Team, skills, and organizational design required to support cross-channel marketing with Adobe Campaign

Transcript

Thank you for joining us for the Adobe Campaign Webinar Series. Today’s session focuses on team skills and organizational design required to support cross-channel marketing with Adobe Campaign. I would now like to turn the floor over to your first presenter, Bruce Swan, Principal Product Marketing Manager with Adobe. Bruce, you now have the floor. Yes, thank you very much. Hello and good morning or afternoon, depending on where you are in the world. And welcome to today’s Adobe Campaign Insider Webinar number four, where today we will talk less about the technology of Adobe Campaign and talk more about the people using the technology and give you some good ideas and inspiration for how to design your team, how to implement training plans, how to design your organization to best support cross-channel marketing, a topic I’m always excited to talk about. And I’m certainly glad you’re with me today. As a reminder, this is session number four, which for me is hard to believe. We started on this journey way back in the beginning of the summer in June, where we talked about deliverability, best practices and strategies that drive results. And then in August, we dove deep into campaign workflows and talked about some very advanced ways to do personalized deliveries and some pretty cool ways to measure the results of cross-channel campaigns. And then the last webinar was on Adobe Campaign integrations with other Adobe solutions, but other solutions within a marketing ecosystem. And as I mentioned today, we’re going to talk about skills and teams and organizational design. All of these webinars are available on demand. I’ll give you my contact information. It’s quite easy. And I’ll also give you a link to my email to the session with two ends at Adobe.com. If you want access to the other webinars, let me know. You can also expect a follow up email from today’s session with a link to any of these other webinars, as well as any of the content we’ve shared as well. And thankfully, today, I am not alone. I’m joined by Linda Reed, who’s the campaign consulting practice leader here at Adobe. Linda, why don’t you quickly introduce yourself? Thanks. I’m Linda Reed. I’m the product manager here at Adobe. I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I’m the product manager here at Adobe. And I focus on Adobe Campaign. See my email address, so feel free to drop me an email during or after today’s session. Or you can find me on LinkedIn. I view these webinars as a great way to start and continue a conversation with you, the Campaign customer. And I wholeheartedly mean that. So feel free to reach out and don’t be shy. And speaking of not being shy, we are going to ask you just a couple poll questions as we go. It’s a great way for you to engage with us. It’s a great way for us to get an understanding of some of the things you’re thinking about as it relates to today’s topic. So when you see the polls, by all means, feel free to engage. Oh, and then a favor I have of you. Throughout, if you have an idea of a topic you would like covered in a future webinar, just put it in the chat. And I’m in kind of the planning season right now for the rest of this year and in the next year. So would love your input on what you would like us to cover. So if you have some ideas, you can put it in the chat or you could always email me and we’ll be glad to incorporate those into future sessions. So for today, we’re going to talk about team and skills of those on your team and organizational alignment. And we’ve organized the content as follows where I’ll quickly talk about industry trends and challenges and then pivot to Linda, where she’ll talk about building blocks for a high performing team. So you’re here with us today to learn about how you can better organize your team. Linda is going to go through some really good content and some ideas that will give you some ideas and inspiration for how your team can communicate with each other, how your team can communicate with other teams in the organization and so on, all of which are important to operating in today’s world. Then I’ll touch on some of the skills required for using Adobe Campaign, what those roles look like, and then tap into org structures, because there are different ways you could think through how you organize your team as it fits within a larger organization. And then lastly, and as always, I will point you to some the resources that you can use. All right. So the key takeaways for today will be to give you some inspiration for how to design a cross channel team, give you an understanding of best practices and considerations. Linda has worked with dozens, if not hundreds of customers who use Adobe Campaign and has learned so much along the way. And she’ll gladly give you some ideas. And then lastly, knowing where to go. So we’ll be talking through some some great concepts and ideas, giving you inspiration. You’re going to want to know where you can find different documents and presentations and training plans and learning paths and so on. So I’ll give you some idea of of what you can do when this webinar is over and where you you can start. All right, so let’s go ahead and launch the the first poll question before we dive into industry trends and challenges. So the poll question, when thinking about the team you have using Adobe Campaign, what are your biggest challenges? But not having the right skills on your team, lack of organizational alignment, turnover, which is a big problem in today’s world, or maybe you need a bigger team. And Linda, as people are responding to the poll, just I would ask you to just chime in. I mean, what do you typically see as some of the bigger challenges? Yeah, so it’s across the board, depending on, you know, each customer. But we have seen, you know, customers coming back from covid where we’re starting to see high turnover and also pivots on who is doing what. So some customers really want to bring their their work in-house and not use agencies. And