This guest post from Jennifer Yacenda Starwood Hotels examines how practitioners and managers can use the dynamic management tag (DTM) in different ways.
A big thank you to Jennifer Yacanda to take the time to work on this and to share his experiences with us.
Management analyzes these days continues to be a work in progress, like the first day I started my career in this field as an intern in college. Sometimes it’s overwhelming, but secretly (or not so secretly), I love it. Every day is a new day with new challenges, new tools to learn, new deadlines and new questions to answer. Our world is increasingly digital, and introduces a new set of challenges. Since the digital world moves so quickly with such a volume of information, our time feels compressed and much more valuable. Take time to reflect on how you invest your time is critical to success, especially in the analysis. As director of the analysis, the key to success is relevant to both (1) define the implementation strategy right and (2) focusing on the good data sets that drive the ideas more impactful. We have the complete cycle of analysis, and it is more important than ever to carve out time to think through the spectrum of our work.
The luxury of a test overnight, as described in “A short lesson in perspective,” resonates with me as a numerical analyst – it is clear that the analysis and the process of creation go hand in hand . This test overnight as described from the perspective of an advertising executive, begins with (1) a gross brain dump of ideas, scribbles, and inspiration; followed by (2) ideas that stand the test of time by marinating; (3) a morning session to review monitoring and filtering ideas, eliminate the losers and highlight the winners with the end goal of providing (4) finalized a creative concept for a campaign. With analysis and marketing technology implementations, decisions to use an accessory or EVAR or fire on the page load or on cards be following parts littering my office walls and whiteboards to describe the movements of our clients in the variable language. DTM gives us the canvas on which to develop our vision, to review the approach when the time is right (after the experiment), and deliver something that makes sense for our company. DTM allows us to take the necessary perspective – as an artist takes a step back from the canvas -. To see the whole picture
Just Like Art, Implementation and monitoring requirements are subjective.
When thinking through the process of a new implementation of project monitoring, there are a number of steps in the work before it even comes to our tail . digital teams, brand and marketing our business prospects are in various phases of their own planning process for new features, new microsites (with this brand new program), or new landing pages redesigns. At some point – often without a ton of notice – we are asked to be judge and jury on success. A stakeholder can come to us with the request, “I need to follow,” but does not provide guidance. We often receive a set of wireframes or a development site where we are supposed to search and develop a monitoring strategy. As artists and implementation experts, we are asked to think about this on our own. Tracking can be an elusive concept, and DTM has become a tool that really helps us start the creative process where we develop projects and develop the good image information over time. It offers flexibility we never had before.
implementation and monitoring of strategists quietly weave measuring complex patterns throughout our digital ecosystem, collecting key data for answers about our consumers. It takes a combination of thought, philosophy, business acumen and curiosity to understand 1. That the company is building (which is success means to them), 2. Whether the customer will experience (what actions will they take), and 3. what questions will be analysts must answer (which is the aspect of comparable data structure). We also need to know – or at least think about -. If our strategy is in the budget based server Appeals consequences
Time Artists need to do their best work
As advertising execs – including the time for development creative concepts have declined in the digital world – most analyzes teams have rapidly growing number of applications that circulate in the organization from “digital” also means “more measurable.” With advances in technology, time is much more a luxury. allocation of time to think is a challenge that many channels are growing, consumers are creating more data, and more executives understand the value of data. At the same time, analysis of small teams – the most basic level – remain the same size, but also be invited to (1) ensure that data are collected in a meaningful way and (2) interpret the results, highlighting valuable insights for their organizations. How an artist to work in these conditions?
Despite being forced into this world to do things faster, as measurers operator DTM, it is clear that we have found a way to slow down time and to use the approach of the day day test of our follow-up strategy. Meanwhile, DTM gives us more flexibility and agility than ever. I remember the days of being indebted to the hard dates for the information technology (IT) release schedule. There was some fear that we could not get something wrong, we had to be there. I remember the implementation of recommendations Adobe, missing a sensitive case “I” and miss 6 months of use of a product. Those days are gone. DTM has allowed us to apply patches immediately.
Enter the DTM exploits to save the day and help us add and change things so quickly. We were able to save the day on more than one occasion with updates fast DTM. We were able to add tracking to robust internal applications with little development work or time to ramp up our different development teams. DTM has allowed us to make friends and build bridges in unexpected places within the organization. How do you put a value on that?
The implementation of marketing technologies is a balancing act that will become more difficult as we go.
DTM as tool is powerful – Adoption of management variables such as culture is difficult
As an analyst, as a leader, and as a human being, I have the instinct and the desire to say “Yes!” to all requests from business owners looking for ways to measure their products and their decisions. They are looking for information to help make informed decisions. With everything becoming digital, the answers are now more knowable (assuming that the right talent is in place). growing parts of all organizations are turning to the analysis for the first time – looking to learn something from data to make better decisions. As a realist, I know we do not have sufficient resources in place.
“DTM has allowed us to make friends and build bridges in unexpected places within the organization. How do you put a value on that?”
Having said while DTM allows us to say YES to track multiple projects with its ease and simplicity, it also reminds us that we must learn to say no to both. We just have enough analysts or server call budget to follow the requested amount of data that we could capture. DTM allows us to work as quickly and to do so in new places and new channels. But the increasing demands make it increasingly difficult to take a step back and really gain a sense of the full picture. With limited staff, how can we document everything? How can we understand or communicate all our implementation? How can we keep track of all the variables cards? What is our backup plan?
We improve efficiency by tracking more through multiple channels and driving more value. Unfortunately, our increased efficiency and effectiveness has not translated into an increase in the budget to hire more people to govern and manage this valuable asset. And we have not seen budget increases in the respective IT teams or quality assurance (QA) to ensure that the analysis is included in all parts of the release cycles. We are now working with more teams than ever – the mobile application teams, marketing teams and internal teams of the application. We have more frequent release cycles to monitor in case something breaks or something new was not followed. We have more last-minute requests. But because we are moving so fast in so many teams, things may be lost in the mass without the resources and surveillance to ensure that documentation is in all the right places, while moving at the speed of appropriate scale.
There have always been challenges facing the analysis teams. DTM has fundamentally changed the way the function analysis teams – more flexible, faster, more platforms, and less dependence on IT, and enabling us to do more, think of our feet, paint better pictures on our customers. However, it does not solve all our problems. It gives us time and flexibility to think about things in this crazy world we live rhythm now. But culture still exists in which Analytics teams are small and under-resourced. We respond to requests for more and more while following more things, which makes it difficult to ensure our time and energy is focused on the right priorities. DTM is an important step in the right direction, but it is just one step in the overall process.
As we raise our implementation techniques, we must be sure that we raise all parts of our analysis and corporate cultures practice – we need to develop tools and processes that define also raise our governance, documentation and communication at the same level.
“Success is like a snowball – it takes to build momentum and you rolling in the right direction the biggest it gets.” – Steve Ferrante