The Challenge
Project Kickoff
Exploration
Our Solution
Stepping Back
Retrospective
Epilogue
Our Process
A few weeks following the training, I helped the team prepare for two prospects with web development needs in their digital marketing efforts. Although unfruitful, I believe it help management break the ice and prepare for future bids.
I was not able to see a project from start to finish, but it was rewarding to work with a team willing to go the extra mile.
I was not able to see a project from start to finish, but it was rewarding to work with a team willing to go the extra mile.
The launch
Personally, I believe the greatest achievement of the consulting was its associated cost efficiency. Compared to a traditional approach of hiring seasoned pros and going all in for a certain time frame, the incremental approach limited sunk costs, firm risk and in a way had benefits of the guided mastery approach.
Despite being early in the transition, my time seemed to have positive impact on business development and the team was able to compete with other well established web development firms. Following A1’s recent prospection, we could observe and estimate some positives like revenue diversification, revenue growth and an improved cost of goods sold.
The results
✓ Estimated increase in eligible bids by 40%
✓ Estimated increase in quote pricing by 15%
✓ Estimated decrease in cost of goods sold by 12%
The amount of material to learn is approximately proportional to the amount of time needed. It’s therefore important to be realistic with the volume of information so that the information can be digested.
We noted that the ability to remember properties of veins and arteries […] is not the same as understanding why they have particular properties (Bransford and Stein, 1993).
Time
Context in which information is learned should not be fixed in order to induce a flexible representation of knowledge (Gick and Holyoak, 1983). Flexibility ensures the ability for the student to adapt to new settings and problems.
Some [itinerant] children could perform mathematics when making sales in the street but were unable to answer similar problems presented in a school context (Carraher, 1986; Carraher et al., 1985).
Learning context
Since the past and immediate development opportunities were embedded in their client’s selling efforts (e.g. PPC, social ads, email marketing and brand awareness), mandates mostly ranged from static pages to blogs.
Products were not going to be technological feats, but still had to be perfectly executed. In order to align product development goals with the sales team, I worked on a web project requirement policy — touching on pricing, features, schedule and red flags.
Products were not going to be technological feats, but still had to be perfectly executed. In order to align product development goals with the sales team, I worked on a web project requirement policy — touching on pricing, features, schedule and red flags.
Early business strategy
Because we cannot measure information transfer without a test, transfer will always be a function of teaching material to what is tested — transfer success is dependant on the real world application.
Measuring transfer
Like for most teams, people are everything. Partly because of the fast-paced nature of the industry, top designers and engineers range from autodidacts to graduates. While there is hardly a cookie-cutter resume to look for, the sheer importance of technology creates a very competitive hiring landscape. Adding the remote work dimension and companies are now competing on a global scale.
In order to train the HR lead, I focused on topics that were outside of their current hiring scope;
In order to train the HR lead, I focused on topics that were outside of their current hiring scope;
Hiring for what we need
Motivation influences the amount of quality time a person is willing to spend on their learning.
Motivation
Seeing what to prioritise was great but it implied discarding other valuable information. Passive resources (like a knowledge base) might be the less desirable approach but it gave me the confidence to focus on the essentials as the rest would remain available.
A case for passive learning
Since A1’s agency model and client base had been working for them, marketing and finance were not functions of the company that I was looking to work on. Instead I opted for push-pull learning where I was advocating for changes to accommodate the new digital product offering while A1 was defending the status quo.
Running an agency
New developments in science highlight the importance of active learning. With supportive teaching methods (e.g. sense-making, self-assessment, feedback and reflection), students can take control of their own approach to learning.
Looking at the core digital functions (product management, design and engineering), I explained why turning the most technical person into a developer or the employee with great taste into a designer was wishful thinking. I strongly advised the team to invest into engineer and design hires (part-time or full-time) and focused on the hiring process for those core functions.
Accounting for the day-to-day and client relationship nature of product management, hiring a freelancer or a part-time talent presented many challenges — especially when dealing with high profile clients. Since A1 had a star project manager, the considerable skill overlap with product management was an opportunity for us to train someone internally. Because of the greater risk compared to hiring, I decided to go for 1-on-1 mentoring in order to tailor my approach as much as possible to the individual.
Accounting for the day-to-day and client relationship nature of product management, hiring a freelancer or a part-time talent presented many challenges — especially when dealing with high profile clients. Since A1 had a star project manager, the considerable skill overlap with product management was an opportunity for us to train someone internally. Because of the greater risk compared to hiring, I decided to go for 1-on-1 mentoring in order to tailor my approach as much as possible to the individual.
Should we train or hire?
Without a certain level of initial knowledge, information transfer cannot happen as the student has no subject references.
Degree of prior knowledge
With a full-time team under ten, I had the luxury to meet individuals and see some of the dynamics of the organisation. With my guidelines in mind, I moved on to the elephant in the room — content.
