Blog : Element digital

6 tips for achieving faster results from digital

6 tips for achieving faster results from digital

Stuck in a digital rut? Doing a lot but seeing no results? Not sure where to start with digital? Here are six tips on how to make progress quickly.

 Time is of the essence when it comes to meeting the digital challenge. Finding the balance between acting quickly and planning effectively is key.

Doing nothing is not an option but nor is it advisable to rush into action without a strategic approach. But that approach needs to be based on a whole-of-business strategy for the digital world, not on a stand-alone digital strategy. The difference is important.

Digital can be defined as a ‘culture of connectedness’. To succeed, businesses need to plug themselves into this new culture and learn how to operate within it. The shift is so significant you need more than just an add-on to the way your business currently operates.

Responding to the digital revolution requires some revolutionary thinking:

1. Get used to working without the full picture

Things move fast in the digital world. While you need to work strategically, taking too long to develop a strategy risks it being out of date before you even start executing.

To paraphrase Amazon CEO Jeff Bezos, you need to learn to work with 70 percent of the information. Being wrong may be less costly than you think, he says, but being slow will definitely be expensive.

The key question is: “What is the minimum we need to know to move forward?” Not all businesses are comfortable taking this approach but the ones who make progress will ultimately be those who learn to live with a little uncertainty.

2. Failure is an option

Working with less information means you’ll sometimes get things wrong. In fact, if you’re not failing occasionally, you’re probably not pushing boundaries enough. But that’s not the same as being reckless and you can mitigate the risks in various ways.

Use low-cost, controlled experiments to learn without exposing your business to financial risk. And you can mitigate any reputational risk from getting it wrong by being open and transparent about your process. People have a far greater willingness to accept imperfection if they are aware that they’re participating in a process that will lead to improvement.

3. Listen to your customers

It barely needs saying, but remind yourself regularly anyway – digital is a customer-centric medium. Everything you do as a business needs to be done with a view to the customer’s needs and expectations.

The biggest shift for businesses when it comes to communication is the change from a broadcast model to a conversation model. It is no longer acceptable to simply push messages out.

Your customers will tell you what they want from you in the digital world but you have to be listening. Ideally, you’ll get to understand what they need at each stage of their journey with your business. Customer expectations are constantly changing so an ongoing dialogue is essential to stay on top of this.

4. Test, learn – then test again

Combine the minimum knowledge you need to move forward with a customer-centric approach: act quickly to test early iterations of strategic thinking with actual customers, collect real data and feedback, and refine your approach. This iterative process should be continuous – it’s a virtuous circle, not a linear path.

5. Get everyone paddling in the same direction

Research proves that successful digital initiatives depend on leadership from Board and senior management but they can also be a leap for middle management. A lot of initiatives die when middle management doesn’t get on board.

If your internal culture is not geared to delivering good digital, the outputs are not going to be great. It may be that your first priority is to focus on getting your internal processes right – encouraging collaboration by establishing internal centres of digital excellence and cross-functional teams that work together on solving problems.

6. Above all – do something

A recent US survey indicated 83% of executives realise the need for digital transformation in their businesses but only 23% are actively doing something about it. The rules of evolution apply – adapt or die.

Introducing ‘Rapid Strategy’

Introducing ‘Rapid Strategy’

Strategic planning has a problem.

Digital has changed the way we do business, and the traditional approach of lengthy deliberation and maximum information is broken. Your strategy risks being obsolete before it’s finished.

Yet, the companies who succeed in this new digital environment continue to put strategy and insight at the heart of their business.

How, in the words of Tim Leberecht, do we run fast and go deep at the same time?

Over the last 12 months, we’ve been exploring methods for ‘speeding up’ the strategic planning and delivery process for digital.

Rapid Strategy is the result.

This process takes principles from agile, design thinking and innovation methodologies, and combines them with best practice strategic planning, where hard choices are made to achieve business goals.

Our approach understands what the architects of the Agile Manifesto talked about; to quote Jim Highsmith, “we plan, but recognise the limits of planning in a turbulent environment.”

The outcome is a faster, more responsive approach to developing and implementing digital programmes, without sacrificing insight or quality.

