tag:www.econsultancy.com,2008:/topics/talent-recruitment Latest Talent & recruitment content from Econsultancy 2016-07-20T10:58:00+01:00 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: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> tag:www.econsultancy.com,2008:BlogPost/67942 2016-06-13T15:15:00+01:00 2016-06-13T15:15:00+01:00 How AO.com succeeds by focusing on people, culture & customer service Lynette Saunders <p>In an interview for my report on <a href="https://econsultancy.com/reports/digital-transformation-in-the-retail-sector/">Digital Transformation in Retail Sector,</a> Dave Lawson, AO.com’s group ecommerce director, said it's about getting the right people who care massively, are driven and smart, and rewarding them accordingly.</p> <p>The basic principle of delivering what customers want is embedded in what <a href="http://ao.com/">AO.com</a> does, but key for the company is its people. </p> <p>I was fascinated by what sounds like the perfect culture within a company, where everyone loved their job, was rewarded for what they do and was focused on the customer and keeping them happy.</p> <p>So much so that I wanted to find out more and Andrew Kirkcaldy, AO.com's group brand director, who looks after both the brand team and people team, was happy to answer more of my questions. </p> <p><img src="https://assets.econsultancy.com/images/0007/6110/ao_manager.jpg" alt="" width="800" height="533"></p> <h3><strong>Can you first tell me about your job role. It sounds interesting to link brand and people together?</strong></h3> <p>I have been in the business for eight years, working my way up from managing our Google paid search activity to managing all of the digital marketing teams, to now focusing on brand, people and culture.</p> <p>Two years ago, we realised that it was our culture that had enabled the business to be so successful and would shape our brand's future success.</p> <p>When I chat to people about what I do they are surprised at first, but when I explain the importance of having alignment of the culture and your brand communications it all makes sense.</p> <p>I see a piece of brand communication as a promise to the consumer - if the reality of the business doesn’t match up to that promise then you won’t have a very sustainable business.</p> <p><img src="https://assets.econsultancy.com/images/0007/6017/AO_screenshot.png" alt="" width="800" height="463"></p> <p>It’s about perception vs. reality, your brand communication has to originate from truth of the business; why do we do what we do.</p> <p>For us our biggest risk is not necessarily competitors, but ourselves as we continue to grow. We have a lot of programmes that support our emerging talent, as we see promoting from within as a key defence against diluting our culture.</p> <p>When we do look externally to recruit we take this very seriously. If we recruit a person who doesn’t believe in our vision and core values then this can be very disruptive and potentially damaging.</p> <p>By ensuring that everyone has an intimate understanding and belief in our culture means that the people who don’t ‘get it’ stand out very clearly.  </p> <p>We want to be the best electrical retailer in Europe. This can only happen by having the best people who believe they are part of shaping what that looks like.</p> <p>Best means lots of different things to people, therefore, we need the culture that amplifies the passion for our customer, as every customer has different needs. </p> <h3><strong>How did you develop the culture you have?</strong></h3> <p>Every business has a culture, but the key thing to understand is whether that culture is aligned to the vision of the business and, of course, aligned to what consumers expect and deserve.</p> <p>In startup businesses the culture is very potent, as you have the passionate founder who exudes why they believe in the business.</p> <p>As you grow more people join and decision-making gets de-centralised with people across different locations and countries, so this approach is not scalable. </p> <p>We knew that we had to codify the AO culture. We embarked on a programme of surveys, one-to-one interviews and focus groups to gather opinions, stories, anecdotes and customer testimonials, which gave us great insight into how it should be shaped.</p> <p>After many iterations we settled on five values. We tested them by seeing whether these values were used when we made business decisions over the years, how we treat our customers, to how we treat each other.</p> <p><em>Two of AO.com's five values</em></p> <p><img src="https://assets.econsultancy.com/images/0007/6015/ao.com_values.png" alt="" width="802" height="347"></p> <p>This enabled us to see that they were more than just words, but how people behaved and the resulting stories they created. They were a perfect match.</p> <p>We launched the values by running culture workshops that outline the importance of our culture and why it now needed to be defined.</p> <p>We now run regular values role model workshops to arm people with how they can protect, promote and lead by example.</p> <p>We have monthly ‘state of the nation’ meetings where John Roberts (founder &amp; CEO) shares stories with the whole business on how the team have gone above and beyond by living the AO values.</p> <p>Finally, we also encourage all employees to share stories of colleagues who have lived the values. Some of these stories are amazing and humbling to read. It is these stories that maintain our passion for the business.</p> <p>Story telling is a key to making sure everyone realises that our culture is alive and well - people remember how you made them feel, not the facts and figures.  </p> <h3><strong>Through your recruitment process how do you ensure you hire the right people and know these are going to be people that care?  </strong></h3> <p>We have questions that extract stories from the candidate that allows the recruiter to understand whether they understand and believe in our vision and values.  </p> <p>For us it is about focusing on behaviours, their beliefs and attitudes rather than solely on their qualifications.</p> <p>A person could be the most qualified; most experienced in the world, but if they don’t ‘get’ our culture, then they don’t progress to the next stage. </p> <p>Our recruiters play a pivotal role in maintaining our culture as they are our gatekeepers for our special AO culture. They have an implicit understanding whether someone is right or wrong for our business.