Content was the crux of the mandate because picking a topic meant abstracting another. To help us focus on what was essential, I drew a simplified prioritisation matrix, plotting the different business functions of a web agency:
Content was the crux of the mandate because picking a topic meant abstracting another. To help us focus on what was essential, I drew a simplified prioritisation matrix, plotting the different business functions of a web agency:
Eyes on the prize
A company with a great team could still fail without adequate leadership — spontaneous decisions like “we need to change these colours” to “let’s do this feature differently” can hurt a launch.
In order to induce trust from leadership in their experts, I worked on a product health assessment framework based on standard agile data. Because of their proficiency in UX and product strategy, I disregarded post-completion assessment to simplify the tool and promote its use.
In order to induce trust from leadership in their experts, I worked on a product health assessment framework based on standard agile data. Because of their proficiency in UX and product strategy, I disregarded post-completion assessment to simplify the tool and promote its use.
Helping leadership do what they do best
Since our high level goals were hard to measure in the short term and their pursuit had significant risk, the proposal focused on empowering the teams. However, I feared that regardless of my expertise or quality of information, it was still possible for the the learning process to be subpar. To hedge this, I took a design approach to inform my proposal. Three questions led the strategy:
1. How do people learn?
2. What needs to be learned?
3. How can executives lead the change?
Because goals are dependant on the information transfer, I invested some time to inform my teaching methods. Clearly, the best I could hope for was to use my findings as loose guidelines, but I was confident since human learning had to be a well researched topic. With a bit of research (e.g. SSRN and Google Scholar), I gathered the concepts that had an impact on knowledge transfer;
1. How do people learn?
2. What needs to be learned?
3. How can executives lead the change?
Because goals are dependant on the information transfer, I invested some time to inform my teaching methods. Clearly, the best I could hope for was to use my findings as loose guidelines, but I was confident since human learning had to be a well researched topic. With a bit of research (e.g. SSRN and Google Scholar), I gathered the concepts that had an impact on knowledge transfer;
Preparing for the real test
Project templates made sure that A1 had a starting point when producing scopes and schedules with clients.
To assist the executive team, a simple project assessment framework gave insight on project delivery, budget and product quality.
To assist the executive team, a simple project assessment framework gave insight on project delivery, budget and product quality.
Tools to fill the gaps
The project pipeline is standard and minimalist but focuses on the immediate needs of the company — building beautiful and consistent static products.
Built on robust and trusted tools, processes are mindful of the uncertain future by not tying design or engineering on a singular path.
Built on robust and trusted tools, processes are mindful of the uncertain future by not tying design or engineering on a singular path.
Bespoke production process
Learning sprints focused on making digital product building at A1 a reality. I focused on teaching core skills that could be developed internally and looked outside of the company for technical talent. Teaching Product Management and Technology Hiring in a crash course approach made sure that the firm developed a basic foundation to start building the right way.
Working on core skills
In a business based on trust and networks, a great performance during their first web mandates was the goal. With this in mind, I organised a company-wide learning sprint and delivered a knowledge base designed for change.
Teaching technology at A1
In theory, every company can try and offer a new service, so why not? In order to assess feasibility of the new venture, we drew the big picture;
Making sure it made sense
Looking at internal and external factors, it seemed possible for A1 to find success in web development. Negatives, internal or external, were surmountable or could be worked on during consulting.
Essentially a set of guidelines and resources, my proposal tackled the large questions of what to build and how to build it.
Essentially a set of guidelines and resources, my proposal tackled the large questions of what to build and how to build it.
I wasn’t surprised to see that a healthy majority of A1’s clients used digital products in core business activities. With highly competitive markets, digitalisation is almost a matter of corporate survival. However, the importance of going digital is not new and knowing modern JS frameworks won’t be a testament of expertise.
Taking on web development seemed possible for A1, but was it worth it? Before going forward, I needed the executive team to grasp the risk of the new venture. In order to gather data outside of our personal experiences, we conducted an informal survey. The aim was to highlight the common hurdles in the web development space.
Taking on web development seemed possible for A1, but was it worth it? Before going forward, I needed the executive team to grasp the risk of the new venture. In order to gather data outside of our personal experiences, we conducted an informal survey. The aim was to highlight the common hurdles in the web development space.
Going digital is a great opportunity
Early on, it was important for me to have visibility on the lifecycle of mandates and clients at A1. I collaborated with the customer success lead to measure technology affinity for current and prospective clients. With no surprise, with clients mostly in the beverage and entertainment industries, digital products played a key role.
Getting up to speed
As web developers are often part of the digital marketing efforts, the team has built some informal handoff, QA and product design skills.
Gifts from the past
🎁
A1 had a rigorous general manager and a deep roster of freelance creatives familiar with the digital product space.
Talented team
🏆
Looking through past mandates gave us insights on the type of web projects that were offered by their clients.
More opportunities
📈
Before this mandate, my consulting experience had been limited to shipping products, so this organisational angle was a first.
On one hand, the positive were that my personal experience could deliver a practical approach during consulting. Working with a startup, mindfulness of cost and establishing minimum viable processes were the de facto acceptance criteria. For instance, I think that touching on informal (or guerrilla) research while going through basic research methods had greater value than an in-depth research training — especially when the goal isn’t to build an internal design team.
