Behave, Deliver and Grow Like A Digital Company

Delivering digital interfaces to your organisation's customers, partners and employees is no longer optional. It is now essential for long-term effectiveness (and survival).

But this means unlocking the data, systems and functionality your business operates with and exposing this both internally and externally to meet increasingly shifting needs. But it is not easy... hardly any sizeable company has an entirely blank slate to work from. Legacy applications, processes and thinking tie any business down so that it can work well. But it is these very constraints that often limit speed and agility, which are needed to succeed now.

Digitally enabling your business means changing the way you behave, deliver and grow.

Behaviour:
Being customer focused means creating a better customer experience that can win and maintain custom in the competitive digital landscape. It also means understating and controlling your data, so you to make informed decisions quickly based on what you are observing or being told.

Delivery:
Start by using new platforms, tools and methods to build products quickly, plus then to evolve them rapidly over time. If you think your quarterly website functionality is fast now, consider that over 7 years ago Amazon stated it makes changes to production every 11.6 seconds (it may even be faster now) and Facebook releases to production twice a day.

Growth:
Don't be afraid to unleash the creativity and innovation within your boundaries to help you build. Employees must be part of the Digital journey (not observers) and everyone, not just your test manager, must work towards the continuous improvement of products and services.

Wake up and smell the data

Does your organisation value data?

Does it know how much value there is in each customer account & interaction it records?

Does it really appreciate that the timeliness, accuracy and depth / richness of the data captured stored or created has competitive advantage?

No... I didn't think so, and I'm pretty sure most other organisations don't either.

That's a shame. 

Evolution doesn't care how good or big you once were

I believe that is was Charles Darwin who stated “It is not the strongest of the species that survives, it is the one that is most adaptable to change”

But this fact is not only relevant to organisms, it also now applies to organisations. This means that the rate of change in customer expectations, technology and even the competition now means that being "agile" is not a strategy... it is essential to long term survival.

And I'll make a prediction...

"The rate of change in your company right now may seem like a sprint, but it will seem like a leisurely stroll compared to what's to come".

Or to put it even more bluntly...

"Hang on kids, this ride is about to get faster and there's no point screaming about it." 

So what happens to those organisations that don't adapt quickly? Well they won't perish overnight. But recent history has told us that those who believe their current business model or state of their technology/product/service is competitive now could swiftly find out things are less than good enough. And just like living things, it only takes a generation to go from being the hunter to the hunted.

Just look at how some retailers have failed to embrace technology: book shops, department stores, video rentals, etc. have all collapsed as digital services quickly ate their lunch using innovation or fast iterating software (or both). Digital evolution doesn't care how good or big you once were.

Agility not size is what matters now for corporate survival.

API's with everything

If you work in and around any sort of company that is undergoing a digital transformation, you will almost certainly hear the term "API".

Short for Application Programming Interface, put simply it provides a way for one system to be used by another in an agreed way. In other words, you can run some specific functionality or process elsewhere (e.g. within you organisation or across the Internet) via a set of published instructions.

APIs aren't a particularly new idea (I've been working with them since the 1990s), but they have grown in prominence and usage as other technologies and approaches such as Digital and SaaS (software as a service) have become more popular. It is therefore very likely that at some point or another most large organisations will have built APIs for their customers, or for their internal use.

Some  might therefore possibly state that we have currently "reached peak API use"... were it not for the likelihood that API development and adoption is set to increase further as more companies look to standardise and expand their digital integration capabilities.

It is also one of the reason's I called our company "Ideal Interface".

API granularity

Deciding how to design a digital architecture that provides optimum agility and scale-ability for your organisation is a challenge for many architects in the midst of a digital transformation. Deciding if you should use APIs in your integration layer is perhaps much less of a dilemma (hint: of course you must). But then working out how to design those APIs and the services behind them can be a new problem to solve.

I think this is an especially important decision, as it is quite hard to undo an architectural choice. Issues, can subsequently occur such as:

• performance bottlenecks (e.g. from too course a design)
• too much 'chatter' (e.g. from too granular a design) 
• the inclusion of too much (any?) business logic

All of which could have major implications in the future.

An agile mindset is not optional

Agile seems to be one of the most over-used words in business these days. For example:

Agile development 

Agile marketing

Agile architecture too ;-)

Done well, agile can produce prototypes and products very quickly and efficiently.

Done badly it can be an excuse for reducing the amount of time to create quality software or as a justification for only delivering partial functionality (for all of the budget).

Overall though... agility is a mindset, a way that organisations approach the task of creating value or improving the processes and products they have. And those that do not apply agility to their core will find they are not able to respond quickly or well enough to an increasingly swift competitive environment.

Or put another way.. which company wants to states as their vision or values that they want to be less reactive and more long-winded?

The Agile Architect

The technical or solution architect who has to align to an agile delivery methodology has a lot on their plate. In fact I have even recently written a post on The Agile Architect's Dilemma on Linkedin about the internal tug-of-war I am having between my agile and architectural approaches.

3 key areas they have to consider are:

Scale-ability / Scaleability:
To a certain extent this issue has become less of an issue with cloud-based services that have elastic capabilities to grown on-demand a volumes increase. However bottlenecks and latency can create problems, especially when using multiple different cloud providers or when API's are large & painfully slow. In short, not everything scales easily or linearly.

Micro-services / Microservices:
Rather than have monolithic points of integration (e.g. the above mentioned large APIs) the services that connect your different systems should be light and just based around specific functions. These micro-services allow incremental change and improvements to be made over time and better supports evolving front-end user experience requirements too.

Central data source:
Almost inevitably a digital architecture will need to store data in a single and centrally-hosted data source (e.g. a database). This repository of customer and operational data will need to be flexible enough to accommodate growing changes in storage and real-time data access requirements. However, no database (especially optimised relational database systems) can be expected to constantly change as the input and output demands of an agile development change too.

Customer Data Platform - Some Key Requirements

There's a growing trend in the digital industry to create or use Customer Data Platforms (CDPs). I will be hopefully covering this technical solution in future posts. However in the meantime iIf you are looking to implement one, here are some key (technical) requirements to consider:

• It provides a central unified customer data repository
• It allow simple / easy integration from a range of different data sources
• It supports a decoupled digital architecture, ideally via web services architecture
• It is able to elastically scale as demand and integration needs grow
• It is is resilient e.g. it provides fail-over (cold or warm) to separate disaster recover locations

The 7 myths of Search Engine Optimisation - Part 2

Part 2? Have you read Part 1 first?

Here's the second part of my post on the myths of SEO:

SEO can be done once and then stopped (even if you’re top ranked)
I can imagine many people reading this are saying to themselves.. “Hayden, you’re an SEO consultant. Of course, you’re going to tell us that you’re still needed once you’ve done your job”. However (with some poetic license and a very high-level perspective) there are only 4 factors that affect a website’s organic positions:

1. What goes into creating it
2. What other sites link to it
3. What changes the search engines make
4. What your competition (or their SEO agency) does 

Each of these could change on a daily basis. You only have some control over the first item (the content, code and other technical things), a little control over who links to you and then no control over the third and fourth factors.