</p> <p>People don’t get to an interview if they are not the right cultural fit. Sometimes a simple question can help identify this. </p> <p>When I was interviewed eight years ago; I remember our COO asked me ‘how often do you see your mum?’ in the interview as he wanted to extract whether I care or not.</p> <p>You can’t teach or pay people to care and this is one of our core values.  </p> <h3><strong>How important is training to developing your culture?</strong></h3> <p>When people join they have a three-week induction training programme.</p> <p>For new starters into our contact centre, part of this is a values week, where they get to understand the AO mantra of how we approach customer service.</p> <p>It is not a big book of rules, but a set of principles. One of the core principles is;<em> “Treat every customer like your gran and do something your mum would be proud of.”</em></p> <p>We also run a series of product training across the business – we want them to be passionate about what they sell and have deep knowledge of products. We have built product showrooms so anyone can experience the product themselves.</p> <p>On top of that we have manufacturers bring their own mobile training centres to the business, where they give live demonstrations of the products.</p> <p>We have a development programme called <em>“AO star programme”</em> that is for rising stars within the business where they have the opportunity to get wider exposure across the business, which will enable them to accelerate their development.</p> <p>We try and tie things together through development and engagement. We set up our own charitable foundation called, AO Smile Foundation.</p> <p>Every development programme has a team building element and we use AO Smile initiatives to ensure that we mix team building and making a difference to the local community.</p> <p>For example, DIY SOS with a house that needs doing up where the family was unable to do for themselves. A great example of how people at AO.com go that extra mile is shown in this video:</p> <p><iframe src="https://www.youtube.com/embed/fv-cC0RYITI?wmode=transparent" width="560" height="315"></iframe></p> <p>Remuneration is also important to ensure people are paid fairly and we benchmark in our industry and this is reflected in how employees are rewarded.</p> <p>For me Richard Branson’s quote sums it up nicely:</p> <blockquote> <p>Train people well enough so they can leave, treat them well enough so they don’t want to.</p> </blockquote> <h3><strong>In my initial interview with Dave he talked about driving out negativity, how do you manage to drive a positive attitude?</strong></h3> <p>It starts with making sure you recruit like-minded people. We are a very fast-paced business and there are always too many opportunities to work on. This of course leads to frustration.</p> <p>The key is making sure people appreciate each other and respect what each person brings to the table and have what we call ‘positive frustration’.</p> <p>We know there will be conflicts and challenges to any ideas of progressive thinking. We are very positive company and encourage people to challenge, but do it in a constructive way. </p> <p>What has helped this, is by creating situations for people to come together from different parts of the business – logistics, operations, finance, IT and marketing through our development programmes, internal communications, engagement activities and events.</p> <p>This enables people to create personal connections as they get a greater appreciation for what others do.</p> <p>This reduces negativity as people see different views and try and work through problems together and everyone knows they are all working towards the same business vision.</p> <h3><strong>Finally, I have heard some great stories about how AO.com empowers its staff. Can you tell me more about why this works so well for you?</strong></h3> <p>Everyone has a part to play in our culture and vision of the business. If something does go wrong, we empower our staff to make it right.</p> <p>We have put guidelines in place and trust people we recruit to do what they can to make sure the customer is happy.</p> <p>The challenge is how we articulate our culture to people outside of the business. ulture is a set of beliefs, behaviours and feelings that means when you come and see the business you feel the difference.</p> <p>Over the years we have fanatically worked on making our <a href="https://econsultancy.com/reports/customer-experience-statistics/">customer experience</a> seamless.</p> <p><em>Positive reviews for AO.com</em></p> <p><img src="https://assets.econsultancy.com/images/0007/6018/positive_reviews.png" alt="" width="800" height="432"></p> <p>When a customer places an order with us, we are making a promise to that customer and we take their hard earned money very seriously.</p> <p>Things do sometimes go wrong, but because the vast majority of our customer promises are met, we can fix the ones that go wrong quickly to ensure that the customer is happy.   </p> <p>As an example, we had a family of four who bought a free-standing cooker which had been disconnected and wouldn’t load on our van. The family had the problem of what were they going to do about their dinner.</p> <p>The agent took it upon themself to have pizzas delivered to the family so that they wouldn’t have to do it themselves. </p> <p>We are not telling people to give things away, but we know it is an inconvenience for people if things have not gone to plan.</p> <p>By living by our culture and principles, we allow people at AO to be very creative in how they solve problems.</p> <p>We don’t follow a computer says ‘No’ approach. </p> <p><em>For more on this topic, read:</em></p> <ul> <li><a href="https://econsultancy.com/blog/66768-ao-com-the-best-ecommerce-experience-available-online/"><em>AO.com: The best ecommerce experience available online?</em></a></li> <li><a href="https://econsultancy.com/blog/64902-13-ecommerce-best-practice-lessons-from-ao-com/"><em>13 ecommerce best practice lessons from AO.com</em></a></li> <li><a href="https://econsultancy.com/blog/67107-five-digital-organisations-with-a-transparent-company-culture/"><em>Five digital organisations with a transparent company culture</em></a></li> <li><a href="https://econsultancy.com/blog/67059-changing-company-culture-six-things-to-try/"><em>Changing company culture: six things to try</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/67868 2016-05-24T10:09:02+01:00 2016-05-24T10:09:02+01:00 What skills do employers look for when hiring digital marketers? Nikki Gilliland <p>As shown in the <a href="https://econsultancy.com/reports/career-and-salary-survey-report-2016/">Career and Salary Survey Report</a>, salaries within digital are <a href="https://econsultancy.com/blog/67480-should-female-content-specialists-be-worried-by-our-salary-survey/">largely increasing</a> as a result.