Digital Transformation 'Before and After' seminar 10th February, Edinburgh
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Evidenced by ‘before and after’ case studies from famous brands and major organisations, Tim O'Donnell (Operations Director) and Rob van Tol (Senior Strategy Consultant) will explore how you can build a digital culture and achieve your organisation’s own digital transformation. You’ll learn about: The three stages of digital transformation The top six global trends affecting all sectors and industries How to craft your own digital vision in order to enhance customer experience, gain competitive advantage, improve engagement and drive down the cost to serve Tim and Rob will also share behind-the-scenes insights from Precedent's own transformation programmes, working with clients such as the British Heart Foundation, the University of Aberdeen and BlackRock.
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Digital Transformation 'Before and After' seminar 10th February, Edinburgh
- 1. BEFORE &AFTER PRECEDENT HOWTOBUILDADIGITALCULTURE Tim O'Donnell OPERATIONS DIRECTOR DIGITALTRANSFORMATION @precedentcomms #precsem Robert van Tol CLIENT DIRECTOR
- 3. WHAT IS DIGITAL? @precedentcomms #precsem IN-HOUSE: – Websites – Tablet&mobile – Socialprofiles – Blogs&articles EXTERNAL: – Contentsyndication – SEO&SEM – Socialmarketing – Onlinecampaigns PHYSICAL: – Digitalsignage – Digitalkiosk – Virtualguide – Virtualhost
- 6. Evolving an organisation’s ways of working in order to continue delivering its mission in the face of changing technology, competition, audience need and behaviour. @precedentcomms #precsem
- 7. shared idea lived experience how it works effective plumbing Mission
- 10. @precedentcomms #precsem 26 YEARS +100 EXPERTS IN DESIGN, TECH, STRATEGY & UX 6 LOCATIONS PRECEDENT.COM
- 11. @precedentcomms #precsem DIGITAL STRATEGY WEBSITES, TABLET & MOBILE DIGITAL TRANSFORMATION PRECEDENT.COM
- 13. Generation Z don’t want what came before them.1
- 14. 47% of all jobs will disappear over the next 20 years. 2
- 15. ‘Global’ is achievable and everyone’s a jetsetter. 3
- 16. We experience life through our devices. 4
- 17. We’re about to be blindsided by climate change. 5
- 18. Local, bespoke & personalised are the new Big Business. 6
- 26. SURFACE AUDIENCE INTERNAL TACTICAL CHANGE TO TEST THE CASE FOR BIGGER TRANSFORMATION. @precedentcomms #precsem
- 27. SURFACE AUDIENCE INTERNAL TRANSFORM THE AUDIENCE EXPERIENCE WITHIN INTERNAL CONSTRAINTS. @precedentcomms #precsem
- 28. SURFACE AUDIENCE INTERNAL TRANSFORM INTERNAL OPERATIONS TO MATCH THE AUDIENCE EXPERIENCE. @precedentcomms #precsem
- 29. LEARNING FROM PROS: BEFORE &AFTER @precedentcomms #precsem 3STAGESOFTRANSFORMATION
- 30. “ To provide our customers with the most convenient access to media entertainment.” @precedentcomms #precsem
- 33. “To be the best global entertainment distribution service.” @precedentcomms #precsem
- 35. THEN TO NOW: NETFLIX • 1997 Company founded • 2007 1 billionth DVD delivered • 2014 Spent $0 on marketing DVDs vs. $US65 million per quarter on streaming • 2015 Launched in Australia and New Zealand • 2016 Spending $US5 billion on programming • 2017 Expanding to stream in 200 countries @precedentcomms #precsem
- 37. SURFACE AUDIENCE INTERNAL SUPERFICIAL CHANGE TO TEST THE CASE FOR BIGGER TRANSFORMATION. @precedentcomms #precsem
- 39. SURFACE AUDIENCE INTERNAL TRANSFORM THE AUDIENCE EXPERIENCE WITHIN EXISTING CONSTRAINTS. @lindzeiy @precedentcomms #precsem
- 42. SURFACE AUDIENCE INTERNAL TRANSFORM INTERNAL OPERATIONS TO MATCH THE AUDIENCE EXPERIENCE. @precedentcomms #precsem
- 44. @precedentcomms #precsem BUT WHAT IF YOU AREN’T NETFLIX?
