So what does a Chief Digital Officer actually do?

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A Chief Digital Officer (CDO) discussion comes up with me from time to time.

Everyone has an opinion on what the role is, and what functions and reports it would operate in. My April’s 2016 blog post is my opinion on the subject and how the role stands with me today.

The CDO role and it’s associated KPI’s depend greatly on what business vertical and industry the CDO is being invited to operate in.

A CDO can been appointed to an industry with a ‘short fuse, big bang disruption’ like the finance, retail trade, arts and recreation, professional services and media and telecommunications where my experience of CDO work has focussed.

Or sometimes a CDO find themselves operating in a vertical grouped in where a ‘longer fuse, big bang’ digital disruption is occurring and cost efficiency tend to be the transformation drivers. Industries such as education, health, transport, post, agriculture and utilities sectors.

While all industries are being disrupted because of the Internet, the CDO must have the experience in how to drive the amount of velocity to apply to the transformation assignment so revenues grow rather than become restricted because the disruption has taken a front seat . This velocity decision impacts how assignments are led in many cases.

The powerful breakthroughs in computing and telecommunications has seen the introduction of always on broadband, mobile and e-commerce systems, resulting in a real-time buy and sell channels that are seeking customer experiences. The understanding of how this works results in many new and exciting ways to engage with customers on a global scale to grow business and/or organisations.

Digital transformation goal at an organisation board level will always look for programs that increase automation and gather and analyse unprecedented amounts of data so they can stay relevant in a competitive global market.

While cost efficiencies are important strategies the board also must seek a CDO leader that can also deliver customer market growth programs.

This combination means there are a vast array of capabilities and skills required to stitch together a large scale audience led digital transformation.

The CDO candidate therefore must be from clear customer centric up bringing.

Ideally spent their entry career creating compelling stories across many different types of media channels, and were brought up on a number of design thinking approaches that were then fused to screen customer first thinking tracked to agreed business models, defined audiences and financial plans.

They must be an individual who has passion for the arts blended with a scientific method mindset to use the tools of the day, but also be innovative to always be looking ahead to find an edge.

The CDO role is to visualise and communicate well crafted ‘real time’ innovation programs, that sometimes start a life launched from innovation labs.

They also need their developed programs need to bring innovation concepts that combine business model and execution plans ready for board review and sign off.

For a CDO to exist and thrive, their concepts while needing to be story told, must always be mindful, and have an understanding their stories impact others. Their clients staff, their friends and their customers.

The CDO appointee will most likely come from an understanding on what drives culture as well as opportunity.

Culture always trumps strategy so the CDO has to be collaborative at all times seeking out digital artisans and change agents from both the client, the agency/service provider and the customer.

To bring to market a digital transformation program the CDO must foster a partner ecosystem for co-innovation and co-creation.

The team that is created for the assignment must also give the project leads and middle managers latitude to fail fast so they can learn even more quickly.

So that in more than summary form outlines what Chief Digitial Office does.

Finally my experience also tends to have the strong opinion the CDO alway seek council from the CEO when on assignment.

Ideally if a CDO and CEO can jointly develop and embrace the digital transformation vision, and work together to communicate that digital vision, the more success can be had.

The Jarryd Hayne Branded Content Story

Can a man who has never played a snap of American football at the age of 27 make it in the NFL?

Jarryd Hayne bets it all to prove that he can in a new documentary produced by Telstra Media. As one of Australia’s most recognised rugby league players, he had it all. But NRL star Jarryd Hayne gave up fame and fortune to chase what seemed like an impossible dream.

1 to 38: The Jarryd Hayne Story

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The story begins when the Paramatta Eels legend at the end of 2014 was contemplating to walk away from his $1.5 million a year to have a crack at the NFL in 2015 — despite not knowing if he would be good enough.

On the evening of 29th September 2014 at the NRL Daly M Awards, and after Jarryd walked away with a number of awards he told close friend Matt McCann, GM of Media and Sponsorship at Telstra he was going to leave rugby league to explore if he could make it in the NFL.

