20140915 inbound2014-hewitt
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What do L'Oreal, the Metropolitan Museum of Art, and McDonalds have in common? Like Harvard University, they all have CDOs. But what on earth does a CDO do in a world where almost everything is digital? A CDO is a means to catalyze change and to empower one person to accelerate digital capabilities across the enterprise. This session will focus on practical ways that CDOs, CMOs, and other enterprise leaders can create and innovate through digital strategy.
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20140915 inbound2014-hewitt
- 1. #INBOUND1 4 THE RISE OF THE CHIEF DIGITAL OFFICER How organizations are tackling digital transformation from within Perry Hewitt CDO, Harvard University
- 2. 1 What is a CDO, anyway? 2 Digital strategy: one definition 3 Setting the stage for digital transformation 4 Mind shifts just for marketers 5 The post-CDO world
- 3. #INBOUND14 1 What is a CDO, anyway?
- 4. Photo credit: Rayand #INBOUND14
- 5. #INBOUND14
- 6. #INBOUND14
- 7. #INBOUND14 marketing technology language Enterprise responsibility marketing, editorial, web publishing Agency experience scoping, client management, high pressure, high volume Software and professional services always be shipping, product management mindset
- 8. Photo credit: Leg0fenris #INBOUND14
- 9. Or, more like a next generation Chief Telephone Officer? #INBOUND14 Photo credit: Tim G. Photography
- 10. #INBOUND14 “centralized, world-class capability…charged with removing barriers to exceptional … service delivery”
- 11. #INBOUND14
- 12. #INBOUND14
- 13. #INBOUND14 A CDO might help you with the following “Born analog” organization eager to adapt Licensed experimentation Shared guidelines and best practices Marketing and IT alignment Appetite but not capability for data and analytics “We have an agency for that.”
- 14. 2 Digital strategy: one definition #INBOUND14
- 15. #INBOUND14 Share Harvard’s mission of excellence in teaching, learning, and research while making the University and its contributions relatable and relevant in an always-on world Enable communications and engagement approaches to live digitally, and often digital-first to enrich our constituents’ experience of Harvard Connect and amplify digital initiatives build amplify aggregat e curate COPE ship measure iterate mobil e data social mm /video
- 16. speed of spread MOOCs apps #INBOUND14 mobile social visual email SaaS #iot (beyond the screen)
- 17. #INBOUND14 Heightened expectations: mobile, social, frictionless, ubiquitous
- 18. #INBOUND14 Messaging alignment RWD Web platforms Social platforms Community engagement
- 19. #INBOUND14 3 Setting the stage for digital transformation
- 20. Gather the components for your own enterprise digital remix #INBOUND14 Photo credit: Peter Morgan
- 21. #INBOUND14 Get the right people in matrixed reporting and project roles Photo credit: 12th St David
- 22. Develop digital guidelines that spread knowledge and enable user contributions #INBOUND14 Photo credit: Nicolas Nova
- 23. #INBOUND14 Adopt a product management mindset Photo credit: BitchBuzz
- 24. Create formal and informal learning paths to extend digital capabilities #INBOUND14
- 25. 4 Mind shifts just for marketers #INBOUND14
- 26. Time to rebalance control and influence #INBOUND14 Influence Control
- 27. Photo credit: Sam De Long #INBOUND14
- 28. #INBOUND14
- 29. #INBOUND14
- 30. #INBOUND14
- 31. #INBOUND14 Head & heart
- 32. Marketing analytics is a core competency #INBOUND14
- 33. Death of the five-year, and maybe even the annual plan #INBOUND14 Photo credit: James Vaughn
- 34. 5 What’s next: the post CDO world #INBOUND14
- 35. RIP TYPISTS Just as the typing pool gave way to broad interaction with tech, so advanced digital capabilities will spread beyond one group #INBOUND14 Photo credit: Seattle Municipal Archives
- 36. #INBOUND1 4 THE RISE OF THE CHIEF DIGITAL OFFICER How organizations are tackling digital transformation from within Perry Hewitt CDO, Harvard University
- 37. LESS ABOUT EDUCATION MORE ABOUT INTEGRATIO N #INBOUND14
- 38. #INBOUND14 ENOUGH, ALREADY. QUESTIONS ?