- 46. 10 Best CDO Practices for Dealing with Digital Transformation 1. Buildahigh-performancedigitalteam 2. Digitalshouldbeeveryone'sjob 3. Don'tdodigitalforthesakeofdigital 4. Dofewerthingsbetter 5. Createanatmosphereofcollaboration 6. Bakedata-informedthinkingintotheculture 7. Thinkfromtheoutside-in 8. Sometimesit'sbettertobegforforgivenessthenaskpermission 9. Getexperimentalandanalytical 10. Managementneedstolivedigital Perry Hewitt, Harvard Chief Digital Officer
- 47. BARRIERS TO CHANGE • Misconceptions about digital • Departments trapped in silos • Traditional culture and mind sets • Rewards for being risk-averse • Small budgets (and getting smaller) • Wide gaps in audience knowledge @precedentcomms #precsem
- 48. DIGITAL • insight-lead • radical idea seeking • customer driven • constraints limited • fashion influenced MANAGEMENT • finance-led • consensus seeking • agenda driven • resource limited • ego influenced DIFFERENT LANGUAGE
- 49. “In the last 5 years, the world has moved faster outside the business than in it.” H O W W O U L D Y O U T R A N S F O R M ? @precedentcomms #precsem
- 50. “Our structure is too cumbersome, decision making too slow.” H O W W O U L D Y O U T R A N S F O R M ? @precedentcomms #precsem
- 51. “We will be faster with innovation, smarter with taking risks, bolder with moves that drive transformation.” H O W W O U L D Y O U T R A N S F O R M ? @precedentcomms #precsem
- 56. 20% MORE SPEND THAN IN-STORE
- 58. 30% MORE SPEND THAN CASHIERS
- 60. • Audiences are already digital-first • Competition from other sectors and areas • Opportunities to cost-save and grow reach • Competition for top staff talent • ‘Traditional’ services under scrutiny • Service ‘shelf-life’ will only get shorter @precedentcomms #precsem REASONS TO CHANGE
- 61. DISCUSSION TIME: WHAT’S YOUR &WHATARETHEBARRIERS? @precedentcomms #precsem VISION
- 62. LEARNING FROM PROS: BEFORE &AFTER @precedentcomms #precsem 3STAGESOFTRANSFORMATION
- 63. SURFACE AUDIENCE INTERNAL TACTICAL CHANGE TO TEST THE CASE FOR BIGGER TRANSFORMATION. @precedentcomms #precsem
- 65. BEFORE
- 66. BEFORE AFTER
- 68. SHARES UP FROM $8 IN 2009 TO $89 NOW
- 70. BEFORE
- 74. STEP 1: TRANSFORM THE SURFACE H O W T O B U I L D A D I G I T A L C U LT U R E ✱ Tackle a specific problem or perception change online, with measurements in place. ✱ Create digital versions of existing offerings, incentivising their adoption. ✱ Track everything and share victories widely and loudly within the organisation. @precedentcomms #precsem
- 75. SURFACE AUDIENCE INTERNAL TRANSFORM THE AUDIENCE EXPERIENCE WITHIN EXISTING CONSTRAINTS. @precedentcomms #precsem
- 77. BEFORE
- 79. 70% LESS INFORMATION (4 PAGES DOWN FROM 14)
- 84. AUDIENCE-LED STRATEGY Radical Simplification Selling You-based Showcasing Excellence Prioritising MAJOR INCREASE IN CONVERSION
- 86. 46% OF PEOPLE STOPPED USING SUNBEDS
- 88. BEFORE
- 90. 277% INCREASE IN ONLINE DONATIONS
- 91. 40% INCREASE IN F&E DONATIONS = £1M
- 92. 74% INCREASE IN EVENT REGISTRATIONS
- 93. “it’s easy to make something complicated” Rob Van Tol
- 98. A clear and logical prospect journey THE SITE NEEDED
- 100. WHAT DO YOU WANT TO STUDY?