Here’s how Rapid Strategy works:

Rapid Strategy model

Rapid Strategy is effective for three primary reasons:

1. The minimum to get you moving

Strategic planning often begins with a lengthy discovery process. Here,  key facts and information are uncovered via in-depth audits or exhaustive periods of research.

Given the rapid evolution of customer behaviours and digital technologies, the first issue we wanted to address was: how do you get the industry, business and customer information you need, without taking months to get it?

The answer is: you don’t. You don’t try to get the full picture. Instead, decide “what is the minimum you need to know to move forward?”

This gets to the heart of good strategy – the ability to make hard choices and prioritise one area of focus over another.

If your organisation is stuck in a digital rut, or suffering paralysis by analysis, then by learning to work with incomplete information, you will be compelled to get out of the blocks and begin making progress.


“An organisation’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage”

— Jack Welch


2. Useful information, quickly

Imagine you’re a commander on a battlefield. You’ve prepared a strategy, and a set of tactics, that you believe have the best chance of defeating the enemy. You have one shot to get it right – success or failure, glory or defeat.

Now, imagine if you could test multiple different strategic ideas against the enemy, before committing your troops to the battlefield. Imagine if you could mount a series of guerilla raids that glean a mountain of useful insight, without great cost or sacrifice, and without revealing your position. What advantages might that provide when the time comes to say ‘Charge!’?

With Rapid Strategy, you can.

At the heart of our approach, is the use of quick, cheap and discreet experiments to test business assumptions.

Used this way, assumptions become powerful tools for business learning. When we ask the question, ‘what is the minimum we need to know to move forward?’, an assumption is often the starting point. Using this as our minimum, we can test and challenge it, to ensure we move forward with reliable information.


“Invest in experiments to quickly, cheaply and easily gain insight into solving problems and exploiting opportunities.”

– Michael Schrage, The Innovator’s Hypothesis

From these results, serious strategic decisions, and tactical refinements, can be made more quickly, and oftentimes with greater certainty, than using traditional methods.

3. Agile execution, bespoke teams

A strategy is not a strategy without a plan of action. Execution has always been critical to success, but as the line between strategy and tactics becomes increasingly blurred, this becomes even more true.

It is always more helpful to see a strategy in action, than to see it as a theory on the page. If agile talks about ‘working software’, we talk about ‘working strategy’.

Rapid Strategy advocates for this approach; short, rapid phases of execution, building on the stages before it, and accumulating to deliver a larger piece of work.

We deliver this via a partnership model, assembling and managing bespoke teams of trusted experts around your project. This ensures the appropriate fit and capability, in turn delivering optimal value.

We strongly believe that Rapid Strategy will deliver greater digital clarity, value and performance to your business. If these sound like results you would be interested in, please do contact us.

Google Analytics: Getting Started

Google Analytics: Getting Started

This is a guest post from Lana Gibson, founder of analytics specialist, Lanalytics. Find out more at lanalytics.co.nz

Google Analytics (GA) is a powerful tool, and it’s becoming crucial to use it to understand your audience and improve your digital product. If you’re a product manager, or agency / website owner you need to bring GA into the heart of your team. In this post I’ll show you the value of GA, help you decide what’s best for you in terms of using it, and outline how to infuse it into your team.

Why use Google Analytics?

Because it can help you to understand your audience. And this insight will help you to meet your goals, increase your traffic, and show your clients and management how brilliant you and your team are. Here are some examples of how powerful GA can be:

Often a simple headline will be enough to show the value of your work. For example there were lots of people searching for ‘opening hours’ on the Te Papa site so the team put this information on every page. The graph below shows how searches including the term ‘hour’ dropped by 85%, because people didn’t need to search for it any more:

Putting opening hours on every page:

 

 

 

 

 

 

Resulted in an 85% drop in searches containing ‘hour’:

What does it do?

Google Analytics shows how people use your website. It tracks hundreds of things like where they come from (e.g. Google, social, referral sites), what pages they visit, and what they search for on your site. If you need to set up GA Moz has a great guide on this, so go do that and then come back here so you can make the data useful.

 How can I use it?

