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Digital Adaptation: Time to Untie Your Hands39:32 with Paul Boag
Do you feel like you are doing your job with one hand tied behind your back? Are you frustrated by company practices that are horribly antiquated and inappropriate for the digital world. Does your boss or client fail to understand the unique characteristics of the web? If so you are not alone. The majority of traditional businesses are struggling to adapt to the digital economy and need your help even if they don't realise it. In his talk Paul explains why this is, and what we (as the web community) can do about it. He highlights that to build a great website we have to be the catalyst for organisational change and recommends ways to start that happening. You'll learn why so many organisations are failing to adapt, why it falls to you to instigate the change in company culture, practical ways of instigating change and why your primary job isn't to build websites, despite what your boss or client might think.
[MUSIC] 0:00 Hello everybody. 0:04 Thank you so much for staying cuz I know er, 0:12 you know, Harry is a highlight for a lot of people. 0:14 And he's an excellent speaker who's doing some incredible stuff. 0:17 Okay, so we, we had a bit of a joke, a 0:21 mess around yesterday, where I, I may have slightly pimped my book. 0:23 But in actual fact, what I kind of wanna 0:29 talk about today is partly to kind of explain that. 0:33 Explain why I'm so enthusiastic about this book and so over 0:38 the top but really what it is is a call to action. 0:42 It is to encourage you guys especially those 0:47 of you who work internally within large organizations. 0:52 But equally, those of you have to deal with clients on a day to day basis. 0:56 And it very much builds on un, everything 1:01 that we've heard so far at this conference. 1:04 And I kind of pick and choose little bits from other people's presentations. 1:07 Because I think there are certain things coming out that I want to cover. 1:12 So, where do we start? 1:16 We start by recapping on, Paul Adams 1:17 taught, right at the beginning of yesterday 1:21 where he really drove home this profound point that the web has changed stuff. 1:23 The world we live in today is not the world we lived in a decade ago. 1:29 I find that particularly, that, that can't remember who it was 1:36 now, which is very embarrassing, but we talked about the Olympics. 1:40 That the last, last time there was the Olympics on, there was no iPad. 1:45 The time the Olympics were on before, there was no, no iPhone. 1:49 So that shows you quite how dramatically our world is is moved on from 1:53 a technological point of view, but it's 1:58 not about technology that I'm primarily interested in. 2:01 For me, it's about things like how much our society has changed. 2:05 So I've got I got click happy today. 2:10 Excuse me. 2:14 Yeah, so this is about how much our society has changed. 2:21 We're living in evermore niches, aren't we? 2:25 We're living in our own little bubbles, where we 2:28 talk to people that are of a like mind. 2:31 We communicate via social networks and all 2:34 social groups are becoming ever more complex. 2:37 We used to live in a world, didn't we, where we 2:40 were friends with the people that were next door to us. 2:42 Now, I don't know about you but I don't really know my next 2:45 door neighbors other than to go hi and to complain about the weather. 2:48 Yeah, I know people online, Sara, thank you 2:53 for laughing, I'm sure somebody finds me funny. 2:56 While online, it's a very different story. 3:01 I know about, you know, what Sarah's had for breakfast, for crying out loud. 3:04 Our society has changed, hasn't it? 3:09 And we've almost gotten to the situation where we're, we're in echo 3:13 chambers, because we hang out with people of a like mind, don't we? 3:16 So if we're liberal, we talk to liberal 3:21 people, if we're conservative, we talk to conservative people. 3:22 You know, if we're religious, we talk to religious 3:27 people, we hang out with people of a like mind. 3:29 And the changes in society has also 3:33 changed politics too, social media has transformed politics, 3:35 the Obama election of 2008 was the first one really largely won and lost online. 3:40 The web has made censorship incredibly difficult in many countries. 3:47 And so we're seeing dictators overthrown because people have seen 3:52 a different way of life outside of their own country. 3:57 We've seen in the Middle East, 4:00 various leaders toppled partly through social media. 