Or more succinctly put… whatever search engine ranking position you have today (and yes, even if you have managed to get to the top) may not be the one you have tomorrow. And with no effort devoted to maintaining what you have achieved, it is increasingly likely that you will drop in the rankings just as quickly as you rose.


Ranking is the same for all users in all locations
There used to be a time (a long while ago) where you only got one set of global results from a search engine. Then things improved and now, even for the same brand of search engine (Google, Bing, etc.) you get different results if you are:
- In a different country
- In a different town
- Logged in to your Google account
- On a different device – see below
Note: This does make life difficult for SEO people who have to tell clients “I know you think you’re not on the first page, but you are on my device” or vice-versa.


Desktop and Mobile versions of Search Engines rank sites the same
No. They. Don’t!
And now… if you think you’re able to get away with creating a responsive website that shows just the same heavy images in desktop view and in mobile view, but just scaled down using the browser… as of this month, you’re probably going to get a surprise.


SEO is a ‘black art’ practiced by techies
Sure, there is a certain amount of technical optimisation that must now go in to any organic improvement piece of work. But there’s loads you can do as part of your marketing or PR day job for SEO.
1. Write articles you want to read & share, on topics relevant to terms you want to place for in the search engines
2. Structure your content to make it scan-able, readable and understandable.
3. Ask for links back to your website from partners, suppliers, journalists, etc.
4. And finally, stop believing in SEO myths

The 7 myths of Search Engine Optimisation - Part 1

Recently I had to give a presentation on Digital Marketing to a client. One of the key slides we focused was on the topic of “SEO Myths”.

I have therefore decided to write these myths up a post for others to add to and discuss.

Reaching 1st position in Google is the only aim of SEO
This is wrong advice in a couple of key areas:

1. What terms are you actually focusing on? If you’re either striving for a top place ranking on an obscure term or alternatively trying to be top for everything… think again. You should be looking at those terms that meet your KPI’s (e.g. deliver conversions) and have enough search volume to justify the effort of attempting to reach first place
2. Sometimes 2nd (or 3rd, etc.) place is good enough. If you’re targeting a popular search term and have reached the first page in Google, but there are bigger, more reputable and faster sites above you, you might be content with that (especially if it gets you decent & quality traffic)

A single teenager in a bedroom can out-smart Google
You still hear this sort of phrase spoken by people in the marketing industry “I know a genius, they have worked out how to ‘beat’ Google and get my sites to number one”. And each time… I feel myself suppressing a small scream. Why?

1. Just one person (who does not work at Google) who has only amassed knowledge from reading books, blogs and other such material on the subject of SEO knows everything on the subject.
2. Google hires offices full of very (very) clever people… many of whom have PHD’s and such qualifications, to constantly revise their search algorithms and the influence of different ranking factors. And even most of them don’t know everything on the subject.
3. You never ‘beat’ Google. It’s not a fight or a race… SEO is both an art and a science to getting your website legitimately up the rankings of the most popular western search engine.
   (and even if you temporarily manage to boost your rankings via less-than-legitimate means... there's a chance you'll get found out)

You can ignore SEO by just creating good content
OK, yes the creation of well written content helps SEO. But that content must also be:

• Relevant: Or else you’re just producing off-topic copy that serves no optimisation purpose 
• Structured: If you’re not adding layout, headings, bullet points, etc. then you’re not producing content, you’re just typing. 
• Linked: Are you creating lots of ‘orphaned’ pages to drop visitors into from other campaigns such as email PPC, etc.? Please don’t!

What's in a name?

"So why did you name your company Ideal Interface?" is a question I have heard quite a lot in the 11 years since it was founded.

This article may explain:
https://www.linkedin.com/pulse/why-ideal-interface-hayden-sutherland/

Digital Architecture fundamentals

As part of a recent project, I was asked to come up with some architecture fundamentals of a digital system (not just a one application system, but a more complex and integrated solution assumed to be for a larger organisation).

Here’s my list:

• The architecture of a system or integrated systems needs to align to (or fit into) the overall ‘As-Is’ and ‘To-Be’ enterprise architecture of your organisation.
  
• Those creating the architecture need to first understand the business goals (e.g. the customer experience and commercial aims) and the major applications that ‘the business’ are likely to need in the medium term or have signed longer-term contracts with.
  
• A loosely coupled architecture provides the flexibility to use best-of-breed solutions from a range of vendors. The opposite is that either through design or legacy system adoption, your architecture shackled to one key supplier who is then possibly also integrated directly to multiple other systems… this obviously creates a dependency upon this key supplier, making them harder to subsequent remove and replace. Adopting a loosely coupled architecture also means you are not tied to specific front-end software, allowing your organisation the flexibility to either buy or build (typically using agile product & developers) to create the best user experience possible.
  
• Where possible, create a single in-house database, that can be updated by any other integrated systems… ideally in real-time. You don’t have to store all data that exists in every other integrated systems in this central repository, just those that you may need to align other data to at some point in the future.
  Note: It is possible that this service could also be provided as another integrated system, but for overall speed, agility and ultimately data ownership you may find it best that this database sits within the boundary of your main architecture. However, this does come with additional considerations: there is an overhead in managing and administrating a significantly large database, plus the data model used needs to be sufficiently flexible and scale-able to handle a variety of requirements over time.

Can your site cope with sale volumes?

Right now the Marks & Spencer website is saying it is unavailable.

The M&S sale has started today. But it is not even possible to look (let alone buy) their products online.

Digital Agility Needs A Digital Core

The ability of any organisation to remain flexible and adaptable to changes in market conditions, improvements in technology and evolving customer needs is now becoming essential. Outdated business models, approaches and products & services no longer keep a company competitive and ultimately successful.

Having the ability to swiftly deliver and manage rich online experiences and digital functionality across multiple channels and touch-points is almost mandatory now.  But this requires a core digital core architecture that allows Information Technology providers (either in-house or as vendors) to respond quicker and quicker.

Note: It also requires a change in the organisation's mindset

Large-scale agile creates new dependency issues

Organisations moving to a more digital-led model typically adopt and use agile development techniques. This move is usually coupled with a significant technology migration to cloud-based services. All this large-scale digital transformation change brings some new challenges to dependency management.

Agile development teams delivering this change can be organized to minimise dependencies, plus the agile process itself provides significant support for mitigating dependencies within teams (e.g. co-location, face-to-face meetings, etc.). However any large scale technology change will create unavoidable wider dependencies across teams/projects/programmes and the coordination of these dependencies can create new challenges, especially when:

1. Different teams/projects can have conflicting priorities
2. Multiple teams/projects have different sprint & release cycles 
3. Backlogs and priorities change quickly

Hopefully I will get around to explaining the best way to improve this....