- 101. HOW DO YOU WANT TO STUDY?
- 102. WHERE DO YOU WANT TO STUDY?
- 116. +50% highest since spring 2013 +10% 60% new 40% returning New visitors UNIQUE VISITS
- 117. 70% of all traffic MOBILE VISITS
- 119. CONNECT ONLINE Kirsty.hay@ebs.hw.ac.uk linkedin.com/in/kirstyhay @syzygyk ebsglobal.net all feedback welcome! Visit to the site…
- 120. STEP 2: TRANSFORM FOR AUDIENCES ✱ Collaborate outside comfort zones to enhance experiences for priority audiences. ✱ Make on-going audience feedback and engagement part of every new initiative. ✱ Track and escalate barriers to create plans and business cases for overcoming them. @precedentcomms #precsem H O W T O B U I L D A D I G I T A L C U LT U R E
- 121. SURFACE AUDIENCE INTERNAL TRANSFORM INTERNAL OPERATIONS TO MATCH THE AUDIENCE EXPERIENCE. @precedentcomms #precsem
- 123. BEFORE
- 129. STEP 3: TRANSFORM THE INTERNAL ✱ Get the right investment and authority, set expectations and update plans throughout. ✱ Tackle business critical processes and systems first with clear benchmarks and targets. ✱ Identify and implement ‘quick wins’ throughout using existing resources and skillsets. @precedentcomms #precsem H O W T O B U I L D A D I G I T A L C U LT U R E
- 130. BUT WHAT DOES IT ALL MEAN? @precedentcomms #precsem
- 137. QUESTIONS & THANK YOU. @precedentcomms #precsem
Notas do Editor
- ROB Hello & Welcome – Intros DT – bandied about What does it mean? Look what at orgs have done Practical tips > TIM
- TIM Start with the basics…
- TIM Digital touches every part of a business Even ‘phygital’ Cross-cuts departments and silos Is a menu of options to improve your business >ROB
- ROB Used well – digital can TRANSOFRM your business – or so we’re told Panacea for all ills – e-bay millionaires to FB and Google If only you can tap into it…. DT has gone top of agenda Everyone is doing … ish
- ROB But if you are not a FB or Google – what does DT mean?
- ROB Key to this is your mission.. That’s the secret Not in isolation. Use differently depending on context of what you want to achieve Digital and Business strategy are inextricably linked How can digital help you better deliver to your business strategy?
- ROB The Pyramid of Digital Loveliness Digital has to run in parallel with the Business It is not outside of or on top of It is the shift from HAVING a Website to BEING Digital With the Mission at the top >TIM
- TIM So in the example of Precedent… This is WHY we exist
- TIM In 1989 HOW delivered it = CD Roms in our studio in Shoreditch
- TIM Fast forward 26 years How has changed dramatically Grown – multi disciplines
- TIM Now we are a Full Service agency Delivers to clients’ changing needs. Those changes are going to have to accommodate some massive changes >ROB
- ROB Here’s a quick glace of 6 changes We are just at the foothills of these But they will change so much
- ROB Digital natives Know no different from digital Far more interested in environment Being change makers Not totally driven by materialism Want to see the value of their input
- ROB Automation and algorithms are replacing limited skill-set jobs Massive workplace dislocation
- ROB World is getting smaller WORLD WIDE Web Cant just think about your audience in location or physical building Achieving things on a global scale – being world class >TIM
- TIM Life’s special moments are often seen through a viewfinder Even something as intimate as a wedding is obscured by a smartphone
- TIM Technology adapting to climate change – natural disaster – help people know you’re safe Social networks
- TIM Instead of buy the world a coke its all about how it related to you as an individual >ROB
- ROB Knowing all of this – knowing your mission, understanding trends etc.. If you could start from scratch …
- ROB
- ROB Online? Offline? Blended?