Jarryd was one of our current Telstra NRL ambassadors so Matt was shocked about the news. Also personally invested in him and a massive Parramatta Eels  and rugby league fan. Matt the creative strategic thinker at heart wanted to continue help him in anyway he could.

So Matt got thinking and the following day with Ryan Kaveney, GM of Sport and Entertainment at Telstra Media hatched a plan to develop a branded content business case to support Jarryd on his dream.  When Matt and Ryan told me of the idea I was immediately sold. It made good commercial sense, and was also a good fit with the Telstra brand in telling a connected human story .  The concept was worked on collaboratively with a number of key content partners and a deal struck with Jarryd and his management team.

On November 24th, 2014 we announced that Jarryd had joined Team Telstra as an official ambassador, in a partnership that will give our Australian’s and the world a unique and exclusive look at his remarkable journey during 2015. He was a winner before he started. Follow the link below for a recap of the partnership.

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Now it’s March 2016, some 16 months later the untold story is ready to be told. From over 800 hours of content captured on many digital devices. Some captured directly by Jarryd. It’s great journey and the story has been produced down to an incredible 1 hour 20 minute documentary called 1 to 38: The Jarryd Hayne Story.

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Passionately directed by Jonathan Pease who has done a wonderful job with Ryan Kaveney and follow Executive Producers John Du Vernet, Matthew Grounds and Guy Fowler. It has been beautifully cut together by Spencer Austad and narrated by radio personality Alan Jones.

It is an extraordinary behind-the-scenes look at Hayne’s incredible journey – from saying goodbye to his family and former team mates to landing in LA with nowhere to live; the search for an NFL team willing to give him a go; and the highs and lows of competing in the world’s toughest sport. The announcement he was joining the San francisco 49ers streamed live at the Telstra Experience Centre.  It is raw, unprecedented access to a young man brave enough to live his dream, and a reminder to everyone that the impossible can be possible.

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As well as the 1-38 documentary powered by Telstra, there is an exclusive behind-the-scenes interview with 60 Minutes tonight where Hayne reveals the rollercoaster ride of his time in the National Football League in the US and what drove him to make the biggest sacrifice of his career.

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Jarryd will return to the 49ers in 2016 for his second season in the NFL from next month. Once again he will have to fight his way through the NFL Preseason to reclaim his sport on the 53 man roster. We all wish him well.

Congrats everyone for making this branded content piece.

1 to 38: The Jarryd Hayne Story

CREDITS

Director
Jonathan Pease

Producer
Jo Austin

Editor
Spencer Austad

Narrated by
Alan Jones

Executive Producer
Ryan Kaveney
John Du Vernet
Matthew Grounds
Guy Fowler
Jonathan Pease

Netflix partners with the Manly Sea Eagles for Australia’s first branded content sponsorship

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The Manly Sea Eagles are proud to be the first Australian sporting club to develop a branded content sponsorship with Netflix.

The sponsorship will promote the second season of Daredevil which will premiere on Netflix on March 18, 2016. The TV show is about a blind lawyer-by-day who fights crime at night as the hero Daredevil.

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Manly Sea Eagle GM Corporate Luke Byrne said, ‘this is the result of a collaboration of working with some of Australia’s best talent to deliver a unique branded content piece, leveraging some of the NRL’s biggest names.”

Adam Good, a Digital Transformation and Media Executive produced the branded content story on how the Sea Eagles coaching staff took inspiration from the Daredevil character and put the Sea Eagles senior players through a number of sensory training drills as the last drill to pick the round one team against the Canterbury Bulldogs.

The media and activation strategy was delivered by MEC Global office in Sydney.

The story unfolds over two parts running from Friday 25th Feb up until the team announcement on Tuesday 1st of March.

Adam Good said,

“The distinction between brands and publishers is becoming increasingly blurred. Ad campaigns come and go, but stories endure. The opportunity to partner with Netflix and develop a branded content rugby league story has been truly fantastic.  Netflix are not only an innovative brand and amazing product they are also innovative in their marketing approach. They really wanted to push their marketing tactics to maintain their position as a disruptive force.”

