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Digital Innovation
Academy
Harvard Public Affairs & Communications
June 6, 2018
2
In higher ed…
summertime is strategytime
● Assess what worked / didn’t over the past year
● Think creatively / differently about our work
● Explore and experiment with new workflows,
ideas, and innovations
● Involve colleagues in your
assessment and strategic
planning process
3
Thinking differently about digital
● Today’s event transcends specific digital
topics
● Explore practical applications of creative
approaches, and look to the future of digital
Tactical
Exploratory
4
Practical, tactical session goals
● Create a framework to start small, think big,
and create organization change
● Generate and implement great ideas
● Enhance your digital storytelling in the areas
of social video, podcasting, email marketing
design, analytics, and 360° film / photography
5
Coffee talk networking session
Engage with Harvard experts, collaborate with
your University colleagues, share updates and
ideas, and let the strategizing begin
6
Future, exploratory session goals
● Understand the digital ecosystem and the
future of the internet and social media
● Gain insight on how younger generations
interact with the web and ideas for more
youth engagement
● Explore the skills, priorities, and technologies
that will be most important for digital
communications professionals in the future
7
Our speakers are kind of a big deal.
Enjoy and engage with them in Q&A!
Thank you
Harvard Public Affairs & Communications
Small bets, big
payoffs
How to create change through experimentation
@mikepetroff | Harvard University
hello!
I’m Mike Petroff
Director of Content Strategy, Harvard University
@mikepetroff
2
3
I love conferences.
I also hate returning to work
after conferences.
4
An Agile approach to content
Richard Prowse
Head of Digital, University of Bath
5
I love it! Thanks!
Cheers! Good luck!
Meanwhile, back at Harvard.
6
7
We wear many hats as
content strategists.
The Coach
Powers:
● Governance models
● CMS trainings
● How-to guides
8
The coach.
9
The Organizer
Powers:
● Content audits
● Trello boards
● Structured data
10
The organizer.
11
The Wordsmith
Powers:
● Brand voice
● Grammar
● Copy editing
12
The wordsmith.
13
The Influencer
Powers:
● Persuasion
● Negotiation
● Community-building
14
The influencer.
15
16
Organizations need influencers.
Why is it important to embrace and
encourage change?
1. Psychological safety: the belief that one will not be
punished or humiliated for speaking up with ideas
2. Cognitive diversity: a blend of different problem-
solving behaviors, like collaboration, identifying
problems, applying information, breaking rules, and
inventing new approaches
17
18
More:
● Curious
● Inquiring
● Experimental
● Nurturing
Less:
● Hierarchical
● Directive
● Controlling
● Conforming
Happiness at work
19
Small wins have a
cumulative impact.
20
Research Study
26 project teams
7 companies
238 individuals
21
“Our goal was to discover the
states of inner work life and
the workday events that
correlated with the highest
levels of creative output.”
22
“Of all the things that can boost
inner work life, the most
important is making progress in
meaningful work.”
23
Change Structure
24
Real examples of small
bets and big payoffs.
St. Lawrence University
Meg Bernier Keniston
Associate Director of Marketing
Goal: Working with students, bring social
media into ‘real life’ experiences on campus.
25
Instagram thank you notes
26
Twitter hockey jerseys
“ Now, I do presentations discussing
how students can use their digital
presence in positive ways. Career
Services also now has programming
focused on digital identities.
27
Cornell University
Ashley Budd
Director of Digital Marketing
Goal: Encourage alumni donations for Giving Day.
28
Giving Day email campaigns
29
● Optimistic but not sappy
● Smart but not stodgy
● Fun but not childish
● Clever but not silly
● Informal but not sloppy
● Helpful but not overbearing
“ We’ve learned what resonates with
students and have set them up to be
more comfortable with giving to the
university.
30
University of Florida
Todd Sanders
Director of Digital Communications and Social
Media
Goal: Engage with their community on social media
for Festivus.
31
University of Florida’s Facebook Page
32
Top Comments
33
“ I’m happy to report that since the
Festivus post, @UFTAPS has joined
Twitter. It’s been four years of
begging the parking folks to join
social for this to happen.
34
University of Cambridge
Barney Brown
Head of Digital Communications
Goal: Working more closely with students to create
positive stories.
35
Instagram Takeover
36
Instagram Takeover
37
“ By trusting our students and
amplifying their (unedited) voices
through our central channels we’ve
now got a great relationship with our
vloggers.
38
We experiment at Harvard, too.
Some work out. Some don’t. But we’re always learning.
Audience surveys
40
Social media video production
41
A/B tests
42
Daily Gazette email newsletter
Harvard.edu homepage
Instagram #HarvardUnwind series
43
Giphy stickers for Commencement
44
The dreaded “Monthly Report” spreadsheet
45
“ If every single one of your
projects succeeded, it would
mean you were coasting. Failing
once in a while is a good sign.
-Perry Hewitt
46
Scoop: Analytics dashboard and reports
47
2016/2017
Scoop: Analytics dashboard and reports
48
2017-2018
Experimentation takes time.
Ongoing pilots:
● Audience growth efforts
● Paid campaigns on social
● 24-hour and live content
● Agile workflows and Trello
● Redesigns (big and small)
All while managing:
● Harvard.edu content
● Harvard Gazette Wordpress
● @Harvard social posts
● Email support
● Daily/weekly analytics reports
● Meetings
● Academy trainings
● Campaigns
● And lots more... 49
Credit: Graziella Jackson, Echo&Co
50
Based on an assumed 1,782 working hours in a year (2,080 minus federal holidays, vacation, sick time, etc.)
Type of idea % of your budget % of your time
“Bread and butter”
(low risk, low scope daily efforts)
70% 50%
(891 hours per year,
20 hours per week f/t)
“Build and boost”
(replicating ideas that have proven their results;
often reach and conversion drives with a clear
beginning, middle, end)
20% 25%
(445.5 hours per year,
10 hours per week f/t)
“Breakthroughs”
(high risk, high scope, high value new ideas,
taken from pilot to replication)
10% 25%
(445.5 hours per year,
10 hours per week f/t)
51
Frameworks for
experimentation
Process.
