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WELCOME TO
MAKING DIGITAL
WORK
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
advertising
creative director
                    I don’t have to
                    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
could you think
       this up?
not without being
among the first
people to use and
embrace new
technologies and
think about building
things rather than
saying things.
could you think
       this up?
not without knowing
and understanding
what you can do
with customer data
could you think
       this up?
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   briefs
               processes
     cover?



               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
Welcome to Making Digital Work
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


               consumers want to participate
               we have complex relationships with media
eight trends


               consumers want to participate
               we have complex relationships with media

               community is our new source of content
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
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

               we join forces to exert influence
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

               we join forces to exert influence
               there is no such thing as perfect
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

               we join forces to exert influence
               there is no such thing as perfect
               we have a new definition of quality
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

               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
Welcome to Making Digital Work
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
Welcome to Making Digital Work
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:    audience
            mindset


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


                      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
from:
what has to change:
            the brief
                        who is our target?

                        what is our insight?

                        what is our message?

                        where do we reach them?

                        how do we measure success?
to:

what has to change:     who is our community?
            the brief

                        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:
                        interactive
            the brief



                        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:
            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
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
new sources of content
where do you start:
   as an individual
                      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)
how we sold
expect mistakes
                  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
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 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 delivered - collapsed all project
 how we sold - encouraging offline ae’s to
                                                 management into one group, allowing key
 think and sell digital with no training or
                                                 online pm to leave - assumed a “brand”
 supervision - neglected to put digital-savvy
                                                 creative brief was enough despite lack of
 person in new business role - arrogant enough
                                                 details to do effective digital work - allowed
 to think we knew what we were talking about
                                                 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 delivered - collapsed all project
 how we sold - encouraging offline ae’s to
                                                 management into one group, allowing key
 think and sell digital with no training or
                                                 online pm to leave - assumed a “brand”
 supervision - neglected to put digital-savvy
                                                 creative brief was enough despite lack of
 person in new business role - arrogant enough
                                                 details to do effective digital work - allowed
 to think we knew what we were talking about
                                                 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         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
               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

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Welcome to Making Digital Work

  • 2. 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
  • 3. advertising creative director I don’t have to learn any digital technology because I know that no matter what I think up someone can build it.
  • 4. oh yeah? could you think this up?
  • 5. not without knowing something about html5, google’s APIs and what you could do with them.
  • 6. could you think this up?
  • 7. not without knowing exactly how Twitter works, how to leverage influencers and how to stimulate conversation
  • 8. could you think this up?
  • 9. not without being among the first people to use and embrace new technologies and think about building things rather than saying things.
  • 10. could you think this up?
  • 11. not without knowing and understanding what you can do with customer data
  • 12. could you think this up?
  • 13. not without thinking like a software company and knowing how to leverage the network effect
  • 16. what will we briefs processes cover? teams t-shaped people new definition of creative role of technology examples trends
  • 17. what will you get out of it? ideas validation ammunition confidence courage
  • 19. 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
  • 21. eight trends consumers want to participate
  • 22. eight trends consumers want to participate we have complex relationships with media
  • 23. eight trends consumers want to participate we have complex relationships with media community is our new source of content
  • 24. 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
  • 25. 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 we join forces to exert influence
  • 26. 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 we join forces to exert influence there is no such thing as perfect
  • 27. 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 we join forces to exert influence there is no such thing as perfect we have a new definition of quality
  • 28. 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 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
  • 30. 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
  • 31. 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
  • 32. useful short long term term entertaining
  • 33. apps
  • 34. iAds
  • 40. video
  • 41. what they all have in common experiences invite participation defined by user sharing is essential leverage community content/utility is product
  • 42. what has to change: audience mindset messages target media plan penetrate
  • 43. what has to change: audience community mindset messages experiences target invite media plan interest plan penetrate collaborate
  • 44. what has to change: definition of creative user experience and engagement are the new art and copy
  • 45. 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
  • 46. from: what has to change: the brief who is our target? what is our insight? what is our message? where do we reach them? how do we measure success?
  • 47. to: what has to change: who is our community? the brief 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?
  • 48. what has to change: interactive the brief useful shareable participatory
  • 49. what has to change: the team CW CW CW Design AD Design AD UX UX Social Tech Social Mobile Mobile
  • 50. what has to change: skillsets copywriter art director web designer IA/UX programmer video producer content strategist connection planner PR/social media media analytics
  • 51. what has to change: skillsets copywriter art director web designer IA/UX programmer video producer content strategist connection planner PR/social media media analytics
  • 52. what has to change: the process
  • 53. what has to change: the process
  • 54. where do you start: organization pressure from the top buy-in from everyone commitment of resources actionable steps measurement
  • 55. new sources of content where do you start: as an individual 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)
  • 56. how we sold expect mistakes 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
  • 60. stuff
  • 63. define the job differently
  • 64. after all that, keep up
  • 65. 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
  • 66. 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
  • 67. 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
  • 68. expect mistakes how we delivered - collapsed all project how we sold - encouraging offline ae’s to management into one group, allowing key think and sell digital with no training or online pm to leave - assumed a “brand” supervision - neglected to put digital-savvy creative brief was enough despite lack of person in new business role - arrogant enough details to do effective digital work - allowed to think we knew what we were talking about 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)
  • 69. expect mistakes how we delivered - collapsed all project how we sold - encouraging offline ae’s to management into one group, allowing key think and sell digital with no training or online pm to leave - assumed a “brand” supervision - neglected to put digital-savvy creative brief was enough despite lack of person in new business role - arrogant enough details to do effective digital work - allowed to think we knew what we were talking about 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 evaluation for all offline people could try digital (but not the other way around)
  • 70. chair twitter marty st g trueblue OOH website experiential
  • 72. 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 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

Notas do Editor

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  2. Next two days, great group. A bit out of order, but smart people from whom to learn.\n
  3. for me this frames the entire need to do this\n
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  18. Who knows what this is? A shiny object. Too much thinking starts here. Let’s make something cool and creative and buzz worthy. Maybe it will go viral!\n
  19. I \n
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  35. invite them to co-create those stories with you\n
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