People tend to approach GA with enthusiasm, thinking that pulling a few levers will make all the insights fall out. But understanding why things are happening and how to fix them is more like one of those frustrating claw arcade games where you never get the toy. The confusing terminology, number of reports, and the fact that a lot of useful stuff isn’t tracked automatically make it tricky. Below are some ideas about how you can use GA effectively.

Get specialist help

If you manage a big site you’ll want to consider a full-time GA specialist to get to grips with your data. If you can’t bring in a permanent employee consider getting time-boxed help from a consultant (such as Lanalytics!). Spend a bit of time working with them so that you can use their data – sit down with a question about your users and go through the data together. Ask them to explain anything you don’t understand, it’s their job to help you get results.

Learn it yourself: pair with specialist

If you want to learn GA yourself it’s ideal to have a specialist on-site. You’ll be able to get help with questions when they arise, such as ‘Are users actually clicking on that 6 pt link that’s 3 km down the bottom of the page?’. If you have someone at your work you can pester them relentlessly. Just be prepared to provide chocolate.

Training courses and online tutorials

If you don’t have the luxury of an on-site specialist, try a certified course or do online tutorials (if you’ve found useful ones please share them with us in the comments). Define the main things you’d like to find out about your site before you attend, and ask the trainer to help you track these because training is often very broad. Likewise find bite-sized online tutorials that meet your specific goals – you’ll get lost if you try to learn everything.

Assign site measurement to a team member

Consider training up a member of your team. They should be passionate about users, good with technology, and good communicators. Don’t rule out less-experienced team members – putting data to good use relies on knowledge of business, team and user needs, which are learnt on the job.

Infusing your team with data

Whatever route you decide to take, don’t let your data sit in a vacuum. Analytics works best when every team member can track what they’re interested in. For example designers will want to know whether their blue call-to-action button is being clicked, whereas content designers will want to know which of the pages they’ve written are popular.

Also define things that are important to your whole team, like are the right people finding your online form page? Work out your performance priorities as a team and build up to regular dashboard reporting (more on that in a later post) which reflects your goals and performance.

Google Analytics is a valuable source of insights to help you understand your users and improve your site. Whether you decide to learn Google Analytics yourself, assign it to a team member, or get a specialist in, make sure you build a performance culture within your team. GA will help you to help you increase traffic to your website, meet your goals, and prove the value of your work. Get started!

 

5 Digital Essentials For Your Business

5 Digital Essentials For Your Business

As digital matures, organisations must redefine how digital is incorporated, or even referred to, within the business.  With this in mind, here are five digital essentials to help your business make the most of digital in 2016:

    1. It’s not digital strategy. It’s business strategy for the digital age.
      The point has been reached where the ‘digital’ tag is essentially irrelevant e.g. ‘digital marketing’. Every business unit now has a digital component, every senior manager should have an understanding of digital and the role it plays. Now, that understanding is not present in all organisations, so the ‘digital’ tag persists. But your business strategy should reflect a world and an audience that is inherently digital – even if your business is not.
    2. Customer experience is a priority
      Regardless of whether you’re B2B or B2C-focussed, customer experience should be a priority, if not the priority, for your business in 2016. It’s the basis on which many companies plan to compete, but more importantly, it’s the primary means by which customers will judge your business. Their demands are exacting and the challenges they present are many, but the rewards are more than worth it.
    3. Know thine audience
      Your customers leave a trail of digital breadcrumbs wherever they go. As such, it’s easier than ever to understand their needs, motivators and behaviours. Investing in this understanding is one of the keys to delivering a successful experience. It doesn’t have to mean granular persona development – even your website analytics will provide a raft of clues. But the best results are achieved through a combination of qualitative and quantitative research – talking to your audience then using broad data trends to confirm or negate the findings.
    4. Integration
      Further to point 1, digital silos should start to be dismantled. ‘Digital’ is not a standalone thing to be developed in isolation. In fact, better results are achieved when digital planning and execution are integrated with ‘traditional’ activities, each working in sync. This applies both to how departments are structured and how programmes are implemented.
    5. You don’t have to be right the first time
      The words ‘agile’ and ‘iterative’ are bandied around far too much these days, but what they essentially mean is that it’s ok to test and fail in the real world. You don’t have to attain perfection at the first go, you don’t have to be afraid of negative feedback (you do have to manage it though). As long as the process is transparent and responsive, you can learn a huge amount by simply testing and observing behaviour. Use the results to adjust your offering quickly and in small steps, eliminating the need for considerable upfront investment and a few sleepless nights.

