5. TODAY WE WILL COVER
MOVE FAST, BREAK THINGS
Eric Edge, Facebook
ORGANISATION 3.0
Neil Perkin, Only Dead Fish
ORGANISATION 3.0, CASE STUDIES
Arwa Mahdawi, Contagious
AGENCY 3.0
Neil Perkin, Only Dead Fish
AGENCY 3.0, CASE STUDIES
Nadya Powell, Dare
7. TODAY WE WILL COVER
MOVE FAST, BREAK THINGS
Eric Edge, Facebook
ORGANISATION 3.0
Neil Perkin, Only Dead Fish
ORGANISATION 3.0, CASE STUDIES
Arwa Mahdawi, Contagious
AGENCY 3.0
Neil Perkin, Only Dead Fish
AGENCY 3.0, CASE STUDIES
Nadya Powell, Dare
8. To view Eric’s slides, please go to the IPA Creative Pioneers
presentation, here:
http://www.youtube.com/watch?v=kGbzn8W8LGE
9. TODAY WE WILL COVER
MOVE FAST, BREAK THINGS
Eric Edge, Facebook
ORGANISATION 3.0
Neil Perkin, Only Dead Fish
ORGANISATION 3.0, CASE STUDIES
Arwa Mahdawi, Contagious
AGENCY 3.0
Neil Perkin, Only Dead Fish
AGENCY 3.0, CASE STUDIES
Nadya Powell, Dare
10. THE ONLY CONSTANT IS CHANGE
• Organisations felt bombarded by change - many are struggling to keep up.
• 8 out of 10 CEOs saw significant change ahead, yet the gap between the expected level of
change and the ability to manage it had almost tripled since the previous study
http://www-935.ibm.com/services/uk/gbs/html/ceostudy
11. THE ONLY CONSTANT IS CHANGE
4 out of 5 CMOs
anticipate a high/very
high level of complexity
over the next 5 years,
but only half felt ready
to handle it.
Percentage of CMOs reporting under preparedness
Source: “From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study”, October 2011, IBM,
CMO C-Suite Studies, 1700 CMOs
12. ADVERTISING
Paid search, display, affiliate
Atomisation of PAID Paid placements
content into ads
DIGITAL PARTNER
PROPERTIES NETWORKS
Websites, blogs, OWNED EARNED Word of mouth,
microsites, Digital PR,
Social presence Influencer outreach
Atomisation of conversation
through APIs and social widgets
15. THE CHALLENGE: AGILITY, RESPONSIVENESS,
PACE OF INNOVATION
Disintermediation & disruption:
A journey away from linear, one way, interruption, frequency,
inflexibility…towards what?
http://russelldavies.typepad.com/planning/2007/04/beta_tees_and_l.html
16. NO SILOS
The need to break
down organisational
silos is very real
17. POROUS ENTERPRISE:
CHANCE FAVOURS THE CONNECTED MIND
The Eureka Myth – the myth of the lone-creative
genius with a spark of sudden inspiration.
Ideas take a long time to mature, sometimes
laying dormant (in the form of 'partial hunches'
or half-ideas) for years.
It is the collision of these half-ideas that
enables breakthroughs to happen. Rather than
being a single thing, ideas are networks, or new
configurations.
18. POROUS ENTERPRISE:
CHANCE FAVOURS THE CONNECTED MIND
The great driver of innovation has been the
historic increase in connectivity between us
that creates infinite possibilities for ideas to
be swapped
Agile enterprises that understand this create
and enable spaces (physical and virtual)
where ideas can mingle (in the way that
coffee houses did in The Enlightenment)
19. POROUS ENTERPRISE:
• Connected employees bring new thinking into the
organisation
• Allows for innovation at the edges – non-core
thinking
• Relationships seen as valuable assets
• Flow of ideas into and within organisations
• Companies less reliant on ‘stocks’ of knowledge, and
more connected to ‘flows’ of knowledge
20. THE NETWORKED ENTERPRISE
A new class of company is
emerging—one that uses
collaborative Web 2.0 technologies
intensively to connect the internal
efforts of employees and to extend
the organization’s reach to
customers, partners, and suppliers
“…fully networked enterprises are not
only more likely to be market leaders
or to be gaining market share but also
use management practices that lead
to margins higher than those of
companies using the Web in more
limited ways.”
