tag:www.econsultancy.com,2008:/topics/skills-capabilities Latest Skills & capabilities content from Econsultancy 2016-09-07T11:00:00+01:00 tag:www.econsultancy.com,2008:Report/4230 2016-09-07T11:00:00+01:00 2016-09-07T11:00:00+01:00 Embracing Digital Transformation in the Pharma and Healthcare Sectors <p>The <strong>Embracing Digital Transformation in the Pharma and Healthcare Sectors </strong>report looks at the opportunities that digital presents in these sectors, how they are responding to the changing needs of customers, the challenges companies are facing in digitally transforming themselves and how they are approaching these challenges.</p> <h2>Methodology</h2> <p>We carried out a series of in-depth interviews with senior digital professionals from across a range of pharmaceutical, biopharmaceutical and consumer healthcare companies to understand how they were responding to different opportunities and challenges.</p> <p>Companies interviewed included Alere Inc, Fermenta Biotech Limited, GSK Consumer Healthcare, MSD AP, Lenovo Health, Ogilvy Commonhealth Worldwide (OCHWW), Roche Products Limited and Takeda Pharmaceuticals.</p> <p>We also looked at sector-specific data from our <a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://www.econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends">2016 Digital Trends report</a> published earlier this year.</p> <h2>You'll discover findings around:</h2> <ul> <li>Why companies need to have digital transformation on their agenda.</li> <li>How companies are responding to the changing needs of customers and putting them at the centre of everything.</li> <li>Ways in which companies are looking at digital and how it can support interactions with their customers.</li> <li>How companies are focusing on optimising content as a top digital opportunity and challenging the way they deliver content.</li> <li>The need for change management to deliver digital transformation and how companies are driving this cultural shift.</li> <li>How companies are demonstrating the value of digital and developing digital skills across their organisations.</li> <li>The new opportunities and challenges from innovation and technology.</li> <li>Overcoming the obstacles ahead as digital becomes more of a focus for companies.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> <h2>How we can help you</h2> <h2 style="font-weight: normal; color: #3c3c3c;"><a style="color: #2976b2; text-decoration: none;" href="https://econsultancy.com/training/digital-transformation" target="_self"><img style="font-style: italic; height: auto; float: right;" src="https://assets.econsultancy.com/images/resized/0004/8296/rgb_dt_logo-blog-third.png" alt="Digital Transformation" width="200" height="66"></a></h2> <p style="font-weight: normal; color: #3c3c3c;"><a title="Digital transformation - Econsultancy" href="https://econsultancy.com/training/digital-transformation/">Digital transformation</a> is a journey that's different for every organisation. To enable delivery of your digital vision (or help you shape that vision) we’ve designed a comprehensive approach to tackle your transformation.</p> <p>Covering everything from strategic operational issues, down to specific marketing functions, we will work with you to achieve digital excellence.</p> <p>Talk to us about an initial, no-cost consultation.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li> <p>EMEA: +44 (0)20 7269 1450</p> </li> <li> <p>APAC: +65 6809 2088</p> </li> <li> <p>Americas: +1 212 971-0630</p> </li> </ul> <p style="color: #6b6b6b;"> <iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/68211 2016-09-01T11:56:00+01:00 2016-09-01T11:56:00+01:00 13 qualities that will help make you a great business leader Paul Rouke <p>Good leadership inspires people to become the best they can be and creates a platform that enables people to showcase and begin exploiting their true potential.</p> <p><img src="https://assets.econsultancy.com/images/0007/8301/FullSizeRender.jpg" alt="" width="581" height="435"></p> <h3>A story about bad leadership </h3> <p>In my mid-20s, I experienced bad leadership within a blue-chip company. I’m not exaggerating when I say my last three years at that company were the most frustrating, confusing and even angriest period in my working life.</p> <p>I was ambitious. I felt like I had a lot to offer my employer. I wanted to push myself; to take on new challenges. I challenged the status quo. I didn’t just come to work to do a job – I wanted to make a <em>difference</em>.</p> <p>I wanted to climb the ladder and increase my influence on those around me.</p> <p>Unfortunately, my manager (for their own reasons) wasn’t prepared to embrace my passion, drive, determination and creativity.</p> <p>I would regularly have to explain myself and my ideas. The feedback I got was most often negative and conclusive: </p> <ul> <li>“This isn’t going to work.”</li> <li>“There are other people that look after that.”</li> <li>“This isn’t part of your job description.”</li> <li>“Why don’t you just concentrate on your job?”</li> </ul> <p>I would often speak to people close to me to try and help me understand why my manager was entrenched in managing me in such a negative, condescending way.</p> <p>The general consensus was that my manager was probably afraid of my ambition, afraid that I may outshine them. </p> <p><em>What a crying shame that is.</em></p> <p>The nail that sealed the “I don’t ever want to experience bad leadership again” coffin was when a new role was being created in our growing team.</p> <p>It was a role that I felt I had the drive, passion and willingness to move in to and succeed in. It was a natural progression for my career.</p> <p>I was ready to stretch myself, I was ready to take on more responsibility. I was ready to increase my influence and impact on this blue-chip business. </p> <p>What was the feedback from my manager when I went to them expressing my interest in this role?</p> <blockquote> <p>We are going to look to bring someone in from outside the business. We want someone with more experience than you. It’s okay, there will be other opportunities for you in the future.</p> </blockquote> <p>Now my manager may have thought that dangling this carrot may have been enough to pacify me.</p> <p>As it turns out, I had stopped reaching for the carrot a long time before this exchange. I knew I was simply not going to be given the opportunity to exploit my potential with this manager.</p> <p>Around half-way through this three-year period of experiencing bad leadership, I started to ask myself these questions:</p> <ul> <li>“Why am I letting my manager hold me back?”</li> <li>“How am I going to break free from this?”“</li> <li>What more do I have to offer that I’m not being given the opportunity to do?”</li> </ul> <p>Unbeknown to my manager (whom I would continue to work for during the next 18 months), I made the decision that I would start taking control of my own destiny. I made the commitment to myself that I would no longer be held back.</p> <p>I decided that I was going to work for myself. I started moonlighting in summer 2004, and in summer 2006 I handed my notice in.