</p> <p>But with an expanding pool of talent and so many different skills to draw upon, what exactly do employers look for when hiring digital marketing talent?</p> <p>We recently sat down with three senior marketers and asked them exactly what makes somebody a sure-fire hire.</p> <ul> <li>John Watton – EMEA Marketing Director at Adobe.</li> <li>Jack Swayne – Chief Strategy &amp; Analytics Officer at iProspect.</li> <li>Vinne Schifferstein Vidal – Global Digital Category Director at Pearson.</li> </ul> <p>To find out everything they said, be sure to watch the video at the bottom of the article, but here are just three of the most important skills highlighted.</p> <h3>Curiosity</h3> <p>Most employees are bound to say that having an interest in what you do is important, but for digital marketers, it is even more the case.</p> <p>With the amount of access to new forms of technology, marketers need to be consistently curious about how they might utilise its potential.</p> <p>As John Watton explains, having the desire to learn new things, asking questions, and seeking out solutions are all key behaviours that a curious marketer should demonstrate.</p> <blockquote> <p>I don’t think it’s a profession now where you can come in at 9am and leave it all behind at 5pm.</p> </blockquote> <h3>Flexibility</h3> <p>While certain areas of digital require specialism, it’s important to remember that companies also need good all-rounders - those who understand how digital can fit into the entire eco-system of a business.</p> <p>As Jack Swayne says, by retaining a broad mindset around different channels, employers are likely to encourage employees to undertake training in specific areas as experience is gained.</p> <blockquote> <p>We look for a whole host of people, but ultimately, those who are really passionate about whatever digital channel they are looking after.</p> </blockquote> <h3>Data-driven</h3> <p>Despite the belief that risk-taking within marketing is important, many employers are beginning to place more value on being data-driven.</p> <p>As Vivve Schifferstein explains, using data to improve strategy is far more likely to get results than gut feeling.</p> <blockquote> <p>I want someone who is eager to make sure that assumptions are not assumptions any more. I think facts are much more important in the digital space.</p> </blockquote> <p>Whether it’s CTR or ROI – data is undoubtedly a brilliant tool for any marketer.</p> <p>The key is to not get too bogged down in its endless nature, and instead, use it in conjunction with creative and experimental methods.</p> <p><iframe src="https://www.youtube.com/embed/Cbo6AC3haLo?wmode=transparent" width="854" height="480"></iframe></p> <p><em><strong>To find out how your skills measure up, take our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>, or improve your prospects with our range of digital marketing <a href="https://econsultancy.com/training/">training courses</a>.</strong> </em></p> tag:www.econsultancy.com,2008:BlogPost/67665 2016-03-22T13:43:54+00:00 2016-03-22T13:43:54+00:00 HR departments are feeling the pain of digital disruption Seán Donnelly <h3>Recruiting staff with the right mix of digital skills is difficult</h3> <p>While this might not be a new problem, it would seem that this issue is particularly pronounced for companies that aren’t based in or near large urban centres.</p> <p>As the requirement to capture and make use of data continues to grow, so too does the need to develop the right infrastructure and talent. According to our <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/" target="_blank">Quarterly Digital Intelligence Briefing: 2016 Digital Trends</a>, published in association with Adobe, only 37% of respondents indicated that they have the analysts they need to make sense of their data.</p> <p>Companies are responding to the challenge in a number of ways:</p> <p><strong>Hire for behaviour and attitude, not qualifications</strong></p> <p>There was some discussion about hiring graduates, whose expectations may be too high both in terms of what they wish to earn and how quickly they expect to progress.</p> <p>Because it can be difficult to attract these graduates, some companies are hiring people for behaviour and attitude and equipping them with the right skills through training.</p> <p><strong>Developing apprenticeships and school leaver programmes</strong></p> <p>Several participants noted that this approach was effective as more and more young people are developing technology skills either at school or independently.</p> <p><em>Companies that based far from large urban centres are finding it hard to recruit digital skills.</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3186/old_street.jpeg" alt="old street" width="258" height="195"></p> <h3>If recruiting is an issue, retention is just as challenging</h3> <p>Several participants spoke of what they called the “18 month itch”. So called “millennials”, particularly those working in technology and marketing related roles, may choose to move on after 18 months. </p><p>This was particularly prominent in cases where companies are using new technology tools that require training to use them effectively. Once staff become experts at using new and complex technologies, they can become more attractive to other employers so can earn more lucrative salaries elsewhere. This raises a number of issues for HR professionals:</p> <p><strong>Should companies try to retain 'itchy' staff?</strong></p> <p>Or, should companies develop a pipeline of talent to allow staff in other departments the opportunity to upskill and move laterally within the company?</p> <p>Several attendees said that their companies are actively developing procedures to identify staff who traditionally worked in more traditional junior operational roles and giving them the opportunity to upskill into new roles. </p> <p><strong>How should companies manage the leaving process?</strong></p> <p>One HR Manager in attendance said that companies should develop a “positive leaving strategy”. This just means parting ways in the best way possible. The HR Manager that suggested this noted that her company runs “alumni drinks” twice per year. This is useful for a number of reasons:</p> <ul> <li>Staff may move to potential clients. Maintaining a positive relationship with an ex member of staff can be useful for strengthening client relationships and in some cases new client acquisition.