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Digital performance tips: beware of specialists

Here’s a companion piece to last week’s post about the value of simplicity – this time I want to focus on the importance of generalists.

There’s a quote we used at Tequila which I always liked: “A man with a hammer sees every problem as a nail.”

Digital marketing is full of very smart men with hammers labelled ‘social media’, ‘organic search’, ‘web analytics’ etc. And that’s great, because all these things are really complicated and require a high level of expertise to do right.

So we have a world where all these people successfully bash away at their specialist nails, moving from big nails to little nails to tiny little carpet tacks as they progressively optimise their channels.

They are experts in what they do – but they probably aren’t the people to help you find the really big performance gains within digital. They probably solved the big problems in their area a long time ago and are now productively tinkering away at smaller, less significant tasks.

Meanwhile the bigger questions around digital strategy could be going unanswered.

For instance, a great paid search expert may be able to help you to drive another 5% of value out of her channel. But will she spot that you’re spending 50% too much on paid search? Will they notice that your budget could be better invested in a completely different channel like email marketing?

Actually the big opportunities for performance gains may well lie outside channel strategy altogether. If I was a client, I’d be keen on having a hard look at areas like drive-to-web messaging, landing page optimisation and overall site performance.

In fact, rather than tell my agencies I want to drive more value from channels x or y, I’d pose the question “If I could find another £10k, where would you spend it?”

This is where the much maligned generalist comes in handy. You need someone to look objectively across all activity and work out where the best opportunities lie.

A good place for that person to start would be with a simple measurement model that integrates channel and site performance.  That could show you the places where you need to improve. Then armed with that knowledge, you can go looking for specialists to put it right.

 

4 Responses to Digital performance tips: beware of specialists

  1. Fun post, Mike, and provocative as usual. It’s obvious that you’re not anti-expert, and your final point alludes to the important point of problem/opportunity assessment and developing a ‘synthetic’, coherent view. It’s a major challenge in our industry for people to look beyond their own expertise and experience, as well as the experts they have to hand, to develop a sufficiently broad view so as to determine where to use experts. Taking your ‘hammer’ metaphor, we need a Site/Works Manager to deploy tradespeople effectively, or an architect/designer to set the overall scheme.

    You do not address though the question of how one briefs an architect in the first place. What is it that we “want”? What is success? What is the requirement?

    You mention a “simple measurement model” as a coherent framework, but I suspect that you’re being too specific here (indeed, showing your own “expertise”??). What is the unifying factor in our businesses? The customer? Her experience? Taking her money once? repeatedly? Getting to IPO? Satisfying shareholders?

    Whatever is important to us should be the lens through which we view the world. Applied ruthlessly we can see then what’s important, then determine measures, and finally have a hope of identifying and briefing experts (should we need them).

  2. Great post Mike. Generalists here in Brazil still have an awkward fit in agencies, as they find it easier to do a quick sell of experts in their portfolio of services, packed with micro-offerings. The consequences show in the results of disjointed tactical decisions, with an outcome difficult to read and to measure.
    Hope you are well!

  3. Hi Mike,

    While I agree with you totally, I cant see a client asking for a generalists opinion unless of course we could think of a new fancy title to replace Generalist Manager.

    I have been racking my brains but don’t think my suggestions are quite there:
    Head of Miscellaneous
    All Embracing Knowledge Manager
    Comprehending Manager (my favourite)

    Cheers
    Rowan

  4. Thanks Mike, you know I am with you on this one. However, perhaps the dichotomy between generalists/specialists does not paint the full picture. Some would argue that the most valuable individuals in an agency are the “T-shaped” people (I believe term coined by McKinsey): “People with deep analytical skills (the vertical stroke of the T) but also broad empathy toward those other skills and disciplines encountered in business (the horizontal stroke of the T). These highly adaptable, rapid learners turned out to be ideal management consultants”.

    [Source: http://www.core77.com/hack2work/2009/09/on_being_tshaped.asp

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