The program for ad:tech Sydney is almost 100% complete and we’re working closely with the panellists to finalise content. I will be blogging about the topics again so that we can get a broader view of the key issues that you, the industry would like to discuss.  To kick off my blogging effort this year, I chose to focus on a subject close to my heart…digital strategy.

2 or 3 years ago, many digital agencies gave strategy away with a pitch in order to win the production business. Now, the field is varied.  Some companies still consider their web presence a channel and relegate it to a project manager to … well, manage.  At the other end of the spectrum however, we are seeing more and more companies pitching strategy out separately and involving many people in their organisation who previously had no insight into marketing activities or their rational.

The question for this panel is, does a company need an overarching digital strategy or is the strategy digital?  Here are a few things to consider:
• Digital is like a retail location.  Even if customers are not wanting to buy right now, if they’re looking at your web presence, they are an opportunity.
• Customers’ expectations are to be able to transact online but delivering this often requires new products and services to be developed.
• Digital initiatives often interface and depend on large scale CRM systems and data warehouses.  Responsibility for these areas crosses many different departments and might require complex political negotiations to get working together.
• When companies start investing big budgets, they also expect ROI. 

Since this is what I do for a living, I have to say that yes, companies do need a digital strategy, but how far should we go? 

Some initiatives in digital marketing are no more complex that promoting something or gathering email addresses … over thinking a simple campaign microsite makes what used to be a cheap and effective use of the internet, prohibitively expensive.  It is interesting to debate just how necessary a digital strategy is.

Strategy also implies something fixed.  However, the ‘always live’, instantaneous digital experience affects how strategies need to evolve, like a living, breathing thing based on feedback and results. How many companies budget for and organise themselves around this kind of effort and how many are still revamping their website every few years and then leaving it alone?

So what makes a good strategy today?  One that the board can understand and ‘buy in’ to, or one that constantly evolves?  Can these be the same thing?  My view is that it is more dependent on organisational culture and less on the PowerPoint but there are times when I have wondered. 

This panel should be really interesting (Tuesday 16th March, 9.45am, Track 3).  Anthony Goldman, Citrus; Ben Dux, theirspace digital; Yvette Mayer, SMV Group Australia; and Mac Walker, Hyro would love to hear what you guys think and any other burning questions you think are worth debate on this topic.
What is the role of a strategist today?
    * What’s the right skill set for a strategist today?
    * Does digital have a role in strategic planning in 2010?