- ROB If they are made up of younger or older
- ROB Socially driven? Mobile driven? Web driven?
- ROB Critical to DT is establishing a digital culture Won’t achieve without it Look at some examples DT is a journey – different for everyone (eg SME v Corporate; start up v long heritage; B2B v B2C)
- ROB 3 key stages – things you can do at every stage to harness potential
- ROB All about the look – tactical changes Trial and test small changes to test water Move quickly Build business case Generate enthusiasm and buy-in
- ROB Change what you can within existing constraints Changing tech can take years Don’t wait for that to happen Look at HOW your audiences are using digital
- ROB Then transform internally Plans in place – know they take time
- ROB Lets look at some examples Start with another mission statement >TIM
- TIM Any guesses?
- TIM Clung rigidly to retail model Laughable how spectacularly they failed to adapt Didn’t pay ANY attention to changing behaviours and technology Result? Total annihilation by Netflix
- TIM Champions of DT and this is why…
- TIM Weren’t always huge digital powerhouse
- TIM That meant mail order DVD in 1997
- TIM Since then they have been Total antithesis to Blockbuster – Netflix constantly change and adapt Mail order DVDs Recognised advent of streaming media online Customers preferred online Created online subscription model And by 2014….
- TIM Pay off demonstrated in aug 2015 $53 billion wiped off cable and tv on stock market
- TIM How did they do it? Firstly the recognised am opp and tested it
- TIM Just trialled it see how old it is from video quality measure As connections improved – had built picture of what auds liked informed business model
- TIM Critical to this was audience experience… Step2 Netflix really got it right Understanding Produced exclusive content they liked Recognised disrupted experience -
- TIM Waiting for new episodes Sit on the sofa with a bag of Doritos watching 24 Binge watching Released series in one go
- TIM Result? 150 million new subscribers Cut titles and raised subscription fees Didn’t lose customers
- TIM And that 150k allows them to transform internally Allowed them to spend $65billion programing
- TIM But also created a whole digital culture And the PPT that documented it went viral with over 5 million views As much holiday as you need Interview with competitors Truly embedded digital culture… Still true to distribution service…. >ROB The second conversation took place in 2002, a few months after our IPO. Laura, our bookkeeper, was bright, hardworking, and creative. She’d been very important to our early growth, having devised a system for accurately tracking movie rentals so that we could pay the correct royalties. But now, as a public company, we needed CPAs and other fully credentialed, deeply experienced accounting professionals—and Laura had only an associate’s degree from a community college. Despite her work ethic, her track record, and the fact that we all really liked her, her skills were no longer adequate. Some of us talked about jury-rigging a new role for her, but we decided that wouldn’t be right. We faced the latter challenge at Netflix in a fairly dramatic way as we began to shift from DVDs by mail to a streaming service. We had to store massive volumes of files in the cloud and figure out how huge numbers of people could reliably access them. (By some estimates, up to a third of peak residential internet traffic in the U.S. comes from customers streaming Netflix movies.) So we needed to find people deeply experienced with cloud services who worked for companies that operate on a giant scale—companies like Amazon, eBay, Google, and Facebook, which aren’t the easiest places to hire someone away from. Our compensation philosophy helped a lot. Most of its principles stem from ideals described earlier: Be honest, and treat people like adults. For instance, during my tenure Netflix didn’t pay performance bonuses, because we believed that they’re unnecessary if you hire the right people. If your employees are fully formed adults who put the company first, an annual bonus won’t make them work harder or smarter. We also believed in market-based pay and would tell employees that it was smart to interview with competitors when they had the chance, in order to get a good sense of the market rate for their talent. Many HR people dislike it when employees talk to recruiters, but I always told employees to take the call, ask how much, and send me the number—it’s valuable information. Even if you’ve hired people who want to perform well, you need to clearly communicate how the company makes money and what behaviors will drive its success. At Netflix, for instance, employees used to focus too heavily on subscriber growth, without much awareness that our expenses often ran ahead of it: We were spending huge amounts buying DVDs, setting up distribution centers, and ordering original programming, all before we’d collected a cent from our new subscribers. Our employees needed to learn that even though revenue was growing, managing expenses really mattered.
