Here’s a daunting question: Why does damn near every technology project end up as a complete debacle? Of course it never starts out that way...Read More
“Ugh, I hate our technology.” How often do we hear this? How often do we say this? Can we really afford that expectation?Read More
The only way for technology to thrive is with a specialized, holistic and ongoing focus. Without that, organizations predictably lurch from debacle to debacle, with technology as a hindrance to their effectiveness rather than a supercharger.Read More
Our most popular chart boils down the hazards of uneven technology investment into a simple graph of smiley faces, showing the benefits of a continuous investment cycle.Read More
Whatever you do nowadays, you’re also a tech company. Let's admit that, and then put good people on delivering it.Read More
There is a new layer of technology in play now -- the platform layer. Platforms give us amazing new potential to do things better. But they require a new core competence within your organization, a new type of management, in order to steer the development of those platforms. Developing, maintaining, and managing the product roadmap is the core responsibility of the product team in general, and of the product manager specifically.Read More
There is an important distinction between Products and traditional IT. The Product Team must not be pulled into IT roles, even if they seem to be more "tech savvy" than other people in the organization. Eyes will be taken off the ball, and crucial balls will be dropped...Read More
We use the analogy of a dishwasher to help explain technology that we see as belonging under the purview of traditional I.T., as opposed to digital products. Traditional I.T. products, we say, are like dishwashers....Read More
When you build a culture of smart technology, you’re building your organization a rocketship.Once you’ve seen this potential, you realize there are corners you should never cut.Read More
You’re an organizational leader. The demands are on you are high and the pace is fast. You simply must delegate things in order to survive, and for everything to get accomplished.But one thing you cannot delegate is caring about your technology. Your organization, all the way to the top, has to care.Read More
There are some things you can -- and probably should -- outsource. What you can never outsource is the brains of your technology operation.Read More
You don’t want a treasure map. You want your own team of ace treasure hunters.Read More
Does this product team model scale down for smaller organizations? Here’s one way to look at it. Chances are that for an organization or company being founded today -- especially a startup run by younger entrepreneurs -- a technology leader is either a co-founder or the very first hire.Read More
Where you once had misaligned roles that created frustration on all sides, the distributed ownership model presents a far more functional setup, where everyone can deliver on the pieces of work that make the most sense for them.Read More
Here’s the key underlying principle of the distributed ownership model: let people focus on their areas of interest and expertise. Let people geek out — productively — on the piece of the puzzle where they can make the most impact. And give people on both sides the trusted allies they need to move the ball forward.Read More
At a high level, this "Flight of the Bumblebee" diagram illustrates the beauty of the system working, when the blue team (tool optimizers) and the yellow team (tool users) work in harmonyRead More
When roles are well defined — when people get the support they need and digital products like the website and CMS start to hit a new trajectory of quality and utility — turfiness starts to dissipate.Read More
It used to be that some lucky companies would just happen to hire someone who happened to have the gumption to say, “This could be better, folks.” But can you imagine a better investment than someone who is wired to constantly improve the way everything in your organization works?Read More
If you ask five or ten different digital directors what their scope/remit is, the answers will be all over the map. You see completely different meanings of a Digital department from organization to organization. In some cases it refers to digital campaigning and organizing. In others it means writing and sending email. Some digital departments are made up of social media specialists. Still others feature traditional IT functions, and/or ownership of digital platforms like the CRM or website CMS.
If there is a clear singular function to the Digital department, then we’ve got no quarrel with it. If your Digital department is clearly focused on digital campaigning, for instance, you can call it whatever you like.
The problems creep in when a Digital department becomes an excuse to mash together multiple disparate functions into a single home that strains to support them. In the most extreme cases, the Digital department may even be asked to include all of the above functions at once, with the reasoning that they all involve digital technology in some way.
We liken that to the idea of having a “Department of Paper”, and insisting that all work involving paper must go through that single department. That concept is obviously absurd, but not too much more absurd than saying that all things digital nowadays go through a single digital team. How could that possibly work? How could anyone coherently manage communications, fundraising, social media, traditional IT, and tech platform development all together? How could you effectively prioritize, or manage such a complex combination of workflows?
For some this may sound sacrilegious, since over the last decade or so the creation of a separate “digital” department often represented a hard-fought victory, wresting the control and management of all things digital away from staff who were masters of legacy systems and media but who were unfamiliar with how to harness the power of newer digital tools effectively.
But in today’s rapidly evolving world, we should admit that the big-D “Digital” umbrella has outlived its usefulness.
Smushing together digital has real, problematic consequences. It distracts people from their core work, undermines priorities, misaligns incentives, and causes core functions to slip through the cracks. You’re left with a team that is usually overwhelmed, constantly being asked to do things outside their areas of expertise, and frustratedly rowing in different directions -- from each other and from others in the organization.
These days damn near everything is digital in some way, so we need more useful distinctions. When it comes time to untangle the undifferentiated digital mess, here’s a simple guiding principle: everyone should get to focus on their areas of expertise. Campaigners should spend their time campaigning. Communicators should spend their time communicating. Fundraisers should spend their time fundraising. IT staff should spend their time doing IT. Digital product managers should be evolving their digital products (such as CRM and CMS platforms).
Each of these areas is a complex area of expertise that requires focus and care, and should be supported in a department that supports and enhances its mission. And each should be able use the tools of their trade, which these days, include digital tools and mediums.
If you’re a campaigner who needs to send an email, you should be able to work through and negotiate your content and sending schedule with your campaigning and communications colleagues. Then between those teams, someone should be able to pull up a template on the email system, populate your content, and schedule the message. And this should be able to happen without having to compete for priority and attention with people who are developing your CRM system, or A/B testing website donation page copy, or fixing your office printers. The workflows and skillsets for each are entirely distinct.
So at this point, we most commonly find ourselves recommending the integration of digital skillsets back into every department according to the area of expertise.
For some organizations, this might only require a slight tweak -- a few meaningful adjustments to job descriptions. For others, it could take a radical re-organization, and those should never be undertaken lightly. But the appropriate structure for today’s organization should reflect the reality that a basic level of digital fluency can no longer ever be “someone else’s” responsibility, it must be everyone’s.
And of course we’re not talking about every staff-member learning highly technical configuration and development skills! Those should remain specialized. We’re just saying every department needs to include people who know how to use the digital tools that are part of their trade.
So once you get each of these other functions back to their home planets, is there still a need for any kind of digital specialization? Yes! Very much so! In fact, sorting those functions back out leaves a clearer focus on the key gap that remains, which is the critical work of managing your core digital platforms (such as your CRM and CMS). Give these responsibilities to people who are focused, talented, and aspiring to become masters of that work. That’s the heart of a digital product team.
So if you’re in charge of a Digital team and are finding yourself in the business of herding cats and balancing unreasonable expectations, take a moment to think about what is at the core of your remit, and perhaps more importantly the core of your interest and talent. What do you think success looks like? Whatever it is, could that become the clear focus of your team? And could the other functions of digital be moved to the spot in the organization where they can really thrive?
Everyone likes to geek out on something. Wouldn’t it be great, both in terms of staff happiness and organizational effectiveness, if people spent their time focused on the areas where they bring the most energy and talent to the table?