</p> <p>I made a commitment to myself that I would never experience bad leadership in my career again.</p> <h3>A story about good leadership </h3> <p>It wasn’t until a few years in to being a freelancer that I started to consider the potential of hiring someone.</p> <p>My immediate thoughts were that if I do get in to the position of being able to offer someone a job, I was absolutely determined that my management style would be the complete opposite of what I had experienced.</p> <p>There is a well-known saying in business and leadership: “behaviour creates behaviour.”</p> <p>In addition, we all know how ideas, beliefs, experiences and perceptions all get ingrained within our minds over time. We also know how hard it can be to embrace change.</p> <p>For me, although I had never experienced good leadership, never mind truly inspirational leadership, I knew what bad leadership was and I was committed to doing things the right way.</p> <p>“Anyone who I manage and lead will be given the opportunity to exploit their true potential” was running through my DNA.</p> <p>It was in early 2008 when I hired my first employee. Since then, I have dedicated time and energy into developing a leadership approach that is true to my aim above.</p> <p>Here are some of the key attributes of being a good leader, alongside lessons that I've learned...</p> <h3>1. Hire exceptional people that have the potential to outshine you</h3> <p>The complete opposite of what I experienced. This ethos has been the key to the growth of my business.</p> <p>Everyone benefits too, as exceptional people are working alongside exceptional people.</p> <p><em>Some teams just work together. Good teams do great things together. Great teams grow together.</em></p> <h3>2. Praise your team regularly</h3> <p>In the hustle and bustle of daily life running a business and managing people, it can be very easy to miss out on providing praise and recognition when a team member goes above and beyond – or they just do something in their job description exceptionally well.</p> <p>I have learnt just how important and valued it is to provide praise to individuals, both one-to-one and in a group environment.</p> <p><em>After all we just want to do a good job and be respected, right?</em></p> <h3>3. Catch people in</h3> <p>Not only have I realised the importance of praising individuals, a lesson I have also learnt is how important it is to simply “catch people in”.</p> <p>The small things people do, the ideas they bring to the table, the creative way they are thinking.</p> <p>Highlighting the smaller details which add value to the day-to-day running of a business will encourage your team to speak up and champion larger ideas going forward.</p> <p><em>Never underestimate the importance of people feeling valued.</em></p> <h3>3. Take time to find the right people</h3> <p>You’ve heard the saying, “hire slow, fire fast”.</p> <p>Thankfully the second part isn’t one I have encountered regularly (though the phrase is applicable in a business case) but certainly hiring slowly has been a cornerstone of how we have built the team.</p> <p><em>Remember that exceptional people are out there, you just have to be patient to find them.</em></p> <h3>4. Trust people</h3> <p>When I employed just three people, I published an article titled '<a title="11 Values That Are Helping Me Build a Great Team at PRWD" href="https://www.prwd.co.uk/blog/news/11-values-that-are-helping-me-build-a-great-team/" target="_blank">11 Values That Are Helping Me Build a Great Team at PRWD</a>'.</p> <p>In many ways it is the beta version of this article. Point three was “have complete trust in new team members straight away” and this is so important.</p> <p><em>Trust your staff and see them flourish with the responsibility you have given them.</em></p> <h3>5. Throw people in at the deep end</h3> <p>As a direct follow-up on from hiring slowly, taking your time to find the right seat (or as one of my mentors Lily Newman champions, “get the right people on the bus”) can and should lead you on to having the opportunity to put new team members in the limelight very early on.</p> <p><em>When it comes to whether a new starter will sink or swim, have faith they will swim.</em></p> <h3>6. Encourage people to push themselves</h3> <p>Some people have a natural hunger and desire to push themselves.</p> <p>They want to embrace change, they want to take on new challenges and go outside of their comfort zone. Many people don’t have this natural hunger. </p> <p>People have a natural tendency to think less of their skills, experiences and ideas compared to those around them.</p> <p>If you don’t provide everyone - irrespective of their natural hunger - a platform and opportunity to open their mind, you are likely missing out on valuable insights to help your business, and the chance at helping your team realise the potential you see in them.</p> <p><em>Every human has the ability to offer more than they think – they just need to be inspired to go outside their comfort zone and think “what if I…”</em></p> <h3>7. Create ways for people to fast track their careers</h3> <p>One of the things that genuinely gives me goosebumps is when I see my colleagues doing things which they probably expected to only be doing years later – or not even at all.</p> <p>One of the areas we explore during the interview process is the candidate’s response to changes in their life, and what they feel about facing up one of humankind’s biggest fears, public speaking.</p> <p>I have been doing public speaking since 2009 and I am often able to provide my team with speaking opportunities within their first year of working in the business, something which took me over five years to reach.</p> <p><em>Leaders should harness what they have to help their team achieve things far quicker than then did.</em></p> <h3>8. Embrace the 34-hour working week (or don’t let the business completely consume your team)</h3> <p>I run an agency and there are few if any agencies who have a 34-hour working week. In fact, there are few businesses globally who have a 34-hour week.</p> <p>For me, even before I became a father for the first time, having a healthy work-life balance was crucial for me.</p> <p>There was no way I was going to let running a business mean I didn’t have much of a life outside of my business.</p> <p><em>There is no work-life balance – there is just a life balance that you have to work on.</em></p> <h3>9. Be human</h3> <p>Some would look at my leadership style and come to the conclusion that I’m a little too open; maybe I share too much.  </p> <p>The way I see it, I am just being a leader who isn’t afraid of exposing his weaknesses and explaining what he is working on in order to become a more positive leader.</p> <p>In this age of robots and artificial intelligence, being relatable and communicative with my team leads to stronger team dynamic; one built on trust and understanding.</p> <p>This will lead to a team working together and for one another, rather than simply logging their hours and ticking boxes.</p> <p><em>The more human you are, the more you connect with your team.