</li> <li>A positive leaving strategy can leave the door open to staff coming back to the company in the future when they have acquired new skills. Admittedly, there were different points of view among attendees regarding whether this should be encouraged or not.</li> </ul> <p><em>The 'itch' is felt quicker than ever.</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3194/itch.jpeg" alt="seven year itch" width="202" height="250"></p> <h3>Addressing digital literacy remains an issue</h3> <p>When it comes to digital maturity, addressing digital skills, from the most junior employee right up to senior management remains an issue.</p> <p>According to our recent research into organisational structures and digital leadership titled <a href="https://econsultancy.com/reports/effective-leadership-in-the-digital-age/" target="_blank">Effective Leadership in the Digital Age</a>, more than a third (40%) of businesses believe that recruiting staff with suitable skills is a significant barrier to digital progress, making it a bigger problem than 'legacy systems and processes' (35%). </p><p>This is where things got tricky. Having moderated a number of roundtables on different digital topics, I have come to observe that these sessions can often raise more questions than they answer. One such question was whether digital skills should be a requirement for every position or whether digital skills should be centralised? </p><p>While digital literacy is recognised as an issue that needs to be addressed, HR Managers are unclear of what digital literacy is, how to teach it and of course how to measure it. With that in mind, there was some discussion about measuring employee performance. </p><p>Attendees did agree that what we traditionally call “appraisals” should be reframed. The following insights represent a summary of the different ideas and approaches that were discussed with regard to appraisals:</p> <p><strong>People first</strong></p> <p>Attendees noted that while there is a plethora of technologies available for managing and administering reviews, it is important to put people and not technology first.</p> <p><strong>Process driven</strong></p> <p>Performance reviews should be considered as a process and not an event that takes place once or twice per year. One HR Manager pointed out that there should never be any surprises at an appraisal.</p> <p><strong>Two way</strong></p> <p>In fact, one company now calls appraisals “quality conversations”. Appraisals should be approached as a two way conversation rather than one way feedback from a manager to an employee.</p> <p><img src="https://assets.econsultancy.com/images/0006/9535/Screen_Shot_2015-11-27_at_13.36.42.png" alt="digital skills a challenge" width="615"></p> <h3>Legacy systems and functional silos</h3> <p>Finally, I wondered if we’d hear the words “legacy system” and “silo” and sure enough they popped up. There was discussion among the HR Managers present that the word “digital” too often seems to be considered part of “marketing”. </p><p>One attendee noted that for organisatons to get to grips with digital, they need to develop a “digital family” by joining up IT, Marketing and HR. </p><p>At Econsultancy, we are certainly of the view that a digitally mature organisation will have digital integrated throughout the company. This is represented in our five stage model of digital maturity in our <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/" target="_blank">Digital Marketing: Organisational Structures and Resourcing Best Practice Guide</a> which is outlines the following evolutionary path:</p> <p><strong>Dispersed structure</strong></p> <p>To begin with digital expertise is normally spread thinly across the organisation.</p> <p>This digital expertise develops organically as employees with digital skills start to make the case for digital. These employees may sit within different departments and so may only have influence within their own team or department.</p> <p><strong>Digital centre of excellence</strong></p> <p>As digital skills mature, many organisations centralise them into what we called a centre of excellence. This centre of excellence is responsible for driving the digital agenda throughout the company. </p> <p><strong>Hub and spoke</strong></p> <p>The next stage in this evolution is what we call “hub and spoke”. At this stage, there is still a central digital hub but digital starts to mature throughout the organisation.</p> <p>This is effectively a combination of centralised and decentralised capability / resourcing / expertise whereby some key functions or capability remain centralised but local functions (think HR) or divisions can develop their own capability that links to the centre.</p> <p><strong>Multiple hub and spoke</strong></p> <p>This moves to a multiple hub and spoke model as digital gets adopted across multiple divisions or business units. Organisations that pass through this stage may have a number of divisions with discrete audiences for example and so while there may still be a central digital hub, each division may also have their own hubs.</p> <p><strong>Fully integraged 'honeycomb' structure</strong></p> <p>The final stage in this model is where digital and digital skills become fully integrated within the fabric of the company. A company at this stage within the model could reasonably be expected to have both the analysts and technology to be able to surface usable insights both from customers and also staff.</p> <p><img src="https://assets.econsultancy.com/images/0006/2174/DT_structures.png" alt="" width="500" height="250"></p> <p>We’ve already mentioned that only 37% of companies have the analysts to make sense of their data. Based on the same research, only 41% of companies report that they have good infrastructure to collect the data that they need.</p> <p>If digital is to be used for operational efficiency by HR, then clearly the term “digital” needs to be understood more broadly than as something led by marketing. For that reason, when we discuss digital transformation, we are thinking about something that encompasses the entire organisation, not simply the marketing department.</p> <h3>Leading the charge</h3> <p>Many organisations need to start somewhere and so perhaps it makes sense that until recently digital transformation has been led by either the <a href="https://econsultancy.com/blog/66906-was-i-wrong-about-chief-digital-officers/" target="_blank">CTO, CMO and in some cases the CDO</a>. Is there scope for HR professionals to lead the charge? Certainly they have a key contribution to make.