51ºÚÁϲ»´òìÈ

Transcript

Hi all, welcome and thank you for joining today’s session on building executive sponsorship for support of CJA Success, which is the fourth in our value realisation series. My name is Lisa and I’m joined today by Damon who works in 51ºÚÁϲ»´òìÈ’s ultimate success team as a senior customer success strategist, where we focus on helping 51ºÚÁϲ»´òìÈ’s customers get as much value as possible from their 51ºÚÁϲ»´òìÈ solutions. We will give it just one minute to allow others to join in the meantime. I’m going to go ahead and kick off today’s session. Again, first and foremost, thank you for your time and attendance today. Just to note, this session is being recorded and a link to the recording will be sent out to everyone who’s registered. This is a live webinar so it’s listen only format, but do feel free to share any questions into the chat or Q&A pod and we’ll try to answer as many as possible at the end of the session. And with that, I will hand over to Damon to get us started.

Thanks. So welcome. Welcome to session four. Just as a quick primer, a few years ago, 51ºÚÁϲ»´òìÈ interviewed about 100 executives to identify the most common barriers to value realisation, particularly with the AEP or 51ºÚÁϲ»´òìÈ Experience Platform. These insights became the foundation to value realisation framework that we use today. Each pillar in this framework represents a critical theme tied to delivering value and the absence of strategic planning with any one of them is often the root cause of failure. Each session in this mini series highlights one pillar from the framework and shares key artefacts to support strategic planning and accelerate value realisation within your organisation. Today’s session, we will be focusing on sponsorship in general. So let’s kick that off and talk about what are our overall objectives for today. So our overall objective for today are to understand the role of a sponsor, to understand the stakeholder strategy map, which is a key artefact from a value realisation framework perspective, thoughts on identifying a sponsor and then approaching a sponsor, and maybe a few nuggets on working with sponsor as well. So walk through the agenda, what is the sponsor, developing the idea, validating your idea, identifying a sponsor and then winning a sponsorship. So what is a sponsor? The role of a sponsor is somebody whose endorsement will help an idea or a project that you have really take flight, right? They are the type of people who have influence and can help you navigate internally your organisation’s various controls and checks, right? So the idea is to really, number one, identify a person or a group of people who can help you really get an idea off the ground. And the ideas that we’re talking about today are really tied to insights and use cases around CJA. This framework actually applies for also, you know, if you don’t have the ability yet or access to CJA yet, we’ll look to help you develop some ideas and thoughts around how do you actually get there from a business case perspective and from identifying sponsors. But ultimately, the role of a sponsor is to really help you kind of accomplish the goal set, right? So if you have an idea that you want to populate or change across the organisation, the sponsor is really there to help you sort of lift that idea, maybe even refine that idea and then probably get that idea throughout the organisation so that you can be successful with it. So where can sponsors be found? So this is, again, the stakeholder strategy map. It’s a generic example, but you should think about a couple things, right? Like, whose endorsement will help your idea or your project, right, gain influence throughout the organisation? And how can they help you navigate getting to yeses around your idea? Typically, having an idea or having some level of innovation, right, requires change in a process. And so a muscle, right, to get a change to happen and to really kind of lift and elevate your idea overall. So let’s talk about really developing ideas because it’s sort of that’s the linchpin, right? Like, having a good, we’ll call it business case for pushing something forward, right? And those business cases when it comes to CJA or really anything in the stack should tie to one of two overall concepts, right? Can your idea decrease overall costs or level of effort in producing something? Or can your idea increase revenue, right? So typically, if you put on that hat or one of those two hats, or maybe even both, with respect to evaluating any idea that you have, you’re going to be more likely to create a business case, right? So can you create something? Does your, what, in what ways does your idea create an efficiency or reduced level of effort? Or in what ways can you predict, like, increased revenue with your idea? That should be sort of the first filter for any business case for the things you want to move forward in your organization. And then lastly, can you quantifiably measure it, right? Like, how can you actually determine the success of your overall idea? So consider the overall possibilities, right? Like, understand the core features of AEP and CJA, consider how those features can improve processes, or consider how those features can help drive revenue, and then develop those hypotheses around the features for what-if scenarios. So really, like, think through, again, building a business case tied to core features, in this case within CJA. It’s important to think about CJA a little bit differently than your average analytic suites, right? Because CJA is a bit more of a advanced capability system, right? It’s got known customer data and digital store data, and it could potentially be used, it could potentially be used enterprise-wide, right? So instead of just thinking about, you know, digital marketing or aggregated digital marketing, display, etc., etc., you could apply some of the learnings potentially that you could get from CJA, even from an operational or enterprise-wide perspective. So really, the use cases and the ideas are numerous from a business case perspective that you could make. And it’s really sort of important to sort of dig and think about those. Again, in both cases, right? Like, if you’re trying to enable certain features or certain aspects of CJA, or if you are trying to, you know, find a sponsor who can actually help you get the platform itself and be successful from an acquisition of CJA perspective. So where can you get some of these ideas? Well, we have a bunch of different use cases that we list. There are use case libraries that are available on Experience League. And then you can kind of walk through some of these. I mean, most of these use cases are from a retail perspective, but some of them could be extended depending on whatever vertical that you’re potentially in, right? Like, are you measuring offline and offline impact, right? What’s the crossover between the two? Can you justify or do you need consolidated dashboards from a brand category perspective? Do you need to do some research on behaviors that are happening, both potentially online and offline? So all of those things CJA can help with. And these use cases can be the basis for your business case that you need to probably create before you engage with a sponsor. So really leverage some of the resources that are available.

