Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

#1NLab16: Breaking The Bimodal Cycle: Taking the Lead with Continous Innovation

308 Aufrufe

Veröffentlicht am

One North Chief Strategist Kalev Peekna presents a challenge common to marketers - The Bimodal Cycle - and gives them an alternative way to think about marketing strategies, turning projects into a program.

Veröffentlicht in: Marketing
  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

#1NLab16: Breaking The Bimodal Cycle: Taking the Lead with Continous Innovation

  1. 1. NOV 2-4, 2016 Breaking the Bimodal Cycle Taking the Lead with Continuous Innovation
  2. 2. NOV 2-4, 2016 Kalev Peekna @kpeekna
  3. 3. NOV 2-4, 2016 We Sure Do Like a Good Theme… Each year One North selects a theme to inspire us in how we think about digital. 2013: Relationships 2014: Reinvention 2015: Orchestration
  4. 4. 2016: The Long Game NOV 2-4, 2016
  5. 5. Normal people watching sports Kalev watching sports
  6. 6. My Complicated Relationship with Sports We are told that in sports, natural talent does not matter as much as dedication and hard work. I think my parents might disagree. Es tut mir leid, Mutti und Vatti!
  7. 7. NOV 2-4, 2016 Things Kalev Has Actually Said about Sports
  8. 8. “I dunno… it all looks like millionaires in their pajamas to me.” NOV 2-4, 2016
  9. 9. Kalev: “So is that the one with the orange bouncy ball, or the one with the pillows?” Colleague: “Pillows?” Kalev: “You know, the pillows on the lawn. And then they throw something at the guy running around the pillows… Throwball?” NOV 2-4, 2016
  10. 10. NOV 2-4, 2016
  11. 11. Colleague: “Want to join me and the client for golf?” Kalev: “I don’t understand. What have I done to offend you?” NOV 2-4, 2016
  12. 12. “If one more person interrupts this meeting to congratulate a grown-a** man who plays a game for a living, I swear I will loop the Paris fashion shows on every monitor in this office for the next two weeks.” NOV 2-4, 2016
  13. 13. NOV 2-4, 2016
  14. 14. NOV 2-4, 2016 An Outsider’s Perspective
  15. 15. NOV 2-4, 2016 Sport Is a Huge Industry $498.4B Size of sports industry, US $34.9B Spent in sports advertising, US US professional athletes earn a median annual pay of $1,500B Size of sports industry, Global 14,000 $45K
  16. 16. NOV 2-4, 2016 You Love Sports, But Probably Not All Sports Each year, The Harris Poll surveys the US, asking respondents to name their favorite sport. In 2016, the winners were: 1. Football 2. Baseball 3. College Football 4. Auto Racing 5. Basketball ♂ 6. Hockey 7. Soccer ♂ 8. College Basketball ♂ 9. Golf ♂ 10. Boxing 11. Swimming 12. Track & Field 13. Horse Racing 14. Soccer ♀ 15. College Basketball ♀ 16. Basketball ♀ 17. Tennis ♂ 18. (Not sure)
  17. 17. NOV 2-4, 2016 Some Observations Women’s sports still have a long way to go. Most people would rather watch male students than female professionals. Americans’ ideas about athleticism are… quirky – i.e. “auto racing” and “golf.” We like our sports FAST. 1. Football 2. Baseball 3. College Football 4. Auto Racing 5. Basketball ♂ 6. Hockey 7. Soccer ♂ 8. College Basketball ♂ 9. Golf ♂ 10. Boxing 11. Swimming 12. Track & Field 13. Horse Racing 14. Soccer ♀ 15. College Basketball ♀ 16. Basketball ♀ 17. Tennis ♂ 18. (Not sure)
  18. 18. NOV 2-4, 2016 Where Are the Endurance Sports? Of the top sports in America, only 4* are considered “endurance” sports that require athletes to train for sustained performance over long periods of time. They all require effort (cough, ahem, golf), but most of these athletes train for specific skills and short bursts of activity. 1. Football 2. Baseball 3. College Football 4. Auto Racing 5. Basketball ♂ 6. Hockey 7. Soccer ♂ 8. College Basketball ♂ 9. Golf ♂ 10. Boxing 11. Swimming 12. Track & Field 13. Horse Racing 14. Soccer ♀ 15. College Basketball ♀ 16. Basketball ♀ 17. Tennis ♂ 18. (Not sure) *Source: ESPN. Only 3 if you count men’s and women’s soccer together Not on this list: • Cycling • Triathlons • Hiking • Distance Swimming • Skiing • Field Hockey • Canoeing/Kayaking • Rugby • Wrestling • Skating (speed & figure)
  19. 19. NOV 2-4, 2016 Why Not Endurance? It doesn’t seem hard to guess why we don’t connect with endurance sports so easily: § “Favorite” = “entertaining” § Holding your attention is as popular in modern life as darning socks. § Two words: commercial break § We all like a quick win.