Design Thinking
53
Agile Methodology
54
55
Reporting
56
4-slide report
What was our goal?
What did we do?
How did it do?
What will this change for us?
People.
Negotiation
58
Culture, Time, and Resources
59
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
Culture, Time, and Resources
60
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
Culture, Time, and Resources
61
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
Culture, Time, and Resources
62
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
Culture, Time, and Resources
63
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
64©Mary Shapiro, Simmons School of Management, Boston, MA
65
Experimentation
requires a focus on
process and people.
67
Find your inner influencer.
Create change through
experimentation.
Find ways to make progress
on meaningful work.
68
69
Thank you!
@mikepetroff
linkedin.com/in/mikepetroff
Staying sharp: How to create
and implement great ideas
Harvard Digital Innovation Academy
June 6, 2018
2
Graziella Jackson, Echo&Co
● Human-centered designer and creative
principal
● Has worked with social sector organizations
on digital innovation for 15 years
● Studied the intersection of technology
and civic life at Georgetown University
● Learned innovation from my mom,
who was a master at creating and
implementing new ideas
Email:
graziella@echo.co
LinkedIn:
www.linkedin.com/in/
graziellajackson
Twitter:
@graziasays
What we’ll explore
● What makes one idea better than another?
● How can you balance everyday and breakthrough ideas?
● How can you preserve an original idea through implementation?
● Why do the best ideas often remain undiscovered?
3
What makes one idea
better than another?
(idea valuation)
4
Let’s find out!
Is the idea / activity
useful?
if no
Stop! You could risk wasting valuable resources on something that
does not return results.
Is the idea / activity
uncommon or rare?
Stop! You could be spending valuable resources on something
someone else is already pursuing.
Is the idea / activity
costly to replicate?
Caution! Someone else could easily copy or replicate your idea (or even
do it better). Before proceeding, decide if it is worth the investment.
Is the idea / activity
designed for lasting value?
Caution! The activity may be valuable in the short term, but it may not
have long-term value. Before proceeding, decide if it is worth the
investment for only a short-term gain.
if yes
Congrats! You have an idea that is very likely worth the investment!
Test it out with a pilot program.
if yes
if yes
if yes
if no
if no
if no
5
A great idea...
● Addresses a specific challenge
● Adds value for the organization
● Adds value for the end-consumer
6
Read: Fifteen experts define innovation
https://www.ideatovalue.com/inno/nickskillicorn/2016/03/innov
ation-15-experts-share-innovation-definition/
Think: How do you define innovation?
What do you think separates an okay or good idea
from a great idea?
Great ideas come from ...
● The right people,
● In the right setting,
● With clear guidelines,
● And useful materials,
● Solving a specific challenge,
● Toward clear outcomes,
● Through a series
of well-designed activities.
7
Think workshop, not meeting.
Great ideas come from ...
8
● Change your physical setting.
● Use timers to add pressure.
● Use sound and music to encourage movement.
● Start by exploring something other than your idea
(opposites, what ifs, impossible scenarios,
combinations, total guesses, etc).
Read: Thinkertoys: A Handbook of creative thinking techniques
https://www.amazon.com/dp/B004CFAWU2/ref=dp-kindle-
redirect?_encoding=UTF8&btkr=1
* Warning! Product placement.
Disrupting usual ways of thinking and doing.
How can you balance everyday
ideas and breakthrough ideas?
(idea management)
9
Breakthroughs need structure and space
10
Based on an assumed 1,782 working hours in a year (2,080 minus federal holidays, vacation, sick time, etc.)
Type of idea % of your budget % of your time
“Bread and butter”
(low risk, low scope daily efforts)
70% 50%
(891 hours per year,
20 hours per week f/t)
“Build and boost”
(replicating ideas that have proven their results;
often reach and conversion drives with a clear
beginning, middle, end)
20% 25%
(445.5 hours per year,
10 hours per week f/t)
“Breakthroughs”
(high risk, high scope, high value new ideas,
taken from pilot to replication)
10% 25%
(445.5 hours per year,
10 hours per week f/t)
Listen: Freakonomics: Here’s why your projects are always late
http://freakonomics.com/podcast/project-management
Cost can be a great driver of change
11
Operating
hourly rate
x
Hours to
production ÷
Number of
impressions
(or conversions)
=
Cost per
impression
(or conversions)
Your operating
expenses divided
by the number of
workable hours in
the year — typically
1,782
The number of
hours spent on this
activity across all
team members
who supported it.
The number of
people who viewed
the content or
activity.
The number of
people who
converted off the
content or activity.
The estimated cost of
that activity per yield.
Enables you to ask:
How else could we be
spending this money!?
$120 / hour x 30 ÷ 10 = $360 per impression
Build a roadmap — step 1: capture
12
Build a roadmap — step 2: organize
13
Build a roadmap — step 3: validate
14
Is the idea / activity
useful?
if no
Stop! You could risk wasting valuable resources on something that
does not return results.
Is the idea / activity
uncommon or rare?
Stop! You could be spending valuable resources on something
someone else is already pursuing.
Is the idea / activity
costly to replicate?
Caution! Someone else could easily copy or replicate your idea (or even
do it better). Before proceeding, decide if it is worth the investment.
Is the idea / activity
designed for lasting value?
Caution! The activity may be valuable in the short term, but it may not
have long-term value. Before proceeding, decide if it is worth the
investment for only a short-term gain.
if yes
Congrats! You have an idea that is very likely worth the investment!
Test it out with a pilot program.
if yes
if yes
if yes
if no
if no
if no
Build a roadmap — step 4: plan
15* This will be the only spreadsheet shown in this presentation
Build a roadmap — step 5: implement
16
Read: The 18 best startup books I have read this year
https://medium.com/swlh/the-18-best-startup-business-books-
i-have-read-this-year-cbbab1b6c53e
Why the lean startup changes everything
https://hbr.org/2013/05/why-the-lean-start-up-changes-
everything
How can you preserve an original
idea through implementation?