51ºÚÁϲ»´òìÈ provides a bunch of them. Again, Experience League is a great place to mine for that information. Also, you can go back. You’ll have this deck as well. I would recommend going back to Andy Powers’ webinar as well. There’s a link here where he outlines a road map to value with CJA. So that’ll give you additional use cases that you can consider and think about and really potentially use those to help formulate a business case around an aspect or feature of CJA or actually acquiring the platform itself. So what do you have to do after that? So you’ve got sort of a German of idea or you’re ruminating around a business case or you’re really sort of thinking through it, right? So the next step, right, the next level up is really consider your organizational goals and connect whatever your hypothesis is to those goals. So you have some thought around a use case that would be useful and the way to tie it and actually create a business case is to say, hey, how is this actually connecting to the overall organizational goals, right? And how can we actually drive impact? So develop an impact story from associating the use case to now a business case and then predicting some level of impact and design a way to communicate that value as part of your project. So that’s going back to the quantitative value piece, right? So really think through, okay, if we do this, what are the quantitative metrics that we could leverage that would help tell the story of success? And then again, tie it back to, does it do the basics? Is it decreasing costs or is it increasing revenue? And then again, try to quantify that idea. So here’s where the fun begins, right? You’ve got an idea and you have a hypothesis, you’ve kind of thought through the efficiencies that you’re going to create or how you’re going to impact revenue and you’ve tied it to a business objective. So now’s the time to really sort of think through how are these things connected and looking at what does your organization look like? How does this connect to your organizational goals? How does this impact somebody else in your organization potentially? And start developing a roadmap for how that looks.