- ROB
- ROB Take stock
- ROB It is a big ask
- ROB I bet this is true for a lot of you
- ROB We need to jump outside the digital-silo Of course, one day, no one will say “digital” But when the gap is bridged and you speak the same language, things happen… >TIM
- TIM Who said this…
- TIM and
- TIM and finially
- TIM McDonalds CEO
- TIM They realised that from a position of inventing the market, they were quickly losing customers.
- TIM Their competitors were becoming more innovative
- TIM Taco Bell did the audience research and understood that when they allowed customers to customise their order…
- TIM Customers would tailor their order with extras that significantly added to their spend
- TIM McDonalds responded in kind
- TIM And found similar results
- TIM And allowed customers to play with idea and generate news for them >ROB
- ROB These are all good reasons, but the killer is the first … you need to go where the audience is.
- ROB So, we’d like you to have a moment to digest this. So we’d like you to turn to your neighbour and just take a couple minutes to talk about your VISION and your barriers to achieving that digitally [leave 5 minutes] [Bring group back together and ask for a few responses from the group about their VISION and just TOP TWO barriers] {Probable Break}
- ROB Welcome back We’re now going to spend the rest of the time looking at different case studies.
- ROB First off we are going to look the Surface level of transformation >TIM
- TIM After a period of global expansion, Starbucks began to go backwards
- TIM 2008 where sales declined, stores were closing and the stock price was under 10$
- TIM
- TIM
- TIM
- TIM
- TIM Unobjectionable but internally focused old versino
- TIM Revamped into being focused on “you” and “I” … not them.
- TIM Without doing anything structural – “just” changing the content message, we achieved a very satisfying improvement >ROB
- [Rob] These surface improvements can be even bigger in the “internal” experience – where most of your time is spent being a “member” – in this case a student. So if you think of yourself as a host of separate point solutions, then this assembly of sites and sub-sites and tools is fine. But users think that you are one place, so this is bewildering and confusing (and a brand mess). Perfect for a remedial Surface solution to bring all these obviously different experiences together (somewhat)
- ROB So the take-away we offer for Surface improvements
- ROB We are particularly passionate about this Listen and understand Match to your objectives Anyone can do it… Even if Org is slow moving, bureaucratic, large, long before web, risk averse >TIM
- TIM Synonymous with good UX Who’d have thought? Transformation based on simple improvements to audience experience
- TIM Take power of attorney Tiny part of content for gov.uk Big deal for public Impenetrable, confusing at a difficult time Zip files – cost form no.s – 14 pages of horror
- TIM Broken down into easy steps Reduced content Improved service Reduced enquiries
- TIM Result…
- TIM Even have a video online about how easy it ‘uses people speak’ All need to do Even DT – it’s just thinking of new ways to do stuff better DT often falls into complexity – but effect you want is simplicity Simplicity can have a massive impact >ROB
- ROB For example: the old Gloucestershire site was very conventional And very complicated
- ROB We have brought a vibrancy and immediacy to it, simplifying to what the (prime) customer needs
- ROB Selling in 24 words and 1 photo: “Bring a brand to market. Create your own design identity with a cutting-edge catwalk collection. Graduate with a competitive portfolio and industry contacts.” – We’ve transformed how they think about their website and how they sell themselves to younger people.
