#potentialDISCOVERY DRAFT-062014

potentialDISCOVERY
What a “Discovery Phase” methodology might look like.
‘I want to make you ten more just like this.’
PLEASE NOTE: This is by design a very ‘basic’ DRAFT deck.
My intent is simply to share my preliminary thinking with a few industry friends.

potentialKEN kisselman
potentialKEN@aol.com
Preface
for the best experience of this material
PLEASE VIEW THIS DECK
IN “SLIDE SHOW” FORMATthis is a “presentation deck”
DO NOT PRINT
PLEASE NOTE: Throughout this DRAFT deck, I have chosen to use the pronoun “HE” as a universal signifier for the generic individuals discussed.
While I do acknowledge that this is not a gender-neutral term, and the specific individuals who might eventually fill the referenced rolls may in fact be female;
this utilization seemed preferable to the more politically correct “she/he” for the sake of brevity. No offense or bias is intended in my use of language.

Introduction: some personal thoughts from my time in limbo
052014
For some time now I have sensed ‘disturbances in The Force’ surrounding me. Strange coincidences. Related but apparently disconnected questions. Often
coming to me through different people and at different points in time or space. But all dancing around a central unarticulated inquiry. Why potentialKEN? What
do you do? What does a strategist do? What’s the role of strategy in business development? What would you evolve about the way that the discipline of strategy
is practiced? How can you help? How can you help us create a strategy-driven Discovery Engagement like what you were trying to teach empathy to do for
GSK? What do you think is next for our industry? What would you do to grow my agency? My goal with this DRAFT PPT is to attempt to answer that central
‘unasked question’ by touching on the topics of some of those more direct ones (while also ultimately hopefully getting a bit intellectually proactive as well).
It’s been an odd couple of years. I’ve had some time to think. About what I’ve done right and wrong. About how I could do things better.
When I first started out in this industry after grad school I set for myself the mission statement ‘to participate in the evolution of human communication as
interactive multimedia becomes the dominant mode of public discourse’. It was the nature of the intellectual challenge that fascinated me more than goals on a
specific career path. To that end I’ve pursued professional opportunities that have offered me the chance to expand not only my own capabilities or those of my
clients but also to push the boundaries of the interactive ecosystem through the ways we’ve addressed communications challenges. However flawed, my
perspective on work was something along the lines of ‘Michelangelo needed a ceiling to paint’ and clients could be my papal patrons challenging me to
accomplish their business goals while hopefully also affording me some room to explore and experiment. Generally it worked and led to a career assumption
that successfully solving unprecedented and complex intellectual challenges would consequently enable me to take a crack at something even juicier the next
time around. There were starts and stops but it created a diagonally zig zagging career path where I picked up diverse experience across a broad spectrum of
client industries and interactive communications challenges. What they all had in common was me and my desire to figure out each situation and what it
uniquely required from me in order to enable the shared vision to be realized.
Then it all went a bit awry and I’ve found myself in limbo. Beyond saying that I was smart and creative and adaptable it sort of made it hard to put a finger on
exactly what it is ‘I [consistently] do’. I could say, ‘ask me about a client project and I’ll tell you what I did for them’ or ‘tell me about the challenges you are facing
and I’ll give some thought to how I could help you’ but never really a straightforward ‘this is what I’ve done… this is what I do’ beyond ‘this is who I am’ and ‘what
would you allow me to do for you’. Perhaps what finally clicked for me recently was the realization that I can talk about commonalities in how I solve problems
independent of the nature of the problems themselves. I still believe that the specifics of the client challenge is what makes it interesting and that the unique
nature of ME is the core of my value proposition. However, I think I may be at the stage where I can begin to teach a repeatable methodology to others.

Introduction: executive summary
062014
Among other topics, this DRAFT PPT attempts to address three issues:
1.What I believe about the discipline of strategy
2.Where I sense our industry is heading
3.How I think a “Discovery Engagement” methodology can
• Address the challenges of number two
• By incorporating the learnings of number one
• In order to evolve the role of an ‘Interactive Agency’

#potentialDISCOVERY
#potentialYAWP #potentialKEN
It’s never too late
To be what you might become

potentialDISCOVERY
Potential
Discovery
KEN
http://www.merriam-webster.com/dictionary/
• the range of vision
• the range of perception, understanding, or knowledge
• the act of finding or learning something for the first time
• the act of discovering something
• existing in possibility
• capable of development into actuality

Agenda
• Welcome
• What does a Strategist do?
• What is the opportunity?
• Why potentialDISCOVERY?
• What is potentialDISCOVERY?
• Timing
• Team & Cost

What does a Strategist do?
What can KEN do for you?

What does a “Strategist” Do?
• Right or wrong I’d like to believe that I am a Strategist experienced in Strategy
• I have been known to say that, ‘I can only think about the problem, go to meetings, or work on
deliverables; but I can’t do all three at once.’
• In my mind that was not only a bit of a plea for help
but also a sound assessment of my core value proposition as a Strategist.
Strategy can come from anyone
but not everyone can be a Strategist
“Strategy”, “Strategic”, “Strategist”, etc. are ‘loaded words’
much like ‘smart’, ‘creative’, ‘attractive’, ‘important’, ‘witty’, ‘wise’, etc.
everyone would like to believe that those words apply to them
if asked, most would claim that they do
many who are, wouldn’t choose to define themselves in those terms
different people have different definitions
if you say you are; who’s to say you aren’t
just because you don’t say you are; it doesn’t mean you aren’t
even if you don’t think you are; it doesn’t mean you couldn’t be
our culture rewards and punishes all those individuals
reinforcing that everyone can/should be included in the term
sometimes creating the fear of being exposed as a pretender
implying that those who are should be modest
pardoning those who assert they are even though they aren’t
ultimately rendering the words meaningless

• In the simplest terms, that’s basically the essence of what a “Strategist” does…
1. They think about the problem at hand
• Filtered through the unique perspective of their education and experience
• Presumably guided by some intellect or greater skill at the discipline of thinking
Think

2. They talk to people involved/effected by that issue
• To expand their own understanding
• To influence the perspective of others
Talk

3. They write down what they have considered and discussed
• To present their understanding in an organized fashion
• To enable their understanding to be shared by others
Write

Think

Think Talk

3. They write down what they have considered and discussed
Write
Think Talk

• Yes pretty much everybody does some combination of these three things
• Yes pretty much anybody can be strategic in what they think, say, and do
• My goal herein is to explain some about how I think a Strategist can help do that better*
Write
Think Talk
*BTW. The precisely ambiguous wording of my thesis statement is intentional.

