How Intel Addressed Modern Marketing Challenges Through Digital Governance

Scott Rosenberg, Intel Corporation
Content Science
Current average rating    
Key Takeaways
​What? Many organizations today are facing challenges around consistent execution of a digital strategy.
 
So What? Intel implemented a digital governance operational framework to address challenges to help the company transform its business.
 
Now What? Governance is indeed not just an operational necessity for marketing—it can and should be a strategic marketing asset.
 

AMA Content Partner:

 

Feb. 28, 2017

The company defined clear criteria for evaluating content, which resulted in a significant content reduction. How has the cutback paid off?

Intel started with a major effort to define clear criteria for evaluating content, which resulted in a significant content reduction. This formed the building blocks for Intel to effectively govern its digital experiences going forward.

Many organizations are facing similar challenges around consistent execution of a digital strategy, delivering connected user experiences and fully leveraging a crowded but robust set of available marketing technologies. 

Intel has implemented a strong digital governance operational framework to address these challenges and help the company transform its business. 

In 2016, Intel began focusing on refining its digital governance framework, starting with an initiative to evaluate its existing digital footprint, both at a channel and content level. The company defined clear criteria for evaluating content, which resulted in a significant content reduction. This formed the building blocks for Intel to effectively govern its digital experiences going forward.

While the content reduction effort has demonstrated initial success, efforts to further reduce content based on clear standards and guidelines continue. By starting with a content reduction initiative, Intel was able to accelerate the broad implementation of its governance framework across the company. 

In moving consultation around strategy, capabilities and governance upstream in the launch process, Intel moved from 80% of governance engagements occurring after development to 60% occurring before development—huge progress in a short period.

 

Getting Started

I’ve been with Intel for 11 years now, but a little more than three years ago, I assumed leadership of operations for our digital marketing organization. At the time, we were a small team focused on operations: budget management, process improvements and training. We also had one person focused on governance, which at the time meant ensuring necessary reviews of digital properties (websites, domain names and mobile apps) were happening with our brand, privacy, legal and IT teams. 

We had a unique opportunity to influence marketing execution beyond just risk mitigation, given our centralized oversight role and our digital expertise. However, we were engaged way too late in the execution lifecycle to have any meaningful impact. We went on a mission to move upstream in our engagement with marketing stakeholders and implement an operating model that would not only oversee how Intel does digital but also drive strategic value for marketing.

On one Sunday afternoon, I took a leap of faith and searched online for the term “digital governance” to see who else was approaching managing digital in a similar way. I came across Lisa Welchman, whose work really resonated with me. Her approach to digital governance’s role as enabling and overseeing execution of digital marketing was exactly what I was looking for. I realized our team needed to not just embrace digital governance, but evangelize it. We believed in it so much that we shortly thereafter changed our team’s name to Digital Governance and Operations.

In our approach to digital governance, we have introduced structure in a world full of dynamic and disruptive opportunities and challenges. And while our governance model is not a new concept (in fact, there are many parallels to supply chain management principles), it is quite revolutionary in the marketing world. Our key to success has been to constantly align and demonstrate the business value of our digital governance framework to our marketing partners, and we’ve been able to do that by focusing on six concepts.

1. Reducing Anxiety, Upping Excitement

Implementing digital governance is challenging for organizations of any size or industry, but when aligned to specific business objectives, the value can be huge. From our experience, the most impactful efforts are realized when they are tied to resolving specific, imminent business challenges and those that enable business growth. 

The first step in your digital governance journey should be to deeply understand what it is you’re trying to address and the business impact. For example, if you are tackling content strategy issues like content bloat, or what I call “experience bloat,” (an abundance of websites, social handles, mobile apps, etc.), clearly define the impact to your marketing objectives and customer experience. Is it diluting your brand value, decreasing qualified leads or exposing internal organizational silos to your customers? 

Once done, share and validate your findings with your organization’s key influential stakeholders, such as your CMO and executive team. Gaining senior buy-in across the company is critical to securing the support, resources and widespread behavioral shift needed to build a strong digital governance framework.

We immediately recognized that the term “governance” makes people cringe and naturally think of controls that prevent creativity and don’t align with a “real-time” marketing approach. We went through a brainstorming exercise identifying alternative words to describe what we were trying to implement—but in the end, we decided to embrace the term and do our own marketing to build a brand around governance as we defined it

We defined the values we wanted our stakeholders to associate with us and focused on elements marketers care about, instead of typical risk management and process orientation approaches many operations teams might take.