that comes with, you know, trying to analyze the team’s bandwidth and skill set, you know. So we’ll talk through some of that. But those are some of the challenges and trends that we’re seeing. Yeah, for sure. The last 18 months has rocked everybody’s world. I mean, we’re not meeting in conference rooms anymore to discuss what we’re going to do for the upcoming week. We’re scattered. We’re working from home. That presents all kinds of challenges in and of itself. But also the rate at which we’re being asked to do things as marketers completely changed, which has rocked our world. And as I look at the poll, which I can see I was having some technical challenges myself, but 48 percent of you indicated that not having the right skills is is one of the biggest challenges. And that could be related to to turnover or it could be related to the rate at which technology itself changes. And we’ll certainly touch on how you can focus on getting the people on your team the right training so they have the proper skills to use Adobe campaign and then not far behind, not having the right skills, a lack of organizational alignment and then needing a bigger team. That’s always the biggest challenge. I mean, and I can relate to that as a marketer. I always need to do more with with more people. But what I find is that I’m just being asked to scale myself and be able to do more with the resources that we have, which is something that we’ll certainly touch on as we go. All right. So that’s poll number one. Thank you so much for giving us that insight. That’s that’s super useful as we go through this content, as well as what we think about what we think about in terms of content we create in the future. So thank you for your input. So let’s talk a little bit about industry trends and challenges. Those are about saying, you know, we talk about the last 18 months. So much has changed for us, but so much has changed for that consumer, which is something we can all relate to, because when we’re not working, we are consumers. And you think of the access you have to to content and the brand, whether it’s speaking the best price or seeking advice or seeking reviews or seeking customer service options and so on. You know, never before have brands been so accessible by the consumer. And so much has changed with the consumer. Their preferences have changed. The way they engage with the brand has changed their their purchase patterns. And because of all that, you have to ask yourself, do you have the most up to date customer profile that allows you to understand customer behavior, but also anticipate customer behavior? And are you able to leverage that profile to orchestrate interactions across different channels? And more importantly, can you scale and automate processes, which has much to do with the technology as it does the people using the technology, which is exactly what we’re going to talk about today. And what I found through just doing some research and talking to analysts and talking to customers is that one of the biggest challenges for us actually lies lies within our organization. And that could be because we don’t have the right team structure. We don’t have the right work structure. We don’t have the right training set up for new hires or the people that we have on our team have not had the chance or time to upskill their role and their skill sets and so forth. And what lends to these challenges are a number of different things. But this is just a handful of different things and challenges that perhaps you can relate to. But one of which could be and Linda is going to touch on this is the need to have more synergistic relationships, not just within our own teams, but across teams. And that doesn’t mean that we’re not getting along with one another. But what it means is we have to ask ourselves, are we aligned? Are we energized with the overall goals that are being asked of us? A second one could be staffing constraints where we’re stretched super, super thin. And are we able to maximize the resources that we have? And the third one could definitely be departmental issues where, again, we’re not communicating across different teams. And that could be because one team is handling mobile or one team is handling customer service. And we’re all being asked to do different things by our leadership and feeling different pressures. But we’re operating in silos. And I always remember I presented with Linda, actually, at Summit. Gosh, I don’t even remember how many years ago it was, Linda, maybe three or four years ago. And something that Linda told the audience and it definitely stuck with me is she said, rather than focusing on tearing down silos, focus on the issues that silos cause. And that’s exactly what Linda is going to talk about today, where she’ll talk about how we can operate better as a team and across teams, how we can factor in change management into what we’re doing and also assessing. Do we have the right team? Do we have the right right roles? Do we have the right skills? And lastly, are we organized for success? That touches on some of the industry trends and challenges. Hopefully you can relate to that. And before I turn it over to Linda, I do have one more polling question. So get ready. Do you plan on expanding your team in the coming year? The simple yes. No, not a right or wrong answer to that one. We’re just curious. Do you plan on expanding your team in the in the coming year? So, Linda, when you talk to customers, you probably hear both where customers will say, no, we’ve got to make do with what we have or it could be where we’ve been given budget and we can expand our team. I’m wondering if you hear anything from the customers you talk to. Yeah, it really is a mixed bag. Some really are holding steady on their budget and not expanding. Others, you know, are seeing a bit of a growth. And then some are also pivoting on where they’re spending money. So as I mentioned earlier in my intro, I’m seeing some wanting to bring things in-house rather than using agencies. And that’s shifting where the budget is. And that creates additional