21. THE AGILE MANIFESTO
INDIVIDUALS AND
over PROCESSES AND TOOLS
INTERACTIONS
WORKING OUTPUTS over COMPREHENSIVE INPUTS
over CONTRACTS AND
COLLABORATION
HIERARCHY
RESPONDING TO CHANGE over FOLLOWING A PLAN
http://agilemanifesto.org/
23. AGILE PROCESSES
Detailed Detailed Detailed Detailed
Design Design Design Design
Concept
Build Build Build Build
SPRINT SPRINT SPRINT SPRINT
REVIEW REVIEW REVIEW REVIEW
• Improved speed of decision-making, more in-tune with agile tech teams
• Concept of ‘being in beta’, using data to adopt a more prototypical approach
• Involve feedback from customers early in the process to mitigate risk
• Work in more flexible ways with digital talent e.g. talent networks
24. THE LEAN START-UP MOVEMENT
• Disruptive innovation is everywhere
• Every company, regardless of size needs to act
like a start-up
• Not just innovation, but continuous innovation
• Combine of the use of open-source software,
agile development methodologies and ferocious,
customer-centric, rapid iteration.
"My own definition of a start-up is an institution asked to create something new under conditions
of high uncertainty…This has nothing to do with company size.” Eric Ries
http://madebymany.com/signals/the-lean-startup-movement http://startupquote.com/
25. THE PROGRESSION OF AGILE
DIGITAL WIDER RELATED
TECH & BUILD
MARKETING MARKETING TEAMS/REST OF
TEAMS
TEAM TEAM THE BUSINESS
As the benefits of agile principles (e.g. test and learn) become apparent to those most
often interfacing with agile teams, adoption spreads
26. CREATIVE CULTURE…
CREATIVE PROCESS INVOLVING A
LARGE NUMBER OF PEOPLE
OFTEN FROM DIFFERENT DISCIPLINES
MARSHALLED AROUND A VISION
WORKING AS A TEAM
“The notion of ideas as this singular thing is a fundamental flaw. There are so many ideas that what
you need is that group behaving creatively. And the person with the vision I think is unique, there are
very few people who have that vision.. but if they are not drawing the best out of people then they will
fail.” - ED CATMULL, PRESIDENT OF PIXAR
27. CREATIVE CULTURE…
"We say we are director led, which implies they make all the final decisions, [but] what it
means to us is the director has to lead.. and the way we can tell when they are not leading is if
people say 'we are not following'.” - ED CATMULL, PIXAR
http://www.flickr.com/photos/daviddelarosa/
28. ENGINEERING CULTURE…
• Resourcing for projects is purely voluntary
• Project leaders pitch developers to generate interest
• Engineers decide which projects sound interesting to work on
29. Agile Development is often centred around the belief that the best results
come from self-organising, small, nimble teams.
What if we worked like that in communications?
30. AMAZON AND THE ‘TWO-PIZZA’ TEAM
• A way of remaining agile as the company scales
• Large number of small, multidisciplinary teams, 8-10 people
• Each responsible for a focused area of service
• Customer-centric, focused improvement, speed of innovation
31. THE ONLY CONSTANT IS CHANGE
• Research into marketing structures and resourcing -
30 in-depth interviews, quant survey 170 respondents
• A new phase: not just change, but continuous change
• Economic pressures - constant evaluation of
organisational structures, processes, roles, skills
http://econsultancy.com/uk/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide
32. A KEY SHIFT IN MINDSET
Identified 4 distinct types of online
presence:
1.Transactional e-commerce site
2.Services-oriented relationship
building site
3.Brand building site
4.Publisher, portal or media site
33. A KEY SHIFT IN MINDSET
Mediated Direct to consumer
Campaigning Always-on
= increasing blurring of lines between these distinctions,
enhanced merging of roles, functions, and skills required
Several key trends behind this:
• Product owners establishing direct relationships with consumers
• Increasing role of owned media, brands and retailers becoming content producers, and
more skilled in merchandising, editorialising, content marketing and service provision
• Publishers and content owners seeking new revenue streams and moving toward e-
commerce models, applications and services
34. A KEY SHIFT IN MINDSET
The challenge of resourcing:
• Competitive, rapidly changing markets and increasing channel complexity
• Multiple and sometimes competing internal priorities
• Balancing outsourcing with in-sourcing, and specialism with generalism
• How best to apply adaptive resourcing to emerging channels
• The tensions created by blurred boundaries, and notably the delineation between
Global, Regional and Local
35. A MODEL FOR Dispersed – 20%
DIGITAL
STRUCTURAL
MATURITY
Fully integrated – 0% Centre of Excellence – 42%
Multiple Hub-and-spoke – 3% Hub-and-spoke – 35%
36. Brand
Brand strategy
E-Business (Social
Media)
Digital Marketing
Ecommerce Content/UX
SEO
PPC
Display Customer
Affiliates UX
Insight
Social media
CRM Design
Content Marketing
Mobile
Analytics/data
Strategy & Planning
Operations
CMS Tech/Build
Small change Large scale
request request
In organisations with a heavy Etail focus, digital marketing is Web Build
a part of e-commerce
37. MARKETING & TECHNICAL
• No single dominant structure for how technical infrastructure and web build
capability is positioned in relation to the digital marketing
• But a common challenge in how best to prioritise digital projects across the
business, and ensure agility within these structures.