- ROB Simplifying + Selling + You-based + Showcasing Excellence + Prioritising – has lead to great success and one small problem: whatever issues the University has with student recruitment, no one can blame it on the old whipping boy, the poor website. Now they have a site younger people can fall in love with… >TIM
- TIM DT from a different angle CRUK transformed impact of a public campaign using digital Notoriously difficult 16-18 year old girls to listen to you Chucked out traditional health message Tapped into vanity Identified where digital would have biggest impact Digital photo booths and online celebrity endorsement No better e.g. than Cancer Research’s R U V UGLY? campaign reduce sunbed use in 16-18 year-old females 2 reasons for success 1 – tapped into mindset. No health message. Vanity – look old. Celebrities 2 – Took campaign to audiences - UV scanning cameras in shopping centres – free consultations. In the weeks following the campaign, 46% of respondents reported that they had stopped using sunbeds, or were using them less. As a result of its success, the Department of Health decided to continue the campaign. It was supported by a digital photo booth which took UV as well as normal photos, showing sun damage. It’s had great results, and since been commissioned by UK governments. With an appearance obsessed audience, ‘prone to switching off to health messaging’ they focused on a pure-play vanity message – using a sunbed would make them look old before their time. They used text speak, and came up with R UV UGLY? - leveraging the 'UV' in sunbeds and asking a question which could draw in engagement. They used UV skin scanning cameras at the heart of the campaign, it graphically showed what lurked beneath the skin. This gave the audience an opportunity to see the damage already done - and therefore the very real risk of melanoma. Cancer research knew that their audience, obsessed with appearance, would find it irresistible, which a focus group confirmed. Cancer Research intentionally targeted certain celebrities to support the campaign. These included Binky Felstead (Made in Chelsea), Maria Fowler and Sam & Billie Faiers (TOWIE), Gemma Merna (Hollyoaks), Kym Marsh (Coronation Street) and singer Paloma Faith. Their involvement was promoted through interview placements, placed skin assessments and by encouraging them to tweet to drive fans to the Facebook voucher page. To make the campaign digital, they took it to where the audience hung out, creating a bespoke Facebook tab as a campaign hub. It contained information, as well as video tanning tips featuring Made in Chelsea's Binky.
- TIM 46% of respondents reported that they had stopped using sunbeds, or were using them less. Because they went the extra mile – potential savings in preventative measures Department of Health decided to continue the campaign.
- TIM BHF - Mission win the fight against heart disease
- TIM Fighting for space – internal
- TIM New strategy to focus on funding medical research Shifted to focus to the supporter And 3 core areas of revenue generation – donations, fundraising event and furniture and electrical Easier to find and complete these tasks - stripped down donation form - why are you donating today? - robust tech platform to manage events - teams can sign up, co-ordinate and promote efforts Results? 277% increase in donations Conversion rate of 29% up from 8 30% increase in furniture and electrical collection requests 1,800 new event registrations Phenomenal
- TIM 277% increase in donations Conversion rate of 29% up from 8
- TIM Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. Event registrations were up 74% this month on the same month last year. Heart Matters sign-ups were up 25%.