</em></p> <h3>10. Be approachable</h3> <p>It is easy to get consumed with the day-to-day activities of running a business. It is easy to be in your “leadership bubble” and want to focus on just what is in front of you.</p> <p>Some people may perceive this as ‘unapproachable’.</p> <p>For me, I have learnt that being approachable, giving my team the confidence that, irrespective of their role or position in the business, they can come and talk to me, is invaluable.</p> <p>It ensures I am staying connected with my team, even when new levels of management are being created.</p> <p><em>Never underestimate the value of being approachable by any member of your team – it brings you even greater respect from everyone.</em></p> <h3>11. Be genuine</h3> <p>I have to hold my hands up and say 'Be Genuine' is one of my company’s brand values, alongside 'Be Expert', 'Be The Change', 'Be Experimental', 'Be Open' and 'Be Happy'.</p> <p>Being genuine and having integrity is absolutely essential if you are to create a culture that empowers people to want to be the best they can be.</p> <p>Being frank and honest and showing some of the inner workings of the business, whether good or bad, isn’t a case of “showing too much” or “worrying your team” – it is simply demonstrating that you are real.</p> <p>With your team believing in you and sharing in your vision as a result, it will only help you and your business grow and flourish.</p> <p><em>Don’t try to be someone that you aren’t – just be yourself and you will be respected.</em></p> <h3>12. Be transparent</h3> <p>I have huge amounts of admiration for the brand Crew. It is one of the most open and transparent businesses I have come across.</p> <p>The leadership style within Crew is the complete opposite of the vast majority of businesses.</p> <p>It reminds me of one of the statements from the exceptional book ‘REWORK’ that has stayed with me for a long time – “out-teach your competition, don’t be afraid of explaining how you do what you do – customers will respect you and come to you.”</p> <p><em>Expose areas of your business that will encourage your team to have a greater sense of belonging.</em></p> <h3>13. Have humility</h3> <p>One of the greatest lessons I have learnt during my entrepreneurial journey is that no matter how much knowledge and experience you amass, you should never disrespect or disregard the ideas and opinions of other people.</p> <p>Always provide people with the opportunity and confidence to share with you their very best ideas, especially if it’s in a subject area you aren’t an expert in.</p> <p>Humility is actually the cornerstone of my article <a title="Re-invented HiPPO" href="https://econsultancy.com/blog/68080-it-s-time-to-reinvent-the-hippo/" target="_blank">“Re-invented HiPPO”</a>. The new HIPPO entails a list of attributes to which we should all aspire: Humility, Integrity, Passion, Positivity and Openness.</p> <p><em>Respecting other people is one of the greatest ways to build trust and confidence.</em></p> <h3>So...</h3> <p>What does good or bad leadership mean to you?</p> <p>What leadership traits are you experiencing as an employee? Are they providing you with the platform from which you can exploit your true potential?</p> <p>If you are a leader, what is it that you feel gets the very best out of your team?</p> tag:www.econsultancy.com,2008:BlogPost/68191 2016-08-30T11:10:40+01:00 2016-08-30T11:10:40+01:00 A day in the life of... CCO Media & Partnerships at lastminute.com Group Ben Davis <p>Don't forget, if you're looking for a new challenge in digital <a href="https://jobs.econsultancy.com/">our jobs board</a> lists hundreds of open positions, and you can benchmark your own digital knowledge using our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>.</p> <h3>Please describe your job: What do you do?</h3> <p>I head up lastminute.com Group’s media unit, which manages advertising across all of the group’s websites – from lastminute.com in the UK to sites like Rumbo, Bravofly and Volagratis in Europe.</p> <p>I make sure clients are happy by delivering high performance marketing solutions that answer their campaign and brand needs.</p> <p><img src="https://assets.econsultancy.com/images/0007/8357/Alessandra_Di_Lorenzo.jpg" alt="alessandra di lorenzo" width="500"></p> <h3>Whereabouts do you sit within the organisation? Who do you report to?</h3> <p>I work within the marketing department of lastminute.com Group, reporting into the Managing Director of Audience &amp; Marketing. </p> <p>I run the media and partnerships division, <a href="https://econsultancy.com/blog/68077-why-lastminute-com-is-taking-control-of-its-ad-inventory/">The Travel People</a>, which we launched in July. We connect brands with our 35m unique monthly visitors and 10m customers that book their holidays with us across Europe.</p> <p>Our data means we have a huge wealth of insight right across the holiday lifecycle, which helps brands target by passion rather than demographic. </p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>In-depth understanding of how the marketing industry works is a given.</p> <p>But also patience, tenacity and empathy so that I can deliver great results for both the business and our clients.</p> <h3>Tell us about a typical working day…</h3> <p>I have an early start and will usually be in the office by 8am, where I’m in back to back meetings until 5pm.</p> <p>I could be catching up with my sales team, discussing PR, meeting potential clients or putting together strategies and proposals.</p> <p>In the evenings, I’ll cycle home, do some exercise and unwind – and be in bed by 10pm.</p> <p>Lastminute.com Group has offices across Europe, so I’m often travelling between London, Milan and Madrid – it’s a great opportunity to catch up with others across the business.</p> <h3>What do you love about your job? What sucks?</h3> <p>I love the creativity involved, and the fact that we are building the future of marketing is also pretty special.</p> <p>Some of the things we do are so new that they have never been done before – it’s amazing to be part of something so innovative and shaping what the future of the industry looks like.</p> <p>But it also means that it requires a huge amount of energy. I get to the end of the week needing a couple of cold ones!</p> <p><em>Graphic via The Travel People</em></p> <p><img src="https://assets.econsultancy.com/images/0007/7110/Screen_Shot_2016-07-14_at_14.33.45.png" alt="travel people advertising" width="500"></p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>I’m measured on revenues, customer satisfaction and employee satisfaction, which provide goals of their own.</p> <p>And, of course, delivering results for clients is a huge incentive and makes sure we push ourselves every day. </p> <h3>What are your favourite tools to help you to get the job done? </h3> <p>Google Calendar is great to keep my day on track, and Google Hangouts allow me to easily communicate with my teams across Europe at the click of a button.</p> <h3>How did you get started in the digital industry, and where might you go from here?