• In some instances this has led to the growth in the role of intermediary product
or project manager positions.
38. TALENT
• Increasing demand/potential shortage: data/analytics, social media
• Increasing requirement for ‘T-Shaped’ people
• Both depth of experience in particular disciplines and an inherent understanding of
the broader context of their work
39. THE RISE OF PRODUCT
MANAGEMENT
• Owns the whole process of creating and executing products that audiences love
• From product strategy/vision to the detailed delivery and ongoing running
• T-Shaped people who can both co-ordinate and inspire
• Tech to media to…?
41. MAKING ROOM FOR INNOVATION
• Walmart buy a small Silicon Valley start up (Kosmix) & turn it into WalmartLabs
• A unit designed to push Walmart’s capabilities in mobile and social R & D
• Protects culture, allows for agility, attracts tech talent, space to create the future
43. A WAY IN TO AGILE…
McKinsey :`Boosting Returns on Marketing Investment’
Recommends brands spend 80% of their budget on banker
strategies and tactics, and 20% on learning through well
structured tests.
https://www.mckinseyquarterly.com/Boosting_returns_on_marketing_investment_1602
44. THE 70, 20, 10 MODEL
70% of the content should be low risk, bread and butter marketing
20% should innovate off what works
10% should be high risk ideas that will be tomorrow's 70% or 20%
45.
46.
47. TODAY WE WILL COVER
MOVE FAST, BREAK THINGS
Eric Edge, Facebook
ORGANISATION 3.0
Neil Perkin, Only Dead Fish
ORGANISATION 3.0, CASE STUDIES
Arwa Mahdawi, Contagious
AGENCY 3.0
Neil Perkin, Only Dead Fish
AGENCY 3.0, CASE STUDIES
Nadya Powell, Dare
55. $2.2 billion 11.2%
increase in same-store sales last year
in revenues. Revenues have tripled
since 2006.
1200 25.9%
restaurants restaurant operating margins
across the US, UK and Canada. Plans
to open 165 more this year.
500%
Chipotle stock up 50% on the year and
over 500% over 5 years
CHIPOTLE / RESULTS
56. Build the best product, cause
no unnecessary harm, use
business to inspire and
implement solutions to the
environmental crisis.
- PATAGONIA MISSION STATEMENT
PATAGONIA / WEAVING VALUE-DRIVEN
INNOVATION INTO THE FABRIC OF YOUR COMPANY
58. $500 million
in 2011 sales
30% growth
over the last two years
$500,000
worth of product recycled in The Common Threads
Initiative, with over 25,000 pledging to change their
consumption patters
PATAGONIA / RESULTS
62. “It’s people united, and
one problem as a
springboard for
innovation. It’s taking
generous collaboration
to action. The power of
this is unlimited.”
- MARIA MUJICA, DIRECTOR FOR GUM
AND CANDY, KRAFT LATAM
63. SOURCING THE CREATIVITY
OF THE WORLD
Procter and Gamble
aims for at least 50% of
all new product and
service ideas to come
from outside the
organisation.