Basic blogging guide for SEO

I sometimes get asked by clients for a quick guide on how to create blog posts that help with website Search Engine Optimisation. 

So here is a very quick guide to writing blog posts for SEO:

• Create blog posts regularly (one per week is better than 3 in one week & non for the next two)
• Create one post for each subject (e.g. one keyword / search term) as prioritised in your keyword strategy* 
• Write approx 300 words (if many more are written, consider dividing the post into two or more)
• Write normally and don't worry about 'old school' keyword stuffing
• Title = approx 55 characters
• Meta Description =  approx 155 characters (but we are seeing examples where this can be up to 300 characters for some clients now)
• Meta Keywords = [ignore these, most search engines do too]
• Analyse the traffic to each blog post (where this traffic comes from, bounce rate, conversions generated, etc.)
• Do more of what work and do less of what doesn't

*What do you mean you don't have a keyword strategy?

Digital Transformation Isn't Going Away

"So, what is next after digital transformation?" I was asked the other day.

"Nothing" I replied. "Just more digital transformation"

What does it mean to be a digital strategist?

When people ask what I do, I usually give the reply "I am a Digital Strategist". 

(Although my 6 year old son says that "Daddy helps people with the Internet" - which is probably an even better response).

But explaining this role further really means you have to describe the current state of business and technology, which are now are merging closer than ever before. The digital and physical worlds are rapidly blurring, so that in many cases they are the same thing and nearly everything in business is now software). 

To keep pace this this change organisations are embarking upon transformation projects to help them stay relevant in a digital-first world and to be able to quickly adapt to constantly evolving customer needs and market demands. I therefore firmly believe it as the role of the digital strategist to help these companies onto and along this transformation journey.

So what does a digital strategist do day-to-day?

Consult:
This could mean you carry out market assessment, benchmark competitors, analyse existing business processes & capabilities (and provide suggestions for new ones) and help with the selection of other marketing and technology platforms & partners. In short, you provide senior level recommendations and clear actionable advice based upon real experience and first-hand knowledge of how digital can help businesses overcome their challenges, without creating new ones.

Bring about change:
From helping to provide the initial roadmap and requirements, facilitating the creation of more positive user experiences, through to actually delivering and managing the migration to new systems and ways-of-working, clients can need assistance at any point in the life-cycle of a change to more digital and customer-centric processes.

Have a passion for digital
Whether in your spare (spare??) time you attend tor get involved in technology meet-ups, build mobile apps, blog about the latest digital innovations or just read about online practices...  you tend to find that digital is not just a job or a role, but a way of life that you believe can make real improvements in a constantly changing landscape.

Oh the irony

Facebook is buying print ads to apologize for the Cambridge Analytica scandal

https://qz.com/1236981/facebook-and-mark-zuckerberg-buy-newspaper-ads-to-say-sorry/

<insert punchline here>

Digital Transformation needs a mindset change

I believe that digital technologies are changing every industry. Or to put it another way, I've yet to meet one that remains unaffected. And therefore companies have quite rightly identified the need to reinvent their business models, products and approaches to just survive in an environment that is changing faster and faster each day.

Therefore just meeting the digital challenge (let alone trying to innovate ahead of it) means creating new ways to solve industry-wide problems in new ways... often with software rather than physical objects.

In other words.... organisations  now need to change their way of thinking as well as completely amend their investment in new technology, business models, and processes.

In my view this is the way they can truly create the most value for their customers (and employees) and therefore compete better in an ever-changing digital economy.

But just changing the skills needed for digital transformation isn't enough.

Forget advanced SEO fix the basics first

I had a prospective client approach me the other day about conducting what they called "advanced SEO tactics" for their site.

They had obviously read some SEO blogs and thought they needed to apply some clever technical (and in some regards... slightly dodgy / grey hat) practices in the belief that this would instantly give them a boost in their organic rankings.

Now its kinda hard to tell a client "no" who is keen on learning all about digital marketing, especially when their heart is in the right place. But in this instance the client hadn't implemented some pretty basic 'white hat' SEO techniques already, such as:

1. Creating an XML sitemap (sitemap.xml) that updates regularly (e.g. daily) 
2. Optimising all page titles
3. Optimising all page meta descriptions*

*yes, I know that meta descriptions are not a direct SEO ranking signal for the main search engines and I hope by now you have deleted your meta keywords!

However I firmly believe that fixing and optimising these on-page factors.. allied with a decent approach to content creation, will have more of a long-term & quality improvement upon a site's rankings than the latest technical SEO ideas.

Do you live in the 'Bot-infested Badlands' ?

News Corp announced last week revenues of $2.18bn for the last 3 months of 2017. But aside from the 3% year-on-year improvement, the biggest headline grabbing phrase was reserved for CEO Robert Thomson describing the dysfunctional digital environment as "The bot-infested badlands".

This is clearly him positioning his brands as the quality online publishers and the opposite of the digital locations that are "hardly a safe space for advertisers, whose brands are being tainted by association with the extreme, the violent and the repulsive".

https://newscorpcom.files.wordpress.com/2018/02/q2-2018-press-release_final_02-08-2018-1230pm.pdf

Define your Content Strategy

You hear the term banded about a lot these days, from PR companies through to senior managers in businesses... they all want to have and own your organisation's Content Strategy.

But what's your definition of the term Content Strategy?

Here's mine:

"A Content Strategy should aim for the creation of engaging and appropriate content that delivers improvements in the agreed Key Performance Indicators (KPI's)"


Those KPI's most often being:
- Increase online visitors & sessions
- Increase online engagement (most likely reported as a reduction in page bounce rates)
- Convert lookers to bookers (or into whatever your main commercial goal is)

What's yours?

The Four Technical Pillars of Digital Transformation

There's no doubting that the path to successful Digital Transformation involves changes to: people (e.g.skills), processes, products (e.g. the creation or improvement of customer facing software) and proposition. The temptation is therefore to assume the technology will just "sort itself out" without an investment in thought, effort and finances. 

So what technology is now supporting the transformation to digital?

Here's my top 4:

The move to cloud

The use of online cloud-based services such as Amazon (AWS) and Microsoft (Azure) means that issues such as the hosting and the scaling of digital platforms becomes an on-demand Operational Expenditure (Opex) rather than a Capital Expenditure (CapEx) cost. With this high cost barrier now radically changed (as we create a shift from one column to the other on the Finance Department's spreadsheet), this means that demand and growth of online services are easier to deal with.

The digitisation of services
The conversion of the physical into software has been happening for some while. We've had digital media players and MP3 collections for many years now and you only have to look at how many of our daily tools are on our mobile devices, including: cameras, credit cards, health meters, maps, messengers and travel tickets. Now, with increased processing capability everywhere, what else can now move from being tangible to tap-able?

