With the sheer size of the client, it’s not surprising they needed a strategic partner that could help them overcome unique challenges such as a complex technology stack and existing digital transformation effort, both of which would need to be strategically integrated with the new Workfront initiative. Additionally, a geographically and functionally diverse set of organizations, coupled with minimal project management methodology had led to a series of decentralized processes, often times with little to no consideration given to how end-to-end workflow should truly be architected for omni-channel marketing campaigns.
Moreover, the breadth of what this agency provides spans nearly all facets of marketing and creative development. From social media, to thought leadership, to public relations. Each of these functions represented a stakeholder group that would need adapt their processes—would need to compromise—so that the larger vision executives had for transformation could be realized.
...we would not have had the success that we had, without LeapPoint.
Using a methodology based on leading industry practices, LeapPoint guided the client through a detailed discovery and design process that, for the first time ever, documented, standardized, and codified their end-to-end workflow. LeapPoint then analyzed these processes to develop a project management approach that would make day-to-day work management efficient but also provide executives with the level of insight and transparency they needed to make informed decisions.
The nuts and bolts of the Workfront implementation required significant expertise in structuring an operational system of record to support omni-channel campagins as well as advanced reporting, system integrations, and document management. In total, LeapPoint deployed:
The first group in the phased implementation was a global sales support function providing remote support to territories across the world and drawing on resource pools in six different time zones.
The second group provided strategic marketing & sales support to large accounts. Using teams in both the US and India they provided support for both business development and account management.
The third and final group in the implementation was responsible for customer relationship management and used offshore resources to support account maintenance, system administration, and reporting.
As is the case with many large enterprise implementations, Workfront was being “used” by myriad of different stakeholders but managed and “owned” by a different, centralized function. This organizational disconnect only heightened the need for strong change management and stakeholder engagement to help the different user groups feel as though they had a voice in the design and configuration of the system.
Identifying these groups early in the process—understanding that not every function needs to be parsed to the Nth degree—and involving them in the full scope of implementation is critical to a successful rollout. But equally important, and often overlooked, is the need for continued stakeholder involvement as the organization matures so that system evolution and process evolution happen in lock-step.
Determining involvement is critical. While “too many cooks in the kitchen” is a good lens to keep in mind, you also want to make sure you’ve accounted for the necessary breadth of perspectives. And in some cases, the stakeholder group you involve during implementation may actually be bigger or smaller than the ongoing change control group.
While often perceived as overly formal, a board is exactly what this group constitutes. And pressing the importance of the function they serve is step number one in helping to ensure key stakeholders fulfill their obligation to the success of a transformation initiative. Have a set meeting cadence and charter (see next) helps to further formalize the board, the role it plays, and how it executes its intended objectives.
Charters aren’t tools that are used as often as they should be. In the case of your stakeholder board they help define roles and responsibilities, outline expectations, and articulate the express intent of the group. The last part is especially key as, oftentimes, stakeholders see themselves as representatives of their function (which is true!) but not as drivers of the objectives for the overarching transformation (which is equally true).
Since moving off Excel the organization has established a system that provides complete transparency into all the moving parts of a marketing campaign. From planning, to budgeting, to execution, the client can now evaluate progress and status, at any moment in time, for an entire campaign, a single project, or even an individual asset. By standardizing processes across the organization, they’ve been able to achieve this level of insight for upwards of 3,000 unique projects each year.
Planning their work at a level of granularity that supports comparative resource allocation has allowed the client to truly understand capacity and better scope and budget their projects so that they’re estimated with a more realistic grounding in the resources available to complete the work. Perhaps more critically, all of this is done while better balancing workload across resource pools, helping to minimize over-allocation and employee burnout.
By improving the efficiency of collaboration, limiting the amount of “administrative” time campaign managers spend on consolidating information and reporting out, and enhancing the creative workflow, the client was able to dramatically lower the overhead costs associated with typical creative development. Over the course of an average fiscal year, the client is seeing time savings that equates to over 12 FTE which, in turn, provides significant costs savings to the organization.
unique projects managed yearly
work hours saved annually
labor costs diverted each year