4:03 And certainly, because of the influence of the 4:08 web that we've seen a growth issue based politics 4:10 where people have moved away from supporting liberal 4:15 or labor or conservative to actually caring about issues. 4:19 You see the birth of things like the Occupy Movement. 4:22 But we're also seeing changes in media too. 4:27 We see the rise of citizen journalism, where anybody 4:30 can be a journalist and report on the news. 4:34 Where you've, you are not limited to what the BBC tell you are happening 4:37 in the world or what the Guardian tells you is happening in the world. 4:42 Now you can talk to people on the ground in the countries. 4:46 That are experiencing the news or whatever's happening. 4:49 Anybody can publish content. 4:54 Anybody can produce and publish content. 4:58 That is a profound change to our society. 5:00 That's done away with the gate keepers. 5:05 Right? 5:08 This book that I keep hocking, right. 5:09 There would have been time when I had to got signed with a major publisher. 5:12 But, I can self-publish that now. 5:17 The gatekeeper. 5:20 The gatekeeper's of publishers have been removed and then, 5:21 there are obviously a profound change in business as well. 5:25 As ,as Chris said in his talk, entire sectors have been decimated Tower 5:29 Records, HMV collapsed in the face of Napster as we heard and then, 5:35 saw the rise of iTunes, Blockbuster was supplanted by Netflix. 5:40 Newspaper subscriptions plummeted. 5:47 Advertising moved online. 5:50 We've seen entire new sectors created, and many more redefined. 5:53 And our skills as web designers, as Sarah said. 6:01 Enables us to make that happen. 6:06 Look how Sarah is trans, is transformed, 6:08 a hairdressers, no, sorry it's not a hairdresser. 6:12 What is it? 6:14 What's the fancy word? 6:15 >> [INAUDIBLE] A blow dry bar. 6:16 >> A blow dry bar. 6:19 I don't think that's a thing. 6:20 >> It is. 6:22 >> I don't believe you. 6:23 So yeah, you know, she, she's transformed that area! 6:24 So every digital is affecting every area of society. 6:29 And it's changing not just business in terms of the 6:34 type of business we do, but our workplaces as well. 6:37 We're always on, aren't we? 6:39 I'll bet there are...who of you this morning when you woke up, 6:41 the first thing you do was reach out and picked up your I-phone? 6:44 Who did that this morning? 6:48 Look at that. 6:50 That's incredible. 6:53 By iPhone, I mean smartphone, sorry. 6:54 Other brands are available. 6:57 We work from anywhere, don't we? 7:02 We've blurred the lines between home and work now. 7:04 We're broke but, we're also seeing some really fascinating things that 7:08 we're seeing the breakdown of the hierarchical structures of business right? 7:11 So in the industrial age, you had a manager 7:15 who told a member of staff what to do. 7:18 The member of staff did it, 'because the manager was their boss. 7:20 But now we're seeing a new type of business emerge. 7:24 A new type of organization: collaborative working, where ad hoc 7:27 individuals come together to work together on a specific project. 7:30 Open source, where people are coming together to work on a project. 7:34 The next generation of people coming in to the marketplace now have 7:39 very different expectations about what the work environment should be should be. 7:42 So we, I've seen radical changes in 7:47 our society, things completely unheard of before. 7:50 But that's not true. 7:55 We have seen this kind of thing before. 7:56 We saw it in the industrial revolution. 7:59 The industrial revolution was driven by water, okay? 8:02 It was driven by water wheels and steam power. 8:07 And then. 8:11 After the industrial revolution had happened, 8:13 an, and industry was well established. 8:15 An interesting thing happened which got mentioned, by 8:18 another speaker, which is electricity arrived on the scene. 8:22 And electricity changed everything. 8:26 Eventually. 8:31 But a really fascinating thing happened, which 8:33 is after electricity had been implemented into 8:37 factories, so instead of using water power 8:40 now, they were using electricity, a decade passed. 8:42 And a decade later, after moving 8:48 to electricity, people were still building factories. 8:51 By the water. 8:55 There was considerably less need, but mentally they hadn't moved on. 8:57 They were still clinging to the old way of thinking, the old way of doing things. 9:03 And I have to say that I think we're doing the same today. 9:10 As we live through this digital 9:14 revolution, we're making the same mistakes. 9:16 Though we made with electricity, we're still building our factories by the water. 