Are We Learning to Get It Right?

From the recent iMedia conference in Texas to Internet Week in New York, participation from all segments of the industry demonstrated yet again that advertisers, agencies and media companies are all clamoring for ways to effectively and efficiently capture the digital audience. While leading practitioners are finding numerous ways to tell us all how to do that, I'm skeptical that anyone really knows how to create a holistic environment to leverage integration. It's not that I doubt what the experts have to share. Their combined experience, intelligence and insight are invaluable.Nevertheless, there is a common roadblock that needs to be addressed because it can get in the way of our ability to effectively communicate in the media world: many traditional companies are often unprepared to recruit and utilize new digital talent, and effectively incorporate them and their ideas into otherwise steadfast corporate cultures.Incorporating new thinking into traditional organizations requires a special brand of understanding and effort; investing in it can make a measurable difference in the success or failure of any new digital strategy.The first step is not to rush out and recruit fresh, young talent. Misplaced talent is a disaster to any organization. It's disruptive, culturally out of step, expensive and often wasteful. Instead, businesses must examine how they're structured and what holes need filling. Then, and only then, can we go about finding the person best suited to carry out the responsibilities. To do so, I suggest you answer the following questions: 1. What is right about the way things are being done and what criteria are being used to determine success? Many companies don't spend enough time evaluating and benchmarking their current efforts. They assume that if nothing is wrong then everything is right. They fail to consider what may be necessary going forward in order to compete in the rapidly-shifting digital world.2. What changes need to be made within the current structure and who is being asked to accomplish these changes? The success of any new hire depends on the flexibility and expertise currently within the company. Up-to-date industry knowledge is required in order to even identify the right talent. Once recruited, new employees must report to executives who create and manage an environment in which they can thrive and flourish. 3. How fast can the transition be made without near- and far-term financial losses? While we want to build the organization to accelerate growth, we need to also focus on short-term results by balancing current revenue streams with investments for the future. Resources, systems, staffing and structure are all part of the expenditure required to assure future success. 4. What measurable gains can be made to the changes being implemented? No one wants to wake up and find that investment in time and money did not pay off. Part of the process of implementing a transition plan is to measure and keep track of all resources, from financial to human, including morale. Gains can sometimes be disguised by faulty assumptions and corrected only with additional expense.5. What is the best way to bring in new talent to accelerate those goals? An employee's success can only be determined when measured against clear goals. One of the major causes of new job failure is the lack of a clearly defined job description and the required deliverables. Ideally, this should incorporate a long-term vision. The media world is changing rapidly; new hires should be prepared to face new challenges as they arise, while the company must be prepared to meet future demands without constantly replacing employees. When an employee is fully aware of long-term expectations, he or she is also fully vested in the future of the company.The process of answering these questions is not as simple as it sounds. However, I strongly encourage every organization to try it. Change is frightening and disruptive. Employees fear for their jobs and worry about their ability to meet new challenges. Successful executives know how to "pre-sell" change. They deliver positive messages to all employees, and ensure that top managers are adequately equipped to deliver and support these messages. They also provide a viable feedback mechanism to handle comments and questions as they arise.Yes, we do need to re-evaluate the way we do business in the advertising industry today. And we must keep doing it. Digital is just one of the many issues on the table. Integration between traditional ways of doing things and new concepts precipitated by technology and cost are inextricably linked to all corporate growth. Keeping the dialog separate between one side and the other will only thwart an otherwise sound company's ability to grow and thrive. Michael Drexler is founder and chairman of DrexlerGellerAssociates. He can be reached at mike@dgasearch.com.

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Are We Learning to Get It Right?

Michael Drexler

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Michael Drexler