What’s wrong with Strategy today?
I see two fundamental flaws in the way that “the discipline of Strategy” is often practiced
1. The Agency treats Strategy as a Deliverable
• “The Strategy” will explain what needs to happen and why
2. The Strategist believes that their job is to give smart Answers
• “The Strategist” will figure out the strategy and provide it to everyone else

1. The Agency treats Strategy as a Deliverable
• Generally professional services are sold as products (not processes) or solutions (not results)
• It’s easier to point to ‘the thing’ than ‘the doer’ (let alone the implied outcome of use)
• Bourgeois/Proletariat dichotomy informs a culture of resources managed to deliver things
• Power and profit come from getting things done not from doing them (disregarding what is done, itself)
• ‘What is done’ in a sub function of the need to ‘do something’
• Rather than the delivery plan flowing from the strategy; ‘strategy’ is a deliverable on the plan
• “The Strategy” is ‘a thing to be done before the thing we need to do’
• “The Strategy” becomes a ‘gift with purchase’ rolled into management of the account/project
and/or a deliverable component outsourced to a designated resource.

2. The Strategist believes that their job is to give smart Answers
• ‘the Strategy deliverable’ is made by a ‘Strategist’ (in function and/or title)
• Creatives create, coders code, photographers photograph, strategists make ‘the strategy’
• The power of the word “Strategy” (like ‘creative’) informs the practice of “Strategists”
• Designated to produce ‘the deliverable’, Strategists assume the responsibility of providing the answers
• The nature of the deliverable compounded by the aura of the position drives the process
• They are supposed to convince everyone else of what they believe is the correct course of action
• “The Strategist” makes ‘a thing that explains the thing that needs to be made’
• “The Strategist” becomes the author and advocate for a premise and proposal that once
delivered/approved may never actually be accepted, understood, or followed by others.

What does this mean in practice?
• Agencies are in ‘the agency business’. That is to say, their primary industry is to sell and
profitably build solutions for clients.
• Even though the primary reason a client purchases a solution to be built is to achieve the
results that are implied by its successful implementation.
• The role of the Strategist is to ground the deliverable in the context of the client’s needs.
• Strategy justifies what the agency wants to build (what the client wants to have built)
• Performance Analysis seeks to legitimize the decision to have built what was implemented
• Individuals with industry knowledge to make these justifications are called “Strategist”
• Often appended to senior account services (recognizing experience generating answers)
• Blending the agency’s best [delivery] interests with the client’s best [strategic] interests
• Strategy is about justifying the build when arguably the causation should be reversed

Strategy is treated as an Answer Deliverable (ideal)
• In an [oversimplified] ideal world, “the project” is planned
• A “Strategy Phase” leading to a “Delivery Phase”
• ‘We’ll think about what we need and then we’ll build it’
Strategy Build

• ‘We want “the strategy” done by this milestone
Strategy Build

• ‘We want “the strategy” done by this milestone because we need to launch by that milestone’
Strategy Build

• Whether at the agency or within the client’s organization, this creates two groups
Strategy Build

• Those who plan (client/agency leadership and strategy)
Strategy Build

• Those who plan (client/agency leadership and strategy)
• Those who do (project delivery leadership as well as creative, technical, and other specialists/practitioners)
Strategy Build

• Those who plan define “WHAT”
Strategy Build
WHAT

• Those who plan define “WHAT”
• Those who do decide “HOW”
Strategy Build
WHAT HowHowHowHowHOW

• OBSERVATION 1: There is a cyclical relationship between WHAT and HOW
Strategy Build

• The idealized situation assumes that the HOW flows from the WHAT
Strategy Build

• The reality is that the WHAT can also be inspired by the HOW
Strategy Build

• The reality is that the WHAT can also be inspired by the HOW
• OPPORTUNITY 1: A ‘Strategy Phase’ should seek to close this loop
Strategy Build

• In many cases ‘strategy’ actually starts with the sale (and not necessarily in a good way)
• Underneath it all, most clients are actually looking to buy results
• Professionally, they have a problem to fix, an objective to meet, or just want to make their mark
• Personally, they want to be perceived as making the situation better (or at least not making it worse)
Strategy Build
?

• Underneath it all, most agencies are actually looking to sell things
• Professionally, they make money putting bodies to work building stuff regardless of if it works
• Personally, things are easy to point to, and as one CEO told me, “the bragging rights are in the build”
Strategy Build
?
!

• Together client and agency begin to define strategy through the SOW
• Whether they realize it or not they’ve made assumptions
• About the client’s ‘problems’ (I need to buy a website and a TV campaign)
• About the agency’s proposed ‘solutions’ (we’ll sell you a TV campaign and a website)
Strategy Build
?
! X
X
$

• The function of “the strategy phase” is often to figure out the details of what has been sold
Strategy Build
?
! X
X
$

• The strategist talks with agency and client leadership
Strategy Build
?
! X
X
X
$

• The strategist thinks about what needs to be done
Strategy Build
X
?
! X
X
X
$

• The strategist writes up a strategy
Strategy Build
X
X
?
! X
X
X
$

• The strategist writes up a strategy to guide the delivery team
Strategy Build
X
X
X
?
! X
X
X
$

• OBSERVATION 2: Agency Strategy Practices are in the business of self fulfilling prophesy
Strategy Build
X
X
X
?
! X
X
X
$

• Industry trends
Strategy Build
X
X
X
?
! X
X
X
$
What is Built
Analysis

• Industry trends drive assumption of need
Strategy Build
X
X
X
?
! X
X
X
$
What is Built
Planning
Analysis

