources actionable stepsmeasurement

where do you start:organization


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


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


iterate


#bdwboulder

[email protected]


mailto:[email protected]

mailto:[email protected]

thank you


stuff


social state


define the job differently


after all that, keep up


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


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


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


chair

trueblue

twitter

OOH

marty st g

website

experiential


sour video









attention is the new scarcity

eight trends


mdw boulder april '11 | edward boches_the evolving landscape, consumer and marketplace

Technology

complex relationships

new source of contentwednesday

new scarcitywednesday

digital technology

human brandswednesday

toleverage influencersand

workad vwednesday

making vwednesday