</h3> <p>After a Master’s degree in marketing, I cut my teeth in digital at lulu.com, an American web 2.0 company, where I ran their digital marketing.</p> <p>From there, I worked in various other marketing roles before joining lastminute.com Group.  </p> <p>There’s still a lot to be done and learn here so I plan to stick around for a while!</p> <h3>Which brands do you think are doing digital well?</h3> <p><a href="https://econsultancy.com/blog/65416-red-bull-vs-gopro-taking-content-marketing-to-the-extreme/">Red Bull</a> - a great example of successful digital content marketing.</p> <h3>Do you have any advice for people who want to work in the digital industry?</h3> <p>Be humble and start with the basics. Knowledge - as in every discipline - is key.</p> <p>And tech and commercial skills are crucial ingredients to add to the mix!</p> tag:www.econsultancy.com,2008:BlogPost/68218 2016-08-26T14:42:52+01:00 2016-08-26T14:42:52+01:00 What can be done to address the gender pay gap in digital roles? Nikki Gilliland <p>As always, there’s been a LOT of hoopla on social media since <a href="https://www.ifs.org.uk/publications/8428">the findings were reported</a>, with some dismissing the pay gap as a myth and a natural result of mothers opting to work part-time.</p> <p>With the average hourly pay for women being 18% less than men, there’s no denying that the gender pay gap remains a huge cause for concern.</p> <p><img src="https://assets.econsultancy.com/images/0007/8353/IFS.JPG" alt="" width="610" height="423"></p> <p>But what about when it comes to digital roles?</p> <p>The IFS report directly backs up findings from our <a href="https://econsultancy.com/reports/career-and-salary-survey-report-2016/?utm_source=youtube&amp;utm_medium=social&amp;utm_campaign=econ%20blog" target="_blank">Career and Salary Survey</a>.</p> <p>In terms of digital specialists, our research discovered that on average men are receiving £8,202 more than women – resulting in a pay gap of 17.7%. </p> <p>What’s more, there is a difference of 18.1% within general marketing roles, with men being paid an average salary of £8,273 more than women.</p> <p><img src="https://assets.econsultancy.com/images/0007/8354/Gender.JPG" alt="" width="750" height="605"></p> <p>So what can we do about it?</p> <p>Vinne Schifferstein Vidal, Global Digital Category Director at Pearson suggests that, while it’s important for changes to be made, a more equal footing will ultimately benefit organisations as much as individuals.</p> <blockquote> <p>Teams (and therefore companies) thrive by having a mixed set of people, and that’s gender but also skill-set, culture and nationality.</p> </blockquote> <p>In terms of government involvement, Vinne suggests that it’s not necessary, highlighting the fact that the gap is already smaller than it was 10 years ago.</p> <blockquote> <p>I think it’s up to companies, as well as both males and females themselves, to figure it out.</p> <p>Out of the next generation that’s coming into the workplace, females are earning more than males. So, it is already changing, and we just need to keep at it. </p> </blockquote> <p>It is certainly true that the pay gap has lessened – it was 28% in 1993 and 23% in 2003.</p> <p>And while the IFS suggests that this is due to better conditions for lower-paid women rather than advancements for women in higher roles – a new wave of girls studying STEM subjects could be a factor.</p> <p>Where science, technology, engineering and maths were once seen as typically male subjects (leading to male-dominated careers like graphic design and web development), youngsters are now realising that this doesn't have to be the case.</p> <p>With non-profit organisations like Girls Who Code on a mission to close the gender gap in technology, progress is being made. </p> <p>Meanwhile, the statistic that male managers are 40% more likely to be promoted over females is a sobering reminder that a lot more work needs to be done.</p> <p><em>Watch Vinne's answers in full:</em></p> <p><iframe src="https://www.youtube.com/embed/jInjt2T3vmk?list=PL1-kPkZBw50G5af50RWyZQktGWjOkGxLI&amp;wmode=transparent" width="854" height="480"></iframe></p> <p><strong><a href="https://www.youtube.com/playlist?list=PL1-kPkZBw50G5af50RWyZQktGWjOkGxLI" target="_blank">Click here</a> to view more interviews in our Digital Smarts series.</strong></p> tag:www.econsultancy.com,2008:BlogPost/68064 2016-07-26T09:52:54+01:00 2016-07-26T09:52:54+01:00 How are marketers dealing with the martech onslaught? Seán Donnelly <p>During this incredibly inspirational talk, he shared some of the wisdom that enabled him to undertake three space flights in his 21-year career.</p> <p>One such piece of advice was his relentless pursuit of self-improvement. This, he said, is key for success.</p> <p>To be an astronaut means being a scientist, a pilot, an engineer and being able to fix the toilet!</p> <p><img src="https://assets.econsultancy.com/images/0007/6978/Hadfield.png" alt="" width="533" height="407"></p> <p>And how does one prepare for the mantle of some of these things? Well, he suggests focusing on one’s personal competence.</p> <p>The trouble with competence though is that it’s always going out of date.</p> <p>And so to be successful Colonel Hadfield had to not just be open to new learning but take responsibility for the management of his own education.</p> <h3>Exponential technology is changing what it means to be a marketer in the 21st century</h3> <p>So what’s the point? The reality of <a href="https://econsultancy.com/blog/66484-our-modern-marketing-manifesto-revisited/">modern marketing</a> is that the landscape is changing rapidly due to exponential technology.</p> <p>And so while marketers aren’t planning on going to space, perhaps they can start to think like astronauts and become lifelong learners.  </p> <p>In 1965, Gordon Moore (a founder of Intel) published a paper observing that in effect, technological power doubles while the cost of technology is cut in half every two years.</p> <p>He projected this would continue for some time. This concept has held true and is known as "Moore's Law".</p> <p><a href="https://commons.wikimedia.org/w/index.php?curid=15193542"><img src="https://assets.econsultancy.com/images/0007/6979/Moores_Law.png" alt="" width="750" height="659"></a></p> <p><em>Image by Wgsimon - Own work, CC BY-SA 3.0.</em></p> <p>This explains why among other things, the device in your pocket can make calls, send emails and be used to listen to music, navigate and take pictures. </p> <p>Critically, Moore’s Law means that technology innovation will continue to speed up.</p> <p>As this happens, we will witness the ever faster introduction and adoption of new technologies which can in turn impact our jobs as marketers and indeed disrupt the economic models that characterise the sectors where we are employed.</p> <p>We have already witnessed the disruption of the publishing, hospitality and transport sectors with new players such as Spotify, Airbnb and Uber.