A whopping year

Here’s a download of a few thoughts I’ve been meaning to share online, from the past 12 months. Not quite a review of the year, just an opportunity to reflect in no particular order.

Working with engineering companies

Engineering is a broad catch-all term for a group of huge, high profile organisations we’ve found ourselves working with in 2017 and 2018. This has been by fate rather than design, but whether they’re energy, aerospace or pharmaceutical they all have very similar challenges – and they have all been utterly brilliant to work with.

Two things I’ve come to realise, from these projects:

  1. These are all deeply technical companies. Their staff want to understand how stuff works, and they are in the habit of sharing new things with colleagues. They don’t need an innovation lab, or any of that nonsense – they just do it every day. So, building capability around social media can be fun, iterative and well supported internally.
  2. When a big brand asks you to pitch for something, don’t panic! Yes, their online advertising may look spectacular and far outstrip our creative and technical experience. But, more often than not, so much of this work has been largely outsourced. The appetite for digital skills, particularly within corporate comms and operations teams is huge, as they feel increasingly left behind by the agencies whom they commission.

Variety

I keep coming back to this word when we’ve been talking about the past 12 – 18 months as a team.

I’ve loved the variety of work we’ve been involved in. By any measure, be it sector, country, type of project, value or overall demand, the hypothetical pie chart is a feast of slices and colours.

More importantly it’s challenging us as a team. Challenging us to keep on top of skills and knowledge that we should already be sharing in our training courses and the technology we build. And giving us confidence when we deliver something new, and it works well.

In hindsight, in previous years we’ve been slightly stuck in 1-2 markets and with a fairly strict menu of offers. It now feels like we are *everywhere* and with a much more blended offer.

Sticking to projects with purpose

For a long time now we’ve talked as a team about striking a balance between generating income and making sure that all the projects we take on are purposeful.

None of the team really want to undermine our client capability mission by delivering tick box digital. That includes vanity websites and crisis simulations that end up being more theatre than learning.

The difficulty is, we can all argue a purpose for the projects we love. But I think we’re starting to build a picture of the types of projects that ring alarm bells early on. This really needs solving in 2019, because too many of the ‘wrong’ projects back-to-back could leave people fed up and disenchanted.

Delivering on capability as one team

While we still have a team who are focussed on building and maintaining websites and our online platforms, there have been more projects this year – both for clients and ourselves – that have been delivered by both the build and social media teams. I really enjoyed working with Katie and Steph on a digital planning project for the General Optical Council, for example.

I think more and more of our clients get that we do lots of digital implementation and training, but internally we’re still a bit hung up on brands, rigid platforms and labelling of projects. I’m hoping we’ll win more work next year that fits comfortably in both Social Simulator and Helpful Technology buckets.

Building our team

I think we’re now in entering the hard yards of building a team. We are trying to build a diverse, collaborative team while at the same time continue to offer some democracy about the type of work we do.

Our approach to recruitment has come on a along way since 2017, and we’ve started to try a more consistent approach to helping people develop their roles. This is as much about everyone staying on top of key skills in their areas, as it is about having every role contributing something to the overall running of the business and our capability building mission for all clients.

But, it’s hard to keep a team energised about internal development and improvement during a busy year.

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