The chances are you are making mistakes in how you recruit digital staff. The result is you aren’t getting the best people possible.
Digital adoption means change, and people don’t like change. But why don’t they like change and what can we do about it if we need to change company culture?
Marcus argues that the user experience extends way beyond your site and that even the smallest failing in customer service undermines your digital offering.
We seem preoccupied with the question of where digital should sit in our company structures. But that isn’t the question we should be asking.
Our mission as user experience champions is to save people from death by a thousand cuts. Small, but significant irritants that add up to be something more serious.
As digital becomes business critical many organisations are attempting to build in-house digital teams. But this is not without its challenges. One option would be to outsource digital.
A minimum viable product is a great way of building user centric digital services in a fraction of the time. It will also lead to big cost savings.
If there is one phrase that fills me with dread it is “content migration”. The idea that you might want to migrate all the content from an old site to a new one boggles my mind. To refresh an entire website, but ignore the content, has to be a sign of madness!
Because companies often have a confused view of their digital strategy it is often useful to bring some order to the chaos with a digital SWOT analysis.
We all complain that we don’t have time. But is that true and if it is can we prove it to management?
No sector is safe from the disruption brought by the digital revolution. In a talk given at the British Legal Technology Forum, I use the legal sector as an example of the sweeping changes threatening us all. I outline some steps we might take to adapt to this new landscape and the opportunities just waiting for us to grasp.
Users will always choose the easiest option, so if we want a competitive advantage we must focus on simplicity.
There are differences between working as an in-house or agency PM, but we have one thing in common — relationships.
If those who control the purse strings of digital continue to think of it as a capital cost they will kill it’s effectiveness.
Many executive teams are throwing around phrases like ‘digital first’ or ‘digital by default’. But you need to be the one who turns those phrases into reality.
When it comes to content management organisations have the wrong priorities. They spend millions on a content management system when they should be focusing their investment on the content itself. Open source helps do that.
To succeed in digital you need to journey from ad-hoc management to ubiquitous use. But the path is not cut and dry. Different approaches suit different organisations.
Proposing a new digital strategy involves change. People dislike change and so you will meet resistance. Handling that resistance can be painful if you are not prepared.
With most web teams under-resourced and at the whims of management, it is time to introduce a triage system.
Many organisations fail to succeed in digital. They fail not because of underinvestment, vision or any one of the normal culprits. Rather, it is the fear factor that causes them to fail.