</p> <p>According to Futurist and Google’s Director of Engineering Ray Kurzweil, "we won't experience 100 years of progress in the 21st century — it will be more like 20,000 years of progress (at today's rate)." </p> <h3>Emerging digital trends</h3> <p>From a marketing point of view, the introduction of new technologies has led to changes in consumer behaviour which in turn has impacted how marketers do their jobs, and is driving strategic initiatives like marketing transformation both in client-side marketing departments and within the agency landscape.</p> <p>Some more recent developments that are exercising marketer’s brains include: </p> <h4>1. The Internet of Things</h4> <p>The ubiquitous availability of bandwidth, computational capacity offered by the cloud and near infinite amounts of storage at our fingertips has meant that the <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-the-internet-of-things/">Internet of Things (IoT)</a> has become a real thing. </p> <p>Marketers may not yet be taking the sheer scalability challenges of IoT seriously. Consider that Cisco forecasts 50bn connected devices by 2020.  </p> <h4>2. Wearable technology</h4> <p>A subset of the Internet of Things, <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-wearable-technology/">wearable technology</a> is widely forecast to be one of the most disruptive technology developments since the smartphone.</p> <p>But that disruption is likely to happen much quicker than was the case with mobile.</p> <p>Far from being merely a conduit for some gimmicky PR campaigns, wearable technology opens <a href="https://econsultancy.com/blog/68082-connected-clothing-what-are-the-implications-for-brands-and-retailers/">a trove of opportunity</a> for brands across a range of sectors.</p> <h4>3. Virtual reality</h4> <p><a href="https://econsultancy.com/reports/a-marketers-guide-to-virtual-reality/">Virtual reality</a> allows people to experience a brand’s offering in a real and visceral way that other media cannot equal.</p> <p>It can transport people to a stadium, a holiday destination or a shop. It can do this with animation or real video.</p> <p>It can even do this in real time with live streaming. The possibilities for selling experiences, educating and entertainment are endless.</p> <h4>4. Artificial Intelligence</h4> <p><a href="https://econsultancy.com/blog/67745-15-examples-of-artificial-intelligence-in-marketing/">Artificial intelligence</a>, specifically machine learning, is an increasingly integral part of many industries, including marketing. Use cases include conversational interfaces with a flurry of branded bots and virtual assistants appearing.</p> <p>As Techcrunch points out, Facebook's platform, previewed at F8, could conservatively soon lead to chatbots replacing '1-800 numbers, offering more comfortable customer support experiences without the hassle of synchronous phone conversations, hold times and annoying phone trees.'</p> <p>Marketers need to be able to adapt quickly in response to the rapid pace of change all around us. Marketers need to be aware of the use cases that these technologies can provide and how they may support customer experience.</p> <p>According to <a href="https://econsultancy.com/blog/62668-our-modern-marketing-manifesto-will-you-sign">Econsultancy’s Modern Marketing Manifesto</a>: </p> <p>“Customers do not recognise lines and nor should we. Online, offline, above the line, below the line... we need to think and deliver experiences and marketing without delineation.</p> <p>"Modern marketing must be connected, joined up and integrated. This includes internal integration and goes beyond integration within the marketing function, across digital and classic skills.</p> <p>"Integration must also exist between customer facing functions. It is about working across the entire business and collaborating with other functions, such as sales, technology, editorial, HR and customer service."</p> <p>The innovations in IoT, wearable technology, virtual reality and artificial intelligence may yet impact consumers’ day to day lives in ways that we can’t imagine.</p> <p>Regardless, the applications of these technologies are only limited by creativity. And agencies need creativity just as much as they need technology.</p> <p>Perhaps that means that it’s time for agencies to put their creative hats on, not just to think about emotive campaigns but also to think about how these technologies can be configured to improve customer experience and create better, longer lasting relationships with consumers. </p> <p>From the individual marketing professional’s point of view it’s worth returning to the advice from the good Colonel Hadfield.</p> <p>The key to success is the relentless pursuit of self-improvement. This may be daunting but at least it’s not rocket science.</p> <p><strong><em>This article was originally published in Econsultancy’s <a href="https://econsultancy.com/reports/top-100-digital-agencies/">Top 100 Digital Agencies 2016 Report</a>.</em></strong></p> tag:www.econsultancy.com,2008:Report/4200 2016-07-21T11:05:00+01:00 2016-07-21T11:05:00+01:00 Measurement and Analytics Report 2016 <h2>Overview</h2> <p>Never have marketers, analysts and ecommerce professionals had more data to work with as part of their ongoing efforts to improve business and organisational performance.</p> <p>At the same time, the growing challenge for individuals and organisations alike has been to avoid being overwhelmed by proliferating sources of data and metrics across a burgeoning number of marketing channels and technology platforms.</p> <p>The <strong>Measurement and Analytics Report 2016</strong>, produced by Econsultancy in partnership with analytics consultancy <strong><a href="http://www.lynchpin.com/">Lynchpin</a></strong> for the ninth year running, looks at how organisations are using data strategically and tactically to generate insights and to improve business performance.</p> <p>The research, based on a survey of almost 1,000 digital professionals, also focuses on the important role for data and analytics in supporting their attempts to build a competitive advantage by becoming more customer-centric.</p> <h2>What you'll learn from this research</h2> <ul> <li>Understand how analytics can help to meet financial goals and what the most common growth and profit-related requirements are.</li> <li>Discover how organisations are using data and analytics to build a competitive advantage by becoming more customer-centric.</li> <li>Benchmark the make-up of your analytics or data team and investment plans against those of your peers.</li> <li>Find out where the biggest analytics skills gaps are and what the most common challenges related to deploying tools and technologies organisations face.</li> </ul> <h2>Key findings from the report</h2> <ul> <li>The vast majority (84%) of marketers agree that their understanding of the customer is increasing over time, and 64% say that they are using data-driven customer insights to adapt their marketing strategies and influence business decisions.</li> <li>Despite the increasing importance of data, the proportion of analytics data used to drive decision-making within the organisation dropped by seven percentage points compared to last year's survey.