The Digital Strategy advisory council for ad:tech Sydney 2011 met to discuss the issues that are affecting the market and the content that should be on the ad:tech programme. Here is a summary of the key areas discussed:

Demonstrating digital efficacy
- The digital industry is founded on the understanding that it can show figures, results etc
- We know the audience is moving online, but the dollars are not
- There isn’t a link between effectiveness and results – digital is still based on ‘gut’
- We need to say whether things work: the digital effectiveness of multiple channels, really ‘last click’ doesn’t work. There is a willingness to try ‘new’ channels – mobile, social media etc. but how does it all work together. User attribution modelling will make all the difference here.
- There is no consistency in return, data, analytics
- Have we ever been able to measure offline? Can we now? What about participation metrics?

External structure
- How do we work together – collaboration, processes, relationships
- Content vs. connection: current models don’t work, there should be a network not a linear approach to agencies, budgets, structure
- Should the agency lead the client or the other way around? This currently operates as a supplier relationship not a partnership. Strategy is difficult when agencies are only brought on for one project, on website etc. how can you partner, add value, strategise, look at long term technology implications etc on a project basis. Do you need a budget for strategy? Does that work in retainers?

Internal structure
- Content vs. connection: current models don’t work, there should be a network not a linear approach to agencies, budgets, structure
- The industry isn’t using tools, new ways of working, collaboration, to strategise in the way that consumers are actually behaving. We still operate in a linear way
- Why is the strategy still ‘digital’ when you need offline to drive there as well
- There is a digital component to all parts of the organisation – sales, marketing, technology, product etc it’s not just marketing
- You should cast the net wider in the organisation to get the best strategy e.g. include IT
- Finance, legal, accounting vs. social, communication, brands
- Digital communications, business, relationship, individual strategy – this is how we should be looking at it
- Digital strategy is moving to a combined communication strategy but marketing and web teams are structured the same which doesn’t work
- If you look at utility first (not content) it can be the wrong first step. Content over utility.
- Implementing transformational marketing internally, people want templates but we need networked ideas, intuition, innovation.
- Who’s responsible for marketing? Where do marketing report in to?

The role of technology
- The growth of the technology role – ‘technology’ isn’t IT anymore. How do you manage that internally?
- Marketing management have no excuse not to be ‘up ‘on technology any more, it isn’t an option
- Understanding that if you don’t test, don’t learn, you’re not in the industry
- What about willingness to fail.
- The plan to ‘use it when it’s ready to use’ means that organisations miss out on the strategy piece because they wait and then they’re too late and have to react. They need to stay on top of technology. Staying on top of technology is the strategy.
- There is not enough research around consumer changes, consumer behaviour and technology

Unifying the digital market place
- We have a very fragmented market place. What is digital, it is split into many things
- And how do you manage the diverse digital channels? Where do you spend your time?
- Challenge of getting agencies to work together

The new pace of consumption/ business
- Everyone needs to know that time frame is different
- Who can keep up with the pace of change
- An organisation’s strategy can’t keep up with consumers
- Old model’ is too slow, you can’t respond. Need to change to ‘always on’.
- ‘No plan survives contact with the enemy’. After contact with the enemy how do you change your plan without looking like you’ve given up on your original intent?
- Planned spontaneity – you need contingency, reactive resource and ability
- Continuous marketing is a new mind set too
- How much testing do you do before something goes out?
- The plan to ‘use it when it’s ready to use’ means that organisations miss out on the strategy piece because they wait and then they’re too late and have to react. They need to stay on top of technology. Staying on top of technology is the strategy.

Skills and training
- How can strategy really include everything you need it to? There isn’t the talent available
- What do marketers who ‘take on’ digital really go through? Internally, structure, systems, resource? What did the marketers go through personally?
- Learn as you go vs. training
- How does the agency skill up? It’s not magic, they just do it
- Strategists: lots of training, working with agencies to know where they need to be, have an ecosystem that allows the strategy to evolve
- Need an ideation / innovation role / department

Have your say

This is a summary of the points that were made in the meeting. We’ll be working on this and integrating these topics and themes into the ad:tech Sydney 2011 conference programme. If you have feedback on these points or want to make suggestions about additional topics or speakers for the programme then please leave comments or get in touch with me here.

Notes from the other advisory council meetings

Social Media Strategy
Data & Analytics
e-Commerce / Online Retail advisory
Monetising Digital
Unwired Media
Creative & Brand
Entertainment & Experience
Core Digital Media

Who’s on the other advisory councils:

Data & Analytics
Unwired Media
Social Media Strategy
e-Commerce / Online Retail advisory
Monetising Digital
Brand & Creative
Core Digital Media
Entertainment & Experience
ad:tech Sydney advisory council groups named