9:19 We limit the web and how we see it, what it's capable of and what it's not. 9:28 We call it a marketing tool when it's so much more. 9:34 It transforms the very nature of our world. 9:39 We haven't let digital really embed in our organizations and our thinking. 9:46 And I think that applies to us as much as it applies to our clients and our bosses. 9:53 I think we're probably more further down the line than they are of course. 9:59 But I still think there is stuff that we can do. 10:03 Now many of the organizations we work with are digitally incompatible. 10:05 They've got top down leadership structures. 10:10 reminiscent of the industrial revolution. 10:14 They're slow moving. 10:16 They're strictly hierarchical. 10:17 They're siloed. 10:19 They've got digitally illiterate leadership. 10:21 They're internally focused. 10:24 But worst of all, they've put the web in a box. 10:26 Something, when something new comes along, we all do this. 10:32 When something new comes along, we try and fit it in 10:35 with our existing mental model, how we perceive the world to be. 10:37 And for, and in, in particular, we have done this with the web. 10:43 And what we did initially is we called it an IT tool. 10:49 Again, it's, it's techie. 10:53 So therefore, we will place it in the IT department. 10:56 Then we begin to realize that it had marketing potentials, 11:00 so we moved it, and put it in the marketing department. 11:03 But it's so much more, and we need to let it out of the box. 11:08 Leroy Hood said something which I absolutely love, he said bureaucracies are 11:12 honed by the past, and could almost never deal effectively with the future. 11:17 Replace the word bureaucracy with your company. 11:22 Your company is honed by the past and 11:27 can almost never deal effectively with the future. 11:29 The old processes do not work anymore. 11:32 What was safe, what was once safe ground, no longer is. 11:35 We need to adapt to the new reality that we're living in. 11:39 And our failure to adapt has led to some monumental failures. 11:44 Times when we have just run the web and digital in entirely the wrong way. 11:51 Birmingham City Council spent an 11:58 unprecedented $2.5 million on it's website. 12:00 Running 2 million pounds over budget, because they were approaching 12:04 things with an industrial mind set and not a digital one. 12:10 Parts of the department of trade and industry website cost a staggering 11. 12:15 Pounds and 72 pence per visit to that website. 12:23 So every time you visit that website you 12:30 are costing the British taxpayer 11 pounds 78 pence. 12:32 If everyone in China visited that website, we would sink the British economy. 12:35 It would be, you, they could wipe us out in a single go. 12:40 Maybe not quite, but you get the idea. 12:44 Then there's Froogo which is a European company that spent 40 Million Euros 12:47 on it's website and generated a hundred thousand Euros in revenue. 12:53 And then of course, the, the really famous one from the dot com era was boo.com. 13:00 That managed to spend 135 million dollars in 18 months. 13:05 That's phenom, how do you spend that amount of money in 18 months. 13:12 That's just phenomenal. 13:17 And then of course the, the, the biggest one 13:19 at the moment in everybody's thinking is healthcare.gov, which 13:22 is the, has the honor, of being the first 13:26 website in history, a president has had to apologize for. 13:29 Which i just love, I think that is great, That on its own 13:34 is worth the 390 Million pounds it is currently cost the tax payer. 13:38 Estimated to rise to a whopping 677 Million. 13:44 Sorry dollars not pounds. 13:49 The original budget was 93 million dollars, I would 13:51 quite like to win a project worth 93 million dollars. 13:55 I would be very happy if it went up to 600 and whatever. 14:00 See, now businesses need to adapt. 14:06 But, who's gonna make that happen? 14:12 It very obvious that the old way of working the industrial model 14:16 the mass media mass market model that most businesses are built upon. 14:20 No longer works, in the digital age. 14:25 And they need to adapt, but who is going to do that? 14:30 Well, I'm sorry to break it to you, but it's you. 14:33 It's you, that needs to change, the 14:38 organizations you work for, and you work with. 14:41 Because, I know what you're thinking. 14:45 It's not your job. 14:49 You're designers. 14:51 You're developers. 14:52 But as Sarah pointed out, we have so much more potential than that. 14:54 And if not us, then who? 14:58 Who's gonna do that? 15:01 Is it gonna come from Senior Management? 