(idea implementation)
17
18
good
knowledge base.
Build a knowledge and practice base
19
● Replicate your pilot,
● Refine each attempt,
● After several successful test runs,
● Create processes to mature the pilot,
● And make it available at scale.
Visit MobLab
https://mobilisationlab.org/
Ten imperatives to sustain good innovation
https://www.huffingtonpost.com/robert-f-brands/10-
imperatives-to-sustain_b_5936398.html
Read:
Brave the elements ...
20
Plan the work before doing the work
21
Why do the best ideas often
remain undiscovered?
(idea generation)
22
We skip the inspiration phase
Read: Divergent thinking and the innovation funnel
https://www.ideou.com/blogs/inspiration/brendan-boyle-on-
divergent-thinking-and-the-innovation-funnel
23
We “brainstorm” too much
● It over-emphasizes the “genius method”
● It attempts to add and subtract at the
same time
● It favors certain learning styles over others
● It makes people dread meetings
● Over time, it can create a stagnant idea
culture
24
Read: Your team is brainstorming all wrong
https://hbr.org/2017/05/your-team-is-brainstorming-all-wrong
Learning styles: Why one-size fits all does not work
https://ilslearningcorner.com/blog/2016/02/18/2016-02-
learning-styles-one-size-fits-all-doesnt-work
We forget to ask the user
A 5-step process for conducting user research
https://www.smashingmagazine.com/2013/09/5-step-process-conducting-
user-research
25
Read:
We have meetings instead of fun
Replace meetings* with:
● Gamestorming
● Role playing and empathy mapping
● Creative improv
* It’s time to hone those teaching
and facilitation skills!
26
Gamestorming
http://gamestorming.com
Try: Five improv exercises every designer should know
https://www.ideo.com/blog/5-improv-exercises-every-
designer-should-know
We don’t “pitch” a better alternative
Read:
What makes a good pitch?
http://training.npr.org/audio/what-makes-a-good-pitch-npr-
editors-weigh-in
How to pitch an idea to your boss and get a yes
https://www.themuse.com/advice/how-to-pitch-a-big-idea-to-
your-boss-and-get-a-yes
Watch: Pixar series on pitching and feedback
https://www.khanacademy.org/partner-
content/pixar/storytelling/storyboard-your-film/v/pitching1
Your pitch needs to:
● Tell a compelling story
● Demonstrate your expertise
● Preview your research
● Be short
● Be surprising
27
Let’s practice!
28
I have an idea for ______________________. Based on initial research,
I think if we ___________________, then we will ____________________
for __________________. This is important because ___________________.
I’d like to try __________________, which will require ______________________.
As we test and replicate it, we will measure ___________________, to determine
if it is successful and should be repeated at scale.
[a solution]
[an action] [a result]
[a resource]
[a metric]
[an audience]
[an action]
[a need]
Go forth and ideate!
29
Speed rounds
How to enhance your digital storytelling
How to create social
videos without a video
team
Asia Bradlee
Digital Communications Coordinator,
Harvard Public Affairs & Communications
What is WAVE?
● Online video maker for quick video creation.
● Customize fonts and colors to match your
brand.
● Preloaded photos, videos, and music with
option to upload your own.
● Videos can be downloaded in any format—
square for social, 16:9 for YouTube, etc.
What are the benefits of WAVE?
● Visualize data in a more compelling way; not text heavy.
● Weave together data from different components to create a
story.
● Complement for social campaigns.
● Repurpose physical collateral.
● Time efficient.
a. 1-2 days
Digital Innovation Academy Presentation Slides
Month in Review
Ecosystem of Innovation
In Conclusion
● WAVE videos allow us to make data
visually interesting, increase access to our
content, and give a fun/creative voice to
our brand.
● This technology help us tell our stories in
a time-efficient manner and without the
need for a large video team.
How to build a podcast
from the ground up
Curt Nickisch
Senior Editor,
Harvard Business Review
Case In Point
Why Are You Doing It?
Who’s It For?
What’s The Format?
How Long Should It Be?
Who’s Gonna Do It?
How Will People Find It?
How to email:
Design thinking
for e-newsletters
Ben S Wallace
Senior Digital Designer,
Harvard T.H Chan School of Public Health
“ Design thinking is
the essential ability to
combine empathy,
creativity, and
rationality to meet
user needs.
(No one really knows who said this)
(Design thinking isn’t just for designers)
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Place your screenshot here
Modern,
but more importantly,
easier to understand
The final product
How to take disparate
data sources & build
your own analytics
dashboard
Helen Lewis
Systems Analytics Lead,
Harvard Alumni Affairs & Development
1) Put data (from anywhere)
into Google Sheets
Or choose a data source, like Google Analytics or YouTube!
Gather data from..
-Certain Events
-Outlook
-Excel Files
-Salesforce Marketing
Cloud
-literally anywhere!
2) Connect data source(s)
& a build dashboard
3) Get creative to tell the story!
4) Go
historical!
Let’s recap!
Gather
Put data from any
data source(s) into
Google Sheets and
connect...
Connect
Or use a connected
data source, such as
Google Analytics or
YouTube
Design
Build (and
customize) your
Dashboard
Tutorial
https://www.distilled.net/reso
urces/google-data-studio-the-
beginners-tutorial/#Chapter17
https://bit.ly/2kOgT1D
Share it!
How to film &
photograph in 360° with
a limited budget
KJ Wang
Multimedia Producer and Editor,
Harvard Public Affairs & Communications
What’s what
VR
Artificial.
Computer-generated
environment using
sight and sound to
mimic a real one.
Expensive. Always.
AR
Real + artificial.
A live view of a real-
world environment,
supplemented by
computer-generated
content.
Expensive. Usually.
360
Real.
Video, or photo,
that is spherical.