</li> <li>While 77% of marketers believe digital analytics important to their company’s digital transformation, fewer than one in five consider digital reporting to have a ‘very influential’ role in supporting business decisions.</li> </ul> <h2>Features of the report</h2> <p>Based on a survey of almost 1,000 digital business professionals, this report also aims to cut through the noise to understand how companies are using measurement and analytics to boost revenue and profit growth, while also looking at the types of technology and data which are used to meet these ends.</p> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> tag:www.econsultancy.com,2008:BlogPost/68080 2016-07-20T10:58:00+01:00 2016-07-20T10:58:00+01:00 It's time to reinvent the HiPPO Paul Rouke <p>The traditional HiPPO in business is the thing that so often is seen as the opposite of progress, engagement, leadership, inspiration, collaboration and humility.</p> <p>The HiPPO (meaning Highest Paid Person’s Opinion) usually stirs perceptions from the wider team of egotism and short-sightedness, whilst generating frustration for everyone underneath them within an organisation.</p> <p>If you have never worked within a company where you’ve had a HiPPO running the show, you’re one of the lucky ones.</p> <p><img src="https://assets.econsultancy.com/images/0007/7119/by_Nils_Rinaldi__Flickr.jpg" alt="" width="549" height="367"></p> <p>If you think you might be the one being perceived as a HiPPO, then consider this a guide to change.</p> <h3>The reality is this…</h3> <p>Every business will always have a HiPPO, but do we have to accept and work in businesses where the typical negative influences on company culture are driven from the top down?</p> <p>Do we have to accept these types of leadership traits?</p> <ul> <li> <strong>Egotistical</strong> – “I have all the answers”</li> <li> <strong>Arrogance</strong> – “I’m experienced enough”</li> <li> <strong>Cowardice</strong> – “I don’t need to quantify this”</li> <li> <strong>Blinkered</strong> – “But this is the way I’ve always done it”</li> <li> <strong>Apprehension</strong> - “It’s easier to keep things the way they are”</li> </ul> <p>A simple solution would simply be to eradicate these negative influences within a business. What I propose however, is that we reinvent the HIPPO to make it something every single person within a business (and generally in life) can aspire to.</p> <h3>I’m in, let’s reinvent the HIPPO</h3> <p>So how do we do it? Well, we change what the acronym is built from. Below you will see my proposed changes and my rationale.</p> <p>In my experience, I’ve found the qualities I’ve listed below are integral to healthy and thriving relationships, both in and out of the workplace.</p> <p><img src="https://assets.econsultancy.com/images/0007/7118/hippo-re-invented.png" alt="" width="549" height="308"></p> <h3>H for Humility</h3> <p>Personally speaking, in life but even more importantly in business, over my career I have come to truly appreciate the importance of having humility.</p> <p>No matter how experienced I am in my profession, how much public speaking I do, how many hours I spend with users (listening to them during a research session), or how many businesses I go and meet who are at the start of a journey to transform their culture and strategy, <strong>I know I do not have all the answers</strong>.</p> <p>Just as important is not pretending I have all the answers, either. I’ve no doubt that you will know a whole lot more than me in your areas of passion and experience.</p> <p>In a business environment, having humility is a key to success. Correctly identifying and communicating individual strengths and weaknesses will create a stronger team unit, from the board level down through the departments and beyond.</p> <p>I would summarise the importance of humility as this: <strong>know that you will never have all the answers, truly respect the thoughts and ideas of others, and listen more than you talk to give people in your presence the opportunity to share their very best (often buried away) ideas for improving experiences and our world.</strong></p> <h3>I for Integrity</h3> <p>I have a confession to make, and quite an embarrassing one at that.</p> <p>Back in 2010, if you were leaving people a recommendation on LinkedIn, you had the option of choosing three words which best describe that person.</p> <p>When I was receiving recommendations, the word that was chosen for me most often was integrity.</p> <p>Believe it or not, if someone asked me to describe what integrity means, I wouldn’t have had a compelling answer. My thought back then was simply that it related to being honest, but I couldn’t say much more.</p> <p>Type integrity into Google and this is what you get:</p> <blockquote> <p>Integrity is the quality of being honest and having strong moral principles; moral uprightness. It is generally a personal choice to uphold oneself to consistent moral and ethical standards.</p> </blockquote> <p>On reflection (LinkedIn removed this feature a few years later), it makes me very proud that integrity was the word so often used to describe me as person.</p> <p>For everyone reading this, <strong>having integrity (especially in business) will garner you more respect and provide you with a platform that more people will want to share with you.</strong></p> <h3>P for Passion</h3> <p>The happiest, most fulfilled and not coincidentally, the most successful people you will meet all have something in common: they live life with passion.</p> <p>A quick search in Google brings up this result:</p> <blockquote> <p>Passion is a very strong feeling about a person or thing. Passion is an intense emotion, a compelling enthusiasm or desire for something.</p> </blockquote> <p>From my personal experience, you won’t be able to realise your potential in a role you’re not passionate about. I learnt that when I left BAE after one year of an apprenticeship.</p> <p>You also can’t underestimate the importance of passion in motivating those around you. One key example of this is public speaking.</p> <p>I have seen many public speakers over the last 10 years (and I’m one myself), and the speakers who stick with me and whose message resonates deliver their message with passion.</p> <p>For everyone reading this, <strong>being passionate about what you do will demonstrate how much your work means to you, and your enthusiasm will be infectious.</strong></p> <h3><strong>P for Positivity</strong></h3> <p>I have another confession to make. You know how you can be a “glass half-full” or “glass half-empty” person? I am typically a “glass half-empty” person.</p> <p>At this stage I won’t go in to explaining about imposter syndrome, apart from saying that it’s something that affects almost all driven, passionate, ambitious people.</p> <p>For me, advocating the importance of positivity is in some way contradictory to my general persona, but one thing I know is 100% true: when I focus on being positive in my life and in my work, more positive things happen.</p> <p>A key part of being (and staying) positive is knowing that you are working towards something.