When I wrote about siloed teams, I left a lot of ideas out. This is a follow-up post, expanding on the same topic. If you have landed on this page for the first time, I suggest you first read my previous post and then come back here.
Like all guilds, digital marketeers have their own jargon. People outside the group may find it difficult to understand what certain words mean. One such word is campaign. Different people, teams or companies in digital marketing use it in different ways, often excluding others’ meaning.
Many years ago I read a story about the resignation of Google’s lead designer. He wrote a bitter post, where he explained why he did it. I recommend that you read it before you proceed with my post. Initially, it was just an curious story for me, but now I see profound implications.
The concept of consumer journeys is becoming one of the key techniques to digital marketing. It is an innovative way of creating campaigns, which requires all teams rowing together towards a common goal. If you have not heard about them, in the few posts I will explain consumer journeys in more detail.
In this fast-changing world we are living in, we tend to concentrate too much on the details and forget about the big picture. As, probably, many of you, I started by just thinking on how to solve the particular questions my customers had. One day, though, I had one of those enlightenment moments and I started to think in use cases instead. Let me explain you my journey until I realised how important the use cases are.
Let me start with an anecdote I once heard. The marketing department decided that they wanted a new feature in the home page. The IT team received the request and implemented it as per the requirements. Three months later, the business owner of this new feature requested a report on the performance of this new feature to the web analytics team. To the team’s surprise, that was the first time the web analytics team had heard of this feature. Consequently, had not issued any tracking requirements and there was nothing to report on. In other words, three months had been lost.
A few months ago, I was working with a customer on premise and the manager asked me a tricky question: how to organise the analytics team. That company was undergoing significant changes in the analytics front, as a few key members of this team were leaving. As with most questions in life, there is not a clear and definitive answer to this particular one. However, I can share what I have been seeing in my customers.
When companies are small, they inevitably go for cheap or free web analytics solutions. In fact, this is a no-brainer, given the cost of the licenses of proprietary solutions. In these companies, there is only one person in charge of the task of analysing visitor’s behaviour and, usually, this is only one of the many tasks he has to do. As the importance of web analytics grows, this person ends up working full time on web analytics. Sometimes, a second person joins this mini-team, but within a broader team that manages all internal analytics and reporting.
The next breakpoint happens when the company as a whole realises the benefits of having a very good understanding of the customer behaviour. In this situation, more and more people want to have access to the statistics gathered by the analytics tool. Not just only the web analysts, but others in the marketing department (or even other departments) want to have first hand data. These other roles do not need full access nor are going to spend their full working day on the web analytics tool, but they want to be able to self serve. As a consequence, more people demand more features and capabilities.
Inevitably, this approach leads to larger analytics teams, with a manager and a team of two or three people that are working full time on all aspects of the analytics: reporting, ad-hoc analysis, implementation, supporting other users… But not only that, another consequence is that free solutions become a problem rather than a solution and more powerful tools are needed, like Adobe Analytics. As an example, I remember one company switching to Adobe Analytics just because their previous solution did not scale well.
The last big change comes when the websites and apps are in continuous development, constantly adding new features, with releases every few weeks. It becomes impossible to keep up with the changes in the development and, at the same time, satisfy the reporting needs. At this point, there is a need to split the web analytics team in two: one dedicated exclusively on the implementation and another on the reporting. These two teams have different line managers, although they are closely connected.
Even in this situation, there is still room for improvement, especially in big corporations. You can see further separations in both teams for apps/web, different websites, desktop/mobile web…
In parallel to all of this process, there is another tip I would like to share. The web analytics job market is fairly small, but very dynamic. There are very few good web analysts and recruiters are always luring web analysts to fill vacancies in other companies. It is therefore very important to have a healthy balance between junior and senior analysts. Both are needed and junior team members need to receive a good training to be able to fill in the gap when more senior members or even the manager, eventually leave the company.
As I said, this is only my experience, but after having worked with dozens of companies, where this pattern tends to repeat, I am inclined to believe that this is the best approach as of today.