65. “GG is different and its unique in
how its structured. I'm totally up
for the way its structured, its like
as a community we're
challenging the big boys!!!”
- MEMBER COMMENT
GIFFGAFF/ BUILDING A BRAND AND THEN GIVING IT
TO YOUR CUSTOMERS
66. 24/7 support in avg. 90 seconds
100% of questions asked answered by
the community
Top earner - £17,000 over 12 months
Highest Customer Satisfaction (CSI) in
the sector
Highest Community Health Index in
the world
GIFFGAFF / COMMUNITY-LED INNOVATION THAT PAYS
68. EVOLVE IMMEDIATELY.
ENTITLEMENT KILLS.
“Don't be a sitting duck. See the
big picture. Find the pain points,
see patterns taking shape and act.
Evolve immediately. Entitlement
kills.”
- AJAZ AHMED & STEFAN OLANDER
69. BE ALL-IN
“The difference between a company
whose CEO and leadership team
have an "all-in" mentality regarding
innovation, and one whose
leadership supports innovation
merely at an abstract level, is
unmistakable—and so is the impact
on the company's culture and
results.”
- JAMES P. ANDREW; SENIOR PARTNER &
MANAGING DIRECTOR AT THE BOSTON
CONSUL TING GROUP
70. DEFAULT TO OPEN
Smart organisations
default to open, rather
than closed ways of
working.
71. BE BRAVE
“The most important
thing we do to
encourage innovation is
give people the freedom
to fail”
- ROBERT KOTICK, ACTIVISION BLIZZARD
(NAMED ONE OF FORBES’ MOST
INNOVATIVE LEADERS)
72.
73. TODAY WE WILL COVER
MOVE FAST, BREAK THINGS
Eric Edge, Facebook
ORGANISATION 3.0
Neil Perkin, Only Dead Fish
ORGANISATION 3.0, CASE STUDIES
Arwa Mahdawi, Contagious
AGENCY 3.0
Neil Perkin, Only Dead Fish
AGENCY 3.0, CASE STUDIES
Nadya Powell, Dare
74. 21 in-depth interviews with
senior agency contacts
across Europe: Creative,
Media, Direct, Digital,
Marketing Technology
http://econsultancy.com/uk/reports/the-progression-of-agency-value
75. • What is the role of the agency?
• Commoditisation of services
• Divergence/Convergence of services
• Complexity/proliferation of devices
• Big data – joining it up, real-time,
automation, attributing value
• Shift to platforms
• Speed of adoption/transition
76. THE PROGRESSION OF AGENCY VALUE
•Delivering services
•Staging experiences
•Guiding transformations
77. THE PROGRESSION OF AGENCY VALUE
Delivering Services Staging Experiences Guiding Transformations
Integrated digital and
Multichannel, Joining up
Siloed data sources, basic online/offline, real-time
Data data, basic attribution,
data analysis tools decisions, sophisticated
automation
analysis
Customised dashboards,
Technology restricts, legacy Agile development, scalability of the cloud,
Technology
platforms software-as-a-service tech actionable attribution
modeling
Specialists & Generalists, T-shaped, deep knowledge,
Paid media skills, vertical
Skills Creative Technologists, human layer over tech,
skill sets, poor training
Tech skills knowledge sharing
Interdisciplinary, cross-
More fluid structure,
Rigid structure, Push not functional, small, nimble
Culture collaborative environment,
Pull, Waterfall project mgt teams. Permission to fail.
more project work
Entrepreneurial
78. TODAY WE WILL COVER
MOVE FAST, BREAK THINGS
Eric Edge, Facebook
ORGANISATION 3.0
Neil Perkin, Only Dead Fish
ORGANISATION 3.0, CASE STUDIES
Arwa Mahdawi, Contagious
AGENCY 3.0
Neil Perkin, Only Dead Fish
AGENCY 3.0, CASE STUDIES
Nadya Powell, Dare
80. AGENCY 3.0: CO:COLLECTIVE
"teams are formed around individual client needs, and when those needs are satisfied, the
team is dispersed"
http://www.cocollective.com/
81. AGENCY 3.0: PARTY
They’re not Creative is
They follow
an at the
the “cloud
advertising heart of
model”
agency everything