need to analyze skill sets and bandwidth and gaps in teams as well. But, yeah, it really is a mixed bag on on budgets. Yep. And one thing I mean, you mentioned agencies and partners that we all work with. What I found is that their roles aren’t going away. It’s often their roles are evolving. So what they were doing two years ago is quite different than what we need them to be able to do now. So it’s thinking through as value partners, where do they fit into this overall ecosystem? So as I look at the poll, do we plan on expanding our team in the coming year? Sixty two percent said yes. So for those of you expanding your team, you definitely have to hang on to the end of today’s presentation, because I’m going to cover training paths and roles and things like that. That could certainly help onboarding new people to your team. So so keep that in mind. All right. So with that said, Linda, I will turn it over to you where you’ll discuss some of the building blocks for a high performing team. Yeah. So the next few minutes, we’ll talk about org readiness. And whenever we do implementations, this is something near and dear to my heart, because I really look at the success of adoption and implementation, not only being a tech, but also the people and process. And so, you know, when I think about org readiness, you know, there there’s a couple of things that we’ll dive into. But one is just really ensuring that you understand the overall goal that we’re trying to solve. You know, and it could be a lot of different things. And one thing here is like, you know, did you bring in a new CMO or new CTO that has a change in direction? You know, that could be something that triggered this, but really understanding the why we’re doing this and what again, what triggered it. But some of the other things to think about is making sure you have the right executive sponsor. And this is really not only just for funding purposes, but to also ensure change management and overall support. And we’ll dive a little bit more into each of those. And then also making sure that we’re involving the right stakeholders and that you’re understanding impact of all those different parties and stakeholders. And we’ll get into that as well in a little bit and more slides. And finally is really the goals and the results. And this is an area I often see overlooked or oversimplified. So making sure that you measure the right things. So one customer I worked with, you know, they were measuring the success of a campaign by opens and clicks, you know, and after conversations and diving in deeper, you know, it’s like 90 percent open rate is phenomenal. It’s wonderful. But it it yields only this much in revenue, you know. And if you increase the audience and saw that open rate drop, but saw, you know, two, three, four times the amount in revenue, that’s a good thing. So, again, just making sure you’re measuring the right thing. You know, return on investment versus opens. You know, they they’re all important. But again, making sure you’re you’re looking and focusing on the right metric is going to be key. And then also making sure that you have alignment across those goals. And we’ll dive really deep into this. But just one example that I had is I work with a customer where, you know, you know, each team ran their own campaigns. So you had, you know, email being executed out of the marketing department. You have mobile and SMS run out of IT, you know, and you had direct mail run by a separate team as well. And, you know, what I saw was each team had their own campaign calendar. They weren’t collaborating. Fatigue was an issue and they saw high opt out rates by their customer. And, you know, basically what we were seeing is each team got compensated on their individual conversion rates. So there was no true collaboration between those teams. There was no incentive to share and collaborate. So that’s an area that we’re going to dive deeper because ensuring that there is that collaboration and making sure that you’re marching toward the right goal is going to be very important. So let’s go on to the next slide. So, as I mentioned, we’re going to talk through collaboration, goal alignment, which is really understanding the mission, the objectives and the KPIs and change management. We’ll dive into each of these sections. So let’s start on collaboration. So, as I mentioned, you know, as Bruce also mentioned, you know, many organizations have silos and they’re there for a purpose. And I think in many cases they’re good things, you know, and you don’t want to tear them down. But what you want to make sure is that you remove those barriers and making sure that you are building a collaborative environment. So one of the first things to do is really make sure that you have a shared mission and goal. So, you know, many of those many customers, what they do is have something that is customer is central to those goals. You know, so customer experience, you know, that might be the shared goal. And then you motivate and incentivize toward that common goal. Without that reason, it often is not sticky and people resort back to old behavior. And then the next is to really promote that coordination. So one of the things to to highlight this example is really a nonprofit that I’ve worked with over the years. They’re their shared goal is really to build on their donor program. And they do a lot of good through their fundraising efforts and their donor experience. They want to make sure is very customer centric, you know, making sure that they’re getting the information that they need in a very timely manner. And one of the programs that they do is a fundraising event and they do a holiday catalog. So in the past, what they did was they had, you know, a holiday catalog that was sent by direct mail. They had email, they had. A call center that handled their, you know, their orders, and it wasn’t very well coordinated, you know, and it led to a bad customer experience because, you know, an email might be sent when the call center was closed or when the volumes were really high. So what we did was work