</p> <p>Maybe things don’t fall in to place straight away. Maybe you are getting setbacks and people around you start to lose faith. Throughout this, staying positive, keeping the faith, planning for long term personal (and business) success is crucial.</p> <p>The higher you are in a business, the more people will look to you for guidance. If they see the captain of the ship doesn’t believe, then why should they?</p> <p>For everyone reading this, <strong>remember that our lives and our careers should be a marathon, not a sprint. </strong></p> <p><strong>Have determination to reach your goals, keep pushing forward, fight back against those negative thoughts in your mind, and know that positive thoughts bring positive experiences.</strong></p> <h3>O for Openness</h3> <p>When we are open-minded, we are creating opportunities for ourselves to have new experiences in our lives or in our careers. We are stepping outside of our comfort zone to try new things.</p> <p>In some ways, this is facing up to our fears: fear of taking on a new role that is going to stretch us, fear of putting our experiences and reputation on the line, fear of standing in front of people to deliver a presentation.</p> <p>Being open these past 15 years has led me to where I am today. Yes, I have had to face up to my fears on many occasions; but would I swap all that anxiety, worry, stress, and the sleepless nights for having a simple career which is just plodding along on auto-pilot?</p> <p>Not for one minute.</p> <p>What are your biggest fears? Are you truly fulfilling your potential? Is there something that you wish you could do which will take you completely outside of your comfort zone? Just remember: who dares, wins.</p> <p>For everyone reading this, <strong>whether you’re at the top of the chain and worried about change, or anywhere in the business, if you take one thing away from reading this article, it is this: open your mind to the possibility of facing up to some of your biggest fears.</strong></p> <h3>Will you aspire to be the HIPPO?</h3> <p>So there we have it, the re-invented HIPPO. Humility, Integrity, Passion, Positivity, Openness.</p> <p>Thank you for reading (the first step in being open to change) and I look forward to working alongside and working with more HIPPOs during the rest of my career.</p> <p><em>For more on leadership, read the following:</em></p> <ul> <li><a href="https://econsultancy.com/blog/67238-redefining-leadership-in-the-digital-age">Redefining leadership in the digital age</a></li> <li><a href="https://econsultancy.com/blog/67303-15-inspiring-quotes-from-digital-leaders">15 inspiring quotes from digital leaders</a></li> <li> <a href="https://econsultancy.com/blog/67797-digital-transformation-five-key-tenets-of-a-digital-leader">Digital transformation: five key tenets of a digital leader</a> </li> </ul> tag:www.econsultancy.com,2008:Report/4175 2016-06-30T09:28:00+01:00 2016-06-30T09:28:00+01:00 The Convergence of Marketing and Sales <p>The Convergence of Marketing and Sales report provides a framework to assist a manager's journey in deciding whether or not to converge marketing and sales. Designed to be a companion and thought-provoker, the guide is written in two parts.</p> <h2>What's in the report?</h2> <p><strong>Part 1</strong> sets the scene, framing marketing and sales in different ways - from the path to purchase in the mind of the customer, to the marketing and sales process in the mind of the vendor, and the changing role of marketing and sales in a digitally networked world.</p> <p><strong>Part 2</strong> outlines our framework, split into the following key steps:</p> <p><strong>Strategy development</strong></p> <p><strong>Diagnosis</strong> - the research and obstacle definition that needs to precede all strategy development. We consider four key topics:</p> <ul> <li> <strong>Process design. </strong>Diagnosis focused on current processes used by marketing and sales and how they differ from the ideal.</li> <li> <strong>Content management. </strong>Diagnosis focused on current content used by marketing and sales and how they differ from ideal.</li> <li> <strong>Competitor analysis.</strong> Analysis of how to gain competitive advantage.</li> <li> <strong>Measurement planning. </strong>What measurements do we need to put in place to indicate if our strategy is working and do we need to refine and optimise the actions we are taking?</li> </ul> <p><strong>Insights and action - </strong>what insights have come from the above diagnoses and how can we convert these insights into coherent actions to overcome obstacles and achieve our strategic goal? (We identify Key Actions at the end of each topic.)</p> <p><strong>Strategy deployment</strong></p> <p><strong>Team organisation. </strong>How, when we roll out this convergence strategy for marketing and sales, do we take two teams with different cultures and different ways of working and turn them into a single team?</p> <p>Written by experienced consultant Dr Mike Baxter, who has led consultant teams on many of Econsultancy's digital transformation projects, the report aims to identify best practice approaches and techniques. The report also includes real-life examples illustrating how marketing and sales have a pivotal role in digital transformation.</p> <h2>How can we help?</h2> <p>Our <a href="https://econsultancy.com/training/digital-transformation/">Digital Transformation</a> team regularly supports leading organisations to drive forward organisational change. Our Digital Maturity Audit is often the first step in this journey, providing you with a clear framework to:</p> <ul> <li>Understand critical capability gaps.</li> <li>Prioritise key projects and areas for development.</li> <li>Validate business cases for investment.</li> </ul> <p>If you want to find out more about the Digital Maturity Audit and how we can help, please don't hesitate to get in touch by emailing <strong>transformation@econsultancy.com</strong> or calling us on +44 (0)20 3199 8475.</p> <p><iframe src="https://www.youtube.com/embed/Pi15K7YytWo?wmode=transparent" width="560" height="315"></iframe></p> <p>video by <a href="http://www.londonvideostories.com/" target="_blank">LondonVideoStories</a></p> tag:www.econsultancy.com,2008:Report/4162 2016-06-21T11:05:00+01:00 2016-06-21T11:05:00+01:00 Digital Transformation in the Financial Services Sector <p>The <strong>Digital Transformation in the Financial Services Sector</strong> report looks at the challenges that companies within the sector are facing as they digitally transform themselves to compete in today’s changing market, seeking to understand best practice approaches, techniques and strategies that financial services companies are adopting to increase their chances of success.</p> <p>The report, which is an update on the 2015 research of the same name, aims to explore how marketers' responses to challenges have evolved and provide some updated recommendations on approaches to and opportunities related to digital transformation.