WEBINAR How To Successfully Hire And Staff For
Description: WEBINAR How To Successfully Hire And Staff For Your Digital Business Danielle Geoffroy, Researcher May 17, 2017. Call in at 10:55 a.m. Eastern time Structure, talent, process make or break digital biz success The need to be Agile is
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slide2. WEBINAR How To Successfully Hire And Staff For Your Digital Business Danielle Geoffroy, Researcher May 17, 2017. Call in at 10:55 a.m. Eastern time<br>
slide5. Structure, talent, & process make or break digital biz success The need to be Agile is driving systems architecture and organizational change. I spend so much time trying to run around to get approval from various departments that I can’t actually get anything done. In general, everyone knows a change is needed. But when it affects their day-to-day lives, there is a resistance to it. You can have all the best technology in the world. But without the right organizational model, staffing, and governance in place . . . it means nothing. Traditional ways of justifying projects just aren’t cutting it anymore. We are chronically short on resources. We don’t have dedicated mobile skills on staff, so we expect our digital team to be adept in mobile. Different parts of the organization own different pieces of the client. Digital biz executives see the need for radical organizational change . . . . . . but face resistance due to lack of understanding.<br>
slide6. Discuss key findings from the survey results and what they mean for your organization.<br>
slide7. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide8. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide9. Q4 2016 Global eBusiness Organization And Staffing Online Survey<br>
slide10. Survey overview Each year, Forrester fields an executive survey to benchmark and understand how eBusiness professionals approach budget, staffing, and organization.
Forrester fielded this survey during Q4 of 2016. Among those we contacted, 194 respondents are global eBusiness executives who have extensive knowledge of their companies’ organization structure, staffing trends, and consumer-facing digital initiative budgets.<br>
slide11. Survey respondents: overview Company size: 65% of companies are enterprises (5,000 or more employees).
Revenue: 65% of companies we surveyed have more than $1 billion in revenue.
Geography: 44% of respondents are from the US, 19% are from mainland Europe, and 19% are from Asia Pacific.
Industry: 34% of respondents are in financial services and insurance, and 18% are in retail.<br>
slide12. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide13. Leadership<br>
slide15. The CMO is 2x as likely as the CDO to be decision-maker Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Where does your eBusiness/eCommerce group report into today?”
(Select one) Because commerce teams are likely to outsource dev work, it makes sense that rolling up to a technology-focused leader would rank low.<br>
slide16. …Except in retail Base: 35 eBusiness professionals who identify retail as their industry; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Where does your eBusiness/eCommerce group report into today?”
(Select one) Because retail firms have a more common tendency to operate in a centralized model, it can require more executive oversight to manage budget, redundancy, and scope.<br>
slide17. What qualities should you look for in a digital business leader? Qualities to look for: Change agent
Influencer
Track record
Can speak marketing and technology
Entrepreneur by nature
Business relationship management
Willing to flex
Egoless
Economics pro<br>
slide18. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide19. Organizational structure and governance<br>
slide20. 49% currently organize in a federated manner. (Federated definition: Strategy is centralized, where execution remains at the fringe. This allows individual programs, regions, etc., to remain flexible to market changes.) 54% of retailers view a centralized model to be their mature organizational state. Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey Federated operating model allows for adaptability 56% view a federated org model as their ideal mature state.<br>
slide21. Base: 75 digital experience decision makers who identify their role as technologist; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey Tech pros’ views on mature digital organization structure<br>
slide22. Base: 24 digital experience decision makers who identify their role as line of business; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey Research, dev, deployment, & tool selection are often federated<br>
slide23. Scope of responsibility for a typical digital biz team 86% own strategy 79% own execution 77% own strategy 71% own execution 56% own strategy 51% own execution Base: 194 eBusiness professionals, showing only selected responses responsible for strategy; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey<br>
slide24. B2B manufacturing firm transitions toward omnichannel VP of omnichannel SVP marketing eCommerce Merchandising Operations Selling Pricing Product In-store Communication Customer service VP of omnichannel oversees all eCommerce activities
Merchandising group: focuses on selling, items, and pricing
Operations group: focuses on returns, customer service, communication, and influencing physical stores<br>
slide25. B2C retail firm is transforming CEO eCommerce Marketing In-store Dedicated eCommerce marketing VP of eCommerce and supply chain Manager of digital transformation Omni-channel Website Ful-fillment Contact center<br>
slide26. Agile and temporary cross-functional teams becomes the norm Base: 194 eBusiness professionals
Source: Forrester’s 2016 Global eBusiness Budgets, staffing, and Organization Survey “In which of the following ways do you collaborate internally?” (Select all that apply)<br>
slide27. Customer’s are embedded throughout the process Base: 194 eBusiness professionals
Source: Forrester’s 2016 Global eBusiness Budgets, staffing, and Organization Survey “In which of the following ways do you collaborate with partners and customers?” (Select all that apply)<br>
slide28. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide29. Staffing<br>
slide30. Every company has a dedicated digital team Base: 194 eBusiness professionals
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Using your best estimate, how many full-time employees are dedicated to your digital division worldwide?”