through, you know, we had a session where we agreed on some shared goals and we put in some incentives to help motivate. And then we built out the coordinated session to make sure that we achieved those goals. So what we did was really we mapped out the customer journey across all the different channels. We, you know, had the email go out in conjunction with the direct mail piece and that email would have a call now button. And it was only displayed. It was dynamic content. When the call center was open, we also would throttle the emails based on wait times in the call center. So, again, it was a very customer centric approach, and that was the shared goal across all these channels. And, you know, we we really changed the way that the customer was executing that, you know, that shared goal. Another tactic to increase collaboration is called workout sessions, and this is something that Jack Welch, former CEO of General Electric, really, you know, formed and created. And he believed that companies needed shorter decision cycles and collaborate with greater employee participation. And he created these workout sessions where key folks from different areas of the business, geography’s levels really came into a room to solve a stated problem. So, for example, if they wanted to improve customer loyalty, he would pull in people from sales and marketing and customer service, finance program managers, and they would participate in these workout sessions and it would last a day or two and everyone would brainstorm. And at the end, have a consensus on and decisions that would, you know, be executed in order to have, you know, a better solution. And the key is really to have executive sponsors that also can make real time decisions. So, again, very intense, but really created a very collaborative approach to problem solving. So, again, these are just some of the things that I’ve seen really work between workout sessions and really pulling teams together, having shared goals, motivate, incentivize results and coordinate. So let’s move on to goal alignment. You know, as I mentioned, you know, I’ve seen things where goal alignment, you know, didn’t happen, you know, and, you know, it creates friction within an organization and it also leads to a less than ideal customer experience. So making sure that you have that goal alignment really is key. And it starts with that mission statement, you know, focusing on, you know, the keys for the business and what you try to accomplish, building out objectives and then KPIs. So we’re going to go into each of these three in a little bit more detail. So let’s start with mission. So the mission is really focused on those key activities. You know, all companies have them, most integrate all aspects of a company and allows people to focus on a bigger picture, one that is really important to the success of the company. So your company’s mission statement probably has something to do with customers, employees and owners and pulling that all together. So Disney, one of my favorite companies to work with is, you know, really their mission is creating a happy customer and a good customer experience by providing them the most creative and innovative products and services and be a top provider of entertainment. So their mission really is, you know, pulling all those aspects together. You know, it talks about the customer experience. It talks about employees, how they pull, you know, the entertainment pieces together and really creates that focus area. And it’s really customer centric in most customers’ mission statements. So from the mission statements, you build out objectives. And this is where each. Each area of the business will, you know, pull their own objectives together, but it must align to that overall mission statement of that company. So some of the questions that people tend to ask when you develop your objectives, this comes from a Harvard Business Review, is like what new skills or knowledge do we need to excel? How might we better serve our customers? How can we provide additional value? So these are some of those questions, like I said, that help form your objectives. And then, you know, out of those questions, you know, you you pull those objectives together. And it will be different for each business unit. So, you know, the services department, they might have something like resolve customer problems more quickly. You know, it might be something like making it easier for customers to contact you. And then on the marketing side, it might be communicate with my customers on critical items in a timely manner or reduce the time for ROI for your customers to achieve on products, you know, a quicker time to value. So these are some of the objectives that will map back to the overall mission statement. And then once you have those objectives, it’s really about building out those KPIs to ensure that you’re measuring. So the objectives and making sure that you’re making progress. So the key is really to ensure that things are measurable. So, you know, an example would be, you know, for marketing, it might be to increase engagement in your communication by 10 percent or reduce the number of lapsed customers by 10 percent within a year. So, again, really having very specific goals that map to objectives and then map back to that mission statement. And once you have those KPIs, the next thing is to map out that plan to ensure that you can achieve it. So often things don’t magically happen as much as we want them to. So, you know, if my goal, for instance, is to have reduced errors for my customers, you know, for go live during an implementation, you know, it might be to create a check list that might be something, you know, I want to implement, create a new process for rendering my HTML, up level my team skills, building out responsive design. You know, if it’s trying to reduce customer issues on rendering of emails, you know. So, again, it’s really building out those key action items to achieve those KPIs that achieve those objectives and then again map back to that mission. So I know I’m talking really fast, but those