</p> <h2>Methodology</h2> <p>We carried out a series of in-depth interviews with senior executives from across the financial services and insurance industries to understand how a range of organisations were responding to different opportunities and challenges.</p> <p>Companies interviewed included: Saga, MORETH&gt;N, RSA Insurance, LV, BlackRock, Alpha Financial Markets Consulting, Direct Line Group, The Co-operative Insurance, Barclays Bank, Lloyds Banking Group, Santander UK, Droplet, Nutmeg, AXA, JP Morgan Asset Management, Bibby Financial Services, Interactive Investor, Hargreaves Lansdown, Betterment and Scalable Capital.</p> <p>We also looked at sector-specific data from our <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">Digital Trends 2016</a> and <a href="https://econsultancy.com/reports/digital-trends-in-the-financial-services-and-insurance-sector-2016">Digital Trends in the Financial Services and Insurance Sector</a> reports, both published this year.<br></p> <h2>What you'll learn</h2> <ul> <li>The financial services industry is facing challenges from new business models and new players entering these markets, changing the ecosystem and making these sectors ripe for digital transformation.</li> <li>Companies in the sector see investment in digital and related skills as critical to success.</li> <li>Customer experience is a major focus for marketers.</li> <li>Having the right strategy and culture to deliver digital transformation is seen as essential.</li> <li>Data is perceived as being a huge part of the digital transformation journey.</li> </ul> <h2>You'll discover findings around:</h2> <ul> <li>How companies are looking to differentiate the customer experience and deliver value to their customers.</li> <li>Ways in which companies are putting the customer at the centre of decision-making.</li> <li>Practices companies are adopting to work in a more agile way.</li> <li>Encouraging a digital culture where digital is promoted throughout the organisation and is a part of everyone's job.</li> <li>Importance of re-platforming and moving away from legacy systems to be able to deliver on ambitions. </li> <li>Integrating data to understand customer journeys and behaviour to deliver more personalised and relevant communications.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> <h2>How we can help you</h2> <h2 style="font-weight: normal; color: #3c3c3c;"><a style="color: #2976b2; text-decoration: none;" href="https://econsultancy.com/training/digital-transformation" target="_self"><img style="font-style: italic; height: auto; float: right;" src="https://assets.econsultancy.com/images/resized/0004/8296/rgb_dt_logo-blog-third.png" alt="Digital Transformation" width="200" height="66"></a></h2> <p><a title="Digital transformation - Econsultancy" href="https://econsultancy.com/training/digital-transformation/">Digital transformation</a> is a journey that's different for every organisation. To enable delivery of your digital vision (or help you shape that vision) we’ve designed a comprehensive approach to tackle your transformation.</p> <p>Covering everything from strategic operational issues, down to specific marketing functions, we will work with you to achieve digital excellence.</p> <p>Talk to us about an initial, no-cost consultation.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li>EMEA: +44 (0)20 7269 1450</li> <li>APAC: +65 6809 2088</li> <li>Americas: +1 212 971-0630</li> </ul> <p style="color: #6b6b6b;"> <iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> <p style="color: #6b6b6b;">video by <a href="http://www.londonvideostories.com/" target="_blank">LondonVideoStories</a></p> tag:www.econsultancy.com,2008:BlogPost/67961 2016-06-20T14:51:00+01:00 2016-06-20T14:51:00+01:00 How should your digital marketing team be structured? Nikki Gilliland <p>Recently, we sat down with three top marketers with three varying perspectives on the topic. </p> <p>They are:</p> <ul> <li>Jane Newens, Head of Communications at the Open University.</li> <li>Vinne Schifferstein Vidal, Global Category director at Pearson.</li> <li>Jack Swayne, Chief Strategy and Analytics Officer at iProspect.</li> </ul> <p>To find out what they said, watch the video, or check out the summary below.</p> <p>And be sure to check out Econsultancy's best practice guide on <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">Digital Marketing Organisational Structures and Resourcing</a>.</p> <p><iframe src="https://www.youtube.com/embed/t9p5Lo3mlZ4?wmode=transparent" width="854" height="480"></iframe></p> <h3>A digital team is not always required</h3> <p>As the Head of Communications at the Open University, Jane Newens doesn’t understand the need for having a specific digital team. </p> <p>Instead, she believes that digital should be integrated throughout an entire business, with sound knowledge being a focus for all areas of marketing – not just an isolated group.</p> <blockquote> <p>We do it in our team, because we’re constantly looking at both the online and offline experience and all the different touchpoints. Then in our acquisition team we also have a number of digital experts.</p> <p>But... we don’t have a <a href="https://econsultancy.com/blog/67948-how-long-will-the-head-of-digital-role-exist/">head of digital</a>.</p> </blockquote> <h3>A digital team divided into different strands</h3> <p>Vinne Schifferstein Vidal explains that for a company like Pearson, digital remains the responsibility of a select few. However, she also explains how the team is divided between different verticals of the business.</p> <p>With half dealing with the sale of digital products, and the other focusing on the marketing of digital channels, the different roles are brought together to make a truly collaborative team.</p> <blockquote> <p>One side is really looking after the website and how we communicate to our target audience. On the other side, the channel might not necessarily be a digital one, but the product that we sell is always digital.</p> </blockquote> <h3>Three distinct types of digital teams</h3> <p>Instead of just one approach, Jack Swayne explains how iProspect chooses to structure its digital teams around three core elements – holistic, specialist, and integrated – in order to guarantee success. </p> <blockquote> <p>The digital world is becoming more and more complex. Within search, social, content – it’s moving at a faster pace. Changes are happening so quickly that we need in-depth specialism to make sure we’re staying ahead of it all.</p> </blockquote> <p>By using holistic thinkers to help make sense of the ways digital is changing consumer behaviour, specialist marketers are then able to take these insights and turn them into actual solutions. </p> <h3>So...</h3> <p>These three examples just go to show how differently digital teams can be structured. </p> <p>There are no set rules, but it ultimately depends on how a company values digital knowledge and expertise.</p> <p>Whether fully integrated, specialist, or a mixture of the two – marketing teams are becoming just as complex as the industry itself.</p> <p><em>To benchmark your team’s knowledge against their industry peers, check out our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index.</a></em></p>