• Industry trends drive assumption of need; performance analysis
Strategy Build
X
X
X
?
! X
X
X
$
What is Built
Planning
Analysis

• Industry trends drive assumption of need; performance analysis is used to defend/justify effort
Strategy Build
X
X
X
?
! X
X
X
$
What is Built
BuildingPlanning
Analysis

• Past client successes define repeatable solution offerings
Strategy Build
X
X
X
?
! X
X
X
What is Built
$
Analysis
BuildingPlanning

• Past client successes define repeatable solution offerings to be sold to future clients
Strategy Build
X
X
X
?
! X
X
X
What is Built
$
Analysis
BuildingPlanning

• Past client successes define repeatable solution offerings to be sold to future clients
• OPPORTUNITY 2: A ‘Strategy Phase’ should acknowledge each situation as unique
Strategy Build
X
X
X
?
! X
X
X
$
What is Built
BuildingPlanning
Analysis

• The Strategy is presented to the Delivery Team
Strategy Build
X
X
X
?
! X
X
X
$

• Each discipline and team member understands what they need to do
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
?
! X
X
X
$

DELIVERY MANAGEMENT
• The project manager leads these resources forward according to plan
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
CREATIVE
TECHNOLOGY
?
! X
X
X
$

DELIVERY MANAGEMENT
• The project manager leads these resources forward according to plan
• Parallel paths integrate and the strategy is realized in a successful completion of a deliverable
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
CREATIVE
TECHNOLOGY
?
! X
X
X INTEGRATION
$

DELIVERY MANAGEMENT
• OBSERVATION 3: “Handoff” is a flawed concept
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
CREATIVE
TECHNOLOGY
?
! X
X
X INTEGRATION
$

DELIVERY MANAGEMENT
• Resources on either side of the divide are by definition separated from the other group
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
CREATIVE
TECHNOLOGY
?
! X
X
X INTEGRATION
$

DELIVERY MANAGEMENT
• Strategy presentation and document often have little persistent influence on delivery team
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
CREATIVE
TECHNOLOGY
?
! X
X
X INTEGRATION
$

DELIVERY MANAGEMENT
• Strategy presentation and document often have little persistent influence on delivery team
• OPPORTUNITY 3: A ‘Strategy Phase’ should seek minimize this disconnect
Strategy Build
CX
PX
X
CX
TX
TX
TX
CXX
X
CREATIVE
TECHNOLOGY
?
! X
X
X INTEGRATION
$

Strategy is treated as an Answer Deliverable (reality)
• Before “the handoff”
Strategy Build

• The strategy phase tends to grow
Strategy

• The strategy phase tends to grow, if launch doesn’t move
Strategy

• The strategy phase tends to grow, if launch doesn’t move, the build is compressed
Strategy Build

• People talk and think for as long as possible without solidifying a decided course of action
Strategy Build
X
?
! X
X
X

• Strategy is drafted to meet the milestone of hand off
Strategy Build
X
X
?
! X
X
X

• Strategy is drafted to meet the milestone of hand off then ‘tossed over the fence’ to delivery
Strategy Build
X
X
X
?
! X
X
X

Strategy Build
X
X
?
! X
X
X
• After “the handoff”

Strategy Build
X
X
?
! X
X
X
• Resources have been ‘sitting on the bench’ waiting for billable work

Strategy Build
CX1
X
CX2
TX1
TX2
TX3
CX3X
?
! X
X
X
PTX
PCX
• Eager to begin creating

Strategy Build
CX1
X
CX2
TX1
TX2
TX3
CX3X
X
?
! X
X
X
PTX
PCX
• Eager to begin creating, they hear what they want to hear

Strategy Build
CX1
X
CX2
TX1
TX2
TX3
CX3X
X
?
! X
X
X
PTX
PCX
• Eager to begin creating, they hear what they want to hear and rarely return to the document

Strategy Build
CX1
X
CX2
TX1
TX2
TX3
CX3X
X
CREATIVE
TECHNOLOGY
?
! X
X
X PX
PTX
PCX
• Eager to begin creating, they hear what they want to hear and rarely return to the document
• The ideation and building processes start over on a compressed timeline

How can KEN help you evolve your Strategy practice?
• To address the two flaws I identified in the practice of the Discipline of Strategy
• “Strategy” should be treated as a process resulting in deliverables
• The Strategist’s role would be to help the group arrive at the answers together
• When Strategy is treated as a process instead of a deliverable
• Ideation and planning are informed by both “WHAT and HOW”
• The “self fulfilling prophesy” is replaced by an adaptive methodology
• Incorporating Stakeholders into the process eliminates the need for a “handoff”
• The Strategist is still a smart person with a valuable perspective but his focus becomes
• Using his knowledge and experience to facilitate and guide
• Utilizing his skill as a communicator to shape and document the group’s thinking

Strategy treated as an Answer Discovering Process
• The project plan still has a “Strategy Phase” and a “Delivery Phase”
• But the “Strategy Phase” is approached differently
Strategy Build

• Its process drives to its own milestone
Strategy Build

• Its process drives to its own milestone
• The subsequent build and launch are planned as a consequence of Discovery results
Strategy Build

• Preliminary conversations between client and agency
Strategy
!
?
!
?
Build

• Focus on the objectives and challenges for the Discovery Engagement
Strategy
!
?
!
?
Build

• Rather than a solution that would result from a Delivery Engagement
Strategy
!
?
!
?
Build

• Rather than a solution that would result from a Delivery Engagement
• Include a Strategist to assess needs and help structure the engagement plan
Strategy
!
?
S
!
?
Build

• Key Stakeholders are identified (design, delivery, implementation, etc.) based on needs
• So that their perspectives can be incorporated into the Discovery process
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
CX1
Build

• The Strategist facilitates Discovery Activities
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
CX1
X
Build

• Discussing opportunities and challenges
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
CX1
X
!
?
Build