And that’ll lead you to identifying the sponsor. Now in truth, identifying the right sponsor or the right leader is typically a challenge. And it’s a challenge on a couple levels. One, the sponsor needs to have a clear set of attributes that will be helpful to you and the idea. And number two, the sponsor needs to have the right ability set for you to leverage them to help you move the idea forward. So whether that’s access or ability to say yes, you need to start thinking about who in your organization can influence your project or your business case at this point. Who is it naturally aligned to? Who are sort of natural advocates? Now the key here is to not think only inside of your organization. It might not be directly in your ladder up. There might be dotted lines that you could create to people in other organizations. So it’s not necessarily just about talking to or considering folks that are your manager and above and above that. It could be somebody coming from a wholly different department. And if you’re able to align with those folks, then you can create some synergies around your business case and really sort of look to refine and move the ball forward. So number one, do the people that you have or can identify have the right level of influence? Are they aligned to what you think your hypothesis is? How is it going to impact their part of the business? And then do they have the ability to say yes or communicate it out to a broader organization? So this is in the case of wanting to move the ball a little bit more further down the court. So bigger swing kind of ideas. So what should you do? We have this stakeholder strategy map as an example. And you can leverage this to start adding your organization and the people in your organization to this map and then create a heat map from it. Like look at who are the people who have influence, give them a rating, who are the people who can help make a decision, give them a rating, who are the people who might be a strategy owner that are tied to and aligned to your idea, and give them a rating. And this will give you at least a path to figure out who I should try to talk to, who can become an advocate or a sponsor, and give you a better idea of even how to approach it. So really sort of think that through. You can again leverage the stakeholder map example to help bring that to life and dive into actually pulling together ideas around your sponsor. And again, don’t think of a sponsor as a monolithic thing, right? You might have more than one. You might want to engage more than one. You may want to so that you could have potentially multiple sponsors working with you to help move an idea forward. So once you’ve identified a core set and once you are sort of have your hypothesis and you’re ready to go, it’s best to think about how do you win these sponsors over. And one of the pulling together actual pitch and that pitch might be tweaked depending on where the sponsor exists and what’s most important, right? There might be some aspect of your project that are more important to certain sponsors than others, but you should have maybe already identified some of those challenges once you’ve sort of thought through and used the stakeholder strategy map to outline some of that for you, right? So it’s important to think who is the person who you’re pitching to? What exactly are you pitching to? Where are you going to pitch it to them, right? Like how, what aspect of the business they’re responsible for is important and then when, right? Like do you pitch it, like if you’re in retail, right, fourth quarter might not be the best time. Everybody’s busy. So you may want to think about strategically when to actually put your ideas in front of somebody. And then how, right? Give them a path for what you think that they’re bringing to the project and how it’s naturally aligned with the things that they’re tasked with accomplishing or that they want to accomplish. Really sort of building in that synergy around that your business case and where they sit today. And you can do that sort of iteratively, hopefully. You know, don’t think of pitching as sort of a one-time thing necessarily. It could potentially be a few conversations with a sponsor to actually win them over and get their support. And then think about it again as collaborating and refining, right? So you want to work with the sponsor or group of sponsors. You want to get their ideas. You want to tweak your overall pitch so that you can actually expand it to a greater organization potentially.

In some cases, you know, just getting a single sponsor and getting a single yes might work for you. But we also want to cover, you know, if you have a bigger and broader and bolder idea that you might want to take time to iterate and refine the messaging, right? You may want to go to the sponsor, get their ideas, get their feedback, incorporate their feedback, do it again, do it again, and then redefine and refine your business case. All of that, right, is geared towards trying to affect change. Ultimately, the goal is you’re trying to onboard from a CJA platform perspective or from a set of features that CJA presents. So at the end of the day, we’re talking about, you know, affecting change, potentially process and budgetary constraints. So you really want to dial it in and have those conversations with your sponsor, set of sponsors. And so what does this all look like at a high level? Like what does the process overall look like? It’s just stepping through, right, defining an idea, developing the business case, refining that business case, leveraging your sponsor team to talk through and add different ideas and perspectives to your business case. And give your sponsors the opportunity, to also help mold your business case. And then work with them because ultimately the next step will be some amount of change management, probably across your organization and your vertical.

So what does that look like or what is change management, right? Change management is the process of like a phased approach in changing things. So whether you’re changing, you know, how CJA functions, bringing in certain data elements, et cetera, or if you’re trying to, again, acquire CJA, you’re probably going to want to step through this seven-step approach from a change management perspective. Now I won’t really jump into this, you know, we can just touch on it at a high level. The next session tomorrow from Katie Keel will delve into specifics around the change management process and how you can affect change in your organization. So again, at a high level, the things that you need to think about are identify the list of initial use cases. You’ve got to think through your stakeholder map and strategy. And then if you get stuck on anything, we’re here, right? From an 51ºÚÁϲ»´òìÈ perspective, we can help you build the strategy map. We can help you move strategy forward. We can even on some level help you ideate through some of the use cases that we have available. So we’re really here to help support you and your ideas and your thoughts on how to get access to CJA or to improve your ability to use CJA ultimately in an effort to elevate what you’re doing in your organization. And that’s basically it. Alyssa, do you want to review some questions? Do we have any? Thanks, Damon. I will just launch a poll for everyone. It’s just a short three questions. We appreciate if people can answer that. Currently, we don’t have any questions in the chat or Q&A pod, but feel free to drop them in whilst we’re waiting on the poll to be completed if you have any. I’ll just give it one more minute if there’s any additional questions anyone has. I don’t think we have any more questions, so I’ll just say thank you everyone today for joining, and we hope you found the session valuable and gave them some useful insights. So recording will be shared with you shortly along with a copy of the slides as well, and we hope to see you again soon. Thank you, Damon. Thanks.