 

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The Sea Eagles and Daredevil partner to select round 1 squad.

To extend the partnership with Manly, Netflix will give away Daredevil merchandise to fans at the Sea Eagles first home game of the season against the Bulldogs and have a strong presence in each of Channel 9’s NRL telecasts and at stadiums across Australia during the first three rounds of the NRL season leading up to the release of Daredevil Season Two on March 18.

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The premise of the branded content idea is Manly Warringah Sea Eagles Coach Trent Barrett has channelled his inner Daredevil by incorporating a a range of unique training techniques in selecting his team for the opening round of the Telstra NRL Premiership.

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Trent and his coaching staff got their players to test their ‘sensory skills’ ahead of finalising his team for the blockbuster clash against Canterbury‐Bankstown Bulldogs at Brookvale Oval on Friday, March 4.

Barrett will announce his team on Tuesday afternoon but supporters will be able to watch an exclusive video of Trent’s unique selection methods by clicking here.

 

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“The entire team has worked really hard this off‐season. I just needed one little tweak to put the finishing touches on it,’’ Barrett said.

“I wanted the players to be aware of all their senses and everything that is going on around them.”

Barrett asked Head of Physical Performance, Dan Ferris, to put the players through a final session, describing it as a ‘little unorthodox to test their true instincts’.

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Captain Jamie Lyon admitted it was an unusual session.
“It was something different to do at training. It was a lot of fun,’’ Lyon explained.

“I can’t give away too much now of what I and some of the boys like Brett Stewart, Tom Trbojevic, and Marty Taupau had to do, but I will give Trent and the club full marks for thinking outside the square,’’ Lyon said.

“I’m sure our supporters will see the benefits of it when we take on the Bulldogs.”

and now for Part 2.

 

2016 a year for Marketing As A Service in the Cloud

Happy New Year 2016

Welcome to 2016. I hope you had a relaxing Christmas and New Year celebration with family and friends. I am currently on an extended summer break, so my focus at the moment is very much on trying to do a combination of improving old experiences and trying some new ones. Or as Leonardo da Vinci would say “Life is pretty simple: You do some stuff. Most fails. Some works. You do more of what works. If it works big, others quickly copy it. Then you do something else. The trick is the doing something else.”

So between plenty of sun and beach, I have thought a lot about the ‘cloud’. No not the one in the sky but the one that is reinventing business services for companies.

NSW Summer Break 2016

So with this pondering this month’s blog post investigates how can companies marketing department and it’s associated capability be digitally transformed to become a true cloud service. Completely in the cloud, so  it’s termed a Marketing as a service (MaaS).

No doubt some companies existing marketing, services and capabilities have already gone someway to external cloud vendors i.e. Ad serving and Search optimisation been a long running example. More recently the Adobe Creative Cloud being a great example on what can be done in creating marketing cloud services around content creation.
My thought however is that the entire Marketing and CMO group work to be transferred to the cloud, to plan and manage marketing-intensive activities to create amazing customer experiences and new internal and outsourced cloud capabilities for their entire company or organisation.

While CFO’s and procurement  are going to love this proposition as a reduce cost decision, the more interesting area for me is how the marketing department deliver better customer experiences, while also gaining efficiency (time) across the entire customer experience agenda if they operated in an Marketing as a service (MaaS).

How a Marketing as a service (MaaS) can be created and delivered to output effective compelling content that is focussed in the right channel is something that must be blueprinted internally with all agencies partners given an API and clear defined KPI’s, responsibilities and policy to work in a cross team collaborated working model.

The Marketing as a service (MaaS) would always setup with a twelve month calendar view and plan. That is an essential CEO  requirement. More on that here.

Of course this twelve month plan can change to customer and market conditions but that data entry to the agencies is controlled by the Marketing and reflected in the workflow to each assigned service provider.

The Marketing as a service (MaaS) is setup with clear objectives on how to communicate with new and existing customers as the platform data is clearly defined on current customer segments. Once the Marketing department operate in the Marketing as a service (MaaS) the internal company resources are streamlined to focus on the customer experience and needs rather than to the workflow to execute communication programs of work.