We also made a conscious effort to be strategic partners in helping make amazing marketing possible, decreasing time to market, leveraging advanced marketing technologies and protecting our valuable brand. Our team partners with marketers across the company to facilitate every digital customer experience from beginning to end to bring these values to life and make it as easy as possible for marketers to do the right thing.

From a marketer’s perspective, we want to build a positive sentiment around governance. For those stakeholders who go above and beyond our expectations in partnering with us to adhere to our governance processes, policies and standards, we provide formal recognition. In particular, we leverage Intel’s internal cash recognition system, call out kudos in stakeholder staff meetings and even send recognition gifts branded with our governance slogan, “Enabling One Intel.”

Governance is only boring if you make it boring. By embracing the value enabled by strong governance and developing a culture based on positivity and collaboration, you can transform governance into something marketers cherish.

2. Better Marketing Through Governance

Tthe emphasis on digital governance has required us to hone our marketing strategies because governance must be focused on overseeing and enabling the execution of strategy. With the formalization of our central digital governance team, we found ourselves uniquely able to see the overall digital experience for our customers and not just specific content or websites.

We reviewed each and every external digital customer experience to ensure three factors:

  • Alignment to business/product strategies and our digital strategy.

  • Effective use of our marketing technologies.

  • Adherence to our governance policies and standards covering brand, legal, privacy and security concerns.

To facilitate this review and build broad visibility, we implemented a transparent, company-wide decision-making forum led by our vice president for digital marketing, who reviewed each of these experiences against these three criteria. After about a month of implementing our formal review process, we began noticing marketing teams within business and product divisions forming teams to govern themselves before reaching our forum, which was exactly the behavior we wanted, and needed, to govern such a large global enterprise.

By going through a significant content reduction effort this year, we’ve established a pragmatic approach to evaluating our digital footprint, both at the account/site level as well as the page/content level. We now have a framework for deciding when we should close a social handle or a website as well as when it’s appropriate to create new ones.

3. Think Beyond ‘Rules’

Governance is not just about following rules. Effective 21st century digital governance addresses a much broader operational ecosystem. For example, if you are working on a highly visible campaign, knowing which creative guardrails you should follow, channels you can publish to and technologies you can leverage all expedite the campaign management process by minimizing the unknowns and leveraging proven best practices.

As for addressing our content quantity issues, we focused on data. We developed multidimensional criteria for evaluating our content and channels that provided a fair, objective framework for us to have those difficult conversations. Examples of our criteria included performance/engagement metrics, long-term resourcing plans and corporate priorities. Even though we provided a process for stakeholders to appeal our content reduction recommendations, the vast majority embraced our recommendations because our approach was fair, transparent and objective.

Content creation can certainly be a very personal and emotional topic. We realized that and decided to minimize the emotional element as much as possible by identifying clear, objective criteria to evaluate content against. We’ve learned from previous efforts at governing content that were too focused on  performance data that we needed to take a multi-dimensional approach to evaluating content.

In addition to performance data, we looked at strategic alignment to corporate priorities, content ROI and resource commitments to support. In cases where there was a recommendation to reduce content, our governance team tried to understand the content owners’ strategy and objectives and guide toward existing, higher-scoring content. This data-focused and collaborative approach resulted in far fewer escalations and emotional pleas from our stakeholders and demonstrated that we were not reducing content just to reach a target, but rather to change the culture for how we execute marketing.

4. The Key Element: One Vision

Our vision, shared across the company, was to act as “One Intel,” which we used throughout decision-making forums, governance processes and communications. One of our most pressing challenges needing to be addressed was that our internal organizational structures were being exposed through our customers’ digital experiences

Developers and IT decision makers are common audiences targeted across Intel’s product groups. By encouraging sales and marketing to focus on delivering a “One Intel” customer experience, we were putting our audience’s needs first while at the same time recognizing the vast availability of relevant solutions across business groups. Previously, with our downstream governance engagement approach, we weren’t in a position to drive this, but as we moved upstream into a more strategic consultant role, we have been able to take advantage of our central oversight perspective and facilitate synergies among business groups.

Driving this “One Intel” approach operationally has been one of the most-valued benefits of implementing our governance model and also one of the most rewarding in securing short-term wins.

5. Big Challenges = Big Wins

Our biggest challenge was establishing what we should govern and what we had the authority to govern. When we started our journey of implementing digital governance, we didn’t have a clear point of view on what our scope should be. 