</p> <p>Digital transformation after all needs to be successfully accompanied by cultural transformation.</p> <p>I suspect that we will conduct further research into digital from the perspective of HR professionals. In the meantime, readers might be interested in our report “Effective Leadership in the <a href="https://econsultancy.com/reports/effective-leadership-in-the-digital-age/" target="_blank">Digital Age, Skills and Capabilities of Successful Digital Transformation Leaders”</a>.Digital Transformation</p><p>Digital is changing faster and more profoundly than anyone could have predicted. Doing what you've always done is no longer an option.</p> <p>----</p> <p><em><strong>How can Econsultancy help?</strong></em></p><p>The specialist digital transformation practice within Econsultancy helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul> <li>Your strategy - where should you be going with digital?</li> <li>Your people - what teams, talent and skills do you need to get there?</li> <li>Your processes - how should you change the way you work?</li> <li>Your technologies - what platforms, software and data strategy will serve you best?</li> </ul> <p>Talk to us about an initial, no-cost consultation. We’ll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p>Contact our Digital Transformation Team on transformation@econsultancy.com or call</p> <ul> <li>EMEA: +44 (0)20 7269 1450</li> <li>Americas: +1 212 971 0630</li> <li>APAC: +65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="425" height="350"></iframe> </p> tag:www.econsultancy.com,2008:BlogPost/67497 2016-02-11T15:27:15+00:00 2016-02-11T15:27:15+00:00 Five factors that help create strong company values Jen Todd Gray <p>Seventeen years later, we still have that pioneering spirit, but with a team of 400 across the country and a dynamic rhythm to our work.</p> <p>With a recent rebrand under our belt and new senior leadership in place, it made sense for us to breathe new life into our principles and empower our team to continue doing great work.</p> <p>In a world where workplace stress leads to an almost <a href="https://hbr.org/2015/12/proof-that-positive-work-cultures-are-more-productive">50% increase in voluntary turnover</a>, companies need to work to produce a positive culture so employees feel a sense of purpose.</p> <p>Here are five key points that seasoned companies, as well as sprightly startups, should consider.</p> <h3>1. Understand the importance of values</h3> <p>Company values are a roadmap of how a team strives to conduct business. Every company has a personality and something it stands for, giving prospective consumers and employees insight as to their ideals.</p> <p>Our values are ingrained into our interview process, part of our annual reviews, and woven into everything we do.</p> <p>Zappos, a company that prides itself on being "powered by service," rotates its <a href="http://www.zappos.com/d/about-zappos-culture" target="_blank">ten core values</a> on its <a href="http://www.zappos.com/" target="_blank">homepage</a>; doing so lets consumers know where they stand as a business and adds a level of accountability.</p> <p><img src="https://assets.econsultancy.com/images/0007/1738/Screen_Shot_2016-02-11_at_15.22.35.png" alt="" width="800"></p><p>Values also help leaders market their company, guiding messaging and tactics with strategies that pertain directly to their mission.</p> <p>Last fall, <a href="https://econsultancy.com/blog/67109-rei-opts-out-of-black-friday-sort-of/" target="_blank">REI made headlines</a> for its decision to forgo Black Friday altogether, urging consumers to #OptOutside instead.</p> <p>While many brands benefit from hyped up sales, REI decided that participating in Black Friday was brand erosive, as the company motto is “<a href="http://www.rei.com/stewardship.html" target="_blank">life outdoors is a life well lived</a>.” </p> <p>By taking a bold stance against the hectic and crowded indoor shopping day, it enhanced REI’s positioning as an outdoor fitness brand.</p> <p>When people are looking to do business, it’s not just about the product or service value, but how business is conducted.</p> <p>Ultimately, business is about building great relationships and choosing the right partner based on shared values - the common adage rings true, "People do business with people they like and trust."</p> <h3>2. Know when to modernize</h3> <p>When it comes to a refresh, companies should consider the impact they hope to make and the proper time for pursuing it - don’t just change for the sake of changing and don't change values often - that will lead to confusion.</p> <p>Often, a values revamp makes sense when a company enters a new phase.</p> <p>We began discussing modernization during our rebranding process back in 2013 and, in the months since, watched as our principles evolved alongside the company.</p> <p>While your core values shouldn’t make large swings, you may need to reinvigorate them as your business evolves.</p> <h3>3. Know what you stand for</h3> <p>When issuing corporate values, think about not only who you are as a company, but what you aspire to be.</p> <p>While it’s fine to include these ambitions in company standards, values should be attainable, embracing behaviors that can be embodied every day.</p> <p>Southwest Airlines, for instance, is known for its <a href="https://www.southwest.com/html/about-southwest/careers/culture.html" target="_blank">fun-loving attitude</a> despite the chore that travel can often be.</p> <p>When a FOX reporter <a href="http://metro.co.uk/2015/12/29/fox-news-reporter-live-tweets-budding-romance-at-the-airport-5589316/" target="_blank">live-tweeted a budding airport romance</a> while waiting for her flight, Southwest was <a href="https://twitter.com/SouthwestAir/status/681347758196838400?ref_src=twsrc%5Etfw" target="_blank">quick to jump in on the fun</a>, offering the couple pizza and branded swag.</p> <p>Above all, employees need to feel empowered to mobilize around these principles and implement them in daily operations.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/bfreeland">@bfreeland</a> <a href="https://twitter.com/MartinaFOX23">@MartinaFOX23</a> we'll get the pizza and some Southwest goodies! ^BE</p> — Southwest Airlines (@SouthwestAir) <a href="https://twitter.com/SouthwestAir/status/681347758196838400">December 28, 2015</a> </blockquote> <h3>4. Create a sense of ownership</h3> <p>To ensure values are carried out at all levels of a company, leaders must actively demonstrate these beliefs - you can’t recite them once and be done.