The creation and use of APIs

Organisations increasingly want simpler user interfaces that present and collate functionality and content from multiple systems behind the scenes. Your users don't care if your systems are having to pull together multiple source of data to present their online information in the way they want it, if you don't they will get frustrated (and consequently look to go elsewhere). Building Application Programming Interfaces (APIs) for each software system  enables this flexibility by providing the means for others to remotely invoke your applications functionality in a system-to-system way.

The adoption of DevOps

As the speed and complexity of digital delivery increases, companies realise they must integrate software development and IT operations. DevOps is the newer approach to this, where continual deployment becomes the norm and the ability of your tech team evolves form just being able to create stable code, to also deploying this code to a stable managed (typically cloud) environment.

Stop thinking Digital Transformation is just a bolt-on

Enough!

The next person I hear who states that "we are using online as just another retail / communications channel" or something similar is:

1. either getting a piece of my mind

or

2. a clip around the ear

You don't "just do digital" by bolting it onto your tired and outdated business processes that your company probably inherited from the 1950s. 

Yes digital is set of technology driven  business changes that you either implement or you more than likely fall behind. But just hiring a decent technology team to add something to your current ways of working just isn't going to cut it!

Murdoch upset with Facebook again

The billionaire publisher is once more annoyed at Facebook for making money promoting newspapers' content.
So unsurprisingly he demands even more money.

https://amp.theguardian.com/technology/2018/jan/22/rupert-murdoch-facebook-should-pay-news-publishers

“If Facebook wants to recognize ‘trusted’ publishers then it should pay those publishers a carriage fee similar to the model adopted by cable companies,” 

Mobile Page Speed, SEO and AMP

You may have heard about it, but Google announced yesterday that:
"starting in July 2018, page speed will be a ranking factor for mobile searches."
https://webmasters.googleblog.com/2018/01/using-page-speed-in-mobile-search.html

So how does this affect Mobile Search Engine Optimisation?
Well... Firstly don't panic. Website speed is already a ranking signal for desktop search and following yesterday's announcement this signal will now come into effect for mobile sites in July.
So even though Google is almost certainly tracking page speed already, it will not have an effect in the SERPs until later this year, so you do have 6 months to make changes to your site.

How does this affect AMP?
The Accelerated Mobile Pages Project (AMP) is an open-source initiative to improve the performance of web content on mobile devices. They are useful lightweight versions of your web pages that are hosted elsewhere (not on your own website) for speed, which in-turn improves their changes of being downloaded and read. However there is no direct link (yet) between Google's mobile organic rankings and AMP, plus there is no organic site penalty for not having it.
But even though the two things are separate, they can work together to get more website traffic and therefore conversions. This is because AMP can have their content displayed in a carousel at the top of the Search Engine Results SERPs. And therefore, even without PPC AdWords appearing, both AMP and organic search ranking of pages can push your content to the top of the search results in your mobile browser.
Note: We are also seeing the content/layout and even the appearance of this carousel change in the SERPS over time and location, so its display there should not be guaranteed.

What can I do about it?
Therefore we recommend to all clients and the wider online community that:

• Site owners minimise all page weight wherever possible (e.g. reduce the use of scrips and keep images to the lowest size possible - one client website has a strict policy that no image must be greater than 200k)
• AMP is considered a technology on websites that have content that does not dynamically change all the time (e.g. it is not advisable for eCommerce or fast-moving information sites).
• If you are in doubt... ask your SEO consultant.

Amazon own brands due to grow in 2018

Most people think that Amazon is just an online store for other companies and their products. Starting from humble eCommerce beginnings just selling books, the modern day retail behemoth now sells nearly everything from fresh produce through to antique furniture.

But most people don't realise that Amazon also currently owns about 45 brands and gets around 15% of its private-label sales come from them. For a breakdown of these see my earlier post: Amazon's own brands

And 2018 looks to be the year that Amazon truly evolves from a marketplace that just sells other brands, into a fully-fledged super retailer that owns the entire retail supply chain.

For more detail on this, take a look at the recent report from One Click Retail:

http://oneclickretail.com/amazon-private-brands-year-end-review/

Whatever next? 
How about Amazon buys Costco, the $83 Billion global retailer who has its own Kirkland brand sold predominantly across its stores?

Quiz : Which Facebook person are you?

Monday:
A. Look I’m travelling somewhere for work
B. Oh no its Monday again – here’s a picture of a Minion and a passive aggressive comment
C. Here’s me on my boat, bike, etc during the middle of the day

Tuesday:
A. Look I’m travelling back from somewhere for work
B. Here's a bloody boring news article about something depressing
C. Pictures of me in a foreign country doing nice stuff

Wednesday:
A. Here’s a link back to something I was doing 3 years ago when it was a weekend and a comment like "oh my, I wish i was doing that now..."
B. Image of kittens or babies or just anything better that my damn life right now!
C. I'm out at some event on Wednesday evening. That's late on WEDNESDAY people!

Thursday:
A. Here’s an article about alcohol, I may have a drink tonight if I didn't have to get up at 5am tomorrow
B. 3 burgers + 1 fries = £30, how much is a milk shake? (or is that 2 fries now I've looked at what everyone else has answered?)
C. Interesting anecdote about someone I once worked with (but don't any more because I don’t have to work)

Friday:
A. A picture of a gin bottle
B. "Hurrah, it's sodding Friday people!!!"
C. I'm walking the dog at 5:30am and telling everyone that life is great

Weekend
A: "Ahhhh...  hangover. But I need to go out and enjoy myself..."
B.  Nothing, apart from a picture linked to your Instagram account and a photo of some food.
C. A quote from someone spiritual & poignant on Sunday afternoon.


Mainly A's
You don't yet own your house, your car or even possibly the clothes you have to work in. The weekend is for resting and drinking. but you still have to go back to work on Monday and do the whole thing again. Your favourite colour is purple... maybe.

Mainly B's
Get a grip snowflake. Stop living your life on Social Media and spend it in the real world.
But if you don't forward this message on to 100 people in 10 minutes then some puppies will die.
Your star sign is Pisces or something...

Mainly C's
You're enjoying life and you've probably got a rich daddy, sugar daddy or a final salary pension whilst they were still giving those out. You probably never do these quizzes and the rest of us secretly dislike you.

Data Is Beautiful

Sometimes data can look visually appealing (albeit when coloured by the author) such as this graph of what people mean when they provide a statement around probability.

Source:

https://www.reddit.com/r/dataisbeautiful/comments/6vythg/i_redid_my_perceptions_of_probability_and_numbers/

Amazon's own brands

Did you know that when you shop on Amazon you are now increasingly likely to see Amazon's own brands appear?

Do any of these seem familiar?

4 Steps To Surviving Digital Transformation

There's no doubt that we are in the middle of a revolution in technology (and therefore the businesses that knowingly or unknowingly rely on technology). As nearly everything becomes software and change happens quicker & quicker, businesses are being asked to transform themselves or be changed

So how does an organisation survive in a world where digital transformation is now the norm?