Our first task was to analyze our current digital environment and prioritize where we could add the most value with limited resources. Then we had to gain executive buy-in to ensure a clear final decision maker was empowered to oversee digital execution. We accomplished both by actively participating in our company-wide strategic evaluation of marketing and pushing for decisive direction from our executive team.

The other challenge was changing the perception people have when they think of governance. We chose to directly address concerns around adding bureaucracy, slowing execution and decreasing our marketers’ ability to be creative by treating “governance” as a brand, raising broad awareness of how we’ve defined governance and the value enabled by its implementation.

We lived those values on a daily basis by organizing our team so that stakeholders would have a single point of contact throughout their engagement who also took a strategic, consultative approach rather than just one of an operational project coordinator. We also developed our own performance indicators to measure the success of implementing our governance framework, which included factors like number of consultations, “wins” where we saved the company money and number of employees educated about governance.

Governance is not just an operational necessity for marketing—it can and should be a strategic marketing asset. By minimizing unknowns, proliferating best practices, and streamlining team members’ roles and their responsibilities, we have been able to decrease our marketers’ time to market and focus their energy on creating outstanding customer experiences. As Intel announced earlier this year, we are undergoing a major strategic transformation across the company, requiring agility like we’ve never seen before. Governance has been critical to enabling that agility.

With executive management support, implementing digital governance can be easier than you might imagine. When you have clearly identified the business impact of minimal or no governance and gained the backing of your executive team, you can minimize the headwinds while applying digital governance. We used a company-wide strategic evaluation of marketing at Intel to escalate our concerns and observations, and once our leadership team made a decision, within a couple of months we successfully implemented our corporate-wide digital governance framework.

We’ve learned through our interactions with other marketing teams and stakeholders that the challenges we identified early are not unique to digital. In fact, the same opportunities to drive governance exist in traditional marketing areas like PR, events, creative, etc. Given the success we’ve seen, our vision is to further mature our digital governance framework across Intel and extend to other areas of marketing.

6. It’s the 21st Century Way

Marketing buzzwords like “real-time marketing,” “programmatic media” and “personalization” are all exciting focus areas that are helping marketers evolve and reach our audiences more efficiently and effectively than ever before. But as we all can acknowledge, modern marketing has never been so complex—whether it’s developing and executing omni-channel marketing activities, knowing how to appropriately leverage available marketing technologies or using data and insights to optimize campaigns.

Governance is an enabler to great 21st century marketing. Could you imagine operating in an environment where best practices are ignored, and you have to reinvent the wheel for each campaign? Or making use of only a small fraction of a marketing technology you have invested tons of money into? Or forcing your team to source, on-board and train agency partners for each and every marketing activity? These are some of the elements digital governance is meant to address: convert best practices into documented standards, ensure proper usage of technology and oversee the overall execution of digital across your entire team, be it your core marketing organization or extended team members like agency partners.

Governance enables amazing marketing experiences for our customers. Our marketers are executing faster, smarter and seeing great results. Fundamentally, governance brings order in a world full of chaos—something every organization can benefit from.


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Author Bio:

/PublishingImages/scott-rosenberg.jpg
Scott Rosenberg, Intel Corporation
<p>Scott Rosenberg is Director of Digital Governance and Operations within the Digital Marketing and Media organization at Intel Corporation. He has overall responsibility for protecting Intel&rsquo;s brand across all online channels, including web, social media, and mobile applications. Scott also oversees business operations for the organization, including driving business agility, efficiency, and organizational development.</p> <p>Based in San Francisco since 2008, Scott spent eight years in China and joined Intel in 2005 in Shanghai. He spent his first eight years with the Software and Services Group as a business operations manager and later as a marketing manager for Intel&rsquo;s software partner program. Prior to joining Intel, Scott worked at Microsoft in Shanghai developing training programs for internal consultants and service professionals.</p> <p>Scott assumed his current role at Intel&rsquo;s Global Marketing &amp; Communications organization in 2013 and has led Intel&rsquo;s evolution of digital governance and operations. He has transformed operations into a strategic marketing asset by driving best-in-class operational excellence and increasing innovation for Intel&rsquo;s marketing community.</p> <p>Scott holds a bachelor&rsquo;s degree in International Relations from American University in Washington, D.C. He is fluent in Mandarin and proficient in French and Spanish.</p>
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