This is a continuation of Part 2 of [Part 1 IAB FYI Series #4] IAB SG Measurement and Standards Committee launched an initiative to solve the digital age problem of data resource management for marketing and sales effectiveness.

As a follow up to the Measurements and Standards Roundtable white paper that the IAB SG published in June 2016, we held a follow up IAB FYI session to share and discuss the results with publishers, brands and agencies in Singapore’s digital advertising industry. The goal is to help companies understand how they can harness the power of data without remaining stuck in traditional organisational structures.

The original white paper was produced on February 2016 when the IAB SG gathered a team of APAC’s top digital minds comprising of more than a dozen CEOS, VPs, and HODs from Hewlett Packard, comScore, MEC, Yahoo, Kantar, YouGov, Eyeota, Tealium Xaxis, Ipsos, Keboola and SapientNitro to investigate why breaking down silos within the digital industry and unleashing the power of data in the region is critical for success.

As a next step, on June 2016, we held a panel discussion on the findings from key participants in the discussion, and engage with members of the IAB Community. The panel included:

The discussion was lead by Committee Co-Chairs, Peter Hubert, Head of Insights at LinkedIn and Kerry Chapman Brown, Vice President of comScore.


 

Situation #2

Overinvestment in
technology vs underinvestment in people

What to do?

Make people your number
#1 priority

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Training and development of teams and education within
organisations is absolutely critical to keep pace with the rapid changes in
technology. People should be aware about how data is analysed and that the
information gathered can be utilised in things like audience insights and targeting.

A perfect example would be building a new office and filling
it up with all the new technology you could need – it is equipped with all the
right tools and mechanisms to gather data and analyse, but the marketer/boss
forgot to train his people on how these innovations work. In the long run, the
business hasn’t moved up even just a little, because he/she forgot to teach the
staff.

No matter what technology you have access to, a company will
always require the help of people to be able to use such innovations. As an
organisation, it’s your responsibility to train everyone, starting from the
lower level employees all the way to the top.


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Situation #3

Creating a culture of
collaboration

What to do?

Nurture data-driven
culture through openness, curiosity and collaboration

A data-driven culture isn’t really about nurturing the data,
it’s about making sure people understand what it is, and putting those people
at the centre of the dialogue. In terms of collaboration, education and making
sure that people feel that they will benefit from understanding all kinds of
insights is necessary.

Data is a product of curiosity, meaning it’s not really
data-culture, it’s a curiosity culture you should be practicing.

To have a data-driven culture, you need to go back to one of
the basics, which is ensuring that your people fully understand the value of
data and know how to utilise it. It is also essential to democratise the
information to be able to get the best value of your data from everyone in your
team.

Q: How do you break
silos when data is not shared with everyone?

If you can articulate what you’re looking for and why you’re looking for
it, you’re going to get collaboration. If you’re fussy in what you’re asking
for and if you’re not clear with what you’re asking for, you’re going to get
push back. You could ask the other party what their rationale is for not
sharing the data. If the reason is around privacy, no problem. However, we advocate hard for the data so we can make
decisions, changes and advance the agenda of our company.


Situation #4

Marketers are not
asking the right questions

What to do?

Ask the right
questions!

To come up with the right questions to ask, curiosity must be
applied – but it’s about not one question, it’s about a lot of questions. What
are you trying to solve? What are you trying to breakdown? What are the
nuisances of that? It’s kind of complicated and requires communication. It
means you have to get the right stakeholders to answer the right questions.
It’s a journey and a lot of time, it requires heavy lifting and a level of
discipline. It requires understanding of the data sets that you do have, and
the gaps in it.

Obviously, the opposite of calling out the right questions is
actually supplying the solution for the questions that were asked. One of the
dynamics between clients and agencies needs to be around stating the problem
and having the agency come back with solutions, rather than pre-defining them.
When given different solutions by agencies, don’t be deceived by bells and
whistles and the fancy lingo. At the end of the day, what the agency should be
delivering is a solution to that problem. It’s only ever going to be an
estimate until the campaign is actually executed, so there’s a certain level of
evaluation and good faith.

It is important that you ask questions and get answers in
very basic terms. And as an agency, it is perfectly okay to say whether or not
they are the right guys to do the job and if possible, refer the right set of
people who can help solve the client’s problem.


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Situation #5

Fast moving technology
fostering laziness

What to do?

Build your foundation

You can’t really move up in analytics if you don’t have the
fundamentals in place. This involves a lot of different things – the right
questions need to be asked, such as is it a matter of placing this, or is it a
matter of not having the standards to guide people?

It’s not about the number of customers but the value of each
customer, there is a data to the way that it’s measured. The data stored, how
is it accessed? Things like look-alike modelling for example have become less
popular, and digital and social and now apps have become more popular,
somebody’s understanding of concepts have been lost. Which I think goes back to
discussion in training and development. Some of the discussion has to actually
go back and start at the basics. Even with mid-level management.