- TIM Was a large overhaul of website but was done without drastic changes to internal infrastructure Have an ongoing programme – behind the scenes f&e still physical but will change >ROB (to introduce Kirsty)
- THIS IS OUR GOLDEN CIRCLE What – our flagship MBA programme, 5 MScs and a Doctorate programme How you do it – we offer rigorous masters level programmes that can be studied at a distance (or in the classroom) – not just removing the physical classroom but offering the chance for people to study without leaving their employment, Flexible on (location, mix and match, payment/fee structure) no time limit (life long access to the course materials) EX: Grad who started in 1990 Why (purpose cause belief) – as the graduate school of business at HWU we want to offer top class business education to anyone who has talent regardless of where they are in the world and what access they previously had to formal education Background Before the internet not many took on that challenge, but now we have competition for all sides; from ivy league universities offering programmes online to Lynda.com on LinkedIn and moocs offering interesting courses at all levels. So we need a digital transformation to turn a successful analogue business into a successful digital business…
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- We needed to create a clear and logical prospect journey To make it Simple, because of our why; That we want to bring our programmes to anyone, anywhere at any time; That makes the programme amazingly flexible Which is good for students Not so good for us … If choice truly is the enemy of decision making – if we bombard the audience with choice they become paralysed by it And we have infinite choice and combinations There’s… 1 MBA, 5 MBAs with specialisms, 4MScs and a doctorate programme take ten years to complete or three sit exams anywhere; we promise to find a centre near you Go on-campus full-time, part-time - here, Dubai and Malaysia Attend on-campus seminars Work with 23 different teaching partners worldwide Take the new Online tuition option pay for each course separately, in five currencies Fees are subsidised depending where you are All this across 166 countries Long and hard sessions with Rob and the team – but we cracked it…
- We concluded that if prospects answer these 3 questions In any order They will quickly see what we have to offer And cut through the complexity So This concept is woven throughout the site
- The what… Choosing the programme that they're interested in
- The how Choosing the study method they want…
- And where… Gives them details on how what we can do for them in their country We also concluded that we needed to have prospect-centric content…
- by Using location and weaving different types of content; video, imagery, statistics, testimonials, infographics Into our prospect journey We can make the experience much more personal Answering ‘does someone like me do a programme like this’ - e.g. local testimonial video Here's an example from UAE…
- As an example this is the homepage for the United Arab Emirates Say Ahmad sent one of his friends to the site… They see a relevant 1min video of Ahmad when he graduated last year Scroll down…
- And you'll see our journey emerge He chooses the most relevant step for him He chooses ‘what’ And from that, the MBA…
- The mba programme page interesting animated stats on MBA students The course structure links to all the courses Scroll…
- and our journey appears again… If we choose ‘How’ this time we begin the Distance Learning route And you get the idea… to complete the journey on the page He would choose where… Or, Move on and look at other content, About Us is popular And Fees No surprise Fees is one of the most visited pages on the site So we invested in some bespoke functionality so that we can display the specific price
- This is the fees page We’re in the USA this time If we choose MBA…
- Then DL Then answer yes we are in the USA…
- We receive the Fees Per course Per interim milestone Full MBA highlighted in pink In USD
- Design was a big part of the project too We want to reflect our brand values: Integrity Quality Intellectual rigour And our personality: Straightforward Open Ernest honest
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- LOCATION More lonely planet than traditional cityscapes Back to our why, we are accessible anywhere…
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- Visits from mobile Up %600 Now accounts for %70 of our traffic
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- ROB Understand your audiences – learn from trials Push yourself outside of comfort zones – better to ask for forgiveness Listen to your audiences Don’t let barriers stop you – that’s how you get left behind…
- ROB Finally, an example of the big, deep change that an ambitious organisation (or a desperate one) is willing to engage in >TIM
- TIM
- TIM Old site
- TIM Surface improvement site
- TIM Identifying the Areas of Work needed to be delivered
- TIM Deconstructing all the significant tasks to achieve each of those
- TIM The result
- TIM >ROB
- ROB This is a brave and bold move and absolutely needs top level energy and scrutiny, while repeatedly delivering a steady stream of shorter term benefits. Otherwise it just risks becoming another over-costing, over-running, under achieving programme. So, let’s no go there. To recap … >TIM
- TIM
- TIM It’s not scary and impenetrable Small things can make a big difference Its finding new ways to make stuff better
- TIM What can you do at each stage – don’t run before you can walk
- TIM Looking around you and thinking how can we capitalise on this?
- TIM Think about that mission and build a picture
- TIM And use it to inform your strategy and tactics going forward…
- TIM
- TIM & ROB & KIRSTY