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The sooner the Marketing as a service (MaaS) can operate in real time, the quicker company boards can see delivered brand health metrics. Can see how they can deliver higher customer expectations which delivers high NPS results. These are usually key board KPI’s.

Another board room benefit from this real-time marketing cloud platform fuelled from the data the Marketing as a Service (MaaS) creates are the new outputted innovations that can go across the company.

This Marketing as Service (MaaS) full blueprint and capability moves beyond just digital cloud marketing automation services such as content marketing, landing page creation, campaigns design, lead distribution and marketing analytics. These features should already be in place in most organisations now as it’s the first essential element in delivering customer experience programs and a full working Marketing as Service (MaaS).

The blueprint I am speaking about is how to move all your marketing services and supplies to execute advanced marketing strategies and services in the cloud to craft engaging ‘brand story’ programs that are managed to the companies business plan and product launch calendar. The marketing executions capabilities in the Marketing as a Service (MaaS) all linked to the companies Customer Relationship Management agenda which goes across company divisions.

Yes it’s a digital transformation.

NSW Summer Break 2016

To bring every part of marketing ecosystem to the cloud I have learnt that the best way to achieve this outcome is to wrap it up in the companies overall digital transformation agenda.

Marketing departments play a key lead in crafting components that can be assembled on demand, so any new customer experience is quickly and effectively matched to the companies customer program of work.

During this study shows marketing have to stop wasting on execution workflow as this is where ineffective customer experiences programs fail.

We are now hitting an inflection point where the most sophisticated companies have begun to realise that the digital transformation is essential in the marketing department and 2016 will be the year we see it explode.

How to lead the organisation digital transformation agenda and entire work stream is the bigger question as you cannot conveniently package into a department or initiative that sits comfortably in old corporate structures. A cross team project is the only way to get sophisticated cross channel customer experiences created and to market.

The reason is every company division is now overlapping, sometime competing on what is the best customer experience agenda should be as more and more product an services are digital.  The risk can lie where leaders in organisations make digital transformation decisions having not spent enough time in the current company digital customer experience themselves.

With this challenge to overcome you will see many CEO’s with past experience in digital transformation appreciate it can’t be just seen as a temporary if laborious process to update the infrastructure like building a new office and be handed to say IT, marketing or a product lead to implement. They have to drive digital transformation agendas themselves and this is why so many companies have appointed Chief Digital Offers who report to the CEO office leading the various work streams across division s and portfolios. More on why this is more effective can be found in various reports here.

The fact customer experience driven by cloud technology will become the new company normal now means the CEO must be confident on how digital transformation is led before any automation or effiency can delivered.

If anything, the demands technology puts on companies will continuously increase for departments across the entire organisation so there is investment decisions and again building off a cloud platform makes sense.

NSW Summer Break 2016During this blog post I too a look at the CES event and the new cloud offerings across verticals and industries to see some best practice on how you operationalise a digital transformation to create new customer focussed products. I wanted to help orient the latest findings to go about a Marketing as a service (MaaS) blue print leadership structure.

The new technology innovations at CES in the cloud seem to learn heavily on creating entirely new divisions to tackle digital transformation rather subsumed under existing structures. Businesses are on the path to digital transformation know the Internet-of-Things (IoT) is the next industry revolution and the more experiences companies know what you create today is not always going to be relevant in five years time. It’s constant change cycle with the customer at the centre is the new business strategy and this means many companies lack people talent in this area of expertise.

At CES we see the usual noise from connected cars to smart home systems to wearables in healthcare that are interesting and evolving. But too often the one aspect that isn’t being talked about enough is the practical and necessary component to continue to update the product on how it will delight the customer and make money from this ubiquitous connectivity.

The better product launches do spend considerable more time on Marketing strategies, especially where they can get customer improvement in their product that drives future roadmaps.