</p> <p>Leadership teams should frequently evaluate how well employees are invested in these values and find ways to reinforce positive examples.</p> <p>Publicly celebrate individuals who are 'culture carriers' at company meetings, in internal newsletters, on your company blog – whatever channel fits your business.</p> <p>Quarterly peer-nominated awards are a great way to actively empower employees to recognize these values among their peers.</p> <p>Send thank you emails to team members and copy their leaders; order buttons, magnets or small trophies to gift workers when they do a good job. As a whole, visible recognition is an effective way to reinforce key behaviors.</p> <h3>5. Live values everywhere</h3> <p>Whether you have one office location or 1,000 retail outlets, genuine culture adoption comes from full leadership buy-in and an intimate knowledge of the principles and how to live them.</p> <p>However, even when you give leaders the tools to succeed, understand that adoption won’t be instantaneous.</p> <p>For the best results, keep things simple and find opportunities to lead by example. Keep values in mind when hiring.</p> <p>Recruiters should seek individuals that personally embrace the same values to ensure a cultural fit.</p> <h3>Starting from square one?</h3> <p>If you don't have a core set of values written down already, take a hard look at who you are – ask both employees and clients what makes your company special, and begin there.</p> <p>What gets your team members excited? Why do they like working there?</p><p>Finally, keep in mind that cultural values aren’t the same as perks. Shy away from calling out your colorful walls, hip break room and foosball table, and instead focus on the qualities that help you stand out in your field.</p> <p>Values aren't tangible things, but a culture can certainly be felt the moment you walk in to a place. The more authentic your values are, the easier they’ll be to instill and the stronger your company will be. </p> <p><em>For more on this topic, read:</em></p> <ul> <li><a href="https://econsultancy.com/blog/67107-five-digital-organisations-with-a-transparent-company-culture/"><em>Five digital organisations with a transparent company culture</em></a></li> <li><a href="https://econsultancy.com/blog/67059-changing-company-culture-six-things-to-try/"><em>Changing company culture: six things to try</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/67484 2016-02-04T14:21:27+00:00 2016-02-04T14:21:27+00:00 Five key marketing trends from Digital Shift Q1 2016 Jack Simpson <p>Check out the video below for a quick taster from Econsultancy president and founder Ashley Friedlein and the author of the report, Neil Perkin.  </p> <p><iframe src="https://www.youtube.com/embed/CBpVLMYT4EU?wmode=transparent" width="640" height="360"></iframe></p> <p>I’ve also written up five of my favourite trends from the report. The full version is only available to <a href="https://econsultancy.com/subscribe/">Econsultancy's Enterprise Subscribers</a>.</p> <h3>The ‘particle’ approach to content</h3> <p>The content that works best on the web is that which can be broken down into individual elements, then brought back together in a form that suits the end user. </p> <p>Take music, for example. Traditionally we had albums, and we still do. But digital has taken this format apart and enabled us to buy or stream single tracks and then put all of those together into our own playlist. </p> <p>In short: both the publisher and the end user have greater control over the content.</p> <p>The Innovation Lab at New York Times (NYT) believes this principle can just as easily be applied to news, shifting well beyond the confines of traditional print media. </p> <p>News will begin to move away from ‘articles’ and toward a more accumulative approach consisting of various parts stitched together in different ways (like the music playlist mentioned above). </p> <h3>Mark Zuckerberg makes an AI declaration</h3> <p>In a recent Facebook post, Mark Zuckerberg said his New Year’s resolution was to build his own AI-powered butler to help him out at home and work. </p> <p><img src="https://assets.econsultancy.com/images/0007/1405/Screen_Shot_2016-02-04_at_11.14.43.png" alt="mark zuckerberg facebook post about AI butler" width="372" height="264"></p> <p>He also said he would use the butler for data visualisation to help him build better services and lead his company more effectively. </p> <p>The post follows our coverage of Facebook M – the social network’s new virtual assistant inside Messenger – in the previous Digital Shift report. </p> <p>Facebook M combines machine learning and human intelligence and is likely to have a significant impact on how we search and discover content, opening up new channels for customer service and marketing but also becoming the default interface for consumers wanting to access a variety of different services. </p> <h3>Could tattoos be the future of wearables?</h3> <p>Much of the focus on <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-wearable-technology">wearables</a> so far has been around smartwatches, Google Glass and fitness trackers. But what about the less obvious forms of wearable technology?</p> <p>Tattoos, for example. </p> <p>Wired recently featured a firm called Chaotic Moon, acquired last year by Accenture, a company that manufactures ‘Tech Tats’ – biotech tattoos that stick to the skin like a temporary tattoo. </p> <p><img src="https://assets.econsultancy.com/images/0007/1406/Screen_Shot_2016-02-04_at_11.30.20.png" alt="Tattoos wearable tech" width="550"></p> <p>Tech Tats combine the aesthetics of traditional tattoos with the functionality of wearables, tracking your vital statistics via electro-conductive paint but in an arguably less obtrusive way. </p> <p>The product is still in beta at the moment, but Chaotic Moon says its tattoos could be used for anything from making payments to tracking the condition of soldiers in the field.</p> <p>Watch this space!</p> <h3>Better integration of marketing capabilities  </h3> <p>Our new research into digital marketing structures and resourcing has discovered an increasing focus on creating joined-up activity right across the customer journey due to the growing spotlight on customer experience (CX).</p> <p>There’s a notable trend towards ecommerce capability being positioned closer to marketing functions, for example. </p> <p>Only 35% of those surveyed for our new research said that ecommerce sits separately. In our 2013 survey, this proportion was 51%.</p> <p>We can see a similar trend when it comes to social media being more aligned with the overall marketing strategy. </p> <p>More than half (52%) of companies surveyed now have social media specialists within the marketing team.