15:03 No, they don't even recognize there's a problem. 15:06 They don't see there's an issue, and they don't, even if they don't see that 15:11 it has an issue, they don't necessarily 15:15 recognize it as digital that is the problem. 15:17 Is it gonna come from outside consultants? 15:19 No, cuz senior management aren't going to invite outside 15:23 consultants in, because they don't recognize there's a problem. 15:26 The only way it's gonna happen is people like you stepping up and making it happen. 15:32 And this helps solve another problem, which is, 15:39 as Sarah pointed out, we need to diversify. 15:42 Our old skill sets, our old skill sets, are no longer as relevant as they were. 15:48 The world is changing on us too. 15:54 And we need to adapt to the new reality. 15:56 Just in the same way as our businesses do. 16:00 So, we need to step out from our comfort zones and 16:02 begin to challenge the organizations that we work with and for. 16:06 Jonathan Khan put it brilliantly when he said. 16:09 And here's a List Apart article. 16:12 Here's the problem: organizations are the context of our work, 16:14 and when it comes to the web, organizations are broken. 16:17 And honestly, what's the worst that can happen, right? 16:23 If you start causing problems in 16:27 your organizations, you start disrupting things. 16:29 What's the worst that could happen? 16:33 You could get fired. 16:34 Does that really matter in our current economy and our current world? 16:37 I would argue that there is such a demand for our skills that, at 16:40 the end of the day, you're not going to have a problem getting another job. 16:44 We underestimate our value and our knowledge. 16:48 We need to step out of our comfort zone in 16:53 the same way that Sara did in setting up her business. 16:56 You might be thinking "well, I've got no authority." 17:01 Well, I'm sorry to, to break it to you 17:05 again, but, but leaders are not picked, they step up. 17:07 It's time for you guys to step up and say, I want to 17:12 change the organizations I work for and I'm willing to fight for it. 17:17 I know it's not easy, it's gonna be difficult, I'm not always 17:22 gonna succeed, but I'm fed up with building websites that atrophy and die. 17:26 I'm fed up with die, designing things that take years 17:31 to implement, because they get caught up in some other project. 17:34 I'm fed up, with producing, stuff, that never lives up to it's potential. 17:38 Websites do not exist in isolation, they exist in the 17:45 context of their organizations, and we need to change those organizations. 17:50 And it starts with us. 17:55 So where to start? 17:57 I want to look at three areas in my remaining time. 17:58 Just 3 areas, there is so much more that I could talk about. 18:02 And I don't necessarily have all the answers, but I think these 18:05 may be of the pivotal issues that we may need to look at. 18:08 These are management, strategy, and culture. 18:12 Those are the three areas that I think we should 18:16 be addressing, and let's start with the issue of strategy. 18:18 Most businesses lack a clear digital strategy, and we need to create one. 18:21 And the problem, the reason that that they often lack digital 18:28 strategies, is because the organizations we work with hate to prioritize. 18:31 They hate to make decisions about one thing over another. 18:37 And so many strategies just consist, those that do have 18:42 them, consist of vague ideas that are in the management's head. 18:46 Others do have stuff written down, but they're more 18:51 aspirational goals, with no detail about how to achieve them. 18:54 In my opinion, a good strategy consists of three elements. 18:59 First of all, a strategy to solve real world problems. 19:03 Wooly goals are not enough. 19:08 So, it should solve problems like, the number of leads that we're getting into 19:11 our business are declining or we're loosing 19:16 existing customers, because of slow support time. 19:19 Or we need to offer, superior service to that of our competitors. 19:22 These are real world problems that you can build strategies around. 19:27 And we then need to take that and look at 19:33 how digital can, can address those real world business problems. 19:35 So notice, the digital strategy has nothing to 19:41 do with how to make the user experience better. 19:44 That's not a strategy, because it's not solving 19:47 a real world business problem. 19:53 A real world business problem, is we need to offer better customer service. 19:55 So, we can outperform the competitors, which means a good user experience. 