Shot with
omnidirectional
cameras, or
multiple cameras.
Affordable.
“Back in my
day...”
Involved a lot of stitching, processing
rendering, head-scratching, and
exporting. Each of six cameras would
record independently, with images
wrapped spherically in post.
You’re
welcome
You won’t have to do any of that. You
can now just stick it on a tripod and
press a button.
Journalistic
Capture a moment
and let the viewer
immerse themselves
in it.
Telling
Stories
Filmic
Add a narrative,
whether that involves
VO, text, music,
visual cues to guide
the viewer and tell
your story.
So you CAN do 360, but SHOULD you?
Use 360 to best tell a story, rather than
for the novelty of it.
Our work
Some examples of the type of assets we’ve
created using 360 footage
□ Immersive scenes (video + photo)
□ Narrative 360 films with VO
□ 360 infographics (image + fact boxes)
□ Tiny planet (video + photo, using
manipulated 360 footage)
□ 360 timelapse (photo + video)
Process
Planning Filming Editing
Camera recs
GoPro Fusion
□ $700
□ Excellent quality on video and stills
□ Higher skill level required
□ More time
Ricoh Theta V
□ $400
□ Great still image quality
□ Reasonable video quality
□ Easy, quick, novice-level operation
Tips
□ Select spaces that are visual interesting
in every direction– left, right, up and
down.
□ Use a tripod (almost always).
□ Try planting audio cues to entice the
viewer to look around and explore.
□ Remember the experience is quite
different when viewing on a headset vs.
desktop vs. mobile.
□ Both Facebook and YouTube have 360
players. Vimeo too.
□ Be creative. Experiment! This is still
relatively new in the mainstream.
Speed rounds
Thanks!
The Digital Ecosystem
Where we are, where we’re headed, and
what we could be doing better
Dipayan Ghosh
June 6, 2018
Digital Innovation Academy
Harvard University
Digital Innovation Academy Presentation Slides
Digital Innovation Academy Presentation Slides
Digital Innovation Academy Presentation Slides
The Infrastructure to Spread Disinformation
&
The Demand for that Disinformation
Why discuss social media and news
in the first place?
Digital Innovation Academy Presentation Slides
Digital Innovation Academy Presentation Slides
Infrastructure
Traditional advertising
(e.g., Chanel) (e.g., NYT)
The digital advertising ecosystem
2011
Digital Innovation Academy Presentation Slides
Facebook monthly active users 2008-2017
Facebook annual revenues 2007-2017
Revenue growth from ad tech –
and this was true across the industry.
Facebook’s new ad tech (2011-2013)
• Power Editor – June 2011
• Ads in the News Feed – January 2012
• Custom Audiences – September 2012
• Lookalike Audiences – March 2013
• Partner Categories – April 2013
Power Editor
Custom Audiences
Source:
Stream
SEO
Lookalike Audiences
Source:
Hitwise
Partner Categories
Ads in the News Feed
Source:
Buffer
Social
The commercial interests of
disinformation actors and internet
platforms are – in some ways –
aligned.
Underlying this entire infrastructure
is highly sensitive personal data.
Behavior tracking (location data)
Behavior tracking (location data)
The Cambridge-Facebook data
was especially sensitive because it
included Facebook user ids.
‘Weak’ AI
Weak AI has the capacity to understand a
narrow environment, typically with a degree of
memory and computational power many orders
of magnitude higher than average human
intelligence.
Forthcoming applications of
AI in digital advertising?
Automated content creation using AI
Source:
PSFK
Contingency-based ad targeting
How do we fix this?
As digital professionals it’s about…
• Remaining vigilant about your organization’s digital image
• Being circumspect while absorbing new content
• Applying intuition and a calm, questioning eye
• Knowing where to issue a complaint
• Creating relevant and genuine content for your online audiences
Policy Agenda
• Data rights (privacy, security, autonomy…)
• Election ad transparency (political funding, searchable databases…)
• Public interest audits for AI (e.g., open APIs for alg. transparency)
• Enforcement against anticompetitive behaviors in the industry
• National security apparatus to combat nefarious actors
• Public education on digital content, news, and disinformation
• Public service journalism
The broader issue
Identity Politics
Fragmented Media Markets
Decline of Public Service Journalism
Corruption + Money in Politics
Disinformation
Widening Economic Inequality
Distrust of the Failing State
Tribal Partisan Division
Norm Breaking in Democratic Institutions
Digital Innovation Academy Presentation Slides
Thank you!
June 6, 2018
Sandra CortesiUNDERSTANDING
YOUNGER GENERATIONS:
A STUDY OF THE PEOPLE
USING THE WEB
Illustrations by Youth and Media Youth Advisor Elsa
Brown @ https://www.behance.net/ebrown726e4b6
Silly Robots by Chris Lloyd @ www.yllw.co.uk/sillyrobots/
SANDRA CORTESI
• Twitter: @sandracortesi
• Email: scortesi@cyber.law.harvard.edu
[In most cases, youth ages 12-18;
based on focus group interviews
with over 300 young people.]
Illustrations by
Youth and Media
Youth Advisor
Elsa Brown
Digital Innovation Academy Presentation Slides
TODAY:
• Three youth practices
1. Online/offline
2. Platform diversification
3. Information/interaction lifecycle
• Three ideas for more youth engagement
1. Enter youth spaces
2. Shape your mindset / adapt a youth perspective
3. Enable participation
• Three themes that matter
1. Environmental issues
2. Identity
3. Crafts, skills, pathways, and fair labor
1
ONLINE/OFFLINE
2007 2010 2013
2015 2016 2018
PRICE?
Implications:
• Think about online
and offline
interfaces.
• The key is creating
the right
experience, whether
it’s online or off.
2
PLATFORM
DIVERSIFICATION
Platform Diversification
1. Individual / peer group(s)
2. Audiences
3. Features / affordances
4. Context
5. Perceived intimacy/privacy
Digital Innovation Academy Presentation Slides
Social Media & Harvard (2014)
• Which of the following best describes your school or affiliation?