Embrace technology
It is no longer important for just your company COO or CTO to have all the senior level technical knowledge (although even some of these don't!). Instead other Exec roles such as Commercial Directors and CEOs now need more than just an awareness of what IT can deliver.

Hire the best people

This is very easy to say and often one of the hardest things to achieve. Hiring talented and motivated staff with a personality & approach that matches your company is incredibly difficult. Do you care if they don't wear business attire? Do you mind if they sometimes work from home or outside of the core 9 - 5 hours?  Do you want to pay them what the market (e.g. your competitors) pays?

Hint: If you don't have a huge network of digital contacts, make sure you know and use a very closely aligned recruiter.

Stay fast and agile

Don't just ask your staff to work faster and faster, there is a limit to the amount of output an individual or team can deliver - despite the 'lean' and 'growth' or hack' approaches that seem so popular now. Instead agile delivery needs support from all levels of the business (and it has to be encouraged from the top of an organisation, not just the bottom or the middle layers!).

Have a plan & communicate it
"Failing to plan is planning to fail" is the old maxim. And this is especially try when you are trying to carry out a potential change to your customer experience, back-end business processes and goodness knows what else.  There's also no point trying to carry out a digital transformation in a communication vacuum, it just doesn't work. And I don't mean just communicate with your peers or immediate boss either. Communicate with your board, your minor stakeholders and perhaps even shareholders (and consider communication to your customers too).
Hint: Adopt some of the newer communication, collaboration & project tools. If you don't know what Slack, Trello or even Yammer is.... find out!

Where Does Agile Thrive?

In this diagram from scrum.org the differnet scales show where agile development typically works best....

The ever-increasing consumerisation of IT

So, according to the latest news… enterprises now buy 50% of their software without IT involvement. Does this figure come as a shock to those of us that have foot in both the Business and Technology sectors? Yup... kinda!

There is no doubt that the consumerisation of IT is having a significant effect on businesses, with many different lines-of-business having their own very healthy budgets to procure technology that supports their day-to-day work and often without getting the IT department of an organisation involved. Online applications, software as a service (SaaS) and the general rise of digital service subscriptions over the last decade or so have added to the on-going cost of technology that is out of the hands of the very people who used to procure, manage and support it.

And just as one hand gives (functionality to the business) the other takes away (control and coordination from the IT department). Which in-turn means less budget and potentially less staff are needed… which brings its own complications: IT staff are spread more thinly, they are only brought in when a system needs fixing and they now may have to face-off to highly competent technologists in Finance, Sales or HR.

International Trade Advice For UK Companies

Are you a UK business looking to expand Internationally?

If so, then there are several different online resources available to you that have recently launched:

The Lloyds Bank International Trade Portal
https://resources.lloydsbank.com/international-trade-portal/

The Barclays Bank Guile To Exporting
https://www.barclays.co.uk/business-banking/business-abroad/guide-to-exporting/

Great Gov UK
A useful resource that brings together international trade and investment information and services from across the British government. The site is maintained by the Department for International Trade (DIT).
https://www.great.gov.uk/

Concensus Is Not Insight

Every organisation has to make big decisions. Whether it be to issue a dividend of a specific value to shareholders, to hand out a brief for a marketing campaign, to invest a given amount in a project or to release a product at a set time.... they all have to make some decisions at some point.

But how does your's make decisions? Are the most important ones generally made by a few people (mainly still men) in a closed room? Do they have all the available data to hand or do they come to conclusions based upon what the others say?

Digital Darwinism Doesn't Have A Start Date

Digital Darwinism, the evolution of online services, propositions and systems that will eventually change every industry, is a concept that has been gradually creeping up on most people.

It's the little changes we don't see happening every day that add up to a lot over a short period.

• When did you start relying on Uber (or some other more ethical ride hailing App) to get you home after a late night in the office? 
• When did you start using the term "to Google" rather than just "to search online?"
• When did you start discussing that new Netflix series, as opposed to the regularly scheduled broadcast TV show you used to watch?
• When did you start ordering your household goods on Amazon?
• When did you start playing YouTube videos, rather than play music from your CD collection?

In the end you realise that there's less and less likely that there was a specific date for when you actually started doing these things... it just sort of happened. Or if you are a young person, you don't actually recall a date when many of these things were not the norm.

Evolution isn't a thing that happens to other creatures and people, with digital technologies the best example is happening right now.

Writing about Smart Ticketing

In my recent LinkedIn article “The 6 things they should tellabout smart ticketing and don’t” I cover some essential information that I would have found useful before entering into the world of ITSO Smart ticketing.

In this article I mention how: the industry if full of acronyms, Smart ticketing doesn’t necessarily mean smart customers (straight away), the benefits of combining smart ticketing with a decent online proposition, how you shouldn't stop improving the holistic user experience, testing and smart ticketing technical architecture.

This post has turned out to be my most successful article so far, with a large number of views and a few comments too. It has clearly proved to be interesting and engaging. Which is exactly why I wrote it.

Failing to Architect with Agile is Architecting to Fail

Agile approaches to development and online product delivery are almost de-facto these days. Every private and public sector organisation wants to be transformed, nimble, lean and able to deploy digital services quicker and quicker to their ever-demanding customers. And it is not just in the IT coding department that there’s been a change in vocabulary. An agile approach can even be adopted by a company’s commercial team, marketing department and even some of their operational functions (plus don’t even get me started on how much senior managers, procurement and HR have to change too – but that’s something for another post).

But I’m going to stick my next out (once again) on a subject I’m passionate about… Technical Architecture and how it clashes with agile delivery.
Or more succinctly put: Agile Architecture Doesn’t Work

There, I’ve said it now and I’ve been wanting to say it for a while. It has been on my mind as I’ve heard the opposite mentioned in podcasts, or read about it in blogs and books.
I guess I was trying to get this off my chest when I wrote my recent blog post “Digital Transformations starts and ends with Digital Architecture”. As in my mind, the science (or is it art?) of crafting a robust yet flexible technical architecture that supports digital business aims is the one thing you can’t build as you go.

Creating the technical architecture for your new venture takes planning. You also really only need one Technical Architect, the person who owns the architecture and has the responsibility for its solution design and ensures re-use of common components. Not a bunch of developers who all want to create a part of the architecture they are responsible for.

It’s like wandering around on a gap year between school and university (or school and work, or university and work).  You may be able to make up your journey as you go, with just you or a travelling companion making the decisions… but the roads and the map are pretty much fixed.

So...  although some agile practitioners talk about how agile approaches can help architecture deliver quicker or better.  I firmly believe that it is architecture that facilitates faster and more robust agile delivery.

Digital Transformation Starts and Ends with a Digital Architecture

The implementation of business transformations within organisations, and especially digital business transformations, is growing to a peak level right now. Chief Information Officers and Heads of Transformation are stepping in to: “digitally enable businesses”, “implement customer self-service channels”, “put the customer at the centre/focus” or just to simply “be more digital” (whatever that means).

