Process in the Age of Digital Innovation

PROCESS IN THE AGE OF DIGITAL REVOLUTION

CHARLES DUNCAN JR.

CHARLES DUNCAN JR.DIRECTOR OF TECHNOLOGY: IQ INTERACTIVE

Creative Technologist whose job it is to make sure teams are working together to push innovation while still getting projects delivered on budget and on time.

WHAT EXCITES ME ABOUT DIGITAL ADVERTISING

AFFECTING HOW PEOPLE ACCESS INFORMATION

AFFECTING HOW PEOPLE COMMUNICATE WITH EACH OTHER

500100

Radio/Film

15 Web

10 Mobile

IT’S JUST THE BEGINNINGCOMPARED OTHER COMMUNICATION MEDIUMS

* estimated years in mass use

Why Are We Here TodayPromoting collaboration between creatives and technologist enables your company to stay on the cutting edge and continuously deliver campaigns that drive results.

STRATEGY

DESIGN

DEVELOPMENT

DEPLOY

July Aug Sep Oct Nov Dec Jan Feb

THE CURRENT AGENCY PROCESS

THE PROBLEM WITH WATERFALL

The main problem with the waterfall model is the inflexible division of a project into separate stages, so that commitments are made early on, and it is difficult to react to changes in requirements. Iterations are expensive. This means that the waterfall model is likely to be unsuitable if requirements are not well understood or are likely to change in the course of the project.

* Sommerville, Ian (2007) [1982]. "4.1.1. The waterfall model". Software engineering (8th edition ed.). Harlow: Addison Wesley. pp. 66f. ISBN 0-321-31379-8.

STRATEGY

DESIGN

DEVELOPMENT

DEPLOY

July Aug Sep Oct Nov Dec Jan Feb

COLLABORATION TROUGH AGILITY

THE BENEFITS OF AGILITY

The emphasis is on obtaining the smallest workable piece of functionality to deliver business value early, and continually improving it and adding further functionality throughout the life of the project.

WHY BRIDGE CREATIVES & TECHNOLOGIST

INNOVATION THROUGH COLLABORATIONNECESSARY TO KEEP UP WITH THE INDUSTRY

CLIENTS DEMAND MORE

Expect better ROI compared to other marketing channels Marketing Clients more technically savvy than before Marketing dollars shifting towards digital

Mobile and Social leading the way

A CONTINUED SHIFT TO DIGITAL

USERS DEMAND MORE

Users want more engaging digital experiences Users want more utility out of digital experiences Numerous marketing channels vying for audience attention Microsite dominance challenged by: web 2.0, mobile & social

facebook blogs mobile applications gaming (console and mobile)

THE COMPETITION

Big Ideas are not the sole possession of the big agencies Great work coming from small/medium agencies competing with

large agencies smaller agencies more nimble for change smaller agencies hungrier work new work

Recession making marketers more conservative

THE BENEFITS OF COLLABORATION

STAFF BENEFITS

Increased sense of individual ownership promotes moral Increased faith in other team members to deliver Improved knowledge transfer between disciplines Improved overall team unity

Generation Y Workplace Values

Casual work environment Company perks

Video games Ping pong Happy hours

Flexible working hours Feeling of appreciation from management

MANAGEMENT BENEFITS

Less management when people are collaborating Open channels of communication between disciplines means less

management Improved planning on projects due to lack of micro-management Increased productivity within agency Keeping workers happy keeps them in your agency

Average life-span in agency is 18 months

CLIENT BENEFITS

Innovation on delivered work Smoother more timely delivery of work Agency’s ability to respond to last minute changes and issues Happier clients result in additional work

MAKING A PLAN

DETERRENTS FROM COLLABORATION

Focusing on cost before great work Not integrating fresh blood into the existing teams Not evaluating projects post-delivery Establishing a level of quality for delivered work Lack of overall life-cycle process

PUTTING WORK FIRST

Digital mediums require collaboration for innovation Understand client needs and goals Understand required/potential technologies Establish where innovation is best Establishing delivery goals

THE ART DIRECTOR & WRITER MODEL

Borrowed from traditional advertising model Great for print or tv but not for digital medium Creativity can come from any discipline Need technical knowledge of delivery mediums Technologies constantly evolving

MANAGERIAL RESPONSIBILITIES

Discipline lead involvement from project onset Innovation hindered when technologist brought on too late

Holding people accountable Planning for a iterative project life-cycle Promoting collaboration or R&D during non-client work time

Google 80/20

Managing client expectations on internal process

CREATIVE RESPONSIBILITIES

Making sure technologist are involved Pushing Technologist for technical innovation and R&D Continually communicating creative direction

TECHNOLOGIST RESPONSIBILITIES

Don’t kill the big ideas Bring ideas to creative discussions Identify any risk R&D to show capabilities Continually push skill-sets

animation frameworks other agency work

THE PROXIMITY ISSUE

PHYSICAL PROXIMITY OF TEAMS

Creatives and Technologist should sit with each other Proximity promotes iteration

Open communication lines Places to meet and brainstorm

HARDWARE / SOFTWARE CONSIDERATIONS

Desktop & server hardware QA lab Mobile phones for testing Gadgets for experimentation and test More wiki less email Basecamp type collaboration Development environments Bug tracking software SVN

Collaboration necessary for innovation Traditional creative collaboration model not suited for medium Agility is key The continued shift to digital Clients and users demand more from agencies The competition comes in all sizes Collaboration benefits management and staff

THANK YOU!

Charles.Duncan@iqinteractive.com@sirchauncy

Process in the Age of Digital Innovation

Documents

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Unified Innovation Process

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