Process in the Age of Digital Innovation

PROCESS IN THE AGE OF
DIGITAL REVOLUTION

CHARLES DUNCAN JR.

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Copyright 2009 Adobe Systems Incorporated. All rights reserved. Adobe conﬁdential. 1

CHARLES DUNCAN JR.
DIRECTOR OF TECHNOLOGY: IQ INTERACTIVE

Creative Technologist whose job it is to make sure teams are working together to push innovation
while still getting projects delivered on budget and on time.

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WHAT EXCITES ME ABOUT
DIGITAL ADVERTISING

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AFFECTING HOW PEOPLE
ACCESS INFORMATION

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AFFECTING HOW PEOPLE
COMMUNICATE WITH EACH
OTHER

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IT’S JUST THE BEGINNING
COMPARED OTHER COMMUNICATION MEDIUMS

500 Print

100 Radio/
Film

50 TV

15 Web

10 Mobile

* estimated years in mass use

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Why Are We Here Today
Promoting collaboration between creatives and technologist enables
your company to stay on the cutting edge and continuously deliver
campaigns that drive results.

THE CURRENT AGENCY PROCESS
July Aug Sep Oct Nov Dec Jan Feb

STRATEGY

DESIGN

DEVELOPMENT

QA

DEPLOY

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THE PROBLEM WITH WATERFALL
The main problem with the waterfall model is the inﬂexible division of a
project into separate stages, so that commitments are made early on, and
it is difﬁcult to react to changes in requirements. Iterations are expensive.
This means that the waterfall model is likely to be unsuitable if
requirements are not well understood or are likely to change in the course
of the project.

* Sommerville, Ian (2007) [1982]. "4.1.1. The waterfall model". Software engineering (8th edition ed.). Harlow: Addison Wesley.
pp. 66f. ISBN 0-321-31379-8.
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COLLABORATION TROUGH AGILITY
July Aug Sep Oct Nov Dec Jan Feb

STRATEGY

DESIGN

DEVELOPMENT

QA

DEPLOY

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THE BENEFITS OF AGILITY
The emphasis is on obtaining the smallest workable piece of
functionality to deliver business value early, and continually
improving it and adding further functionality throughout the life
of the project.

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WHY BRIDGE CREATIVES &
TECHNOLOGIST

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INNOVATION THROUGH
COLLABORATION
NECESSARY TO KEEP UP WITH THE INDUSTRY

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CLIENTS DEMAND MORE
 Expect better ROI compared to other marketing channels
 Marketing Clients more technically savvy than before
 Marketing dollars shifting towards digital
 Mobile and Social leading the way

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A CONTINUED SHIFT TO DIGITAL

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USERS DEMAND MORE
 Users want more engaging digital experiences
 Users want more utility out of digital experiences
 Numerous marketing channels vying for audience attention
 Microsite dominance challenged by: web 2.0, mobile & social
 facebook
 blogs
 mobile applications
 gaming (console and mobile)

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THE COMPETITION
 Big Ideas are not the sole possession of the big agencies
 Great work coming from small/medium agencies competing with
large agencies
 smaller agencies more nimble for change
 smaller agencies hungrier work new work

 Recession making marketers more conservative

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THE BENEFITS OF
COLLABORATION

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STAFF BENEFITS
 Increased sense of individual ownership promotes moral
 Increased faith in other team members to deliver
 Improved knowledge transfer between disciplines
 Improved overall team unity

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Generation Y Workplace Values
 Casual work environment
 Company perks
 Video games
 Ping pong
 Happy hours

 Flexible working hours
 Feeling of appreciation from management

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MANAGEMENT BENEFITS
 Less management when people are collaborating
 Open channels of communication between disciplines means less
management
 Improved planning on projects due to lack of micro-management
 Increased productivity within agency
 Keeping workers happy keeps them in your agency
 Average life-span in agency is 18 months

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CLIENT BENEFITS
 Innovation on delivered work
 Smoother more timely delivery of work
 Agency’s ability to respond to last minute changes and issues
 Happier clients result in additional work

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MAKING A PLAN

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DETERRENTS FROM COLLABORATION
 Focusing on cost before great work
 Not integrating fresh blood into the existing teams
 Not evaluating projects post-delivery
 Establishing a level of quality for delivered work
 Lack of overall life-cycle process

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PUTTING WORK FIRST
 Digital mediums require collaboration for innovation
 Understand client needs and goals
 Understand required/potential technologies
 Establish where innovation is best
 Establishing delivery goals

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THE ART DIRECTOR & WRITER MODEL
 Borrowed from traditional advertising model
 Great for print or tv but not for digital medium
 Creativity can come from any discipline
 Need technical knowledge of delivery mediums
 Technologies constantly evolving

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MANAGERIAL RESPONSIBILITIES
 Discipline lead involvement from project onset
 Innovation hindered when technologist brought on too late

 Holding people accountable
 Planning for a iterative project life-cycle
 Promoting collaboration or R&D during non-client work time
 Google 80/20

 Managing client expectations on internal process

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CREATIVE RESPONSIBILITIES
 Making sure technologist are involved
 Pushing Technologist for technical innovation and R&D
 Continually communicating creative direction

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TECHNOLOGIST RESPONSIBILITIES
 Don’t kill the big ideas
 Bring ideas to creative discussions
 Identify any risk
 R&D to show capabilities
 Continually push skill-sets
 animation
 frameworks
 other agency work

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THE PROXIMITY ISSUE

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PHYSICAL PROXIMITY OF TEAMS
 Creatives and Technologist should sit with each other
 Proximity promotes iteration

 Open communication lines
 Places to meet and brainstorm

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HARDWARE / SOFTWARE CONSIDERATIONS
 Desktop & server hardware
 QA lab
 Mobile phones for testing
 Gadgets for experimentation and test
 More wiki less email
 Basecamp type collaboration
 Development environments
 Bug tracking software
 SVN

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Recap
 Collaboration necessary for innovation
 Traditional creative collaboration model not suited for medium
 Agility is key
 The continued shift to digital
 Clients and users demand more from agencies
 The competition comes in all sizes
 Collaboration beneﬁts management and staff

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Charles.Duncan@iqinteractive.com
@sirchauncy

THANK YOU!

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Process in the Age of Digital Innovation

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