MDW Boulder April '11 | Edward Boches_The Evolving Landscape, Consumer and Marketplace

WELCOME TO
MAKING DIGITAL
WORK

Wednesday, April 27, 2011

Edward Boches Matt Howell Gareth Kay Matt Britton
Chief Innovation Officer Global Chief Digital Officer Director. Brand Strategy CEO
Mullen Arnold Worldwide Goodby, Silverstein and Partners Mr. Youth
@edwardboches @mrhowell @garethk @mattyb123

Tim Malbon Alessandra Lariu Daniel Stein Kim Laama Scott Prindle
Founding Partner SVP, Digital Group Creative Director CEO Creative Director VP/Executive Creative Technology Director
Made By Many McCann Erickson EVB AKQA CP+B
@malbonster @alelariu @danielstein @kimlaama @prindlescott


I don’t have to
advertising
creative director

learn any digital
technology
because I know
that no matter
what I think up
someone can
build it.


oh yeah?
could you think this up?


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


could you think
this up?


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


what will we
cover? briefs
processes
teams
t-shaped people
new definition of creative
role of technology
examples
trends


what will you get
out of it?
ideas
validation
ammunition
confidence
courage


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

LE
AR
AY

N
PL

Earn
TrueBlue

points
every
2me

you
check
in
at

JetBlue

CT
EN

SA
TE

AN
RT

TR
AIN

CONNECT

entertainment information utility
awareness websites loyalty
buzz presence engineering barriers to exit
attention social added value
cultural impact mobile competitive advantage
scale accessible community
owned content


useful

short long
term term

entertaining

apps


iAds


social


microsites


live events


gaming
dynamics


video


what they all have
in common experiences
invite participation
defined by user
sharing is essential
leverage community
content/utility is product


what has to change:
mindset audience
messages
target
media plan
penetrate


what has to change:
mindset audience community
messages experiences
target invite
media plan interest plan
penetrate collaborate


what has to change:
definition of creative
user experience
and engagement
are the new art
and copy


“
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


what has to change:
the brief 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?


what has to change:
the brief
interactive
useful
shareable
participatory


what has to change:
the team

CW CW CW Design
AD Design AD UX
UX Social Tech
Social Mobile Mobile


what has to change:
skillsets

copywriter

art director

web designer

IA/UX

programmer

video producer

content strategist

connection planner

PR/social media

media

analytics


what has to change:
the process


where do you start:
organization pressure from the top
buy-in from everyone
commitment of resources
actionable steps
measurement


where do you start:
as an individual
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)


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
post@makingdigitalwork.posterous.com


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 how we delivered - collapsed all project
think and sell digital with no training or management into one group, allowing key
supervision - neglected to put digital-savvy online pm to leave - assumed a “brand”
person in new business role - arrogant enough creative brief was enough despite lack of
to think we knew what we were talking about details to do effective digital work - allowed
traditional creative teams to present ideas
how we scoped - refused to acknowledge before including UX and technology - failed to
true costs of digital - gave team leftover unite different groups physically l delayed
money squeezed from offline budgets - failed integrating digital media, creative, Technical
to train clients on actual value - brought Support - neglected to invest in collaborative
message rather than experience mentality to technology, depending too much on IT
the space - gave digital work away to “get” instead of developers
the business - perpetuated the diminished
worth of digital

how we staffed - continued to hire how we rewarded - assumed digital people
legacy talent l focused on usage rather would put learning on hold while they spent
than future when downsizing - assumed time cleaning up after offline colleagues -
traditional talent could lead digital
under invested in training (formal and
efforts - believed project management
informal) - didn’t mandate digital skill
could compensate for digitally naïve
expansion as part of performance
account people - defined integration as
offline people could try digital (but not evaluation for all
the other way around)


expect mistakes

how we sold - encouraging offline ae’s to how we delivered - collapsed all project
think and sell digital with no training or management into one group, allowing key
supervision - neglected to put digital-savvy online pm to leave - assumed a “brand”
person in new business role - arrogant enough creative brief was enough despite lack of
to think we knew what we were talking about details to do effective digital work - allowed
traditional creative teams to present ideas
before including UX and technology - failed to
how we scoped - refused to acknowledge unite different groups physically l delayed
true costs of digital - gave team leftover integrating digital media, creative, Technical
money squeezed from offline budgets - failed Support - neglected to invest in collaborative
to train clients on actual value - brought technology, depending too much on IT
message rather than experience mentality to instead of developers
the space - gave digital work away to “get”
the business - perpetuated the diminished
worth of digital

how we staffed - continued to hire how we rewarded - assumed digital people
legacy talent l focused on usage rather would put learning on hold while they spent
than future when downsizing - assumed time cleaning up after offline colleagues -
traditional talent could lead digital under invested in training (formal and
efforts - believed project management informal) - didn’t mandate digital skill
could compensate for digitally naïve expansion as part of performance
account people - defined integration as evaluation for all
offline people could try digital (but not
the other way around)


chair twitter marty st g

trueblue
OOH website

experiential


sour video


eight trends

attention is the new scarcity


MDW Boulder April '11 | Edward Boches_The Evolving Landscape, Consumer and Marketplace

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