• Discussing opportunities and challenges while integrating Stakeholder perspectives
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
CX1
X P
C3
T3
T2T1
C2
!
?
C1
Build

• Stakeholder perspectives evolve throughout the Discovery process
• Influenced in opposition/consensus with other Stakeholders
• Anticipating solution design and delivery planning
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
CX1
X P
C3
T3
T2T1
C2
!
?
C1
Build

• As Discovery progresses, the Strategist consolidates output into a Strategy
• There is no “handoff” because delivery stakeholders have been involved in Discovery
• Incorporating their perspectives, requirements, and ideation into the strategic plan
• Securing buy in and building consensus in anticipation of delivery
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
X
?+!+S+C+T=X
CX1
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C3
T3
T2T1
C2
!
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C1
Build

• The Delivery Principle can then use the group generated Strategy
Strategy
PTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
X
?+!+S+C+T=X
CX1
X P
C3
T3
T2T1
C2
!
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C1
Build

DELIVERY MANAGEMENT
• To formalize a delivery plan
Strategy Build
DELIVERY MANAGEMENTPTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
X
?+!+S+C+T=X
CX1
X P
C3
T3
T2T1
C2
!
?
C1

DELIVERY MANAGEMENT
• To formalize a delivery plan
• To integrate implementation teams
Strategy Build
DELIVERY MANAGEMENTPTX
PCX
CX2
TX1
TX2
TX3
CX3
!
?
S
X
?+!+S+C+T=X
CX1
X P
C3
T3
T2T1
C2
!
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C1
CREATIVE
TECHNOLOGY
INTEGRATION

What does this mean in practice?
• ‘The agency business’ becomes facilitating the client’s strategic thinking
leveraging the disciplinary expertise of it’s resources to define solutions.
• The subsequent build(s) may likely be the domain of the strategic agency
but will not drive the development of the strategy.
• The role of the Strategist is to focus client and agency thinking about the opportunity
• Building consensus on how to address challenges
• Identifying requirements and metrics for successful implementation
• “Strategists” must balance industry knowledge with methodological expertise
• Divorcing agency delivery interests from the assessment of client strategic needs
• Differentiating account services ‘proposed solutions’ from the Strategic Discipline’s ‘process’
• The implementation plan comes from the strategy not the other way round

Revisiting the “Think, Talk, Write” Paradigm
Write
Think Talk
• The core elements remain but their focus needs to shift
• from the Strategist, as an isolated individual, creating deliverables with a personal skill set
• to using those skills to guide the creation of a Strategy by the Discovery Initiative as a whole

Discuss: “Questions are Answers”
• Anyone can think strategically but not everyone’s a strategist
• Instead of providing the answers, the Strategist asks questions to help the group discover them
• Conducts Stakeholder Interviews to collect individual conversational insight
• Facilitates Workshops and other Activities to acquire group perspectives
• Guides meetings to direct the Discovery process and build consensus on Strategy
DISCUSS

Understand: “A Thinker structuring the Thinking”
UNDERSTAND
DISCUSS
• Teach a person to fish and they fish for the lifecycle
• Instead creating the strategy, the Strategist helps the team explore the idea ecosystem
• Analysis/Audit of existing materials builds a common background and vocabulary
• Experience with past client/industry challenges informs perspective on Discovery Initiative
• Discovery Methodology guides the evolution of the team’s strategic reaction to opportunity/challenges

Solidify: “Simply state the Complex”
SOLIDIFY
UNDERSTAND
DISCUSS
• ‘Deliverable documents’ that document ‘the strategy’ which the process delivers
• Instead of authoring the strategy, the Strategist documents and analyzes Discovery output
• Records data from Discovery Activities and works with stakeholders to encapsulate their perspectives
• The strategist speaks from his own viewpoint while positioning the group’s collective understanding
• Ownership of the process not the result (his views are a part of the strategy not the strategy itself)

A “strategist” utilizes Discovery to deliver “the strategy”
SOLIDIFY
UNDERSTAND
DISCUSS
• Successful strategy
• builds off of common beliefs rather than forcing new thoughts
• positions complex ideas in a way that is easy to understand, internalize, and repeat
• spreads its influence virally when stakeholders take personal ownership

How does a Strategist guide Discovery?
• The Discovery Engagement Strategist
SOLIDIFY
UNDERSTAND
DISCUSS

1. Facilitates the input of Stakeholders
SOLIDIFY
UNDERSTAND
DISCUSS

2. Focuses the thinking of the group
SOLIDIFY
UNDERSTAND
DISCUSS

2. Focuses the thinking of the group
3. Filters these learnings through his unique perspective to shape strategic recommendations
SOLIDIFY
UNDERSTAND
DISCUSS

Something to think about:
• Strategy

• Strategy guides a process
Strategy
Consulting
Strategic
Thinking

• Strategy guides a process which results in deliverables
The
“Strategy”
Strategy
Consulting
Strategic
Thinking

• That inform the undertaking
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
“Advises” The Delivery Team

• That inform the undertaking to build
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Delivery

• That inform the undertaking to build and launch the thing
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
V1Delivery In Marketplace

• Which fuels the analysis of how the thing performs
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis

• Which fuels the analysis of how the thing performs to revise the strategy
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
Ongoing
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis

• To inform how to optimize the thing
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
Revised
“Strategy”
Ongoing
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis
V1 Next
“Plan”
Delivery In Marketplace

• To inform how to optimize the thing in order to improve its future performance
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
Revised
“Strategy”
Ongoing
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis
V1 V2Next
“Plan”

Where does potentialDISCOVERY fit?
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
Revised
“Strategy”
Ongoing
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis
V1 V2Next
“Plan”

• The “Discovery Engagement” can
• Help get a new initiative started
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
Revised
“Strategy”
Ongoing
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis
V1 V2Next
“Plan”
Audit

• The “Discovery Engagement” can
• Help get a new initiative started
• Help optimize an existing program
The
“Strategy”
Strategy
Consulting
Strategic
Thinking
Revised
“Strategy”
Ongoing
Strategy
Consulting
Strategic
Thinking
The
“Plan”
The Strategist
Analysis
V1 V2Next
“Plan”
Audit

Summary
• Strategy is often sold as an answer deliverable that is produced by a strategist
• These answers are often tied to justifying the agency/client delivery agenda
• Once produced these strategy deliverables may have limited sustainable impact
• Strategists: Think, Talk, and Write
• Strategy should be practiced as a process that results in deliverables
• Answers result from Strategist facilitated group Discovery
• Strategy is sustainable because of Stakeholder investment in Discovery process
• Discovery Strategists: Discuss, Understand, and Solidify
• Discovery can be used to develop strategy for a new initiatives or existing programs

What is the opportunity?
Why is there a need for a “Discovery Engagement”?