  20. 20. What Does That Have to Do with Marketing? NOV 2-4, 2016
  21. 21. NOV 2-4, 2016 Introducing the Bimodal Problem Sports Fact: Only 2 days of the year have no professional (MLB, NBA, NHL, NFL) games.
  22. 22. NOV 2-4, 2016 We Have a Problem, and It Looks Like ThisEffort Time $$$ $$$
  23. 23. NOV 2-4, 2016 Why “Bimodal?” Economists and analysts call camel-hump curves like this “bimodal” because they reflect two different “modes” or clusters. In digital marketing, the bimodal problem works like this: § Years 1-2: Large investment to create a new platform (e.g., website) § Years 3-5: “Run the platform” with minimal reinvestment § Years 6-7: Replace with a newer, bigger, better platform
  24. 24. NOV 2-4, 2016 Introducing the Bipolar Problem Sports Fact: There are only 18 minutes of action in an average baseball game.
  25. 25. NOV 2-4, 2016 So Exciting at the Start… “Yay! We got our funding!” “Thanks, suckers… I mean… stakeholders!”
  26. 26. NOV 2-4, 2016 You Dig in with Gusto “Kickoff! So cool!” “I wonder if it comes in purple.” “I sure hope so.”
  27. 27. NOV 2-4, 2016 You Start to Get Slammed… “This is harder than I thought. But still cool.”
  28. 28. NOV 2-4, 2016 Now It’s Pushing Everything Else Aside “This is way harder than I thought…”
  29. 29. NOV 2-4, 2016 But You’re Dedicated – You’re in It to Win “So close to the finish! Go go go”
  30. 30. NOV 2-4, 2016 Success! “Launch! You’re awesome! We’re awesome! You know what this deserves? Team T-shirts!”
  31. 31. NOV 2-4, 2016 You Deal with the Aftermath “Wait, we can’t be out of money. We didn’t do everything we planned…”
  32. 32. NOV 2-4, 2016 You Try to Stick to the Plan “Just a few things to fix on the Phase 2 list”
  33. 33. NOV 2-4, 2016 Your Real Job Needs You Back “I’d love to… but I gotta get back to everything else I neglected. Maybe next quarter.”
  34. 34. NOV 2-4, 2016 A Competitor Launches Something New “Yes, I did see what the other guys did. Yes, it’s cool. We’re still cool, right?”
  35. 35. NOV 2-4, 2016 Regret Sets In “I really need that de- scoped feature, but I don’t dare ask for money.”
  36. 36. NOV 2-4, 2016 Indifference Sets In “Eh. I guess it still looks OK, but maintenance is such a pain.”
  37. 37. NOV 2-4, 2016 Same Old, Same Old “I’m so sick of looking at this thing.”
  38. 38. NOV 2-4, 2016 The Tide Turns “I’m embarrassed to show it to people. Why can’t we ever have nice things?”
  39. 39. NOV 2-4, 2016 Blamestorms Are Good at Hiding Irony “Who the heck agreed to this? This is terrible.”
  40. 40. NOV 2-4, 2016 You Hit Bottom “I hate this thing with the intensity of a thousand burning suns."
  41. 41. NOV 2-4, 2016 You Get an Idea “The partners hate it too? I know what to do.
  42. 42. NOV 2-4, 2016 Your Devious Plan Knows No Equal “Dear stakeholders: The struggle is real. This thing is single-handedly responsible for everything wrong in your lives.”