• How often do you use the following social media platforms for personal use? Please place a mark in the appropriate boxes.
• How often do you use the following social media platforms for academic or professional use? Please place a mark in the
appropriate boxes.
• Which of the following social media platforms do you use most often for personal, and which one for academic or
professional use? Please place a mark in the appropriate boxes.
• On the platform you use most for academic or professional use, how would you feel about:
• On the platform you use most for personal use, how would you feel about:
• What tools / platforms / website are you using for academic or professional purposes you think are exciting and would like to
encourage more people to use?
• For the social media platform I use most, my privacy settings:
• How much do you limit what your professors can see on your Facebook profile?
• I post updates/photos that I do not want a college administrator or future employer to see:
• How comfortable would you feel if...
• How would you rate the following social media scenarios?
• What role do you feel Harvard should play online?
• Which of the following would you want the University to use to share information/communicate with you? Check all that
apply.
• On which of the following would you feel comfortable interacting with faculty? Check all that apply.
• Which of the following Harvard social media accounts are you following/looking at on a regular basis?
# Question Like Don't Like Don't Care
Not sure how I'd
feel
Total Responses Mean
1
Harvard University having
an account
89 5 69 2 165 1.90
2
Harvard University
friending/following you
66 34 42 18 160 2.08
3
Faculty members having
accounts
96 10 54 5 165 1.81
4
Faculty members
following you generally.
73 36 32 18 159 1.97
5
Departments or centers
having accounts
100 5 56 3 164 1.77
6
Departments/center
following you
73 37 41 10 161 1.93
7
Administrators having an
account
62 25 69 8 164 2.14
8
Administrators following
you
45 68 38 11 162 2.09
9
Other students having
accounts
129 1 34 2 166 1.45
10
Other students
friending/following you
131 3 25 4 163 1.40
5. On the platform you use most for academic or professional use, how would you feel
about:
# Question
Very
uncomfortable
Somewhat
uncomfortable
Neutral
Somewhat
comfortable
Very
comfortable
Total
Responses
Mean
1
Harvard
followed or
friended you
on social
media?
20 60 41 28 16 165 2.76
2
Harvard shared
what you
posted on
social media
with its
followers?
50 48 26 28 12 164 2.41
3
Harvard shared
your student
groups' events
with other
students over
social media?
10 19 29 37 70 165 3.84
11. How comfortable would you feel if...
Implications:
• Where the conversation takes place is
constantly evolving.
• Move away from a solely online and
platform-specific approach toward a more
holistic approach.
• Be prepared to respond to feedback, incl.
negative feedback.
3
INFORMATION /
INTERACTION LIFECYCLE
Source: http://thebln.com/wp-
content/uploads/2017/03/2017-Internet-Minute.jpg
ECHO
LOOK
GOOGLE
HOME
Implications:
• Engage young people in ways they can relate (more messy,
quick/short, in real time, unfiltered and with filters).
• Co-create with youth and their communities conversations
alongside your employees, youth influencers, and experts.
• Support the issues that are at the core of what matters most
to youth today.
• Trust is important. Youth want to know how institutions are
using their personal information and how the information will
be protected.
TODAY:
• Three youth practices
1. Online/offline
2. Platform diversification
3. Information/interaction lifecycle
• Three ideas for more youth engagement
1. Enter youth spaces
2. Shape your mindset / adapt a youth perspective
3. Enable participation
• Three themes that matter
1. Environmental issues
2. Identity
3. Crafts, skills, pathways, and fair labor
ENTER YOUTH
SPACES.
1
As (young) users shift priority from social
networks to messaging apps like
WhatsApp, Snapchat, Facebook
Messenger, etc., they have become
powerful news platforms.
SHAPE YOUR
MINDSET /
ADAPT A YOUTH
PERSPECTIVE.
2
Digital Innovation Academy Presentation Slides
ENABLE
PARTICIPATION.
3
Digital Innovation Academy Presentation Slides
TODAY:
• Three youth practices
1. Online/offline
2. Platform diversification
3. Information/interaction lifecycle
• Three ideas for more youth engagement
1. Enter youth spaces
2. Shape your mindset / adapt a youth perspective
3. Enable participation
• Three themes that matter
1. Environmental issues
2. Identity
3. Crafts, skills, pathways, and fair labor
Digital Innovation Academy Presentation Slides
1
CARING ABOUT
THE
ENVIRONMENT
FACTS:
Also Known As: Tolly Dolly Posh
Famous As: Blogger
Nationality: U.K.
Age: 17 Years
Tolmeia
2
EXPLORING
IDENTITY
Diversity and inclusion demographic
categories of interest include:
ethnicity, race, gender, gender and
sexual identity, religion, national
origin, location, age, and educational
(skill level) and/or socioeconomic
status.