</p> <h3>The rise of CCOs and CDOs</h3> <p>Organisations are increasingly creating the role of Chief Customer Officer (CCO) and/or Chief Digital Officer (CDO).</p> <p>The CCO council defines the role as:</p> <blockquote> <p>…an executive that provides the comprehensive and authoritative view of the customer and creates corporate and customer strategy at the highest levels of the company to maximise customer acquisition, retention and profitability.</p> </blockquote> <p>Evidence suggests an increasing number of companies are appointing CCOs to oversee customer-facing functions. </p> <p>A 2014 study by the CCO Council concluded that ‘the chief customer officer is becoming a staple of modern business’, and that 22% of Fortune 100 companies and 10% of Fortune 500 companies already had a CCO in place.</p> <p>As for CDOs, their increasing presence seems to be a product of the growing appetite for digital transformation across all industries. </p> <p>Consulting company Russell Reynolds Associates’ assessment of the role seems to support that view, describing a CDO as:</p> <blockquote> <p>…an individual who helps a company drive growth by converting traditional ‘analogue’ businesses to digital ones, and by overseeing operations in rapidly-changing digital sectors.</p> </blockquote> <p>Check out Ashley Friedlein’s posts about <a href="https://econsultancy.com/blog/66906-was-i-wrong-about-chief-digital-officers">CDOs</a> and <a href="https://econsultancy.com/blog/67031-chief-customer-officers-ccos-a-fad-or-the-future">CCOs</a> for more info.  </p> <p><em>The latest <a href="https://econsultancy.com/reports/digital-shift/">Digital Shift Trends Report</a> is only available to Econsultancy Enterprise subscribers. </em></p> <p><em>For lots more insight and other key marketing trends, and keep an eye out for the Q2 instalment in April.</em></p> tag:www.econsultancy.com,2008:Report/3957 2015-11-26T10:00:00+00:00 2015-11-26T10:00:00+00:00 Effective Leadership in the Digital Age <p>With the increasing impact of disruptive technologies, rapidly changing competitive environments, and a growing maturity and integration of digital into 'business as usual', <strong>organisational leadership</strong> itself needs to adapt to a brave new business world.</p> <p>Are we seeing the emergence of <strong>a new type of leader</strong> that brings together a powerful combination of skills to adeptly navigate the rapidly evolving and shifting technological landscape?</p> <p>The <strong>Effective Leadership in the Digital Age</strong> research set out to answer one key question: what does it mean to be a 'digital leader' in the context of digital transformation? Written by experienced blogger, writer and consultant <strong>Neil Perkin</strong>, the report aims to distill some of the key shifts in leadership qualities, attributes and techniques, providing a multidimensional framework for effective digital leadership.</p> <h2>Key findings</h2> <ul> <li>While the large majority of survey respondents believed that it was 'very important' for leaders to be <strong>technology literate</strong> in the modern business environment, far fewer believed that the level of literacy among their own leadership was strong.</li> <li>Leaders now need to draw from a <strong>wider set of leadership styles</strong>, and open up to increasingly take on the role of collaborator or co-creator.</li> <li>The <strong>'full stack' digital leaders</strong> are emerging, who can effectively draw value from large amounts of data, yet combine this with creative thinking and inspiring visions.</li> <li>As more businesses mature in digital capability, the <strong>ownership of digital</strong> at board level and in the organisation is shifting. Not only are a wider set of board members more actively involved and engaged than ever in digital, but new roles are actively re-shaping organisations at the highest level.</li> <li>Several key characteristics, focused on operational orientation, leadership qualities and ways of working, are critical for <strong>effective digital leaders</strong>. These include being ruthlessly customer-centric, visionary, adaptive and agile, commercial, data-driven, open, curious and innovative.</li> </ul> <h2>Methodology</h2> <p>Our methodology involved three main phases:</p> <ul> <li> <em>Phase 1:</em> A series of in-depth interviews (15 interviews in total) with a range of C-suite and senior management, including senior digital and non-digital marketers and ecommerce leads across different sectors and markets. This provided insight into key themes, challenges and opportunities in modern leadership.</li> <li> <em>Phase 2:</em> Desk research to identify relevant issues, examples and models.</li> <li> <em>Phase 3:</em> An online survey (439 respondents) of relevant senior staff across a range of organisations and sectors designed to better quantify feedback.</li> </ul> <h2>Digital Transformation</h2> <p>This research is part of a series of reports Econsultancy is producing on the topic of <strong><a href="http://econsultancy.com/training/digital-transformation">digital transformation</a></strong>. </p> <p>Digital is changing faster and more profoundly than anyone could have predicted. <strong>Doing what you've always done is no longer an option.</strong></p> <p>The specialist digital transformation practice within Econsultancy  helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul> <li>Your<strong> strategy</strong> - where should you be going with digital?</li> <li>Your<strong> people</strong> - what teams, talent and skills do you need to get there?</li> <li>Your<strong> processes</strong> - how should you change the way you work?</li> <li>Your<strong> technologies</strong> - what platforms, software and data strategy will serve you best?</li> </ul> <p><strong>Talk to us about an initial, no-cost consultation. </strong>We’ll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li> <strong>EMEA: </strong>+44 (0)20 7269 1450</li> <li> <strong>Americas: </strong>+1 212 971 0630</li> <li> <strong>APAC: </strong>+65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/TotoIZdle3c?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67252 2015-11-25T15:07:30+00:00 2015-11-25T15:07:30+00:00 Fluid resourcing: Is this the new normal in digital marketing structures? Neil Perkin <p>Over this time, digital has become more seamlessly integrated into wider business and marketing strategies, C-Suite involvement, planning and budgeting, and a heightened level of digital knowledge in the wider organisation.