are really, again, the importance of mapping it all back and making sure that you have that alignment. And when you do that, you tend to remove friction within teams and silos to ensure, you know, a good customer outcome. So once you have that, you know, alignment, the other piece that’s really, really important is change management. This is the people part of the solution. And, you know, when I think of change management, enablement is incredibly important. Regardless of incentives, regardless of KPIs and regardless of changes you put in into effect to increase collaboration, if your team doesn’t have the right skill sets, you know, they’re not going to be set up for success. So I really break down enablement into three focus areas. One is domain skills. And when I think of this, you know, you can go deeper, you could go broad. And specific to cross channel marketing team, you know, you might have someone that has really deep expertise in email. You might have someone else that really knows deep expertise in SMS. But I think it’s also really important to have someone that is a generalist that can map over all the different channels or map over the different BUs that might be implementing different marketing programs. Because, again, think of a customer experience. You know, they’re not siloed. It is mapped. So making sure that your team has the details, but also the bigger picture as well is going to be really important. And then networking skills. You know, this is so vital to ensure that not only the collaboration, but really building that connection and between internal teams. And then those analytical skills, so really understanding what your customer is wanting to do and needing to do. My dog is barking. It’s a little distracting. You talk about those work from home hazards. It’s OK. Exactly. No worries. On the analytical side, just really making sure that we’re focusing on relevant and contextual messaging, but really diving deep into the data and letting data be your guide when you pull together those programs. So, again, three areas of enablement, not only on the toolset, but really across channels, making sure that your team’s networked and really building that collaboration. And then that those analytical skills to really ensure that, you know, you’re marching in the right direction. So, you know, when I think about change management, there’s several different things and best practices. You know, when we we implement a customer, I often recommend chunking it out. And what I mean by that is really doing a phased approach, not fighting too much off. You know, you want to make sure your team has enough time to master the basics before, you know, moving them on to more complex. I also think giving organizations the ability to start seeing that the value of the tool earlier. So rather than doing a big bang, chunking it out, getting some quick wins. And it also really energizes the team. You know, if they start email execution relatively quick, even if it’s basic emails, it gives them a sense of pride and ownership. And again, those quick wins start seeing the ROI of the tool. It really helps engagement and keeping the team motivated. Prioritization. You know, this is an exercise that we do often in our implementations. And what we do is like we we analyze, you know, all the different initiatives. You know, you know, what we don’t want to do is reinvent what you currently have during an implementation. You know, we want to build a better mousetrap. But that list of recommendations often is pretty long. And what we want to do is prioritize. And the way I like to organize it is really by effort and impact. And then you can build out your own little magic quadrant, you know, and looking at where, you know, the effort is fairly low, but the impact is high and getting some really good, impactful, quick wins goes a long way. Involving the team. So, again, this this is change management 101. You know, getting the team involved early and often and making sure that you’re hearing their inputs is really important. And this leads into number four, which is understanding impact. So, you know, when you’re when you’re looking at having a team take on a new tool or, you know, it takes a while for them to learn. So what you don’t want to do is, you know, have them take on a new tool during their busiest time, you know, or when they’re stretched really thin. So or at least understanding that. There’s also another activity that I really like doing, which is called a pre-mortem. Most people have heard of post-mortem, but pre-mortems really it allows the whole team to get involved and call out where things might go wrong or where things have gone wrong in the past, whether it be not enough enablement or not enough time to learn a tool. And it gives people the opportunity to express their concern in advance and then put a plan in place to mitigate. So, again, really involving the team, understanding impact and planning. Next, number five is readiness. And this goes to really making sure, you know, understanding the timelines, resources and training that is needed to set your team up for success. And the final is sponsorship. And we talked about this at the beginning, but really ensuring that you have, you know, an executive sponsor that is promoting this and encouraging the change management. It happened. It has to happen at all levels. But really having that sponsor promote whatever is that you’re changing is going to be key. So, you know, as far as organizational design, you know, there’s a lot of things, you know, to think about, you know, looking at what are the key roles that you need to, you know, execute Adobe Campaign, how those teams and roles fit together and then the skill sets that you need. Those are things that, you know, we can all help you with here at Adobe and looking at, you know, who you have currently, but also what gaps you might need help filling. And then also, you know, the gaps really is how to build out that training and enablement to ensure your team set up for success. Again, like I said, you know, focusing on the tech, but