When making a big change in your life, you plan, right? Of course! Without a plan you can’t see where you need to go and how you’ll get there. So why would you approach your martech investments differently?

1. But First, Strategy
Foundations for building a martech strategy
February 27, 2019

2. DAM is the center of your digital
ecosystem. But do you have a strategy?”
Anyone at Widen
“

3. 1
2
3
Building your dream team using practical
insights to help you gather the right people
Developing your plan together to
determine your team’s strategy
Setting the action steps on your strategic
roadmap to achieve your winning aspiration
4 Preparing the team and leading them through the
evolution that comes with strategic change
What we’ll talk about today

4. 1 Building your dream team

5. Great things in business are never
done by one person. They’re done by
a team of people.”
Steve Jobs
“

6. Identify the groups that will be influenced by
your strategy and resulting changes
Identify key managers and leaders
Build your leadership coalition from the
identified managers and key leaders
©Prosci. All Rights Reserved.
Build your team: Sponsor Assessment Diagram
The coalition is not just an organizational chart
The coalition is based on ‘who is being impacted’
Bottom-up approach!
Build a Coalition of Support
Business
Service
HR Finance
Customer
Care
Tech OpsSales

7. ©Prosci. All Rights Reserved.
Tips: Sponsor Assessment Diagram
Build a Coalition of Support
Business
Service
HR Finance
Customer
Care
Tech OpsSales
Be open about what you’re trying to
do (e.g. align future projects behind a
unified strategy)
Look for diversity in your team
Think Big - It isn’t just about the DAM system
The coalition is not just an organizational chart
The coalition is based on ‘who is being impacted’
Bottom-up approach!

8. 2 Developing your strategy plan

9. GOALS

10. GOALS
Growth over time
2018 ~7,000
=
2011 ~150 2012 ~350 2014 ~1,000 2015 ~2,000 2016 ~3,500
+ + + +
If you think it’s harder to
navigate today than a few years
ago, YOU’RE RIGHT.
You need a strategy.

11. Strategy without tactics is the slowest
route to victory. Tactics without
strategy is the noise before defeat.”
Sun Tzu
“

12. Strategy is knowing today why and
how we are going to win tomorrow.”
Widen’s definition of strategy
“

13. Evaluating where
you are today

14. People
GOALS
Processes
Technologies
Evaluating today: Where are you today?
Understand today to
reach your tomorrow

15. People
The groups and people you’re supporting
Stories of change readiness or resistance
Coaches and trainers engaging your teams
Evaluating today: Where are you today?
Understand today to
reach your tomorrow

16. Evaluating today: Where are you today?
Understand today to
reach your tomorrow
Processes
Major inbound/outbound processes
Measuring efficiency and effectiveness
Use of analytics to inform DAM changes

17. GOALS
Technologies
DAM-related systems in your stack
Current integrations
Evaluating today: Where are you today?
Understand today to
reach your tomorrow

18. Imagine a better way

19. GOALS
How will
we win?
What capabilities
do we need?
What management
systems do we need?
What is our winning
aspiration?
Where will
we play?
Imagine a better way

20. Winning aspiration
What is your winning aspiration?
Everyone wants to win
To win, you must know what
you want to win
What does your organization
exist to do?

21. Exercise:
Get started creating your winning aspiration
What gets you out of bed in the morning?
Make sure it is a future-focused statement
about the guiding purpose of your team
Winning aspiration
What is your winning aspiration?
Everyone wants to win
To win, you must know what
you want to win
What does your organization
exist to do?
Example: “Inspire with a model to manage
continued growth opportunities.”

22. Where to play
Where are we focused?
Who are we engaging?
Where are we NOT focused?
Where will we play?

23. How to win
P&G focus on cost leadership
and differentiation
Differentiation is universally important
Many people are vying for your
same audience
You must capture their attention
How will we win?