(Select one)<br>
slide31. Average headcounts for digital teams by industry Average headcount for financial services teams is 134. Average headcount for retail teams is 125. Average headcount for teams is 112. Base: 194 eBusiness professionals
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey<br>
slide32. Marketing & design get the highest headcount Base: 180 eBusiness professionals (numbers are rounded to nearest whole number)
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Please allocate the staffing headcount of your eCommerce/eBusiness organization by the functions listed below so that they total 100%.” Product managers and project managers have a 1:1 ratio.<br>
slide33. Average headcount allocation by role + average salaries Base: 180 eBusiness professionals (numbers are rounded to nearest whole number); Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Please allocate the staffing headcount of your eCommerce/eBusiness organization by the functions listed below so that they total 100%.”<br>
slide34. Key roles in a customer-centric org<br>
slide36. Shared metrics of success unite digital forces 65% Determine success of digital experience initiatives by transforming or improving their customer experience Base: 294 digital experience decision makers; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey Determine success of digital experience initiatives by improving overall customer satisfaction 63% Determine success of digital experience initiatives by increased customer engagement<br>
slide37. Hiring trends<br>
slide38. Analytics, UX, and tech strategy are hardest roles to hire for Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “When it comes to hiring the following positions, how challenging is it to hire for specific skill sets?”
(1 = not challenging; 5 = very challenging) (showing those who chose 4 or 5) Analytics and data Usability/creative/ customer experience Technology strategy and architecture 71% 61% 59% Example: customer insights and data scientists Example: designers, CX specialists, and UX pros Example: IT architect and DevOps manager<br>
slide39. Firms strive for more manpower in to better know customers Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “In what functional area do you feel you are understaffed the most?” Customer obsessed Marketing Technology Strategy and process Operations and service Financial services feels the most understaffed here (21% each).<br>
slide40. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide41. Currently, digital biz teams are most likely to outsource dev work Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Are the following functional areas predominantly located in-house or outsourced?”<br>
slide42. Consider the following when outsourcing vs insourcing: Outsourcing:
Offshore development: Cognizant, HCL, Infosys, LiquidHub, Mindtree, and Wipro
Strategy/design: Accenture Interactive, Huge, Isobar, VML, SapientRazorfish
Data/analytics: CI&T, Deloitte Digital, Epsilon, HCL, PWC, KPMG
Insourcing:
When hiring front-end developers, look for existing web skills (HTML, CSS, and JavaScript) and existing mobile skills (Android, iOS, and SDKs). Also look for skills in prototyping and familiarity with tools such as Angular or React.
Modern tools, such as web CMS and commerce solutions (Adobe, Demandware, and Sitecore), make it easier for practitioners to make changes to the presentation layer.
When hiring technical talent, consider your overall tech architecture. If you intend to be an Oracle shop, hire dev talent that has knowledge of and familiarity with Oracle tools.<br>
slide43. Next steps<br>
slide44. Next steps Read associated reports:
Trends 2017: Staffing And Hiring For Digital Business
The State Of Digital Experience Delivery, 2017
Vendor Landscape: Digital Experience Agencies (coming soon)
Discuss any additional questions with your account rep:
Additional data from this survey or inquiries about additional data cuts
Specific insights you need to inform your budget planning, org structure and staffing plans, hiring decisions, etc.
Analyst calls to assist in augmenting the above<br>
slide45. Access playbooks, reports, key takeaways, and data points to accelerate your projects and support your decision making.
Save reports and graphics to read online or offline, on the device of your choice.