  43. 43. NOV 2-4, 2016 …And It Starts All Over “Yay! We got our funding!” “Thanks, suckers… I mean… stakeholders!”
  44. 44. NOV 2-4, 2016 But Wait, It’s Worse Than You Think
  45. 45. NOV 2-4, 2016 Cycles Overlap as They Repeat Chances are good that you approach most of your major investments this way – leading to a staggered but relentless shift of attention from one thing to the next. Web CRM Brand EMM Proposals WebEvents
  46. 46. NOV 2-4, 2016 Existing Capabilities Existing Capabilities Over Time, the $$$ Only Goes Up New Abilities When you approach your major digital investments as a “redesign” or “replatform,” then improvements can only be achieved as supplements to the replacement of existing capabilities.
  47. 47. NOV 2-4, 2016 So What Is This Costing Us? Aside from the emotional whiplash, the Bimodal Curve presents you with bigger obstacles than you may realize: § Feature hoarding leads to too much spend § “Strategy” happens in only one dimension, one moment at a time § Narrow focus on platforms and toolsets at the expense of what you’re using them to accomplish § Inability to react to emerging needs and market conditions § Out-of-sync, siloed digital capabilities
  48. 48. NOV 2-4, 2016 So Why Does It Keep Happening? Sports Fact: Kite flying is a professional sport in Thailand.
  49. 49. NOV 2-4, 2016 Why Are We Stuck on the Bimodal Curve? Because “projects” are how your partners - consultants, lawyers, bankers, etc.- solve problems Effort spikes tightly limit your attention We tend to think in campaigns We like shiny new things Fear that once the project is over, you can never touch it again Only a big, quick win can make all the work worthwhile Because you need to be terrible in order to convince others to be great
  50. 50. NOV 2-4, 2016 Let’s Look at an Alternative Sports Fact: Michael Phelps has won more medals than 97 countries – in their entire history.
  51. 51. NOV 2-4, 2016 Welcome to the Endurance CurveEffort Time
  52. 52. NOV 2-4, 2016 What About Spend? Web CRM Brand EMM $$$
  53. 53. NOV 2-4, 2016 Hallmark Benefits of the Endurance Curve The Endurance Curve involves a completely different mindset, one closer to product (and software) development than a typical marketing campaign: § No presumption of obsolescence. Platforms are here to stay. § Investments and improvements are iterative, incremental, sustained. § Predictability of spend over time. § Increased ability to assess market conditions and refactor strategies. § Coordination with other platforms is easier. § No more redesigns / replacements!
  54. 54. NOV 2-4, 2016 Any Real Life Examples? Sports Fact: Golf is the only sport to be played on the moon.
  55. 55. NOV 2-4, 2016 Let’s Start with the Usual Suspects The best examples of organizations who are training for digital endurance are precisely those known for repeated innovation and differentiation. So we’ll start with names you’ve heard a lot about: Amazon and Apple. (Keep your groaning to a minimum. We’ll get to the PSOs soon enough.)
  56. 56. NOV 2-4, 2016 When Was the Last Amazon.com Redesign?
  57. 57. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  58. 58. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  59. 59. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  60. 60. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  61. 61. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  62. 62. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  63. 63. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  64. 64. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  65. 65. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  66. 66. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  67. 67. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  68. 68. NOV 2-4, 2016 When Was the Last Apple.com Redesign?
  69. 69. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  70. 70. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  71. 71. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  72. 72. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  73. 73. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  74. 74. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  75. 75. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  76. 76. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  77. 77. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  78. 78. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  79. 79. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
  80. 80. NOV 2-4, 2016 So, When Did Apple and Amazon “Redesign”? It’s a philosophical question. Depending on your perspective, the answer is either “never” or “always.” You only see slight differences year over year. But comparing views over long periods reveals as big a change as any “redesign.”
  81. 81. amazon.com, ca. 2006 amazon.com, ca. 2016
  82. 82. apple.com, ca. 2006 apple.com, ca. 2016
  83. 83. NOV 2-4, 2016 But we are not Apple nor Amazon.