24. Capability needs
What capabilities do we need?
What is needed to support our
competitive advantage?
What activities are needed to ensure
we are able to compete?
What do we need to be able to do
or provide?
Sustained competitive
advantage comes from a set of
distinct capabilities that fit with
and reinforce one another

25. Management systems
What management systems or
processes do we need?
What gets measured gets done well
Measurement provides focus
and feedback
Measurements should span financial,
consumer, and internal dimensions

26. Playing to win: Example
Phase 1: Product photography
Phase 2: Global marketing assets
Phase 3: Embedded ecom assets
“My job is so much easier with this tool!”
“I got exactly what my customer needed right away!”
“We were able to trace revenue growth back to available assets!”
Engaging onboarding program
Deliver relevant and trusted assets
Effective ongoing communication strategy
Adoption (DAM-Insights)
Usage (DAM-Insights)
Reduction in fulfillment requests
Customer survey (Survey Monkey)
Where we will play
How we will win
Capabilities we need to win
Measures and processes
Create an atmosphere of empowerment that leads to market growth
Winning aspiration

27. 3 Setting the action steps on your
strategic roadmap

28. A plan is not putting you in a box and
forcing you to stay there. A plan is a
guide to keep you on course, efficient,
and safe.”
Amber Hurdle
The Bombshell Business Woman: How to Become a Bold, Brave, and Successful
Female Entrepreneur
“

29. It’s all about your winning aspiration
GOALS
Which capabilities need action?
Set specific and attainable timelines
Building your roadmap
Moving from strategy to tactics

31. 4 Leading people through
strategic change

32. Successful change requires both the technical and the people sides
Design
Develop
Deliver
FUTURE STATETRANSITION STATECURRENT STATE
Technical side
People side
Embrace
Adopt
Use
Results
Outcomes
Success
+ =

33. ©Prosci. All Rights Reserved.
Connecting Change Management
to Business Results
Change management
Not only are we led
to understand what
technical aspects
need to change and
plan for those, we
do the same for the
people who will be
experiencing change
Project Name Purpose Particulars People
What is the
project name
Why we are
changing
What we are
changing
Who will be
changing

34. Change management
A strong change
management
strategy points to
a high probability
of meeting or
exceeding objectives
Data Supports the Connection
Percent of Study Participants Who Met or Exceeded Objectives
6x
Change Management Effectiveness
Prosci 2018 Benchmarking Data
Data from 2007, 2009, 2011, 2013, 2015, 2017
6x

35. Change management
Our method
Prosci® ADKAR® Model
©Prosci. All Rights Reserved.

36. Customer story

37. Zippo Manufacturing
Company
Jeff Bosworth - Director, Digital Enterprise
Content Management

38. Collaboration around
current state
(people and processes)

39. May 15, Phase 1: Non-custom product imagery for global consumers or customers + supporting
collateral (catalog, sell sheets, lifestyle imagery) + Brand standards and logos to all customers
**Discovery for custom assets (team, timeline, data needs/biz requirements)
Jun 15, Phase 2: Launch custom assets
Aug 15, Phase 3: Packaging support, archived assets, replace existing case dealer resource site
Provide easy to use, intuitive experience
Uncover opportunities to sell more product
“I have more time to do my real job now”
“I’m getting the support I need”
Access through self-service, cloud-based solution
Increase speed and accuracy of assets to market
Search capabilities PLUS filtering
Conversion formats / resizing / download options / file formats
Security / permissions control
Training and support approach
Asset lifecycle management (license expires and open to all) + process
Governance of approved and final assets
Number of project requests (e.g. image resizing)
Adoption/engagement analytics
Usage analytics
User experience feedback/surveys
Custom lighter sales
Winning aspiration
Result of group strategy design session
Where will we play?
How will we win?
What management
systems/processes do we need?
“Harmonize content globally to enhance relationships and increase profitability.”
What capabilities will
we need?

40. Result of change scoping exercise
Change management is often overlooked, because it’s managing the people
side of change. So many martech projects focus on the technology that
facilitates the change and overlook the people making it happen – the ones
who truly provide the solution.

41. Result of group change management session
“Getting a strategic foundation together allows you to get multiple individuals
(from across the company) together to talk about the project ahead, build
excitement, and gain momentum prior to implementation.”
Zippo Team

42. Questions?
Contact:
marketing@widen.com
www.widen.com