</p> <p>Alongside this trend toward integration, we are seeing increasing sophistication in how organisations choose to structure their digital capability.</p> <p>This is evident in a key dynamic that Econsultancy has focused on through out three iterations of our research into organizational structures and resourcing – the balance between centralization and decentralization. </p> <p>In our 2013 research, while the digital ‘centre of excellence’ played an important role in how companies structured their resourcing, we noted a shift toward the decentralization of some capabilities into local teams.</p> <p>Most notably this shift featured capabilities that were more focused on execution.</p> <p>This ‘hub as strategy, spoke as execution’ concept allowed companies to reap the benefits of centralization, including improved governance, consistency, focus, scalability and leverage, whilst accommodating discrete or localized needs, and better dissemination of knowledge across the business. </p> <p><em>A multiple hub and spoke structure</em></p> <p><img src="https://assets.econsultancy.com/images/0006/9454/multiple_hub_and_spoke.png" alt="" width="372" height="346"></p> <p>Our new research has now shown that many organisations have continued to devolve executional and even some strategic aspects from the centre, illustrating that this is a long-term trend.</p> <p>Yet our findings also show how some companies are now bringing a heightened level of fluidity to this ‘capability flow’.</p> <p>This increasing sophistication in some cases means capability that was once localized coming back into the centre to support a step change in competence, consistency or innovation.</p> <p>The nuances of this are reflected in a number of areas. There are some longer-term trends, for example, in resourcing for specific verticals like content, social and ecommerce, where we are seeing capability more closely aligned within the marketing team.</p> <p>There are also some notable long-term trends whereby some key competencies including email and analytics are being brought more in-house over time.</p> <p>Yet many companies are also becoming more sophisticated in their approach to utilising outsourcing for specific roles, while capability is built in-house.</p> <p>Meanwhile, in an effort to drive greater agility and innovation, a number of organisations that we spoke to are making use of interesting new models based around customer-focused structures, concurrent working, and small, nimble, multi-disciplinary teams.</p> <p>As businesses respond to an accelerating rate of change they are seeking new ways to improve agility through resourcing.</p> <p>A not insignificant trend result of this is heightened flexibility in resourcing. The future, it seems, is fluid.</p> <p>For a more detailed look at best practice in digital marketing resourcing, <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">download the new report</a>.</p> tag:www.econsultancy.com,2008:Report/3958 2015-11-25T14:25:00+00:00 2015-11-25T14:25:00+00:00 Digital Marketing: Organisational Structures and Resourcing Best Practice Guide <p>The <strong>Digital Marketing: Organisational Structures and Resourcing Best Practice Guide</strong> is an update on the previous iterations of this research (2011 and 2013), and is based on interviews with senior employees at companies across a range of business sectors, as well as an online survey of senior digital professionals within Econsultancy's user base.</p> <p>Written by experienced blogger, writer and consultant <strong>Neil Perkin</strong>, the report makes best practice recommendations designed to help you respond to the challenges faced by managers and organisations when structuring digital marketing capability.</p> <p>The research was designed to provide an overview of the common issues, themes and challenges associated with <strong>digital resourcing and structures</strong>, but also to assess whether conclusions arrived at in the first two iterations of the research are still valid and how marketers' responses to these challenges have evolved.</p> <p>The report aims to pull together findings from our new research, and also provide some updated recommendations on approaches to and opportunities within digital resourcing and structures.</p> <p>The methodology involved three main phases:</p> <ul> <li> <em>Phase 1:</em> A series of in-depth interviews (15 interviews in total) with a range of senior digital and non-digital marketers and ecommerce leads across different sectors and markets. This was to provide insight into key themes, challenges and opportunities in structuring and resourcing digital marketing.</li> <li> <em>Phase 2:</em> Desk research to identify relevant issues, examples and models.</li> <li> <em>Phase 3:</em> An online survey (439 respondents) of relevant senior staff across a range of organisations and sectors, designed to better quantify feedback.</li> </ul> <p>The report contains everything you need to know about digital resourcing and structures, including sections on budgeting, skills and training, resourcing and opportunities for the future.</p> <h2>Digital Transformation</h2> <p style="font-weight: normal;">This research is part of a series of reports Econsultancy is producing on the topic of <strong><a href="http://econsultancy.com/training/digital-transformation">digital transformation</a></strong>. </p> <p style="font-weight: normal;">Digital is changing faster and more profoundly than anyone could have predicted. <strong>Doing what you've always done is no longer an option.</strong></p> <p style="font-weight: normal;">The specialist digital transformation practice within Econsultancy  helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul style="font-weight: normal;"> <li>Your<strong> strategy</strong> - where should you be going with digital?</li> <li>Your<strong> people</strong> - what teams, talent and skills do you need to get there?</li> <li>Your<strong> processes</strong> - how should you change the way you work?</li> <li>Your<strong> technologies</strong> - what platforms, software and data strategy will serve you best?</li> </ul> <p style="font-weight: normal;"><strong>Talk to us about an initial, no-cost consultation. </strong>We’ll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p style="font-weight: normal;">Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul style="font-weight: normal;"> <li> <strong>EMEA: </strong>+44 (0)20 7269 1450</li> <li> <strong>Americas: </strong>+1 212 971 0630</li> <li> <strong>APAC: </strong>+65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p>