  84. 84. NOV 2-4, 2016 Even Boring, Old PSOs Can Plan for Endurance You may find it surprising that this incremental approach, though rooted in the technology sector, is not limited to high-tech companies. We’ve observed several leading PSOs, including Deloitte, McKinsey, and BCG take similar approaches to their digital platforms. PSOs may never be “cool enough” to be Apple or Amazon, but they usually make up for it in strategy. And bowties.
  85. 85. NOV 2-4, 2016 Deloitte
  86. 86. Deloitte.com 2012 2013 2014 2015 (early) 2015 (late) 2016
  87. 87. Deloitte.com 2012 2013 2014 2015 (early) 2015 (late) 2016
  88. 88. Deloitte.com 2012 2013 2014 2015 (early) 2015 (late) 2016
  89. 89. Deloitte.com 2012 2013 2014 2015 (early) 2015 (late) 2016
  90. 90. Deloitte.com 2012 2013 2014 2015 (early) 2015 (late) 2016
  91. 91. Deloitte.com 2012 2013 2014 2015 (early) 2015 (late) 2016
  92. 92. Deloitte Careers 2014 2015 2016
  93. 93. Deloitte Careers 2014 2015 2016
  94. 94. Deloitte Careers 2014 2015 2016
  95. 95. NOV 2-4, 2016 McKinsey
  96. 96. McKinsey 2012 2013 2014 2015 2016
  97. 97. McKinsey 2012 2013 2014 2015 2016
  98. 98. McKinsey 2012 2013 2014 2015 2016
  99. 99. McKinsey 2012 2013 2014 2015 2016
  100. 100. McKinsey 2012 2013 2014 2015 2016
  101. 101. McKinsey Careers 2012 2013 2014 2015 2016
  102. 102. McKinsey Careers 2012 2013 2014 2015 2016
  103. 103. McKinsey Careers 2012 2013 2014 2015 2016
  104. 104. McKinsey Careers 2012 2013 2014 2015 2016
  105. 105. NOV 2-4, 2016 Wait. All I See Is a Redesign. Screenshots don’t do McKinsey’s strategy justice. You have to look deeper than looks to understand their strategy: § 2010-11: New main .com design § 2012: Selective integration of Quarterly content. Individual logins + personalization § 2013: Integration of separate careers site into main .com. § 2014: Quarterly content now on main .com, in iOS app, and available as webapp under new Insights brand. Complete restructuring of Careers content/branding. § 2015: Dynamic globalization and folding in of multiple location-based sites. Second restructuring of Careers content. § 2016: Visual redesign of main.com following direction of Careers branding.
  106. 106. NOV 2-4, 2016 McKinsey’s Endurance Program Redesign Thought Leadership Integration Globalization & Site Consolidation App Integration Careers Integration Brand Reposition Visual Redesign McKinsey’s efforts may not be apparent on the homepage, but if you take a deeper look, you see continuous, significant improvements over time. The visual update was simply positioned at the end. McKinsey executed a long-term vision of a consolidated, global, brand-aligned website not as an overnight redesign, but as a multi-year program leading ultimately to what you see today.
  107. 107. NOV 2-4, 2016 Boston Consulting Group
  108. 108. NOV 2-4, 2016 BCG’s Digital Strategy In 2012, BCG launched a new program of “digital renovation” involving nearly every digital touchpoint. The long-term vision focused on the creation of a completely new, cross- channel “digital presence” based on an updated brand: 1. New Careers site with updated visual branding 2. New main .com site with branding borrowed from Careers 3. Re-integration of Careers into main .com 4. Globalization of main .com, progressive folding of location sites 5. (Current Phase) Integration of separate Perspectives site into main.com
  109. 109. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  110. 110. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  111. 111. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  112. 112. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  113. 113. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  114. 114. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  115. 115. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  116. 116. BCG 2012 (main) 2012 (careers) 2013 2014 (careers) 2015 2016
  117. 117. NOV 2-4, 2016 Going for Endurance Sports Fact: NFL linemen shed up to 9 pounds of water – equal to 1.5 Chihuahuas – per game.