The leading digital transformation examples focussed on how not to get disrupted or copied. What is interesting and where marketing did drive a key lead is what they doing with the ensuing avalanche of data the company they can now easily obtain as the technology and marketing are linked. The story on how this insight will drive the new in the company is very exciting to build company culture and attract great people.

This customer data from these new Internet-of-Things (IoT) is a wonderful extra fuel the Marketing as a service (MaaS) platform uses to output to the entire company digital transformation as its focussed on the customer.

With customers firmly in the driver’s seat of their interactions with brands, businesses the companies it becomes essential marketing does it bit to create positive and relevant customer experiences across channels and touchpoints, and the Marketing as a service (MaaS) blue print is the lead in the three dimensions of companies digital transformations, operational process, and technology.

We are seeing green shoots in Marketing as service (Maas) but 2016 will make large strides as it will be seen as an essential program of work to break down any internal struggling traditional silos, any lack of relationship with agencies, vendors and marketing service as it provides a true alignment with the whole company on the customer experience agenda.

If you would like to learn more about Marketing as a service (MaaS) to exceed customer expectations don’t hesitate to reach out.

Australian online advertising has surged again to deliver 33 percent year on year growth 2015

IAB

I leave this month my board position on the Australian Interactive Advertising Bureau (IAB) the peak trade association for online advertising in Australia that was incorporated in July 2010.

It’s been a wonderful three years representing Telstra on the IAB board with a key principal objective to collectively support and enable the media and marketing industry to ensure that the industry thrives in the Australian digital economy.

The role of the IAB is to work with its members and the broader advertising and marketing industry to assist marketers to identify how best to employ online as part of their marketing strategy, to better target and engage their customers and build their brands.

Australian online advertising spend has surged again this year delivering 33 percent year on year growth for quarter ending 30th September 2015, reaching $1.565m for the quarter.

The data, which comes from the latest IAB/PWC Online Advertising Expenditure Report (OAER), shows that General Display advertising was the leading sector for the quarter, achieving 53 percent year on year growth; while Classifieds grew 28 percent and Search & Directories grew 21 percent.

It’s been a very productive association and one I will miss my board members, Chairman Ed Harrison, CEO of Yahoo7 and CEO  Alice Manners some of the most experienced digital and media specialists on the globe.

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Ed Harrison, Chairman of IAB Australia and CEO Yahoo7

Alice Manners, CEO of IAB Australia

 

 

 

 

 

 

A big congratulations has to go to Alice. She was unanimously appointed by the board in August 2013 as CEO of IAB Australia and has driven the organisation to many IAB Australia achievements. She drives the organisations objectives and represents and promote the interests of it’s members to continue to grow the interactive advertising industry with distinction. 

Alice has more than 20 years’ experience with online advertising industry with particular expertise in the Asia Pacific region and it’s workings. Alice before leading the IAB in Australia was an agency leader at WPP with the most recent stint as GroupM Asia Pacific COO of Interaction that became a juggernaut during her time there.

The IAB addresses the core pillars of growth of the online advertising industry and has simplified the standards of online audience measurement, research through online operational standards and guidelines, and regulatory affairs programs of work.

IAB Australia leverages the skills, experience and commitment of its board members to advocate the benefits of online advertising by acting as an authoritative and objective source for all online advertising issues whilst promoting industry-wide best practice.

Online Adveritising

In terms of the breakdown of the 33 percent year on year growth of Australian advertising spend for quarter ending 30th September 2015 that reached in total of $1.565m.  Mobile advertising expenditure increased to $418.9 million in the September quarter 2015, with 55 percent mobile advertising expenditure attributed to mobile display and 45 percent to mobile search.  Smartphones now hold 67 percent of the device category share and tablets at 33 percent.

Video advertising also maintained its strong performance, recording an increase of 107 percent year on year to reach $128.9m of the total advertising expenditure.  According to the report, FMCG now dominates video advertising with a 17 percent share which is almost three times higher than its 6.3 percent share of total General Display advertising.  The Health/Beauty/Pharmaceuticals and Motor Vehicles categories are the other leading industry categories in video display advertising.

