The Role of Team Synergy in Digital Transformation | Mike Stephenson, HBF | GC Sydney 2016
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Presentation by: Mike Stephenson, Digital Manager, HBF Companies have adopted the digital fundamentals, but what’s next? How do we unlock the latest and greatest when it comes to digital technologies, programmatic ad platforms and taking marketing to the next level? Game Changers is a half-day event dedicated to innovations across data, digital and programmatic marketing, brought to you by Benchmarketing. Visit www.benchmarketing.com.au for more info.
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The Role of Team Synergy in Digital Transformation | Mike Stephenson, HBF | GC Sydney 2016
- 2. Mike Stephenson, Digital Manager @ HBF The role of team synergy in Digital Transformation
- 3. • Australia’s 5th largest health insurer • Market share: WA 55% / 7% national • 1 million members • $1.5bn turnover • $1bn in benefits paid annually • 91.73% retention rate • Leader in benefit payouts (AMA report) • Not for profit sector leader • Respected health advocate Who is HBF?
- 4. 1- Have access to the internet for 15 minutes a week OR 2- Have full access to the internet but lose the ability to hear out of one ear? Would you rather
- 6. • Leading technology platforms: Sitecore, Adobe Analytics • Embarking on National Expansion • HBF, PocketHealth and Fitness App’s • Integrated booking systems for Fitness & Corporate wellness • Digital Signage and Kiosks in HBF Branches • Online Self service for HBF members • Innovative product offerings • Knowledgeable and passionate people • Brilliant Digital agencies/partners • Data, Data, Data • Fantastic understanding of our member • Member centric thinking Digital Maturity
- 7. * MIT SLOAN: The Digital Advantage: How digital leaders outperform their peers in every industry Digital Maturity Insurance • High expectations for digital and strong vision and governance suggest that the insurers should be leading the digital revolution. Yet, this is not the case for most firms. • Generally, scores for engaging customers through social media and mobile are lower than average, suggesting that the combination of strong digital governance capabilities, regulatory worries, and a risk-averse culture could be an innovation-stifler.
- 8. Digital Maturity - Performance * The Digital Advantage: How digital leaders outperform their peers in every industry
- 9. Digital Maturity – Business Model change
- 12. Marketing Department Digital Services (ITS) Digital Department Where WERE we? • Designed developed many great Digital initiatives • Low understanding of accountability and role clarity • Marketing department performed some digital expertise. • In house ITS Development predominately worked on Support tasks or large projects • External agencies performed all Front end and some Backend Development
- 13. 3 Areas of Digital Digital Channel Experience • Onsite Experience • Sales and Service • Personalization • Optimization • CMS updates Digital Marketing • SEM • Programmatic • eDMs • Marketing Automation • Social Digital Technology • System Integration • Development • Deployments • Maintenance
- 14. Where ARE we? • Integrated the Digital department into Marketing • Clear accountability and role clarity being established between Digital Experience and Marketing • Creating a new Digital Strategy • Formed a virtual team of 5 people for a new project. • Utilise Agencies for most Front End and little to no Back End Dev. Digital Marketing (Marketing) Digital Technology (ITS) Digital Experience (Marketing)
- 15. Where are we heading? • Solidify accountability and role clarity throughout Marketing and ITS • Increased use of virtual Pods for all Digital initiatives. • Allow experiments, prototypes and failure • Reduce the amount of large, long projects. • Build a sharing and trusting culture • Use Agencies for scalability and strategic direction. • Small teams Experiment, fail, test, retest, move fast. Digital Marketing (Marketing) Digital Technology (ITS) Digital Experience (Marketing)
- 16. What is critical for a business become digitally mature?
- 17. FOCUS
- 18. Culture
- 19. Engage & Empower
- 20. Create Change
- 21. Questions? -- Thank You --
Editor's Notes
- People think Maturity as the amount of activities that are being performed. Mckinsey May 2016: VC investment in Digital health has quadrupled from $1.1b in 2011 to 4.5b 2015. Currently there are more than 1,200 companies working on innovations for the healthcare industry.
- HBF performs a lot of Digital activity but doesn’t necessarily mean we are Digitally Mature
- Fashionistas: implemented or experimented with sexy digital initiatives, some worked some havent. No synergies among them, lack of strategic direction or governance. Conservatives: Prudence over innovations. Understand the need for a strong unifying vision and for govnernace and culture. Skeptical on Digital trends to their detriment. Beginners: might well have some great capabilities but not yet advanced them. Digirati: understand how to drive value with digital transofmraiton. Develop culture through vision and engagement. Continual investment and coordinating digital initiatives they continuously advance their CA.
- Netflix V Blockbuster Kodak Amazon
- 1- National Expansion, Website overhaul, Sitecore upgrades, Personlisation, Programattic 2- Between marketing (Digital) and ITS (FE / UX) 3-
- Create the right culture Continuous Improvement, sharing, trust, small teams (Pizza / Amazon)
- Accountability, with the right culture, teams and focus we have to be able to empower. Energize the people who want to make things happen.