However, when you ask these organisations what they are doing to change their internal systems and technical architecture design to facilitate this change, many either go quiet or simply utter something such as “it’s not about technology, it’s mainly about people”… Which I have worked out to actually mean “that technology stuff isn’t as interesting as building something nice & glossy I can show to the board”.

But let’s flip this around for a minute…

Digitally enabling your business usually means taking control of the data in your organisation and enabling it via online technologies. Yes, it does therefore mean the creation of some sort of new database or cloud-based big data lake that can then have modern web services integrated to it, so that some or all of this can be presented within a browser interface.

Implementing customer self-service channels, typically boils down to pretty much the same thing.  Web services and functionality are (securely - obviously) exposed to external customers via web and mobile App channels, so that contact centres or telesales operations can be scaled back or redeployed to different tasks. This also usually comes with a more onerous set of performance & availability criteria, so that a (near) 24/7 service can be offered to customers. However, presenting these services to real users also means that the systems behind-the-scenes need to be able to scale and adapt to changing user demands. Just plugging a rich user interface into a legacy system and hoping for the best is not digital architecture, it is digital anarchy.

Putting the customer at the centre of a business is an easy thing to say and a much harder objective to implement. Most organisations have been created to make money and therefore have lines-of-business designed to perpetuate this purpose. Consequently, technology systems are developed to support these structures and maintain the status-quo, rather than re-orientate things to make sense to the customer or help facilitate their engagement. It might be the ideal, but very few companies actually have end-to-end integrated systems that enable a single customer to be consistently tracked throughout their entire lifecycle. In short, creating technology to enable a customer to be in the middle of a business isn't always as easy as the sales PDF brochure states, especially if you don’t have a decent vision of how these systems need to work together.

So what can a decent technical architecture do for your company’s digital transformation?

It can provide a stable backbone that can support your technical & process change objectives. It can facilitate agile incremental delivery based upon re-usable components. It can help your business grow by supporting integration of other online services, API’s and data sources.

If you’re planning any of this, can you afford to NOT have the right digital architecture?

Google launching subscription tools for publishers

Google has announced it is making renewed effort to help news publishers drive more subscriptions.

Initially these new changes will involve The New York Times and the Financial Times, but apparently the search giant is talking to dozens of other outlets

Full article on Bloomberg here.

6 Ways To Harm Your Business When Updating Your Website

Updating and redeveloping an organisation’s website is almost an inevitability these days. Whether the aim is to add new content sections, comply with legislation, provide a new ‘look & feel’ or because of business changes (such as merger & acquisitions)… a web presence is likely to go through some form of significant change or two in its lifetime.

But the way in which you upgrade and rebuild your site can have a big effect on your business, and more specifically how your rank organically in the major search engines. Organic traffic for most sites makes up between 30% to 50% of all visits and applying changes that affects this traffic means you get less visits, leads or conversions.

So here are 6 of the biggest ways to harm your online search traffic and therefore your key online business metrics in the process:

1. Change the domain
   Your organisation’s domain is a brand asset and changing it means losing all the search engine reputation it may have built-up over time. On the flip-side, if your domain has been significantly tainted by bad (black hat) SEO practices in the past, it may be best to start from scratch again with a fresh URL. 
2. Change the user experience
   A change in the site design, the navigation, the directory structure you use and many other factors can influence how your site ranks. 
3. Change the content
   Not all online content is created equal. The way your copy is written can have a major influence on how your site is indexed and then ranked online.. from its relevance to the search term(s) to the way the text is structured. However, a new web presence is an opportunity to review all of your content (including your images and the meta content behind the scenes). 
4. Change the hosting platform
   Migrating from one website host to another may seem like a simple task. But where and how you host your website can have an effect on how you rank in Google, Yahoo, etc. especially if the hosting is slow or not located in the country / region where your customers (and target search engines) are. 
5. Ignore web standards
   It takes hard work and determined effort to deliver a new website, especially if you have tight timescales to deliver to. And the area that can get compromised include: the quality of the code, the compliance to accessibility, the use of ‘alt’ tags for image alternatives, etc. In other words, a failure to follow web standards can have a negative impact on your site’s rankings in search engines.
6. Re-launch it incorrectly
   Sites fail to launch properly in all sorts of ways, from failing to cut-over all content correctly through to not getting the new site indexed in Google as quickly as possible… you are never going to get a second chance to make a first impression on the main search engines.

Product & UX Quote for the Day

I am at Turing Fest, the tech & digital conference in Edinburgh.
There is unsurprisingly a lot of presentations and chatter about improving the product & user experience.

I was therefore reminded about this quote from Antoine de Saint-Exupery:

Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.

Digital roles overlap even more

Last year I posted how digital roles now overlap so much, it is becoming harder and harder to understand them. And provided a diagram to show this overlap between: social media, PR, website management, ecommerce and marketing

I therefore thought I would extend this diagram to other digital roles, including analysis, architecture and operations.

I think its therefore fair to say that, a year-on, roles in this sector increasingly overlap.

Pay Your Amazon Marketing Costs With Your Amazon Revenue

It is now possible to automate your Amazon Marketing Services payment in a new way... with your own Amazon revenue.

Amazon offers those customers who advertise on their global eCommerce platform the ability to deduct their marketing costs from the payment that Amazon makes back to them.

Yes, this can be a double edged sword... in that you don't need to separately fund your AMS spend, but it is also a lot easier to spend money on marketing in Amazon.

User Maps - a better tool to help you build better products

Personas, customer journey maps and other such tools are useful... but how do they really help you build a better product or service?

In this video user research expert Laura Klein demonstrates a tool called a User Map to help product owners answer important questions they need to answer about their customers.

Is IT using the wrong names?

It must be hard for those following the IT Industry as it grows and errrr.... develops.
Recruitment agents, journalists, senior managers, HR / Talent people, etc. They must all think we make up terms just to baffle them.

Let's take a few:

Puppet
A technology for automatically deploying servers to an environment.
Not a doll or a Thunderbird pilot.

Chef
A continuous deployment devops tool for groups.
Not a Sweedish muppet (see above) or a cleaver wielding ego maniac who now sells stock cubes.

Containers
An approach to software development where which pieces of code are packaged in a standardized way for subsequent reuse.
Not a metal box you see by the docks.

However.... perhaps us technologists make life more difficult for ourselves and should actually give things new names, rather than appropriating terms from outside the industry?

Android & iOS Have 99.6% Of All Smartphone Sales

Figures published this week from Gartner show that in the last quarter of 2016 the two major smartphone operating systems of Apple's iOS and Google's Android made up 99.6% of all global smartphone sales.

Android shipped 352,669.9 units, making that 81.7% of the market
iOS shipped 77,038.9 units, making that 17.9% of the market

Yup, that's correct. The remaining operating systems, which include Windows, Blackberry and others made up just 0.4% of all smartphone sales in the last 3 months of 2016.