3
SHOWCASING
CRAFTS, SKILLS,
PATHWAYS, AND
FAIR LABOR
Digital Innovation Academy Presentation Slides
CONNECT
• Twitter
• @sandracortesi
• @youthandmedia
• Pages
• youthandmedia.org
• Email: scortesi@cyber.law.harvard.edu
CREDITS
• Illustrations by Elsa Brown
• Silly Robots by Chris Lloyd @ www.yllw.co.uk/sillyrobots/
• Icons: https://thenounproject.com/
• Pictures:
• Data and data analytics:
https://media.licdn.com/mpr/mpr/shrinknp_800_800/AAEAAQAAAAAAAAcSAAAAJDJlNDA0YTgyLTA4NTEt
NGFlYS05ZWU5LWZjM2RmZmQ2N2ZkMw.jpg
• Be optimistic: https://img00.deviantart.net/2f5f/i/2014/338/4/e/be_optimistic__by_lilbumblebear-d7bmlcp.png
• Social media worries: https://www.apa.org/news/press/releases/stress/2017/technology-social-media.PDF
• Internet minute: Source: http://thebln.com/wp-content/uploads/2017/03/2017-Internet-Minute.jpg
• Global Shapers Survey 2017:
http://shaperssurvey2017.org/static/data/WEF_GSC_Annual_Survey_2017.pdf
• End of the world: https://www.geek.com/wp-content/uploads/2016/07/end-of-the-world-625x350.jpg
Digital
Innovation
June 6, 2018
PERSONAL 3D
PRINTER
photo: wikimedia commons
Digital Innovation Academy Presentation Slides
FUNCTIONAL
3D-PRINTED HANDGUN
photo: wikimedia commons
photo: @Doug88888, Flickr.com
NEWS
BIG
POLITICAL PARTIES
photo: Gage Skidmore, Flickr.com
BIG
photo: ehpien, Flickr.com
GOVERNMENT
BIG
photo: wikimedia commons
ARMIES
BIG
photo: Dawn Ashley, Flickr.com
FUN
BIG
Digital Innovation Academy Presentation Slides
photo: W. & D. Downey, wikimedia commons
THE END OF
MONARCHY
The Cray-1 Computer, by walt74, on Flickr
Digital Innovation Academy Presentation Slides
Digital Innovation Academy Presentation Slides
images: wikimedia commons
THE EVOLUTION
OF THE COMPUTER
1970’s 1980’s
1990’s
2000’s 2010’s
Internet Map
photo: wZa HK, Flickr.com
INDIVIDUAL
photo: Josh Kenzer, Flickr.com
INTIMATE
photo: AJ Ashton, Flickr.com
INTENTIONAL
Online Communications
Big Email List Online
Community
Off-line
Actions
Building Online Communications
Organization Infrastructure Innovation
Big List
Online
Community
Off-line Action
• Generalist
• Small, flat teams
• Use of volunteers
• Content
production
• Testing-driven
culture
Building Online Communications
Organization Infrastructure Innovation
• Webtools
• Data
• Analytics
• Early & Often –
speed & volume
• Test, test, test
• Aggressive
segmentation
• Risk tolerance
Content Marketing
(Partners, associations, articles)
Organic Search
(Google, Yahoo, Bing)
Paid Search
(Google AdWords)
Social Networks
(Facebook, Blogs, Twitter)
Email
(regular, tested communications)
Direct Visitors
(Business cards, events, splash)
Traffic
Web
site
Landing
Page
Micro
sites
Prospect
Download
Submit
Webform
Engagement
action
Acquisition
Webinar/
Demo
Social
Media
Email /
Phone
Engagement
Click-Through
(Leakage Point #1)
Call to Action
(Leakage Point #2)
Initial Contact
(Leakage Point #3)
➢ Low organic ranking
➢ Ineffective paid ad copy
➢ Wrong keywords
➢ Sub optimal bid strategy
➢ Email content not compelling
➢ Offer not relevant to needs
➢ Confusing value proposition
➢ Ineffective call to action
➢ Response time too long
➢ Impersonal response
➢ Offer not tailored to
online behavior
Activation
Conversion
Scoring
Nurturing
Offline Promotion
(Mail, radio, print)
New Donor
Donor
Conversion
(Leakage Point #4)
➢ Lack of focus on priority
opportunities
➢ Failure to understand
and overcome objections
➢ “Just not ready”
Building a Big List
Digital Innovation Academy Presentation Slides
NICCO MELE
twitter: @nicco
nicco_mele@hks.harvard.edu
nicco.org
READ THE BOOK from ST. MARTIN’S PRESS
EndofBig.com

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Digital Innovation Academy Presentation Slides

  • 1. Digital Innovation Academy Harvard Public Affairs & Communications June 6, 2018
  • 2. 2 In higher ed… summertime is strategytime ● Assess what worked / didn’t over the past year ● Think creatively / differently about our work ● Explore and experiment with new workflows, ideas, and innovations ● Involve colleagues in your assessment and strategic planning process
  • 3. 3 Thinking differently about digital ● Today’s event transcends specific digital topics ● Explore practical applications of creative approaches, and look to the future of digital Tactical Exploratory
  • 4. 4 Practical, tactical session goals ● Create a framework to start small, think big, and create organization change ● Generate and implement great ideas ● Enhance your digital storytelling in the areas of social video, podcasting, email marketing design, analytics, and 360° film / photography
  • 5. 5 Coffee talk networking session Engage with Harvard experts, collaborate with your University colleagues, share updates and ideas, and let the strategizing begin
  • 6. 6 Future, exploratory session goals ● Understand the digital ecosystem and the future of the internet and social media ● Gain insight on how younger generations interact with the web and ideas for more youth engagement ● Explore the skills, priorities, and technologies that will be most important for digital communications professionals in the future
  • 7. 7 Our speakers are kind of a big deal. Enjoy and engage with them in Q&A!
  • 8. Thank you Harvard Public Affairs & Communications
  • 9. Small bets, big payoffs How to create change through experimentation @mikepetroff | Harvard University
  • 10. hello! I’m Mike Petroff Director of Content Strategy, Harvard University @mikepetroff 2
  • 11. 3 I love conferences. I also hate returning to work after conferences.
  • 12. 4 An Agile approach to content Richard Prowse Head of Digital, University of Bath
  • 13. 5 I love it! Thanks! Cheers! Good luck!
  • 14. Meanwhile, back at Harvard. 6
  • 15. 7 We wear many hats as content strategists.
  • 16. The Coach Powers: ● Governance models ● CMS trainings ● How-to guides 8
  • 18. The Organizer Powers: ● Content audits ● Trello boards ● Structured data 10
  • 20. The Wordsmith Powers: ● Brand voice ● Grammar ● Copy editing 12
  • 22. The Influencer Powers: ● Persuasion ● Negotiation ● Community-building 14
  • 24. 16 Organizations need influencers. Why is it important to embrace and encourage change?