also the people and process, you know, and ensure overall success and adoption of the tool is key. And these are just some of the things to think about to ensure that, you know, you’re set up for success. So with that, I think, Bruce, we might have another question. Yeah, we do have another poll. Can you hear me OK? Yeah. Excellent. So we have one more. Actually, we have a couple more poll questions, but we have one right now that we’d like you to take. It’s what is the current size of your team that accesses Adobe Campaign? How many people, whether it’s super user or multiple super users or just somebody who manages deliveries and creating content and so forth, just overall size of your team. Linda, what do you typically see? And before you answer that, you’re going to say, well, it depends. And that’s totally fair. And it’s accurate. It depends on so many different factors. But typically, what do you see? Yeah, it is across the board. You know, I work with large enterprise customers that have really large teams and I work with smaller customers that, you know, have smaller teams. And then also how they’re organized as well. You know, you know, we talked about those silos. So we have teams that have, you know, three or four people in their email channel team, you know, and then I then they have some for SMS and mobile. So they’re organized that way. We also work with customers that are very BU oriented. So, you know, lines of business where they have an entire team cross channel marketing team that is focused on, you know, a particular brand. So but, you know, as far as team sizes, you know, I’ve worked where, you know, people wear many hats and they might only have a team of three or four. You know, and then I work with very large enterprise that have multiple brands that have, you know, 15 people or more in the org in the tool. So it really does change based on size and the number of business units and all that. And how many campaigns they execute, you know, looking at their campaign calendar, you know, I worked with one that, you know, execute. We migrated over 800 campaigns, you know, across all their channels. I work with other customers where there’s only 30 campaigns that need to be migrated over because it’s much smaller. You know, so again, it really has an answer of it depends. I should have included that as one of the poll responses. It depends. As I look at the results, it’s fairly evenly split. The 35 percent have a relatively small team between one and five. And what I found is in some cases that the size of the database or the number of campaigns that are being managed doesn’t always correlate to the size of the team, because I remember getting to know some folks on the team at Travelocity and in hearing about what they were doing and how they were evangelizing their use of campaign within their organization, you would have thought they had 10 people using it where in reality they had a high performing team of like five. So that’s kind of it depends. And like you said, many people wear many hats, but 40 percent indicated they have 10 or more on their team. And for those of you who have 10 or more, hopefully you found the previous content that Linda just went through around KPIs and goals and collaboration. Hopefully you found that useful and it gave you inspiration for how to manage your larger team. All right. So I’m going to round out today’s content and just get into discussing some of the more common roles for Adobe Campaign. And Linda hit it on the head that there’s there’s we can give you a cookie cutter work chart and definition and roles and responsibilities, but there’s always a it depends factor. And more often than not, people will be wearing multiple hats. But at a high level, you have the following roles like right in the middle of the campaign manager who is responsible for coordinating and orchestrating within the organization. So they have a good deal of understanding about Adobe Campaign and what the capabilities are and what deliverability is look like, what the data structure looks like, but might not be the power user. And then that campaign manager would collaborate with a marketing manager and that might be somebody kind of at the brand level. Or it could be the agency, quite frankly, that you work with where they tie in strategy, planning, tracking metrics and things like that. On the right hand side, there’s the person responsible for for IT and setting up permissions and access to different data sources. Or they might be the chief privacy officer, which which many of us have. And then down below, different roles to consider. There’s that Adobe Campaign power user on the far left. And that that image of that power user, that’s a subtle shout out to my friend David, who’s a super user of Adobe Campaign and participated in previous webinars. But a good example of that power user who can really roll up his sleeves or their sleeves, get into campaign, manage data and data sets and data workflows, but could also up level and do some really cool things with personalizing content. Then there’s the delivery designer whose role might be personalizing content and reading email templates and so on. And then something I picked up on from my friends at Travelocity is having that data steward is key. And there might not be a defined role for that person or title, I should say. But the data steward is somebody who understands where that data is, because, as you know, campaign has powerful capabilities where you can get at data, where it lies and create workflows to pull it into the customer profile and so on. So having somebody who is a borderline DBA or what I would call a data steward is important. And then lastly, there is the need for a campaign administrator who sets up the roles, the groups, the permissions and governance of access to the different parts of Adobe Campaign, which might evolve as you grow your team. And many of you earlier talked about that. You could be growing your team because you’re taking on additional channels. You could also be growing your team because you’re expanding the use