3 My view Informed by >20 years Client and agency side
experience Current role: Deputy Director of Shelter Communications,
Policy and Campaigns 2013: Acting Head of Digital, Shelter (on top
of day job) [email protected]
5 An analogue politician in a digital age" "I want to talk
about the future...you were the future once."
[email protected]
6 The 7 deadly emotions of Senior Management Fear Pace of
change Lack of knowledge uncertainty Insecurity Undermining their
experience Ignorance Pride Lack of trust Defensiveness (e.g. PR)
Resentment: passing the flame [email protected]
7 Managements response Downplay: Same old shit, new channel
Defensive Antagonistic But some truth? Control: keep it in its box
run a commissioning strategy Fight: A power play to own it Freeze:
Timidity/indecision Empower: (very few) Also known as: They just
dont get it! [email protected]
10 The 7 deadly emotions of Digital teams? Exercise: Do Digital
teams have their own prejudices or behaviours that act as barriers
to Senior Management? [email protected]
11 The deadly emotions of Digital teams? Frustration: I cant
get what I want done Everyones trying to do my job for me! Fear
Insecurity Ignorance Pride Lack of trust Defensiveness Resentment
Senior Management Digital teams [email protected]
Information = power (over-complication?) Righteousness Self
satisfaction (even smugness?) Defensiveness (e.g. against
devolution to spokes/ normalisation?) They just dont get it
Anti-establishment? Idealism (cf. Pragmatism)
13 Transforming the Dynamic you never really know a man until
youve stood in his shoes and walked around in them. Atticus Finch,
To kill a mockingbird [email protected]
14 What does the world look like to them? What are their hopes?
What are their fears? [email protected] Transforming the
Dynamic
15 How do they view Digital? The Finance Director The Marketing
Director [email protected] The CEO
16 How do they view Digital? The Finance Director The Marketing
Director What are they worried about? How do they view Digital?
What can you do to overcome their concerns?
[email protected] The CEO
17 How do they view Digital? The Finance Director Increasing
area of spend Small scale activity measurable.. But ROI of new
responsive site or CMS? Social Media unproven/unclear ROI Fit with
my IT team? [email protected]
18 How do they view Digital? The Finance Director Increasing
area of spend Small scale activity measurable.. But ROI of new
responsive site or CMS? Social Media unproven/unclear ROI Fit with
my IT team? [email protected] Ive got an evangelical
youngster telling me he needs 200k for the latest kit. The scary
thing is, he could be right.but Ive no way of knowing
19 How do they view Digital? The Finance Director Increasing
area of spend Small scale activity measurable.. But ROI of new
responsive site or CMS? Social Media unproven/unclear ROI Fit with
my IT team? Build trust - use evidence from small scale activity
[email protected] Ive got an evangelical youngster telling
me he needs 200k for the latest kit. The scary thing is, he could
be right.but Ive no way of knowing
20 How do they view Digital? The Marketing Director Critical to
success Measurable Constantly evolving difficult to pin down But
has to be integrated with my other channels and digital talent is
getting increasingly expensive [email protected]
21 How do they view Digital? The Marketing Director Critical to
success Measurable Constantly evolving difficult to pin down But
has to be integrated with my other channels and digital talent is
getting increasingly expensive [email protected] The
Digital team are great talented, creative and enthusiastic. But
theyre a bunch of mavericks. I cant have them going off creating
the wild west. And I cant have them hanging on to this we need
everyone to get digital
22 How do they view Digital? The Marketing Director Critical to
success Measurable Constantly evolving difficult to pin down But
has to be integrated with my other channels and digital talent is
getting increasingly expensive Show Digital is a team player.
Information is not power share it! [email protected] The
Digital team are great talented, creative and enthusiastic. But
theyre a bunch of mavericks! I cant have them going off creating
the wild west. And I cant have them hanging on to this we need
everyone to get digital
23 How do they view Digital? The CEO An area of worry An area
of threat from new digital entrants and a source of x-divisional
tension everyone fighting over this resource Plus a growing area of
spend Yet critical to success [email protected]
24 How do they view Digital? The CEO An area of worry An area
of threat from new digital entrants and a source of x-divisional
tension everyone fighting over this resource Plus a growing area of
spend Yet critical to success [email protected] I dont
have a clear view on where were going here! Do we have a joined up
Digital strategy? Do we even need one? My senior management team
arent giving me clear answers....and while the digital team seem
really enthusiastic, how much of their plans fit with our bigger
corporate issues?
25 How do they view Digital? The CEO An area of worry An area
of threat from new digital entrants and a source of x-divisional
tension everyone fighting over this resource Plus a growing area of
spend Yet critical to success Overtly demonstrate how your plans
fit with the wider organisational strategy. Be the honest broker in
x- divisional power battles [email protected] I dont have
a clear view on where were going here! Do we have a joined up
Digital strategy? Do we even need one? My senior management team
arent giving me clear answers....and while the digital team seem
really enthusiastic, how much of their plans fit our bigger
corporate issues?
26 Transforming the Digital / Senior Management dynamic Find
where you can help If theyre concerned about their lack of
involvement and knowledge, perhaps ask them to mentor some of your
team? Gain their trust Find the bridges. If they think its the same
shit, new channels, how/where is that true? Show you get it and
then show them where it isnt true Firstbe positive exceed their
expectations Then be proactive [email protected]
27 Transforming the Digital / Senior Management dynamic
Recognise Digital operates in the real world affected by petty
politics. It will be fought over. But you can bring the two Senior
Management parties together. Value the differences. What do they
bring? And what do you bring? Value both.
[email protected]
29 The Advertising industry Significant parallels A creative,
talent driven industry Full of passionate people Delivering means
(Ads) to an end (Sales) Using skills the client doesnt have
[email protected]
30 The Advertising industry The key lesson:
[email protected] Humility!
31 The IT department A steady transformation From a curious
oddity To a suspicious consumer of (lots of!) money to a strategic
driver, trusted. [email protected] 1. Sold efficiency
benefits 2. Generated the case studies to prove it 3. Became
intrinsic to the operations of the organisation 4. Used that
platform to sell the transformational potential of IT 5. Gained a
seat at strategy discussions (though sometimes via FD)
33 Checklist Put yourself in their shoes Emancipate the Senior
Manager - take their digital issues away Excite them Make it
accessible Transform digital from a worry run by a flaky team to a
strategic asset driven by a trusted team
[email protected]
35 Three types of CMO Traditionalists (37 per cent of marketing
leaders) Social strategists (33 per cent) Digital pacesetters (30
per cent) The traditionalists are categorised as those least adept
at exploiting big data and digital opportunities; social
strategists are more adept but still have room for improvement, and
digital pacesetters are the most effective at harnessing the latest
technologies. The latest IBM Global C-suite Study
[email protected]