20:00 We also need a set of guiding principles within which to 20:07 work, a framework if you like, within which we can operate. 20:10 So these these might be, I mean it it will range from company, but it might be 20:16 we test rather than debate, again going back to 20:22 Sara's point, about how we should design with data. 20:25 So testing might be one of your guiding principles. 20:31 that we don't replicate what people are already doing. 20:35 We just link to it and utilize it. 20:38 You know, when clients come along and say "I want Facebook." 20:40 "I want to do something like Facebook." 20:43 Another guiding principle might be putting long-term 20:47 user needs ahead of short-term business gain. 20:51 There are a set of principles within in which you can operate. 20:54 This helps to decide what actions you should or should not take. 20:57 A plumb line against which you can measure decisions as an organization. 21:02 And then finally in strategy, we need a good set. 21:08 Of tangible actions we're gonna take. 21:13 Richard Reynold, who's one of the, the greatest figures in 21:16 business strategy in the world talks about, good strategy works by 21:20 focusing energy and resources on one or a very few 21:24 pivotal objectives whose accomplishment leads to a cascade of favorable outcomes. 21:28 So establish a series of actions you're gonna take that provide multiple benefits. 21:33 So again I, I keep referring back to Sarah, because we just heard her. 21:38 She talked about AirB AirBNB and how they, they did professional pho, photography. 21:42 That had a cascade of favorable outcomes. 21:51 It dramatically improved revenue. 21:56 The existing, accommodation were over the moon. 21:59 Because they had professional photography done. 22:05 And they saw real value in that. 22:08 And that in turn attracted new people to the site. 22:10 Set of favorable outcomes, so strategy is not just airy fairy goals. 22:15 It should be solving real problems with within 22:21 a framework and should contain specific actions as well. 22:25 But the more important thing, really, even than creating 22:32 a strategy is to start changing the rules of management. 22:36 We need to update our out-of-date management style that's 22:39 left over from the industrial age and managing factory workers. 22:44 Where in the industrial age, we 22:49 had low-skilled, low-paid, low-motivated workers that needed 22:50 constant motivation and monitoring by people that 22:54 were more qualified and equipped than them. 22:59 And we still manage digital in that way today. 23:03 But in actual fact now,. 23:08 We live in a very different world. 23:11 People don't need managing because you are highly skilled, 23:12 highly paid, despite what you may think, and highly motivated. 23:17 You don't need managing. 23:23 You need leading, 23:24 and you need to start pushing back and not accepting. 23:27 The old management techniques. 23:31 You need to be set free, free to work how you want to work, to 23:33 work in the ways you want to work, when you want to work, where you want to work. 23:38 If you haven't read 37signals' book Remote, then I highly recommend it. 23:43 And freedom from endless distractions, endless meetings. 23:49 We also need to, to bring about the death of committees. 23:56 A multiple decision makers and these huge 24:01 groups that are assembled in larger organizations. 24:04 So. 24:08 What happens is you get into these really 24:09 bazar scenarios, let me give you an example. 24:11 We were at, I was at a meeting once where there was a web steering group. 24:15 And they were all sitting round the table discussing the design that we produced. 24:20 And the person in the room that was causing the most 24:25 problem in getting this design signed off with the head of IT. 24:27 He didn't like the color, I don't give a 24:32 shit what the head of IT thinks about design. 24:35 How has he any expertise or skills in that area at all? 24:37 Has he any knowledge in that area? 24:42 Absolutely not. 24:44 And that is the absurdity of com, committees. 24:46 That they have everybody represented and they all have an equal say. 24:50 Equally it's ridiculous that the head of marketing should 24:54 be commenting about the technical infrastructure of a website. 24:57 That's absurd too. 25:01 And actually there's a simple solution to this and it's a 25:02 really good recognized business solution and 25:05 it's called a responsibility assignment matrix. 25:08 I know it doesn't sound sexy. 25:10 All right? 25:13 But it's brilliant! 25:14 So how it works is you outline all the different areas, all the different 25:15 tasks involved in the website and the things that need to be done broken down. 25:18 And then you have four categories of people. 