  • 25. 1. Psychological safety: the belief that one will not be punished or humiliated for speaking up with ideas 2. Cognitive diversity: a blend of different problem- solving behaviors, like collaboration, identifying problems, applying information, breaking rules, and inventing new approaches 17
  • 26. 18 More: ● Curious ● Inquiring ● Experimental ● Nurturing Less: ● Hierarchical ● Directive ● Controlling ● Conforming
  • 28. Small wins have a cumulative impact. 20
  • 29. Research Study 26 project teams 7 companies 238 individuals 21 “Our goal was to discover the states of inner work life and the workday events that correlated with the highest levels of creative output.”
  • 30. 22 “Of all the things that can boost inner work life, the most important is making progress in meaningful work.”
  • 32. 24 Real examples of small bets and big payoffs.
  • 33. St. Lawrence University Meg Bernier Keniston Associate Director of Marketing Goal: Working with students, bring social media into ‘real life’ experiences on campus. 25
  • 34. Instagram thank you notes 26 Twitter hockey jerseys
  • 35. “ Now, I do presentations discussing how students can use their digital presence in positive ways. Career Services also now has programming focused on digital identities. 27
  • 36. Cornell University Ashley Budd Director of Digital Marketing Goal: Encourage alumni donations for Giving Day. 28
  • 37. Giving Day email campaigns 29 ● Optimistic but not sappy ● Smart but not stodgy ● Fun but not childish ● Clever but not silly ● Informal but not sloppy ● Helpful but not overbearing
  • 38. “ We’ve learned what resonates with students and have set them up to be more comfortable with giving to the university. 30
  • 39. University of Florida Todd Sanders Director of Digital Communications and Social Media Goal: Engage with their community on social media for Festivus. 31
  • 40. University of Florida’s Facebook Page 32
  • 42. “ I’m happy to report that since the Festivus post, @UFTAPS has joined Twitter. It’s been four years of begging the parking folks to join social for this to happen. 34
  • 43. University of Cambridge Barney Brown Head of Digital Communications Goal: Working more closely with students to create positive stories. 35
  • 46. “ By trusting our students and amplifying their (unedited) voices through our central channels we’ve now got a great relationship with our vloggers. 38
  • 47. We experiment at Harvard, too. Some work out. Some don’t. But we’re always learning.
  • 49. Social media video production 41
  • 50. A/B tests 42 Daily Gazette email newsletter Harvard.edu homepage
  • 52. Giphy stickers for Commencement 44
  • 53. The dreaded “Monthly Report” spreadsheet 45
  • 54. “ If every single one of your projects succeeded, it would mean you were coasting. Failing once in a while is a good sign. -Perry Hewitt 46
  • 55. Scoop: Analytics dashboard and reports 47 2016/2017
  • 56. Scoop: Analytics dashboard and reports 48 2017-2018
  • 57. Experimentation takes time. Ongoing pilots: ● Audience growth efforts ● Paid campaigns on social ● 24-hour and live content ● Agile workflows and Trello ● Redesigns (big and small) All while managing: ● Harvard.edu content ● Harvard Gazette Wordpress ● @Harvard social posts ● Email support ● Daily/weekly analytics reports ● Meetings ● Academy trainings ● Campaigns ● And lots more... 49
  • 58. Credit: Graziella Jackson, Echo&Co 50 Based on an assumed 1,782 working hours in a year (2,080 minus federal holidays, vacation, sick time, etc.) Type of idea % of your budget % of your time “Bread and butter” (low risk, low scope daily efforts) 70% 50% (891 hours per year, 20 hours per week f/t) “Build and boost” (replicating ideas that have proven their results; often reach and conversion drives with a clear beginning, middle, end) 20% 25% (445.5 hours per year, 10 hours per week f/t) “Breakthroughs” (high risk, high scope, high value new ideas, taken from pilot to replication) 10% 25% (445.5 hours per year, 10 hours per week f/t)
  • 64. 56 4-slide report What was our goal? What did we do? How did it do? What will this change for us?
  • 67. Culture, Time, and Resources 59 “If there’s an idea that someone’s passionate about, we put in a system to make it easy and fast and cheap for them to run an experiment. Strip it down to what leap-of-faith assumption you want to prove, and how you can run an experiment next week or next month, at virtually no resources, to test that idea.” -Scott Cook, co-founder of Intuit
  • 68. Culture, Time, and Resources 60 “If there’s an idea that someone’s passionate about, we put in a system to make it easy and fast and cheap for them to run an experiment. Strip it down to what leap-of-faith assumption you want to prove, and how you can run an experiment next week or next month, at virtually no resources, to test that idea.” -Scott Cook, co-founder of Intuit
  • 69. Culture, Time, and Resources 61 “If there’s an idea that someone’s passionate about, we put in a system to make it easy and fast and cheap for them to run an experiment. Strip it down to what leap-of-faith assumption you want to prove, and how you can run an experiment next week or next month, at virtually no resources, to test that idea.” -Scott Cook, co-founder of Intuit
  • 70. Culture, Time, and Resources 62 “If there’s an idea that someone’s passionate about, we put in a system to make it easy and fast and cheap for them to run an experiment. Strip it down to what leap-of-faith assumption you want to prove, and how you can run an experiment next week or next month, at virtually no resources, to test that idea.” -Scott Cook, co-founder of Intuit
  • 71. Culture, Time, and Resources 63 “If there’s an idea that someone’s passionate about, we put in a system to make it easy and fast and cheap for them to run an experiment. Strip it down to what leap-of-faith assumption you want to prove, and how you can run an experiment next week or next month, at virtually no resources, to test that idea.” -Scott Cook, co-founder of Intuit
  • 72. 64©Mary Shapiro, Simmons School of Management, Boston, MA
  • 73. 65
  • 74. Experimentation requires a focus on process and people.
  • 75. 67 Find your inner influencer. Create change through experimentation.