Notes de l'éditeur
- Walk you through what we will cover today …
- I grew up in suburban Philadelphia. When I was 10 years old, I became obsessed with riding. By Christmas in 1977, I became fixated on the fat that I would be getting a pony.
- My father, in his infinite wisdom, ignored my wished and gave me a TRS 80. Released in November 1977, the TRS 80 was one of the first PCs marketed for home use. The TRS-80 had no hard drive and four kilobytes of memory—for comparison’s sake, Apple’s iPhone 4 has 512 megabytes of memory, and the iPhone 6 has 1 gigabyte of memory. It gave me a lot of skills useful for a CDO: A comfort level with technology – and pretty beta technology at that Ability to try new things Resilience – because when you want a pony, and walk into that, you’re kind of forced to reframe and make the best of it quickly.
- I’ve been lucky to work with big brands, start-ups and agencies just as digital was becoming a large part of product and marketing. My career has been marked by constant change. When I began my career at Houghton Mifflin, I worked on a groundbreaking new information delivery system called CD-ROM. By the time I reached Crimson Hexagon, the idea of using an algorithm to infer meaning from unstructured text on the social web was a thing. Talk about change!
- But back to the rather ominous CDO title. First mental image is something like this – something at once sinister and anonymous. Is a Chief digital officer some kind of robotic mechanism to turn us into ones and zeros.
- And the title is vaguely ridiculous. How can one person be charged with digital, when everything is patently digital? Is it like having a chief telephone officer, when every desk and pocket has a telephone.
- I use an analogy of components and remix a lot. When people talk about enterprise, they think of the monolithic systems that power it. But there is increased fragmentation: sometimes good, and sometimes bad. A CDO may come in with internal and external components, but their remit is the remix.
- Which means – always be recruiting. And if you work in the enterprise, that means partnering with HR to think about jobs very differently. Another handy saying – nothing promotes collaboration more than an exchange of hostages
- We spend a lot of time on guidelines and standards, created collaboratively with our constituents.
- Which means – always be shipping – and iterating – and shipping. We take this approach to software platforms we manage, like Wordpress for the Harvard Gazette, to aligned IT initiatives that power websites across Harvard, to the social strategy, to the mobile applications.
- Everything from Agile training and conferences for formal development To digital roundup, a monthly newsletter and event for informal development
- Little yellow book of brand Leverage the content creators within and beyond your institution Harvard examples: relaunching a semi automated Harvard homepage in 2011. distributing our content across social channels Also,
- Plant grass not pull weeds This is a core tenet of inbound marketing in general. The weedpulling method was really effective in a world where “finite” was a thing.
- One example of how we have effectively planted the grass 2009: Harvard Gazette was 200,000 page views Print first, selectively and manually published to web Optmized for IE Predominantly text Thought of solely as destination, not feed Built as single celled organism 2014: 8 million page views Digital first – with one commencement edition Optimized for multiple mobile form factors Incorporated audio, video, GIFs, Soundcloud Built as complex living structure of stitched together web services
- Identify influencers. This isn’t entirely different behavior from Business Partner Marketing programs in the 1990s, but the potential and scale are far greater.
- This is a tool called social rank we experiment with. Top ten followers within50 miles of NYC. Sortable by geo, keyword, verified status.
- Head and heart for mass connection, peer to peer sharing
- Marketing has always been a quantitative business from market sizing to revenue attribution. But now it’s everywhere. Culture of continuous optimization.
- I miss the days of marketing canons. (one N). Planning is still essential, but what we’re planning for is uncertainty and agility.
- If any kind of center of excellence makes sense for digital, it should be heavily invested in distributing knowledge.
- Because this is the broader landscape we are addressing. Sure we have centers of excellence and the role, but that is more of a reaction to the reality that the consumerization of IT and digital everywhere have transformed business from customer to employee to leadership.
- But, to play devil’s advocate, why might this role stick around for a while? The heart of why this position exists is not just about digital fluency, but about communication across functions. No shortage of work to do. This ultimately is the role of the CMO, but enough work to be done. See also the rise of the Chief Experience Officer -