25:23 All right? 25:26 So you have the person responsible. 25:26 So those are the people that are actually 25:29 the people that are actually doing the work. 25:31 By the way, this is all online. 25:33 So dont worry too much about your photographs. 25:35 All the people that do the work, right? 25:38 That might be multiple people. 25:41 So online branding is done by, your, your designer, or whatever else. 25:42 Then there is a person that's accountable. 25:47 One person, cause that's the other problem with committees. 25:50 Is that committees, nobody and everybody's responsible. 25:53 So in effect, nobody is. 25:57 One person that's accountable, that ultimately, the 25:59 buck stops with, over that particular issue. 26:03 Then there are those that are consulted, in other words, 26:06 we value their opinion and want to listen to them. 26:08 And then there's those that need to be informed about 26:11 what the decision was, but get no say in it. 26:13 Works so much better than a traditional committee based structure. 26:18 We also need to be breaking that project mentality. 26:24 And this is such an important one. 26:27 A website is never finished. 26:30 We must stop with these periodic website redesign projects. 26:33 Management like finite projects with finite budgets, 26:39 which they can run and then finish. 26:43 But in principle that sounds great, in reality it doesn't work. 26:46 They overrun, and that's where you end up spending $135 million in 18 months. 26:50 Websites, as Seth Goines, said, he's getting a lot of mentions today, are not. 26:58 Buildings. 27:04 You don't plan it, build it, and then do a little bit of maintenance. 27:05 Websites are gardens. 27:10 They need nurturing. 27:12 Caring for. 27:14 They grow into themselves. 27:15 They become better over time. 27:17 And that's why I like agile so much. 27:20 I like agile cuz it helps to shift management's thinking. 27:22 Cuz when you talk about agile, you 27:26 talk about it as a project management methodology. 27:29 And they like that. 27:31 They get that, oh, yes. 27:33 Yes, we're prints two, now we're agile. 27:35 I understand that. 27:37 Right? 27:38 And that [UNKNOWN] allows you to get into this 27:39 sort of iterative development of the back of it. 27:43 Another management issue that's so important is investing in staff. 27:49 Now I'm speaking to the wrong audience. 27:52 I should be speaking to the people who are not here. 27:54 We're, I'm horrified at the low level 27:59 of investments some organizations put into their staff. 28:01 We are knowledge workers, we are employed for our knowledge, 28:06 and our expertise, and yet we don't invest in that. 28:09 I'm horrified at that. 28:13 We need to be investing in our staff. 28:16 Sending them to conferences, sending 'em, them on training, buying books. 28:18 And in, but most of all giving them time. 28:23 Time to experiment, time to learn. 28:28 Now I know what you're thinking. 28:32 My boss needs to hear this. 28:34 My client needs to hear this. 28:36 I'll come to that in a minute. 28:38 And 28:39 then finally we need to be changing our company culture. 28:42 We need to ______ shift the entire culture of the organizations we work for. 28:44 Change our own teams and strategies is not enough. 28:52 We need to change the strategies and 28:56 teams for our clients, and our entire organization. 28:59 A culture, for example, that embraces failure. 29:03 The industrial model. 29:06 Punished failure, and rightly so. 29:09 The cost of failure was massively high in the industrial age. 29:11 In the mass media, mass market age. 29:16 But today, the cost of failure is really low. 29:19 And so that encourages experimentation. 29:22 As Stephanie talked about what was going on 29:26 in China, she called it a massive prototyping exercise. 29:28 And that's how we need to be thinking. 29:33 Stop running websites and web teams for maximum efficiency. 29:35 Because that's not how we get the best result. 29:40 Yes it was in the industrial age but not in the digital age. 29:43 Leave space for experimentation and expect failure. 29:46 We need to learn from our experimentation and 29:51 failure cuz the cost of failing is low. 29:53 We can fix it easily. 29:55 All of this means that we need to 29:58 start proactively engaging with the rest of our organizations. 29:59 We can't hide away moaning about the marketing 30:03 department, moaning about our bosses, moaning about our clients. 