Where do we begin to look for problems to solve?
• I believe ‘Interactive Agencies’ are currently in a unique position to leverage this process
because of a variety of client issues arising from a confluence of circumstances
• The centralization of the formerly peripheral “Interactive Channel” in integrated strategy
• Due at least in part to the need to own ‘the consumer relationship’ as much as ‘the brand’
• Driven by the proliferation and fractile-ing of media options
• The strength of “The Discovery Engagement” is that it is grounded in an approach to
problem solving rather than solving any particular type of problem in any specific context
• There are many opportunities to apply the potentialDISCOVERY methodology
• Any agency or client situation which would benefit from
• Structured exploration and ideation
• Interdisciplinary perspectives and consensus building

So then I got a little sidetracked…
When I started this Quixotic quest and dropped off the grid to begin
assembling a DRAFT of this Power Point to share with some industry friends
for feedback; I unfortunately wasted a fair amount of time heading off on
some tangents regarding why a client would need a Discovery Engagement.
I got part of the way through exploring some of the challenges that I think
‘our industry’ is currently facing. I started making a whole bunch of ‘really
cool slides’ which I began to realize really didn’t belong in this deck at this
stage of its development.
I started exploring…

It’s A Multi-Channel World!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
• How the proliferation of media is overwhelming people and marketers

How media occupy orbits around People
• The Individual
• Their Digital Footprint
• Their Social Interactions
• Their ‘Environment’
• Things They Are Searching For
• Things That Want Their Attention

How media occupy orbits around Brands
• The Brand/Product
• Its Digital Footprint
• Its Relationship Marketing
• Its Marketing Ecosystem
• Its Advertising
• Its Marketplace

How those media orbits overlap and intersect

Who are we really talking about?
• The interplay between idealized target/personas and defacto consumer/users
Product/Brand ConsumerTarget
Brand
+ =
$? !

The way it’s always worked?
• The evolving paradigm of advertising
Drive To:Advertising Drive Sales Sales Data
Decision PurchaseActivation
Brand

A brief history of “the interactive channel” (in vowels)
why?
• Cyberspace is a place, connecting to the web is where it’s at, just surf to any address on the information superhighway before
heading back through a portal to your home page
• Physical metaphors get virtual
• e-mail, e-commerce, e-business, etc. Everything physical has an ‘electronic’ e-quivalent. If it doesn’t yet, it soon will so gold
rush to the wild wild web
• Digitizing ‘the real world’
• iMac, iPod, iPhone, iPad… computers are no longer intimidating technological tools; they’re semi-disposable stylish status
symbols of your ability to communicate and consume
• A computer on every desktop and in every hand
• Everyone begins to realize that ‘the internet’ isn’t a fad. It isn’t even just ‘the internet’ anymore and it certainly isn’t going away.
• “New Media” become expected and even preferred media.
• Professionals chase an understanding of their users while social media and increasingly ubiquitous technology enable any
average person to begin ‘talking back’.
• Didn’t you know, interactive is a two-way medium?
• Well now that’s the question, isn’t it? It’s time for integrated interactive to evolve. What do you want to be when you grow up?
@
YOU
Oh!
e-
i

CRM/eRM
• And finally arriving at the paradigm of an eRM enabled marketing ecosystem
Drive To:
Acquire
Permission
Social RM
Web
Website
Location
Representative
Product / Service
(Re)contact
Reactivate
Informed
Conversation
Advertising
Marketing
Engage With Program
Drive Sales
Provide Value
Sales Data
Customer Data
Interaction ConversionAcquisition
Business
Intelligence
Opinion Perception

Enterprise RM
• Referencing my experience with how an enterprise can begin to unite diverse touch points
into a single big data portrait of its shared target to inform and customize communication

But then I realized…
While this all seemed pretty interesting and I was hoping that it would
reinforce that I was a ‘smart guy’; I was ultimately falling into my own self
diagnosed trap of trying to be a Strategist that was providing what I thought
was an appropriate statement of ‘the problem and it’s answers’.
In the end, things were getting longer and more complex than they should
and I understood that I was obscuring my real point…
potentialDISCOVERY is not about a particular sort of challenge but rather
it’s about a particular way of ‘teaching a group of people to fish’
in the context of whatever challenge they may be facing.

However…
Even though potentialDISCOVERY can be applied to any sort of group
exploratory exercise:
1. My intent is to utilize it to evolve the practice of the discipline of strategy
within agency and client culture
2. My belief is that [integrated] interactive is the appropriate foothold from
which agencies can effect evolutionary change in their clients’ business
Consequently, I still see value in spending a bit of time on those two topics

In theory the discipline of strategic thinking flows

• Understanding of marketplace, business, and brand
Brand

• Understanding of marketplace, business, and brand enables the formulation of Objectives
ObjectiveBrand

• Objectives
ObjectiveBrand

• Objectives drive the formulation of the Strategies designed to address their challenges
Objective StrategyBrand

• Strategies
Objective StrategyBrand

• Strategies employ Tactics to accomplish their goals
Objective Strategy
Tactic
Tactic
Brand

• Tactical effectiveness
Objective Strategy
Tactic
Tactic
Brand

• Tactical effectiveness is measured by Metrics quantifying/qualifying touch points with the original Objectives
Objective Strategy
Tactic
Tactic Metric
Metric
Metric
Brand