What are your thoughts on the key digital issues that will affect business this year?

 

Why Customer Experience Is Your 2016 Priority

Why Customer Experience Is Your 2016 Priority

Every year, long lists are made touting the next big things in marketing for the 12 months to come.

In 2016, only one item need be on that list: customer experience (CX).

Sure, we can talk about adaptive content or virtual reality or disruptively programmatic collaborative innovation, but the fact remains: CX will rule 2016.

A recent Gartner survey found that, this year, 89% of companies plan to compete on the basis of customer experience. It’s an encouraging but suspiciously high number. While many a marketer can stamp ‘seamless journeys’ and ‘compelling experiences’ off their Buzzword Bingo sheet, few can honestly back it up.

Case in point: 43% of customers in a 2015 Australian study said they were dissatisfied with the experience offered by the country’s 34 largest companies. Of those, only 17% would stay loyal to the brand as a result. Clearly, there is work to be done.

Customer expectations are higher than ever. At every interaction, at each individual ‘micro moment’, customers want the ability to personalise and optimise the experience, based on their needs. Fair enough too, for the experience is the one tangible demonstration of how far a brand will go to please that customer.

“But hang on!”, you cry. “This isn’t new! We’ve been focussed on the customer experience for years!”

So how’s it looking? Seamless, end-to-end, user-first, intuitive, responsive, measurable, data driven yet human, delivering to a clear strategy, proven ROI?

Marketers have been focussed on components of the customer experience – the in-store, the website, the social media. The false ‘traditional vs digital’ divide has been a culprit here. Different elements of the experience are developed in isolation, with marketers mostly having to choose which side of the divide they sit on.

This makes joining the dots very difficult, a trend reflected in the either/or customer experiences on offer. You can probably think of half a dozen companies who offer either a terrific digital customer experience that doesn’t translate to the real world, or memorable TV campaigns with a poor in-store experience, or great in-store service with a terrible digital offering.

Brands have also been guilty of trying to force the experience on the customer, rather than providing the means for the customer to define it themselves.

Avinash Kaushik, Google’s Chief Digital Evangelist, touched on this when he said that marketers should focus less on conversion, and more on user intent across the entire experience.

In other words, stop trying to force them down a funnel, and instead, understand what they need at each stage to make their own decisions, and provide them with the best tools to do that.

Customer experience doesn’t work in silos and it’s not about tactical hit and runs. It’s about fundamentals and root causes; allowing a customer to do what they want, when they want and how they want.

For all of us, that’s both good and bad news.

It’s bad news because great customer experience is hard.

Every touchpoint forms part of the experience. From an organisational perspective, building the necessary infrastructure means collaboration between marketing, comms, HR, IT, senior management and possibly more. Who owns what? Who delivers what? Governance is crucial.

Strategically, it requires making hard choices about effort and resources. Tactically, it requires responsive management and creativity. Technically, it requires speed and integration. Marketers with a solid understanding of all worlds will be in high demand.

The good news? The benefits of getting it right are huge. 55% of customers will pay more for a guaranteed good experience. And the customer experience is filled with creative potential, a chance for your brand to build something truly unique and personal.

2016 is the year your competitive advantage will begin to rely, more than ever, on the strength of the customer experience. Make sure it’s top of the list.

Welcome to Element!

Welcome to Element!

Element is go!

We’re stoked to announce the launch of Element Digital.

Our goal is to provide a new kind of digital consultancy, one that helps you adapt quickly to the changing world of digital.

Our HQ is in Wellington, but we work throughout New Zealand, and further afield.

It’s an exciting time to be in business. Digital offers a wealth of possibilities, and we would love to be your partner in realising them.

Contact us today and let’s talk more about how we can help.