On the other hand, it felt from time to time that I was trying to fit the wrong puzzle piece. Being in uncharted waters, I was susceptible to a confirmation bias; I had thoughts from “shouldn’t we contact our client base?” to “let’s create a mock project in order to test the team” since I was favouring my existing beliefs over the consulting context.
Using product and design frameworks had an overall positive effect, but investing time adapting them to perfection for your context could be a misuse of time. Instead, stay open and flexible — there might be a reason why MBB consultants don’t use empathy mapping daily.
On one hand, the positive were that my personal experience could deliver a practical approach during consulting. Working with a startup, mindfulness of cost and establishing minimum viable processes were the de facto acceptance criteria. For instance, I think that touching on informal (or guerrilla) research while going through basic research methods had greater value than an in-depth research training — especially when the goal isn’t to build an internal design team.
On the other hand, it felt from time to time that I was trying to fit the wrong puzzle piece. Being in uncharted waters, I was susceptible to a confirmation bias; I had thoughts from “shouldn’t we contact our client base?” to “let’s create a mock project in order to test the team” since I was favouring my existing beliefs over the consulting context.
Using product and design frameworks had an overall positive effect, but investing time adapting them to perfection for your context could be a misuse of time. Instead, stay open and flexible — there might be a reason why MBB consultants don’t use empathy mapping daily.
If the shoe doesn’t fit…
In one instance, I instinctively undervalued site performance for the sake of simplicity. However, exchanging on client prospection with the team unveiled that SEO work was often what got their foot in the door. With this in mind, it now made sense to entertain performant frameworks (see Google Speed Update) because of the natural affinities with the selling strategy.
In another, since I was working with a francophone team, I became aware of the limitations of my technology terminology. Say I wanted to elaborate on quality assurance in French, it was a challenge to be concise when elaborating on the concept since technology is deeply rooted in English. Fortunately, simply being aware of this and spending a bit of time reviewing key terminology cleared the comprehension gap.
In another, since I was working with a francophone team, I became aware of the limitations of my technology terminology. Say I wanted to elaborate on quality assurance in French, it was a challenge to be concise when elaborating on the concept since technology is deeply rooted in English. Fortunately, simply being aware of this and spending a bit of time reviewing key terminology cleared the comprehension gap.
Have an inclusive approach
Working with demanding clients, the goal was to balance the practical and flexible nature of my consultancy. Since offering new services had intrinsic risk for the company, I aimed at inducing change rather than forcing it.
Our high level goals were to:
1. Define a product building strategy
2. Form a product team
3. Help leadership bridge their knowledge gap
Our high level goals were to:
1. Define a product building strategy
2. Form a product team
3. Help leadership bridge their knowledge gap
Turning marketers into product people
I was brought in as a consultant to explore the feasibility of a digital product offering at the agency.
I collaborated with the president and general manager from inception, as well as an inbound marketer, a content strategist and two sales agents.
My involvement ended after consulting with the team and helping them pitch to two prospects.
I collaborated with the president and general manager from inception, as well as an inbound marketer, a content strategist and two sales agents.
My involvement ended after consulting with the team and helping them pitch to two prospects.
My role
By 2019, A1 was shaping up to be one of the fastest growing marketing agencies in Montreal. Surprisingly, not a single developer had a desk at their office…no dual monitors, no mechanical keyboards or Herman Millers in sight.
With an interest in owning a wider spectrum of their contracts, I was tasked to explore the feasibility of fusing digital products into the DNA of the company.
With an interest in owning a wider spectrum of their contracts, I was tasked to explore the feasibility of fusing digital products into the DNA of the company.
Growing a tech culture
Code is concrete, but not its design. With abstract concepts behind the work and its research, coexistence with non technical operations and departments need some planning.
Peculiarity of coding
👾
Computer engineering is a very coveted role and it reflects on the growing importance of digital products. Turnover rates are high partly because of innovative and aggressive recruitment offers; creative perks, hip cultures and big cheques.
Engineering talent is scarce
👩💻
👨💻
Scope creeping from well intended clients usually stems from a disparity in technological literacy with the contractor. Having a clear scope and following a monolith approach is a tried-and-tested mitigator.
Kitchen sink syndrome
🌊
When the product build has started, strategic favours commonly done by agencies can be hazardous to the development team.
Being nice can be mean
🤝
Common project issues like delays or technological limitations cannot always be solved with cash. Adding talent to an on-going project or paying for a service in place of a feature are buffer solutions that require time.
Limitations of money
💸
• Relevant experience
• Team attitude
• Reputation
• Client network
• Access to capital
• Upsell current clients
• Revenue diversification
• Expand network
• Growing market
• R&D tax credits
• No product portfolio
• Marketing oriented identity
• Busy team
• Gap in knowledge
• Strong local competition
• Competitive hiring
• Low price competitors
• Low early profitability
S
O
W
T
Credit codeinterview.io
Low
High
Low
Value for Clients
Effort by A1
High
HR
Engineering
Finance
PM
Design
Strategy
Marketing
Credit to poorlydrawnlines.com