Digital First Doesn't Mean Digital Only

You still read lots of blogs and white papers on the Internet that cite the typical "Digital first" mantra or equivalent phrases such as "Drive all our customers to self-serve", "Provide everything online by default", etc.
And personally I've helped to either put companies online, transform their business models to the always-on world or improve their digital proposition.

But through all of this we really need to occasionally take a step back and consider those prospects or existing customers who are:

- Not able to get access online
E.g. because their internet service is not working or even not good enough

- Not able to fully use the service
E.g. for those who have accessibility needs beyond those met by WCAG compliance (or at least beyond the basic compliance level that is typically aimed for by most websites)

- Not their preference or natural choice
E.g. those who have never used online technologies or feel confused and even frightened by the concept of using something as simple as a browser interface

So when transforming the user experience and building other interactions whilst sitting in your 'cross-functional' agile teams of user experience, product managers, designers, developers, testers and content specialists... take a moment to consider those who are not digitally enabled and how they might get on. 

More payment options could improve eCommerce conversions

According to a recent survey by PayPal, the average consumer in the UK has abandoned a purchase twice in the last month because they couldn’t pay the way they wanted to.

When businesses introduced a new payment type, a quarter saw an increase in sales.

Washington Post Reversing Key Newspaper Trend

“We’re adding dozens of journalists,” Fred Ryan, the Post’s publisher and CEO, told Politico last week. 

“We looked at what succeeded for us in 2016 and made investments there"

http://www.politico.com/media/story/2016/12/the-profitable-washington-post-adding-more-than-five-dozen-journalists-004900

10 Years Of Retail - a sobering view

As 2016 comes to a close, a look back over the value of the top USA retailers shows who the losers have all been... the tradional bricks & mortar companies.

And the winner.... Amazon

Better Data not Bigger Data

Big Data is Big News. Big consultancies and senior managers are all using the term "Big Data" these days. The words are the "Information Superhighway" of this decade*. Over-used, over-hyped and mis-understood.

In practice I tend to refer as something as "Big Data" if I can't inset it & work with it in an Excel spreadsheet... even though we've has databases for half a century that can deal with more than 1,048,576 rows (which is actually the maximum rows you can get in an Excel spreadsheet).

However there can be a lot of insight that can be gleaned from much smaller data sources. You don't need to have access to every single customer record in a database to analyse most trends about your users. You only need to examine a smaller accurate and representative data set. It can't be incomplete, out of date or incorrect.

So shouldn't we really use the term "Better Data"?

 

*BTW: What is this decade actually called? Sure we had "the Eighties", "the nineties" and even the "noughties"... but are these "the teenies"?

Who Invented The Hamburger Icon?

The hamburger icon is now a part of our online mobile experience. It sits there in the top left-hand corner of our small screen devices acting as the gateway to a number of other services & functions.

By its very presence we are reassured that additional things lie behind our current view and that they will be exposed by a single tap. In short... the hamburger icon is a simple universally understood metaphor for displaying further menus & navigation.

So how did we come to this collective understanding? Who originally thought that three horizontal lines was a sufficient way of depicting the menu behind it?

I think that whoever invented the hamburger icon deserves praise for creating something so simple and yet so useful. 

Caring : the difference between good and great people

I've just completed a post on Linkedin that I've had brewing for some while.

It's titled "Why Caring Makes The Difference" and I spend a explain in 500 words why I think caring makes a difference in industries as varied as hospitality and the digital one I work in.

Also, whilst I was writing it, I thought about my care for what I do and how it makes a difference to me too. It's therefore not just about having the opportunity to surround yourself with those that give a monkeys about what they create.... it's being in the middle of it helping them to deliver improvements that make a difference.

The Internet Population is HUGE now!

In 1995 less than 1% of the world population had an Internet connection, now around 40% do.

And, if you plot the rise in the internet population over the last 10 years you see that there has been a steady growth rate. [source]

According to the Central Intelligence Agency (yes, the CIA!) the biggest single country with a connected population is China, with over 626,000,000 users. This is the same as the USA (3rd), India (4th) and Japan (5th) combined!

What Users Find Most Valuable About Apps

Google have just released a useful report on the adoption and usage of mobile apps.

Named "How people discover, use, and stay engaged with apps" the document is a helpful resource for those who are looking to develop or improve their apps.

There's some good insight included, such as whether price or privacy are most important when deciding whether to install an app. And that the average number of apps that users have installed on their smartphone is 35.

But perhaps the most important finding concerned what users find most valuable about their favourite apps... and the perhaps unsurprising finding is that they rate usability highest. Yup, the fact that they’re easy to use and navigate makes users love apps the most.

Read the full Google report here

What is Agile Marketing ?

I use the term Agile Marketing quite a lot these days and regard it as an approach that organisations need to adopt.

Here's what I mean by this:

1. Embrace test & learn

The days of "fire & forget" for a campaign are over. If you are launching a digital marketing initiative lasting longer than a week, then you really need to consider how you're going to improve it over time. For example... Sending an email out to more that a handful of people? Then test multiple subject lines first

Note: This approach also goes hand-in-hand with the philosophy that...

2. You need to understand that you're not going to get it all right first time

In much the same way as your developers create an MVT (minimum viable product) that releases working but evolving software to customers, learn that your marketing campaigns are never going to be the best they could be unless you change them based upon insight and understanding. And rapidly....

3. Use data to gain insight and understanding

If you are not using your digital analytics tools to their full capability, they you are doing you and your organisation a disservice. Use clack tracking, surveys and even the raw data to understand & refine what your users want (and are not getting). Then also Learn who are your true social media influencers and online friends. The finally...

4. Become your digital agency's best friend and worst enemy

Unless you have in-sourced absolutely everything to do with your digital marketing & development (from programmatic display media through to website testing) then you're going to be using an agency. Therefore get to know their strengths and their weakness... and play to them to get the most of out them... ideally for the best value possible.

You Are Not A Digital Transformation Consultant Until....

Take a look on Professional networking social platforms (such as Linkedin) or some job listing websites... and you will see people stating they are Digital Transformation Consultants or something similar. I know.... because I'm one.

But am quite dubious of some of these people, who just seem to be Digital Project Managers or Digitsl Business Analysts who have just given themselves a new title.

So here's my short list of things a person who claim to be Digital Transformation Consultants should have done:

1. Transformed something
   It is pretty obvious to state and nobody is criticising someone for consistently delivering decent projects to scope and budget... but if a person hasn't actually transformed a business, they shouldn't say they actually have.
2. Delivered something
   Yes, I know I said above that just being a Project Manager isn't enough to qualify as being a Digital Transformation Consultant, but neither is not having a hand in the delivery. If a person just comes up with a few lines in a PowerPoint presentation about "a move to digital" or "facilitating self-service" and then moves onto the next job... then that's not enough in my opinion.

I'm sure I'll add to this list in future.

So have I missed anything?