30:06 We need to actively engage with them. 30:09 We don't know. 30:12 They don't know the full potential of what the web can do. 30:13 And so we need to start showing them. 30:17 We need to identify with your colleagues, talk to them. 30:20 Find out their pain points and then provide digital solutions. 30:25 We need to be meeting with our department heads, our bosses. 30:29 We need to be out there, proactively educating. 30:33 I would say our number one responsibility as digital people is education. 30:38 More than building websites. 30:44 More than delivering. 30:47 Let me explain why. 30:48 Remember I talked about [UNKNOWN] in the Industrial Age, right? 30:50 Do you know what they had? 30:53 They had chief electricity officers, right? 30:54 Sounds stupid, doesn't it? 30:58 Bloody ridiculous idea. 31:00 But, they did. 31:01 There are people who were specifically 31:02 dedicated to managing electricity in the organization. 31:04 But it makes sense at the time, because 31:10 people didn't know what to do with electricity. 31:12 Seems weird, doesn't it? 31:14 Cause we live in a world where electricity is ubiquitous. 31:15 People are going to look back at today and say the same thing. 31:19 Digital? 31:24 You had digital teams? 31:24 That's ridiculous! 31:26 Digital is ubiquitous. 31:27 It's in everything we do. 31:29 You know why we dont have chief electricity officers anymore? 31:32 Because they did their job. 31:35 They educated people. 31:37 They educated people about how to use the technology, so it became ubiquitous. 31:40 And the same is gonna be true for you guys. 31:46 Your ultimate aim should be to make yourself redundant. 31:48 At least in what you're doing today. 31:53 [LAUGH] I'm sure there were, there are other things for you to do. 31:54 Don't worry. 31:57 And I'm talking about longterm. 32:00 We should be. 32:02 But we should be educating. 32:02 You know? 32:04 We should be running workshops, conferences, training sessions. 32:05 We should have guest speakers into our organization. 32:08 We should be taking every opportunity. 32:11 Newsletters. 32:14 Blogs. 32:14 Internal blogs. 32:15 All that kind of stuff. 32:16 We should be educating, educating, educating. 32:17 It should be our mantra. 32:20 It should be everything we need and want. 32:21 We should be encouraging a service 32:25 driven user-centric approach within our organization. 32:27 The web [UNKNOWN] has become a service platform. 32:30 And Zappos, Amazon, Google, Mail Chimp, all 32:35 these companies have raised expectations amongst users. 32:39 And we might not be in direct competition with these people, but, 32:43 but we still are indirectly in terms of the level of customer service. 32:46 We need to keep talking about the user. 32:51 Running regular usability sessions open to all. 32:54 Keep gathering data as we heard. 32:58 But 33:00 there is another thing that we need to do and, 33:02 this is kind of the last point, I want to 33:04 leave you with he says I think which is we 33:06 need to be applying our skills and knowledge to management. 33:10 We We call ourselves UX designers. 33:15 Alright, we pride ourselves on our 33:19 understanding and empathy with users needs. 33:21 Its time we turned those empath, empathetic skills. 33:23 Is that a real word? 33:27 we apply those skills to our own managers, to our clients. 33:29 We need to understand that management are our audience, and we need 33:34 to understand that they're not really in control of their own destinies. 33:38 That they're as hamstrung as you are, even at the very top level of, organizations. 33:43 They've got share holders, boards that they're responsible to. 33:48 We need to understand their pain and help 33:52 them with it, see how digital can provide solutions. 33:55 And we need to speak about ROI and SWOT analysis and start 33:59 learning their language, highlighting threats that they're facing. 34:04 So, really, that's pretty much. 34:10 What I wanted to cover. 34:13 I'm not saying that this is gonna be easy. 34:15 I know I'm asking you to do something that is massively out of your comfort zone. 34:17 I know you don't have permission to do it and I haven't given you all the answers. 34:23 And even, even my illustrious book doesn't give all the answers. 34:27 But, we need to. 34:31 Be resilient, We need to be mavericks, We need to 34:33 cause trouble within our organization, Because if we dont, If we 34:36 dont try and achieve change, With our clients and organizations 34:40 that we work with we are going to be forever frustrated. 34:44 Frustrated, and I don't want to live like that. 34:50 I was taking to Sarah beforehand and...and she's saying I'm doing 34:52 less and less claim work, you know, because I'm frustrated by it. 34:57 And I can so associate with that feeling, and I'm sure you can, too. 35:02 So we've got one of two choices. 