It gets complicated

It gets complicated
• Multiple Objectives

It gets complicated
• Parallel Strategies

It gets complicated
• Shared Tactics

It gets complicated
• Shared Tactics
• Missing Metrics

And more complicated

• Multiple Perspectives

• Alternate Strategies

• Alternate Strategies
• Competing Tactics

And more confused

And more confused
• Colleagues confuse
• Tactics with Strategy
Everyone says we
need to be on Twitter

And more confused
• Metrics with Objectives
Our top priority needs to be getting
more visitors on our website
Everyone says we

And more confused
• Etc.
The focus groups recalled the
special effects in our commercial
Everyone says we

And more confused
• Etc. etc.
We’re the first ones to do it
Everyone says we

And more confused
• Etc. etc. etc.
Our packaging is cool
Everyone says we

And more confused
• Etc. etc. etc. etc.
We will grow by
25% next year
Everyone says we

And more confused
• Etc. etc. etc. etc. etc.
We will grow by
25% next year
Our culture needs
to become like
Google and Pixar The focus groups recalled the
Everyone says we

And more confused
• Etc. etc. etc. etc. etc. etc.
We will grow by
25% next year
The #1 goal is to
make the user happy
Our culture needs
to become like
Everyone says we

And more confused
• Etc. etc. etc. etc. etc. etc.
• Etc.
We will grow by
25% next year
The #1 goal is to
make the user happy
Our culture needs
to become like
My boss says that
this is what needs
to happen…
Everyone says we

Bringing the group together
• The potentialDISCOVERY process
• Organizes Stakeholders around the
common goal of the Discovery Initiative
• Collects individual perspectives through
two-on-one interview conversations
• Enables groups to talk through their
shared experiences and personal
opinions in workshop activities
• Filters learnings for ongoing
Stakeholder meeting discussion of the
evolving strategic understanding
• Unifies all output into deliverables;
resulting in
• A shared understanding
• A common framework
Discovery

Why [integrated] interactive agencies?
• An oversimplified view of Advertising/Marketing in the context of the ‘strategy flow’
Objective Strategy Tactic

• An understanding of product, brand, and marketplace

• An understanding of product, brand, and marketplace set the objectives

• Which led to a strategy for getting the right message in front of a target audience

• Agency practitioners formatted that message for the appropriate channels of distribution

• The message went out to various well established touch points like Commercials

• The message went out to various well established touch points like Commercials, Print

• The message went out to various well established touch points like Commercials, Print, Billboards

• The message went out to various well established touch points like Commercials, Print, Billboards, etc.

• Then things got complicated by the arrival of emerging touch points like websites

• Then things got complicated by the arrival of emerging touch points like websites, mobile

• Then things got complicated by the arrival of emerging touch points like websites, mobile, social, etc.

• Applying the ‘strategy flow’ to the historical role of the ‘interactive industry’

• Each new emerging touch point tends to be treated as an add-on to the established approach
• This general pattern repeats in its own time and ways
• With new platforms/channels like CD, kiosk, e-mail, websites, streaming, mobile, set-top, etc.
• With new tactics like banners, search, social, aps, games, etc.

• “Interactive Implementation” becomes the first point of differentiation
• This “New Media” is different from that old “Traditional Media”
• You know you need to be doing this too
• We can build this thing that you don’t know how to build
• We’ll code your website, we’ll get you found on Google, we’ll tweet for you, etc.
“Traditional”
“New Media”

• Selling “Interactive Implementation” becomes problematic
• “New Media” don’t stay new forever
• The level of general understanding grows and the barrier for entry drops
• The service is easily commoditized
• There’s always someone who will do it cheaper and faster
“Traditional”
“New Media”

• There’s value in “Interactive Implementation” but not enough
• “What to build” becomes the new “How to build”
• Handing traditional assets to an interactive team to put online is just “shovelware”
“Traditional”
“New Media”

• “Interactive Marketing” recognizes that “the medium is the message”
• An “Interactive Agency” can help a client adapt its message to interactive media
• Not only will we do your interactive implementation
• But we can help you do something better than just shoveling your offline campaigns online
• You need to customize your approach to communicating with your target
“Traditional”
“Interactive”
Target

• “Interactive Marketing” differentiates the “Interactive Agency” (iAOR) by its medium
“Traditional”
Target
“Interactive”

• “Interactive Marketing” differentiates the “Interactive Agency” (iAOR) by its medium
but the “Traditional Agency” (AOR) still owns the message
• Strategy is still driven by the traditional tactics of offline communication
• AORs tout umbrella integration of iAOR services
• Independent iAORs need to assert their specialized value proposition and fight for a seat at the table
“Traditional”
Target
“Interactive”

• Enter “User-Centric Interactive Marketing” as a pseudo-scientific differentiator
• [Interactive] “Users” are different from [actual product] “Consumers”
• [User] “Personas” have different wants and needs than [traditional advertising] “Targets”
• We can conduct research to inform or approach and analysis to justify our effectiveness
• What you’re doing isn’t good unless it’s what the user wants
• We can sell you “what your users want from you”
“Traditional”
Target
User
“Interactive”

• In my experience this is where most “Interactive Agencies” currently max out
in terms of both business model and strategic relevance to their clients
“Traditional”
Target
User
“Interactive”

• Providing the service offerings of “Interactive Implementation”
“Traditional”
Target
User
“Interactive”

• Providing the tactical adaptation of “Interactive Marketing”
“Traditional”
Target
User
“Interactive”

• Providing the tactical adaptation of “Interactive Marketing”
• Providing the strategic differentiator of “User-Centered Design”
“Traditional”
Target
User
“Interactive”

• The next step along the ‘strategy flow’ is primarily a conceptual leap
• It’s not specific to client, agency type, or disciplinary specialization
• It has to do with the way we think about what everyone involved is actually doing
• Relative to the client’s objectives
• Relative to all other parties involved in the flow
“Traditional”
Target
User
“Interactive”