Receive notifications to stay abreast of the latest trends and insights relevant to your initiatives. Forrester Insights for iPhone® and iPad® KEY RESEARCH AND DATA POINTS WHEN AND WHERE YOU NEED THEM forrester.com/app<br>
slide46. Danielle Geoffroy
dgeoffroy@forrester.com<br>
slide5. Structure, talent, & process make or break digital biz success The need to be Agile is driving systems architecture and organizational change. I spend so much time trying to run around to get approval from various departments that I can’t actually get anything done. In general, everyone knows a change is needed. But when it affects their day-to-day lives, there is a resistance to it. You can have all the best technology in the world. But without the right organizational model, staffing, and governance in place . . . it means nothing. Traditional ways of justifying projects just aren’t cutting it anymore. We are chronically short on resources. We don’t have dedicated mobile skills on staff, so we expect our digital team to be adept in mobile. Different parts of the organization own different pieces of the client. Digital biz executives see the need for radical organizational change . . . . . . but face resistance due to lack of understanding.<br>
slide6. Discuss key findings from the survey results and what they mean for your organization.<br>
slide7. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide8. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide9. Q4 2016 Global eBusiness Organization And Staffing Online Survey<br>
slide10. Survey overview Each year, Forrester fields an executive survey to benchmark and understand how eBusiness professionals approach budget, staffing, and organization.
Forrester fielded this survey during Q4 of 2016. Among those we contacted, 194 respondents are global eBusiness executives who have extensive knowledge of their companies’ organization structure, staffing trends, and consumer-facing digital initiative budgets.<br>
slide11. Survey respondents: overview Company size: 65% of companies are enterprises (5,000 or more employees).
Revenue: 65% of companies we surveyed have more than $1 billion in revenue.
Geography: 44% of respondents are from the US, 19% are from mainland Europe, and 19% are from Asia Pacific.
Industry: 34% of respondents are in financial services and insurance, and 18% are in retail.<br>
slide12. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide13. Leadership<br>
slide15. The CMO is 2x as likely as the CDO to be decision-maker Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Where does your eBusiness/eCommerce group report into today?”
(Select one) Because commerce teams are likely to outsource dev work, it makes sense that rolling up to a technology-focused leader would rank low.<br>
slide16. …Except in retail Base: 35 eBusiness professionals who identify retail as their industry; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Where does your eBusiness/eCommerce group report into today?”
(Select one) Because retail firms have a more common tendency to operate in a centralized model, it can require more executive oversight to manage budget, redundancy, and scope.<br>
slide17. What qualities should you look for in a digital business leader? Qualities to look for: Change agent
Influencer
Track record
Can speak marketing and technology
Entrepreneur by nature
Business relationship management
Willing to flex
Egoless
Economics pro<br>
slide18. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide19. Organizational structure and governance<br>
slide20. 49% currently organize in a federated manner. (Federated definition: Strategy is centralized, where execution remains at the fringe. This allows individual programs, regions, etc., to remain flexible to market changes.) 54% of retailers view a centralized model to be their mature organizational state. Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey Federated operating model allows for adaptability 56% view a federated org model as their ideal mature state.<br>
slide21. Base: 75 digital experience decision makers who identify their role as technologist; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey Tech pros’ views on mature digital organization structure<br>
slide22. Base: 24 digital experience decision makers who identify their role as line of business; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey Research, dev, deployment, & tool selection are often federated<br>
slide23. Scope of responsibility for a typical digital biz team 86% own strategy 79% own execution 77% own strategy 71% own execution 56% own strategy 51% own execution Base: 194 eBusiness professionals, showing only selected responses responsible for strategy; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey<br>
slide24. B2B manufacturing firm transitions toward omnichannel VP of omnichannel SVP marketing eCommerce Merchandising Operations Selling Pricing Product In-store Communication Customer service VP of omnichannel oversees all eCommerce activities
Merchandising group: focuses on selling, items, and pricing
Operations group: focuses on returns, customer service, communication, and influencing physical stores<br>
slide25. B2C retail firm is transforming CEO eCommerce Marketing In-store Dedicated eCommerce marketing VP of eCommerce and supply chain Manager of digital transformation Omni-channel Website Ful-fillment Contact center<br>
slide26. Agile and temporary cross-functional teams becomes the norm Base: 194 eBusiness professionals
Source: Forrester’s 2016 Global eBusiness Budgets, staffing, and Organization Survey “In which of the following ways do you collaborate internally?” (Select all that apply)<br>
slide27. Customer’s are embedded throughout the process Base: 194 eBusiness professionals
Source: Forrester’s 2016 Global eBusiness Budgets, staffing, and Organization Survey “In which of the following ways do you collaborate with partners and customers?” (Select all that apply)<br>
slide28. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide29. Staffing<br>
slide30. Every company has a dedicated digital team Base: 194 eBusiness professionals
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Using your best estimate, how many full-time employees are dedicated to your digital division worldwide?”