No tills, No assistants. Is this the future of Retail?

Amazon has caused quite a stir today with its concept Amazon Go concept store.

 Apparently via some technical wizardry of sensors and computing power (but no mention of RFID) Amazon can now allow you to walk into a store, take an item and walk out again.... without handing over cash, credit cards, etc.

The store will be officially launched later in 2017, but as an idea....it might gain some momentum.  And with one of the biggest names in online retail behind it, it's got an even better chance of being successful (or at least of having different individual features adopted across the High Street).

Christmas & How Twitter Users Love Planning

On the run-up to Christmas 2016, Twitter have released an interesting Infographic about shopping behaviour and using the rather long hashtag #christmasisallaround

There's some interesting findings and some pretty obvious stuff mentioned, but overall it provides a useful insight into the planning of the festive season. Especially by Millennials.

Full PDF version is here

 

Google Mobile Friendly Test Site Revamp

It is good to see that the useful Mobile website friendliness testing tool from Google has had a bit of a face-lift.

I wonder if the functionality, to check just how compatible a website is for mobile compatibility, has also changed....

Try it for yourself:
https://testmysite.withgoogle.com/intl/en-gb/

 

Everything Is Software - including your Christmas Presents

The world is gradually and surely turning into software.

Once upon a time we only had physical products to: keep us entertained, support us in the office and help us improve our everyday lives..... But now we have a raft of digital products and services that deliver our needs.

Consider the average teenager's Christmas present list 20 years ago and it would have included items such as : CD/tape music player, Compact Discs (or cassette tapes), pocket camera, alarm clock (well, I asked for one), games, etc.
 

Now all of these are all available as apps in your average smartphone and mostly free ones.

So what software is the average teenager asking Santa for this year?

Why Include WWW When Marketing Your URL?

I've seen a bunch of recent criticism (on Linkedin actually) for a company that used "www" at the beginning of their URL in some of their marketing material. Although there was a bunch of other issues with the advert shown.... in my opinion the use of "www" in the web address didn't even warrant a mention, let alone an outburst of ridicule. But apparently this was a major modern digital marketing faux pas.

So does adding the prefix, short of World Wide Web, really look dated or unprofessional?

I don't think so.

Whilst technically you can have either (with or without the "www" sub-domain) I don't think it makes a bit of difference whether you show it or not.

However...

For Search Engine Optimisation benefit, make sure your site is available on just one of the two URLs ("www" and "non-www") and not both at the same time... by redirecting all traffic to the main one

You can obviously decide not to show the "www" in your adverts if you want to make better use of space (again, make sure you have the correct URL redirection in-place)

Fake News on Facebook

It seems that Facebook is in denial about the amount of fake news that now propagates across the popular social media platform.
http://www.bbc.co.uk/news/technology-37983571

So whilst the general user (you and I) find some mirth in reading hilarious and sometime almost truthful articles... Facebook claims these false news sites are not an issue.
Thereby admitting that they actually are!

Note: Fake news isn't a new thing. In the UK newspapers have been publishing knowingly a
nd blatant fake news items for decades. And some have even made its very creation a business. 

I'm now off to look at the supermoon to see if I can find that World War II bomber the Daily Sport once told me had landed there.

The Social Media Maturity Matrix 2016

A path to the comprehensive and effective organisational use of Social Media - Updated from 2012 to 2016

The Social Media Maturity Matrix 2016 from Hayden Sutherland

How inappropriate are your emails?

Just how inappropriate can an email marketing campaign be?
 

Here's one for Village Hotels I have just received, that in my opinion crosses over the line of decency.
 

What do you think?
 

Digital Strategy For Dummies

Ever get that sinking feeling you're not hitting the spot with your digital strategy?

Have you looked through slide after slide of PowerPoint presentations only to think "Mmmmmm...... It all makes sense from a multi-channel engagement perspective... But I'm sure there's something I've missed".

Or do you lie awake half the night worrying that the ROI model for your client's latest online business case doesn't quite line up with their commercial plans or board expectations?

Perhaps it's because there's no single framework for a comprehensive digital strategy. And there's no 'one size fits all' model when looking to transform processes and engagement via a new Digital self-service platform.

In short....Wouldn't it be good if there really was a "Digital Strategy for Dummies" guide?

Why does Google Analytics show cities not postcodes?

As you may have seen in Google Analytics, it is possible to identify your digital visitors down to the city level. This is cleverly done by Google taking multiple data sources and then "guessing" where visitors are coming from.

Firstly there is something called reverse IP address lookup. This is when your Internet Service Provider gives information away about where you are connecting from. Then there's other big hints online users give away about their location, such as using a Chrome Browser on a mobile device or use Google Maps to look at their local vicinity. Each gives Google major indications as to where users actually are.

But this "guessing" does not go down to postcode level in Google Analytics.

My view is that some postcode area (e.g. PA = Paisley) are so broad they cover hundreds & hundreds of square miles and even postcode districts cover large amounts of land & people (e.g. PA1).

However postcodes themselves change over time can be so detailed as to cover as little as one house.... which would identify a person or household, which is against Google's data policy.

The Wider CIO Role In A Digital Age

The role of the CIO has evolved over the last decade or so. In my opinion this is primarily as the technology services, digital products and online marketing industries have changed considerably over that period.

Cloud, Apps, SaaS, micro services, and a bunch of other technologies & paradigms now means that:

• Hosting a online service with 99.9% availability is just a £10/month subscription rather than a £100,000 per year investment
• Developers no longer go to offices and work where work is, but instead sit in their bedrooms and offer themselves to the most innovative opportunities
• Your customer (or customer's customer) is now online at any time... and more than ever before likely to be viewing your services via a smartphone
• The new Chief Digital Officer role came & went, with a lot of their work being picked-up by the CIO (and some by the CMO)
• Vendor lock-in is less of a concern than a vendor that doesn't have an API

All this also means the CIO role in the digital age has become more strategic than ever to the CEO. 

This is because, as software replaces more and more things, every business is becoming a technology business.

Personas vs Customer Segmentation

I my opinion the process of developing customer segmentation is different from creating personas.

Segments are different customer types based upon similar attributes such as demographics (and usually just cuts of your existing customer data). They are typically used to focus marketing spend.

Personas should also go into defining the customer's attitude, propensity to buy, purchase history, device usage, etc. They are there to shape the user experience by giving you (crude) stereotypes to build product/functionality and create content for.

When Does The Nastiness Stop?

The World is a paradox.

As a parent we each teach our children to be considerate, share their possessions and respect others. "Everyone is equal", "play nicely with others" and other such phrases are stated to the younger generation in a concerted effort to encourage them to grow up with care and love for their fellow man.

But as adults we live in a dog-eat-dog world where some people in the playground of life refuse to play nicely with others.

Therefore as we grow up, we gradually come to realise that not all things are equal and that love & respect are a rare commodity. And that people don't always get the comeuppance they deserve.

Isn't it a shame?