  118. 118. NOV 2-4, 2016 Training for the Endurance Curve Digital Endurance requires an entirely different mindset – in perspective, planning, skills, budgeting, measurement, and so on. And just like marathon training, most of the changes have to start with you: § Moving from project execution to program management § Dedicated leadership, both in and out of marketing § Data-driven, results-oriented decision making § Iterative budgeting and dynamic adjustment of goals
  119. 119. NOV 2-4, 2016 From Project to Program Management Perhaps the biggest change needed is to stop thinking about your major digital efforts – Email, CRM, Website, even Brand – as projects. It’s much better to think of your digital efforts as ongoing programs rather than discrete projects: Project Management Program Management • Defined beginning, middle and end • Ongoing – literally never ends • One big effort • Arrangement of successive efforts • Isolated schedule • Tied to financial/governance schedules • Manager-level leadership • Executive-level leadership • Execution focused • Vision focused
  120. 120. NOV 2-4, 2016 Long-Term Vision, Short-Term Actions One important discipline program management inherits from its roots in software development is the arrangement of efforts into a release schedule rather than a big launch followed by minor tweaks: A release structure doesn’t just even out effort and spend. It is the key to providing better control, predictability, and flexibility into your efforts. It ensures continued progress while also discouraging focus on tactical, ad hoc adjustments. Project Tweak Tweak Release 1 Release 2 Release 3 Release 4
  121. 121. NOV 2-4, 2016 Rethinking How You Scope In a program managed on a release schedule, success is only possible if you break down larger efforts into components that build on each other. A traditional project often squeezes too much into a single effort, making it very hard to control your focus: Website Problems? Let’s Do a Big, Giant, Redesign Project! Brand Alignment Visual Design Tech Platform Data Integration Services Structure Content Focus SEO Analytics Internal Engagement Geographic LocalizationSearch
  122. 122. NOV 2-4, 2016 Rethinking the Redesign Of course, sometimes you really just need to replace a broken, out-of-date platform. But that doesn’t mean you can’t rethink how you arrange your efforts, especially if you remain flexible about the duration and effort for each release. You can gain even more flexibility if an immediate replacement isn’t necessary. Once you escape a “redesign” mindset, you can re-order to your actual priorities: Planning & Visual Design Release 1 Tech Build / Replatform Release 2 Data Integrations Release 3 Localization & Content Rewrite Release 4 Personalization Release 5 Release 6 Brand Reposition Brand Reposition Release 1 Localization Release 2 Service Restructuring Release 3 Marketing Automation Release 4 CRM Integration Release 6 Visual Design Update Release 5
  123. 123. NOV 2-4, 2016 But What About Longer-Term Efforts? Of course, some marketing efforts just won’t fit into a single release. The key to arranging that work is to understand how that effort might span across multiple releases: Structuring efforts this way not only allows more control, but also leaves room for other strategic needs. User Research Release 1 Bio Updates Integration Prep Release 2 Homepage Refresh Personalization Design & Build Release 3 Content Rewrite Run & Collect Data Release 4 Personalization Design & Build 2 New Language Support Personalization
  124. 124. NOV 2-4, 2016 Establishing New Marketing Leadership Many “digital leaders” in marketing are actually communications directors who try to manage digital projects in what is essentially their spare time. A digital program requires dedicated leadership of the sort that few PSOs have in place today: § Executive-level interaction (i.e. Director) § Focused on business vision, governance and performance § Develops digital capabilities across tools and platforms § Manages cross-functional teams of Marketing, IT, BD, etc. § Does not have 100+ other things to do So what happens to the Comms Director? They go back to handling actual communications! That is, they focus on using the tools and capabilities to achieve strategic aims, not on the tools themselves.