(Select one)<br>
slide31. Average headcounts for digital teams by industry Average headcount for financial services teams is 134. Average headcount for retail teams is 125. Average headcount for teams is 112. Base: 194 eBusiness professionals
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey<br>
slide32. Marketing & design get the highest headcount Base: 180 eBusiness professionals (numbers are rounded to nearest whole number)
Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Please allocate the staffing headcount of your eCommerce/eBusiness organization by the functions listed below so that they total 100%.” Product managers and project managers have a 1:1 ratio.<br>
slide33. Average headcount allocation by role + average salaries Base: 180 eBusiness professionals (numbers are rounded to nearest whole number); Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Please allocate the staffing headcount of your eCommerce/eBusiness organization by the functions listed below so that they total 100%.”<br>
slide34. Key roles in a customer-centric org<br>
slide36. Shared metrics of success unite digital forces 65% Determine success of digital experience initiatives by transforming or improving their customer experience Base: 294 digital experience decision makers; Source: Forrester’s Q1 2017 Digital Experience Delivery Online Survey Determine success of digital experience initiatives by improving overall customer satisfaction 63% Determine success of digital experience initiatives by increased customer engagement<br>
slide37. Hiring trends<br>
slide38. Analytics, UX, and tech strategy are hardest roles to hire for Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “When it comes to hiring the following positions, how challenging is it to hire for specific skill sets?”
(1 = not challenging; 5 = very challenging) (showing those who chose 4 or 5) Analytics and data Usability/creative/ customer experience Technology strategy and architecture 71% 61% 59% Example: customer insights and data scientists Example: designers, CX specialists, and UX pros Example: IT architect and DevOps manager<br>
slide39. Firms strive for more manpower in to better know customers Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “In what functional area do you feel you are understaffed the most?” Customer obsessed Marketing Technology Strategy and process Operations and service Financial services feels the most understaffed here (21% each).<br>
slide40. Agenda Quick survey methodology overview
Digital leadership: Who’s driving this ship?
Organization: trends, governance, and how firms are getting things done
Staffing and hiring: What’s in demand and hard to find?
Outsourcing: What to leverage to partners and who to leverage to?<br>
slide41. Currently, digital biz teams are most likely to outsource dev work Base: 194 eBusiness professionals; Source: Forrester’s Q4 2016 Global eBusiness Organization And Staffing Online Survey “Are the following functional areas predominantly located in-house or outsourced?”<br>
slide42. Consider the following when outsourcing vs insourcing: Outsourcing:
Offshore development: Cognizant, HCL, Infosys, LiquidHub, Mindtree, and Wipro
Strategy/design: Accenture Interactive, Huge, Isobar, VML, SapientRazorfish
Data/analytics: CI&T, Deloitte Digital, Epsilon, HCL, PWC, KPMG
Insourcing:
When hiring front-end developers, look for existing web skills (HTML, CSS, and JavaScript) and existing mobile skills (Android, iOS, and SDKs). Also look for skills in prototyping and familiarity with tools such as Angular or React.
Modern tools, such as web CMS and commerce solutions (Adobe, Demandware, and Sitecore), make it easier for practitioners to make changes to the presentation layer.
When hiring technical talent, consider your overall tech architecture. If you intend to be an Oracle shop, hire dev talent that has knowledge of and familiarity with Oracle tools.<br>
slide43. Next steps<br>
slide44. Next steps Read associated reports:
Trends 2017: Staffing And Hiring For Digital Business
The State Of Digital Experience Delivery, 2017
Vendor Landscape: Digital Experience Agencies (coming soon)
Discuss any additional questions with your account rep:
Additional data from this survey or inquiries about additional data cuts
Specific insights you need to inform your budget planning, org structure and staffing plans, hiring decisions, etc.
Analyst calls to assist in augmenting the above<br>
slide45. Access playbooks, reports, key takeaways, and data points to accelerate your projects and support your decision making.
Save reports and graphics to read online or offline, on the device of your choice.
Receive notifications to stay abreast of the latest trends and insights relevant to your initiatives. Forrester Insights for iPhone® and iPad® KEY RESEARCH AND DATA POINTS WHEN AND WHERE YOU NEED THEM forrester.com/app<br>
slide46. Danielle Geoffroy
dgeoffroy@forrester.com<br>