of campaign to the different teams within your organization or different brands, which would bring in that campaign administrator and how they set things up. I mean, don’t freak out about this slide. This is just for guidance. It’s not like our mandate to you. This is what you have to have in terms of roles on the left side and skills in the middle and the training that they need. This is just a little guidance. So if you think through that previous slide and the different roles were suggesting and again, I’ll caveat that with those people could wear multiple hats. But as you think through those roles, you think through the different campaign skills they’ll need, which is in the middle of this slide, and then the training required. So I think this this is a good takeaway for you. If you’ve made a screenshot, that’s fantastic. It’ll also be included in the follow up pack that we send you after this presentation. But again, it gives you a good idea if you’re building out your team, you know, where you could possibly fill some some gaps. Or if you’re thinking about up leveling the skills of some of the people on your team, this is a good way to think about it as well as as well as roles like the actual names of the roles of people involved in using campaign. And I’ll just go through this kind of quickly what I’ve done. And this is, again, a good takeaway for you. It’s available in the follow up content as well as experience league. What I did is I created like a one pager for each of those roles that really draw out the core competencies and the different work activities for that person. Does he think through how you’re trying to manage some of the madness and craziness and awesomeness of Adobe campaign? Just just think through these roles and then the competencies required for each as well as the different work activities. You know, one skill I would call out and Linda mentioned this and it’s subtle is having somebody on your team with very strong analytics skills who understands predictive modeling. If you’re using another solution for that or Adobe Analytics. And two webinars ago, David presented some really good content on how they use campaign and analytics together. And he kind of had that that hybrid skill set where he really understood what was going on with Adobe Analytics and other data sources that could be pulled into campaign. So definitely think through where those analytic skills come into play. And I won’t go into detail on this slide because there’s a there’s a lot to read and digest on this particular slide. But it’s just a good example of what you would need that campaign administrator to do, as well as David, the campaign power user and some of the skills that they would bring to the table. And it’s not just designing workflows, but it’s having the strong analytic skills that I talked about. JavaScript skills, HTML development capabilities being that that super user of campaign and knowing, you know, beginning to end most of the capabilities. And also, you know, think about some of the things that Linda talked about around communication and collaborating is that power user collaborating with that data steward to understand how to access different data sources, how to create new schemas, how to give that campaign user access to that data and so on. So this is all part of the leave behind materials. Again, gives you a good idea of what to expect. You know, as I round out the the the presentation materials for today, we talked about roles. The next step would be, well, how do we organize the team? And this is just conceptually where you think of all those different roles. Some of those roles might be more like the divisional or BU or or group level where they’re responsible for factoring in the strategic vision and the overall strategy, but also understanding how campaign works and how campaign can support that overall strategy. In the middle, you have your core campaign team that’s rolling up their sleeves and creating those workflows and those schemas and those deliveries that support the strategy. And then at the bottom there are you know, there’s the team of probably the most important people on the team. Those are the ones who set up a campaign for the different users. There is the data lead or data steward and then the different technical architects that enable what the campaign team is doing to support the overall strategy. Everybody always wants to know how can we organize our team? And, you know, a very there is an academic approach to it that’s always very helpful to think about. But if I were to quote Linda, the right word structure would be, well, it totally depends. But what I want to do is give you some some some ideas of what to think about. And there’s three different types of teams that typically we see. There’s the center of excellence, which could be a team of people from across the organization that kind of come together to give ideas and insights and input into strategies and different campaigns, but also learn from one another as to how they can course correct campaigns or get even better. And that would be a center of excellence. There is also something emerging called customer journey teams, where you might have an individual or a small team of people that manage customer journeys, where, you know, a good example could be have a team managing onboarding new customers and the journeys associated with. You might have another team that manages retention and another team that manages loyalty journeys and so on. They all have to communicate with one another. But you have these different journey teams. And then lastly, if there’s something we learned in the last 18 months, we have to do things quickly and they have to be done by yesterday. So we have to be very agile with with how we roll out new campaigns and new ideas. And I’ll just touch on these different teams where, again, the center of excellence is just a concentrated, concentrated team of different experts where you build expertise throughout the organization. There are journey teams, which are starting to become more popular or experience teams