Motor vehicles and real estate maintained their dominance of the General Display market in the September quarter 2015, representing 29.9 percent of the reported market despite a slight dip for motor vehicles share. The same two industry categories made up 27.3 percent of General Display in the equivalent prior year quarter.

According to the latest CEASA analysis, for the six months ending June 2015, online advertising accounts for 41.3 percent of total advertising revenue, up from 36 percent last report.

Goodbye Telstra Media, it’s been a brilliant connected experience

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This is my last full time week at Telstra.

It has been a true privilege to establish the Digital Content Services portfolio within Telstra Media over the last four years.

Thank you to my immediate team, my cross Telstra colleagues, as well as all our media and technology partners and supplies. Below is a short three minute show reel of this most incredible ride in my career.

Digital transformation is my passion and has become my career expertise and I plan to get back into some more after a summer break.

The reinvention of business practices to derive the maximum value from digital technologies such as social media, cloud computing, mobile technology and big data analytics combined with brand engagement, experience and compelling content is my passion.

Connected Life, meaningful Big and Small Data, VR and Customer with an obsession to create a digital offering that engages clients through bleeding edge technology to stay current in a rapidly changing world sounds like my type of next challenge.

What I do know is their is an increasingly debated topic #DigitalTransformation , as executives watch long-established companies being disrupted by competitors with advanced digital customer led capabilities.

If you have a brief or a business problem in customer experience and need some assistance to correct this in 2016 do let me know. My personal email is adam.good@21stdolores.com and my blog link with all my LinkedIn profile and social media connections can be found here http://www.adamgood.net

Happy holidays

Best,

Adam Good

Director Digital Media & Content
Telstra Media

Level 13, 400 George Street
Sydney NSW 2000
M  +61 418 812 515

NBL announces Telstra as the Official Technology and Data Partner for season 2015/16

NBL

The National Basketball League (NBL) is pleased to announce that Telstra will be the Official Technology and Data Partner of the league. NBL is regarded as one of the premier basketball leagues in the world, and after a humble beginning, is today home to some of the world’s best players.

The NBL has grown from a fledgling competition with games played in front of just a few hundred people to a league that attracts more than 750,000 spectators each season, as well as securing this year an exclusive Pay TV television deal with Fox Sports to broadcast in high definition all games nationally.

Basketball also has one of the highest participation rates of any team sport in Australia, with numbers continuing to grow each year.

Eight teams currently compete in the NBL – the Adelaide 36ers, Cairns Taipans, Melbourne United, New Zealand Breakers, Perth Wildcats, Sydney Kings, Townsville Crocodiles and Illawarra Hawks.

NBL Executive Director Larry Kestelman said he was excited to welcome Telstra to the NBL team as the league repositions itself as a premium entertainment sport in Australia.

“Today’s announcement marks an exciting milestone for the NBL. We have a real agenda to create Australia’s most innovative, technology-driven sports brand where fans can access content 24/7 from wherever they are in Australia. “With Telstra on board, we can genuinely strive to be the most connected game ever,” he said.

The NBL will work with a number of Telstra media enablement services including Telstra Media Digital Content Services, Ooyala and Chief Entertainment to support and bring the Official NBL app to market.

NBL Live Pass

The NBL Live Pass subscription streaming service for the 2015/16 season allows fans to get closer to the game than ever before with all the action in the palm of their hands. After a one-week free trial to kick off the season, NBL Live now features two options for fans to catch all games live with a Full Season Subscription priced at $60 while a Monthly Subscription is available for $15.

Fans who subscribe to NBL Live will be given access to every game of the 2015/16 season live on their mobile device with full game replays made available within 12 hours of the game concluding. The Streaming service adds to the NBL Live suite of features which also includes unparalleled access to stats, shot charts, video highlights and news content.

Download or Update the NBL Live App on Android here and iOS (Apple) here

Also with Telstra and Telstra Thanks, customers can purchase NBL tickets at a 20% discount off the recommended Adult RRP for matches each week throughout the 2015/2016 NBL Season.