• “Integrated Marketing” seeks to bring everything together by recognizing

Target
• Overarching objectives feed common strategies
Objective

“Traditional”
Target
“Interactive”
• Which need to be adapted to channel-specific targets and other specialized audiences
Interactive
Users
Traditional
Audiences
Objective

TargetObjective
• To be customized by any number of collaborating tactical specialists
“Traditional 1”
“Interactive 1”
Interactive
Users
Traditional
Audiences “Traditional 2”
“Traditional 3”
“Interactive 2”

• To be customized by any number of collaborating tactical specialists
• So that they can be utilized at a variety of relevant touch points
“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• “Omni-Channel Communications” further expands the “Integrated Marketing” mindset

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• Acknowledging that various channels/audiences may have additional/alternate objectives
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• Acknowledging that various channels/audiences may have additional/alternate objectives
• Adapting the understanding of brand and business
• Into an integrated multi-channel communications ecosystem
• Subject to individualized/aggregate user/audience media preferences/behaviors
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• The evolution of “Integrated Marketing” into “Omni-Channel Communications”
• Personally, I think that this is where the interesting stuff is happening
• Professionally I think that this is the frontier for agency differentiation
• Many clients are at this point conceptually or will be getting here soon
• I believe that there are many related challenges that would benefit from a “Discovery Enagement”
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• So, ultimately, why should “Interactive Agencies” be the ones leading the charge?
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• The revolution of interactive media has swam up the strategic flow
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• Driving the ripple of traditional media evolution down the strategic flow
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• Now is the point when the paradigm flip flops with the iAOR taking primacy over the AOR
Channel
Objective
Channel
Objective

“Traditional 1”
“Interactive 1”
Target
Interactive
Users
Traditional
“Traditional 3”
“Interactive 2”
Objective
• Now is the point when the paradigm flip flops with the iAOR taking primacy over the AOR
• Introducing the “Omni-Channel Interaction” specialist agency
Channel
Objective
Channel
Objective
Omni-Interaction

Summary
• potentialDISCOVERY is a methodology that is not restricted by the nature of the problem
• Strategy tends to become muddled within complex organizations (both agency and client)
• A structured “Discovery Engagement” can help focus thinking and build consensus
• Currently many client organizations are challenged by a convergence of issues
• The emergence and proliferation of media outlets
• The need to adapt their integrated communications strategy
• The desire to leverage cross-channel eRM
• Consequently there are opportunities to leverage agency-facilitated Discovery
• To help clients re-envision not only their communications strategy but also their business
• In the process repositioning the role of the “Interactive Agency”
• Expanding the role of “Interactive” from “Digital New Media” to “Omni-Channel Targeted Interactions”

Why potentialDISCOVERY?
When/How do you sell a “Discovery Engagement”?

The Client Opportunity
• Once upon a time there was a Senior Client who had an idea
• He recognized ‘an opportunity to evolve the way the company does business’
• There is a need to own The Customer Relationship as much as The Brand
• It’s a Multichannel World and Interactive is The Hub
?

• He singled out an Underling and assigned him the challenge
• ‘How could the company address this opportunity?’
• ‘How could they unite the [clients’] organization behind a strategy to meet this challenge?’
?
!

• The Underling understood that this challenge was a big opportunity
• For the company
• For his career
?
!
!

• The Underling needed to develop a strategy to address the challenge of this opportunity
• The Opportunity is the changing marketplace
• The Challenge was how the company could/should evolve
• The Strategy would propose a solution
?
!
!
?

Enter Agency Biz Dev
• Enter the agency Biz Dev guy
• He’s been building a relationship waiting for a chance to help the client
• Maybe it’s an existing account
• Maybe it’s a prospect

• The Underling mentions his predicament to the Biz Dev guy
• Or perhaps the Biz Dev guy proactively brings the opportunity to the clients’ attention
• (The important point is that the conversation has started)
?
!

• The Biz Dev guy recognizes the need for a “Discovery Engagement”
• He explains how ‘Discovery’ will help the company figure out how to address the opportunity
• “The potentialDISCOVERY Methodolgy” can help the client organization develop its own strategy
D
? + D = X ?
!

• The Biz Dev guy explains how a “Discovery Engagement” might take shape
• First he will bring in a Strategist to guide Discovery
• Together they will
• Lead the engagement with the client to develop a strategy to address the challenge of the opportunity
• Help the client organization work together to discover its potential through an ‘Exploratory Methodology’
D
?? + D = X
!

D
?? + D = X
BTW: This “Strategist” is ME potentialKEN
!
• The Biz Dev guy explains how a “Discovery Engagement” might take shape
• First he will bring in a Strategist to guide Discovery
• Together they will
• Lead the engagement with the client to develop a strategy to address the challenge of the opportunity
• Help the client organization work together to discover its potential through an ‘Exploratory Methodology’

• Together the Biz Dev guy and the Strategist will work with:
• A Delivery guy who will manage:
• The day-to-day operations of coordinating the “Discovery Engagement”
D
?? + D = X
!

• Together the Biz Dev guy and the Strategist will work with:
• A Delivery guy who will manage:
• The day-to-day operations of coordinating the “Discovery Engagement”
• The ‘agency resources’ who are tasked to executing elements of ‘The [Engagement] Project’
D
?? + D = X
!

• The agency’s “Discovery Team” will collaborate with the clients’ organization
• To develop their customized strategy
• Utilizing an embedded process of consultation and activities to co-create deliverables
• Enriched by the agency team’s collective experience developing solutions for past clients
D
?? + D = X
!