where these different teams or it could be even be an individual. They’re tasked with just creating journeys focused on a very specific need, like I mentioned, onboarding or creating a welcoming sequences or nurturing sequences or team invested in retention journeys. And then lastly, there is agile marketing where it’s quickly bringing together different people from across the organization, operating in agile principles where they do things very, very quickly and collaborate with one another and get campaigns and journeys created and executed and measured very, very quickly. And we can think of many different examples in the past year where we might be asked to, well, we need to quickly incorporate loyalty data into what we’re doing. Or it could be you didn’t have a loyalty program before, but you do now. And we need to factor that into our cross-channel campaign collaboration. And that could be an example of agile marketing and how you quickly do things to get things done. And Linda, we’re kind of short on time, but I’ll just give you some quick airtime. Typically, what do you see as you talk to your customers with regards to these different structures? Yeah, so center of excellence. I know we have a decent number of customers that went this approach and it really is. It tends to be more of the bigger global customers where they have a centralized team building out like their marketing programs and they build out some templates where the regional teams, their skill sets might not be as deep and they want to also the centralized team wants to ensure like brand and that a number of templates and ensure consistency. And those regional teams want the autonomy to still execute. So that of excellence is really a good opportunity to take advantage of both worlds. And I think it’s a good starting point to where if that’s where you aspire to go, that’s you can almost think of this as a framework, but not exclusively. So because you still get out smaller journey teams focusing on different different types of journeys or agile principles always come into play. So just some good things to definitely think about. All right. We have some polls that will flash up as we go through as I go through this final bit of material. So I just go ahead and answer the polls. We just want to know what you thought of the session. And would you refer to a friend and so on? I want to go through some some different resources. So for those of you who plan on growing your teams, there’s learning paths out on experience league to where you can create an access learning paths associated with those different roles that we talked about. So link at the bottom of this slide, it will be in the follow up material where you could go out and experience league right now and find them. But I’ll certainly point you the way the materials definitely encourage you to look at those different learning paths and tailor some paths. According to the structure that you come up with. I’ve talked about these Adobe Spark pages before, and I’ll talk about them again because the very first page in the Spark pages has to do with the people part of people planning in product in the way that the content is organized. So a lot of this content, like two or three clicks deeper is available on the Spark pages. So please check out those Spark pages, bookmark them because I’m continually updating them. So it could be something good that you show a new hire. Right. Where if they need to study up quickly on Adobe campaign, there’s some great stuff in these Adobe campaign Spark pages. And there’s one for campaign classic and one for campaign standard. There’s videos, there’s summit sessions where I should have mentioned this earlier this year at Adobe Summit. I was in a presentation with Comcast. They talked a lot about work structure and so forth. So I bookmarked that that summit session in the Spark pages. So definitely, definitely check those out and share those Spark pages with others. Also, on a monthly basis now, you have the ability to log into experience league and ask questions of an expert, like in a live forum type of an environment. We’ve had a lot of really good participation where people will follow up to these webinars, join these virtual coffee break sessions and experience league and ask questions in a forum. You can go check out previous coffee breaks to see what people ask, or if you wanted to do a live, you could do that as well. So use the link to register for future coffee breaks and experience league and get an understanding for when they are. And then lastly, I’m feeling a little sentimental. If you’ve joined all four of these webinars, I really appreciate your time and attention. Or if you joined one or just a few, that’s awesome as well, because we created this content and rolled out these webinars for you, that marketing practitioner, that campaign user. And we want to do more and we’re going to do more and I need your input. So I think some of you have put some ideas in the chat. Email me. We’ll get these rolled out probably in November and then definitely going into fiscal year twenty two, which would be January, of course. So stay tuned for more. And then lastly, all these are available on. You can take a look back at any of these that have happened throughout the summer. So Linda, any closing comments before we close out? No, just a thank you. I know we’re out of time, but thank you very much. Yeah. And I would just encourage everybody, don’t be shy. Our email addresses are on the screen here for a reason. Feel free to reach out. I personally would love to hear from you, as I’m sure Linda would, if you need some advice or some direction. We’re here to help you. So, again, thank you for your time and look forward to seeing you all in a webinar in the future. Great. Thank you, Bruce. And thank you, Linda, for a great discussion and a big thank you to our audience for joining us today. Please note, we will email a copy of the recording and resources after the event. So keep an eye out for that. Again, thank you for joining us. We hope to see you again in the future. Thank you.