  125. 125. NOV 2-4, 2016 Establishing New Business Leadership You’ll need engaged leadership outside of Marketing as well: § Focused and consistent set of people § Exposed to the aims of digital marketing & able to retain institutional knowledge over time § Regularly review performance of prior releases § Decide on scope, budget, and focus for future releases Don’t ask this one Digital Director Comms Director CMO CIO Exec. Leadership Partners
  126. 126. NOV 2-4, 2016 Data Is a Habit, Not a Fad Most PSOs have lots of data to look at, but in a bimodal cycle, where there’s no promise of being able to do anything in response, it can seem a little pointless. Data tends to be used only when you have to ask for money. A well-run digital program should operate like it’s addicted to data. Absolutely, it requires discipline. But by breaking down efforts into multiple releases, you gain the chance for the data to guide your strategy, and not just to fill out the charts in a business case. Release 1 Release 2 Release 3 Release 4 Review & Decide Review & Decide Review & Decide Review Data Review Data Review Data Review Data Review Data Review Data Review Data Review Data Review & Decide
  127. 127. NOV 2-4, 2016 Go on, Get Judgy with Your Data Of course, you don’t look at the data just because it’s interesting. In the planning for each release, you should use data to: § Assess performance of previous releases. Be ready to admit failure. § Revisit and adjust your vision § Scope the next release § Set performance measurements for each element of upcoming work
  128. 128. NOV 2-4, 2016 Test and Learn Is Not a Fad To understand the point of breaking up your efforts and using data along the way, consider a content personalization effort on a website: It’s not just good discipline. It’s the key to spending your time and effort on what works. Personalization Project Homepage, Email, Industry Feed, Login Results L Only the Email personalization actually works. Research Homepage Test Weak Results Email Test Good Results More Email Login Test Mixed Results New Login Design
  129. 129. NOV 2-4, 2016 Data Scientists… OK, So That’s a Fad In 2012, Harvard Business Review named “data scientist” the “sexiest job in the 21st century.” So that was funny… in a sad way. You may never need a true “data scientist,” but you will probably want a solid data analyst who can: § Understand your efforts and help identify how to measure “success” § Gather data from across different sources § Analyze and report on performance across all digital marketing efforts & activities
  130. 130. NOV 2-4, 2016 Budgeting Dynamically, Iteratively We’ve already acknowledged that your firms are probably not used to budgeting this way. Here are some benefits you can use to convince them: § “Big asks” become smaller, less frequent § Spend predictability § Avoiding sunk costs § Ability to pivot on priorities Also, make sure you fill your partner’s food bowl before the budget meeting. Of course, you still need to set an annual budget. And you need to explain how it will be spent. The big difference is that instead of “extraordinary” projects, you build the cost of your digital program into your regular operating budget.
  131. 131. NOV 2-4, 2016 Changing How You Think about Budget Your thinking about budget also needs to change. One of the biggest shifts is to start thinking about your efforts as budget and/or schedule-constrained, rather than scope-constrained. You won’t know (even one year ahead) everything that will be in each release. This approach may seem risky, but it actually limits feature hoarding and trains your team to focus on the highest-impact investments. Budget to Scope How much will all this cost? Scope to Budget How much can we get for this much $$
  132. 132. NOV 2-4, 2016 Parting Thoughts Paradoxes Sports Fact: Each US Cow has a 1 in 17,420,000 chance of being made into a superbowl football.
  133. 133. NOV 2-4, 2016 Paradox 1: Endurance Requires Change
  134. 134. NOV 2-4, 2016 Endurance ≠ Lack of Change It’s true, some things endure because they never change. But more things endure because they can, and do, change continually. Happy 130th birthday, Lady Liberty! Thank you, Times Square, for never being the same.
  135. 135. NOV 2-4, 2016 Poor, Poor Twitter Twitter has been looking for a buyer almost since Jack Dorsey re-took control in 2014. Salesforce seemed like a likely choice, but Marc Benioff’s board rebelled against the idea. The problem isn’t usage; it’s momentum: Twitter hasn’t significantly improved its offering in years, and because of that, investors aren’t confident they can turn usage into revenue.
  136. 136. NOV 2-4, 2016 Snap This Slide Consider, on the other hand, Snapchat. Despite the same revenue model as Twitter (advertising) and lower projections, the one-time “sexting” app is set to be one of the largest tech IPOs in history: $4,000,000,000. The secret? Snapchat has made a regular habit of new features and integrations, creating confidence about its ability to grow in the future.
  137. 137. NOV 2-4, 2016 Paradox 2: Slowing Down Can Win the Race
  138. 138. NOV 2-4, 2016 Slow and Steady FTW You’ve heard the cliché; you’ve heard your parents’ lecture about the tortoise and the hare. But real digital experts don’t go in for fables. They look for the coldest, hardest proof available to humankind: YouTube Videos! https://youtu.be/QYdwui9jBuU
  139. 139. NOV 2-4, 2016 Breaking the Bimodal Cycle Taking the Lead with Continuous Innovation

×