• The Underling comes to understand that “The potentialDISCOVERY Methodology” will:
• Help the client organization work together to ‘Discover’ the best course of action
• Build consensus/support for that strategy through group participation in the process
• Raise his profile with the Senior Client and in the company as a whole
D
!
?
D X+ =
? + D = X

• The Biz Dev guy begins to draft a SOW based on:
• The client’s understanding of the scale of ‘the engagement’
• The agency’s understanding of the scope of ‘the project’
D
!
?
$
D X+ =
? + D = X

• The Biz Dev guy also realizes that Discovery may uncover other opportunities
• For subsequent “Discovery Engagement(s)”
• For building “the Solution(s)” proposed by the strategy
D
!
?
$
D X+ =
$
? + D = X

• The Biz Dev guy also realizes that Discovery may uncover other opportunities
• But subsequent expansion is NOT the focus at this stage
• The goal is to establish the agency’s role in guiding the client’s strategic decision making
• This positions the agency for future growth with the client organization
D
!
?
$
D X+ =
$
? + D = X

• The Biz Dev guy and the Underling discuss the situation with the Senior Client
• The nature of the opportunity and the challenge to address it
• How “The Discovery Engagement” will develop the strategy
D
!
!
$
D
D X+ =
$
?? + D = X

D
?
!
!
?
$
D
D X
X $
+ =
+ =
$
? + D = X
• The Senior Client is convinced that “The potentialDISCOVERY Methodology” will:
• Help refine the client organization’s understanding of the opportunity
• Yield a strategy that proposes a solution to the challenge that will benefit the company
• Raise his profile within the client organization

D
?
!
!
?
$
$
D
D X
X $
+ =
+ =
$
? + D = X
• The Biz Dev guy proposes the SOW for the clients’ “Discovery Engagement”
• The agency enters into contract with the client

Secure Executive Approval
• “The Discovery Engagement” is likely larger than the Senior Client’s authority
• The scale of the changes it will propose
• The scope of organizational participation in the process
• The expense of the undertaking
D$

• The Senior Client will secure Executive approval to commit the company to the initiative
D$

• He will explain his understanding of how Discovery will propose a solution for the challenge
! + D = X
D$

• He will explain his understanding of how Discovery will propose a solution for the challenge
• He will propose that a strategy to address the opportunity will yield benefit to the company
! + D = X
D$
? + X = $

! + D = X
D = X = $
D$
? + X = $
• The Executive Leadership comes to understand that:
• “The potentialDISCOVERY Methodology” unites the organization behind a strategic vision
• Acting on that strategic recommendation can benefit the company

! + D = X
D = X = $
D$
? + X = $
$ = D
• The Executive Leadership commits to “The Discovery Engagement”
• There is a financial commitment to the initiative

! + D = X
D = X = $
D$
? + X = $
$ = D
• Senior Stakeholders representing effected areas of the company are assigned to oversight
• Depending on the challenge they can represent Brands, Operational Verticals, or other considerations

! + D = X
D = X = $
D$
? + X = $
$ = D
• Senior Stakeholders representing effected areas of the company are assigned to oversight
• Senior Stakeholders deputize respective Underlings to run the project within the organization

Summary
• A “Discovery Engagement” can be sold to new or existing clients
• As an answer to a challenge that they have mentioned to the agency
• As a way to explore an opportunity that the agency has made them aware of
• Once awareness of the opportunity/challenges is seeded; selling Discovery involves
• Building enthusiasm for the premised of the Discovery Initiative
• Establishing confidence in the process of the Discovery Project
• Estimating and securing approval for the Engagement SOW
• Solidifying the Initiative, Project Structure, and Engagement SOW will likely overlap
• Discovery is an ongoing process that will evolve over its lifecycle
• The first objective is to secure the commitment to plan the Discovery Engagement
• Opportunity to become retained to plan the Engagement Structure and SOW

What is potentialDISCOVERY?
1. Organizational: Who’s included in the Discovery process?

Structuring The Engagement
• The axis of the engagement is the core relationship between the agency and the clients

• The Biz Dev guy (or Account Person) becomes the “Engagement Principle”
• He is responsible for the agency’s “[Discovery] Engagement” with the client

• The Senior Client becomes the “Project Sponsor”
• He is responsible for “The Discovery Initiative” on behalf of the company

• The Underling becomes the “Project Leader”
• He is responsible for the “Discovery Project” within the client organization

• Together the Engagement Principle, the Project Sponsor, and the Project Leader
• Manage the business relationship between the agency and the client
• Ensure that the agency and client organization are collaborating to enable the process
$

• The “Principle Strategist” is the primary resource sold by the agency to the client

• The Principle Strategist is responsible for
• Owning the intellectual relationship with the Project Sponsor and Project Leader

• The Principle Strategist is responsible for
• Owning the intellectual relationship with the Project Sponsor and Project Leader
• Guiding the undertaking of “The Discovery Initiative” to yield “The Strategy”
X

• The Engagement Principle and Principle Strategist work as a single functional unit
• They collaborate to make “The Discovery Engagement” happen
• The Engagement Principle handles The Engagement
• The Principle Strategist handles The Discovery

• The Engagement Principle and Principle Strategist work as a single functional unit
• Together they form the agency’s ‘core team’ for “The Discovery Engagement”
• They are ‘the face of the agency team’ within the client organization
• They lead most of the Discovery’s ‘client participation’ Activities

• Depending on scope, additional agency resources may be included in the SOW

• Additional [apprentice] Strategists and/or Analysts can be added to the team
• Diversifying perspectives and enabling the primary strategy function to multitask
• Learning the process to enable the agency to tier the service offering to more future engagements

• Depending on the nature of the challenge, other agency disciplines can be tapped
• Such as UCD, Technology, Marketing, Creative, and/or others
• Enabling specialized insights and parallel paths of exploration

• Depending on the scale of the agency commitment a “Delivery Principle” may be added
• He is responsible to the agency for the profitable and timely operation of “The Discovery Engagement”

• Depending on the scale of the agency commitment a “Delivery Principle” may be added
• He is responsible to the agency for the profitable and timely operation of “The Discovery Engagement”
• He manages the additional agency resources who deliver against “The Discovery Project”

• Given the scale of agency resources committed to “The Discovery Engagement”
• The client organization must perceive the value of the [full] agency team contracted

• Given the scale of agency resources committed to “The Discovery Engagement”
• The client organization must perceive the value of the [full] agency team contracted
• Even though most interactions will primarily involve the ‘core team’

#potentialDISCOVERY DRAFT-062014

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