35:06 Either we can...we can. 35:07 Go off and do product design and that's fine. 35:09 Or we can challenge it, we can get the bit between our teeth, we can go for it. 35:12 We could disrupt and fight tooth and nail to see digital adoption, 35:20 to see organizations transformed, to try and create change in our organization. 35:25 And we will fail, it will be a hard process, it will be a battle. 35:31 But I wanna leave you with a quote from 35:36 Winston Churchill who said success is going from failure 35:39 to failure with no loss of enthusiasm and that 35:42 is what we're gonna have to do in this journey. 35:46 If we're gonna transform the organizations we 35:49 work with, that needs to become our mantra. 35:51 And I wanna leave you with a little video. 35:55 Well, no. 35:58 Let me put this in context. 35:59 So all of this, what I've done with the book, the 36:01 reason I've written this book, I'm not going to make any money. 36:05 You don't make money out of books. 36:08 I've written it because I passionately believe 36:10 that we need to take the next step. 36:13 We need to change things, and I want to provide. 36:14 Some tools to do that. 36:18 The book is one tool. 36:20 It's not written for you. 36:21 It's written for your clients and your bosses, alright? 36:23 And I've provided some other free resources as well. 36:27 So if you go to digital dash adaptation dot 36:30 com, there's a manifesto for organizational change on there. 36:33 All right. 36:39 There's this video that I'm going to show you now. 36:39 And there's also a longer presentation which you can watch, or show to clients, 36:41 or download and give yourself and change and do what you want with it. 36:46 I want to equip you guys to start fighting the fight. 36:50 Alright, to making those changes. 36:54 So here's the little trailer. 36:57 This trailer is designed to scare the shit 36:58 out of your clients and your boss, alright. 37:00 It makes them realize that change needs to happen and then we can build from there. 37:04 >> The web has changed the rules of business. 37:11 The best practices of the industrial economy 37:14 no longer apply in the digital age. 37:16 What was once safe ground is no longer so, and organizations need to adapt. 37:18 Sector after sector have been transformed by the new digital economy. 37:23 Newspapers have found advertising revenue and readership to evaporate. 37:28 Music retailers have shut their doors in the face of digital downloads, 37:31 and companies like Blockbuster have been 37:35 supplanted by digital offerings such as Netflix. 37:37 [MUSIC] 37:40 To think you sector will be an exception is to 37:40 underestimate the profound impact of the web on society and business. 37:43 It will not be long before new 37:47 post-digital companies begin to disrupt your sector too. 37:49 Digital brings incredible change. 37:52 And with change comes significant danger. 37:55 However, it brings opportunities too. 37:57 Opportunities to outmaneuver the competition, break 38:00 into new sectors, and transform your offering. 38:02 But adapting to digital isn't just a matter 38:05 of just hiring some smart techies and sitting back. 38:07 It will require a willingness to change fundamental aspects of your business. 38:10 Change is coming anyway, it's just a matter 38:14 of embracing that change before your competition does. 38:16 So that is what I'm proposing you show people to begin with. 38:22 Show 'em that, get their interest, then start pushing. 38:26 Start, download the presentation that I gave I've given you. 38:31 Use that, give it yourself. 38:35 Download the manifesto, show them that. 38:38 And then I have a load of books you can buy and give to [INAUDIBLE]. 38:41 There is so much that we can be doing. 38:46 But we need to become disruptive, We need to start challenging. 38:48 The status quo, we need to be mavericks within our 38:54 organization, and I want to really encourage you to do that. 38:57 and, and to bring about that change. 39:01 All the information you want is there, you can just use 39:03 that URL, and that will take you where you want to go. 39:06 So, I really hope I've inspired you and challenged you to branch 39:09 out of your comfort zones, to diversify your skills, and to start fighting. 39:13 Let's get me a fighting spirit? 39:18 ? 39:20 ? 39:20 Going and bring about some change with 39:21 our clients and organizations, Thank you very much. 39:23 >> Applause 39:25
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