  • 76. Find ways to make progress on meaningful work. 68
  • 78. Staying sharp: How to create and implement great ideas Harvard Digital Innovation Academy June 6, 2018
  • 79. 2 Graziella Jackson, Echo&Co ● Human-centered designer and creative principal ● Has worked with social sector organizations on digital innovation for 15 years ● Studied the intersection of technology and civic life at Georgetown University ● Learned innovation from my mom, who was a master at creating and implementing new ideas Email: graziella@echo.co LinkedIn: www.linkedin.com/in/ graziellajackson Twitter: @graziasays
  • 80. What we’ll explore ● What makes one idea better than another? ● How can you balance everyday and breakthrough ideas? ● How can you preserve an original idea through implementation? ● Why do the best ideas often remain undiscovered? 3
  • 81. What makes one idea better than another? (idea valuation) 4
  • 82. Let’s find out! Is the idea / activity useful? if no Stop! You could risk wasting valuable resources on something that does not return results. Is the idea / activity uncommon or rare? Stop! You could be spending valuable resources on something someone else is already pursuing. Is the idea / activity costly to replicate? Caution! Someone else could easily copy or replicate your idea (or even do it better). Before proceeding, decide if it is worth the investment. Is the idea / activity designed for lasting value? Caution! The activity may be valuable in the short term, but it may not have long-term value. Before proceeding, decide if it is worth the investment for only a short-term gain. if yes Congrats! You have an idea that is very likely worth the investment! Test it out with a pilot program. if yes if yes if yes if no if no if no 5
  • 83. A great idea... ● Addresses a specific challenge ● Adds value for the organization ● Adds value for the end-consumer 6 Read: Fifteen experts define innovation https://www.ideatovalue.com/inno/nickskillicorn/2016/03/innov ation-15-experts-share-innovation-definition/ Think: How do you define innovation? What do you think separates an okay or good idea from a great idea?
  • 84. Great ideas come from ... ● The right people, ● In the right setting, ● With clear guidelines, ● And useful materials, ● Solving a specific challenge, ● Toward clear outcomes, ● Through a series of well-designed activities. 7 Think workshop, not meeting.
  • 85. Great ideas come from ... 8 ● Change your physical setting. ● Use timers to add pressure. ● Use sound and music to encourage movement. ● Start by exploring something other than your idea (opposites, what ifs, impossible scenarios, combinations, total guesses, etc). Read: Thinkertoys: A Handbook of creative thinking techniques https://www.amazon.com/dp/B004CFAWU2/ref=dp-kindle- redirect?_encoding=UTF8&btkr=1 * Warning! Product placement. Disrupting usual ways of thinking and doing.
  • 86. How can you balance everyday ideas and breakthrough ideas? (idea management) 9
  • 87. Breakthroughs need structure and space 10 Based on an assumed 1,782 working hours in a year (2,080 minus federal holidays, vacation, sick time, etc.) Type of idea % of your budget % of your time “Bread and butter” (low risk, low scope daily efforts) 70% 50% (891 hours per year, 20 hours per week f/t) “Build and boost” (replicating ideas that have proven their results; often reach and conversion drives with a clear beginning, middle, end) 20% 25% (445.5 hours per year, 10 hours per week f/t) “Breakthroughs” (high risk, high scope, high value new ideas, taken from pilot to replication) 10% 25% (445.5 hours per year, 10 hours per week f/t) Listen: Freakonomics: Here’s why your projects are always late http://freakonomics.com/podcast/project-management
  • 88. Cost can be a great driver of change 11 Operating hourly rate x Hours to production ÷ Number of impressions (or conversions) = Cost per impression (or conversions) Your operating expenses divided by the number of workable hours in the year — typically 1,782 The number of hours spent on this activity across all team members who supported it. The number of people who viewed the content or activity. The number of people who converted off the content or activity. The estimated cost of that activity per yield. Enables you to ask: How else could we be spending this money!? $120 / hour x 30 ÷ 10 = $360 per impression
  • 89. Build a roadmap — step 1: capture 12
  • 90. Build a roadmap — step 2: organize 13
  • 91. Build a roadmap — step 3: validate 14 Is the idea / activity useful? if no Stop! You could risk wasting valuable resources on something that does not return results. Is the idea / activity uncommon or rare? Stop! You could be spending valuable resources on something someone else is already pursuing. Is the idea / activity costly to replicate? Caution! Someone else could easily copy or replicate your idea (or even do it better). Before proceeding, decide if it is worth the investment. Is the idea / activity designed for lasting value? Caution! The activity may be valuable in the short term, but it may not have long-term value. Before proceeding, decide if it is worth the investment for only a short-term gain. if yes Congrats! You have an idea that is very likely worth the investment! Test it out with a pilot program. if yes if yes if yes if no if no if no
  • 92. Build a roadmap — step 4: plan 15* This will be the only spreadsheet shown in this presentation
  • 93. Build a roadmap — step 5: implement 16 Read: The 18 best startup books I have read this year https://medium.com/swlh/the-18-best-startup-business-books- i-have-read-this-year-cbbab1b6c53e Why the lean startup changes everything https://hbr.org/2013/05/why-the-lean-start-up-changes- everything
  • 94. How can you preserve an original idea through implementation? (idea implementation) 17
  • 96. Build a knowledge and practice base 19 ● Replicate your pilot, ● Refine each attempt, ● After several successful test runs, ● Create processes to mature the pilot, ● And make it available at scale. Visit MobLab https://mobilisationlab.org/ Ten imperatives to sustain good innovation https://www.huffingtonpost.com/robert-f-brands/10- imperatives-to-sustain_b_5936398.html Read:
  • 98. Plan the work before doing the work 21
  • 99. Why do the best ideas often remain undiscovered? (idea generation) 22
  • 100. We skip the inspiration phase Read: Divergent thinking and the innovation funnel https://www.ideou.com/blogs/inspiration/brendan-boyle-on- divergent-thinking-and-the-innovation-funnel 23
  • 101. We “brainstorm” too much ● It over-emphasizes the “genius method” ● It attempts to add and subtract at the same time ● It favors certain learning styles over others ● It makes people dread meetings ● Over time, it can create a stagnant idea culture 24 Read: Your team is brainstorming all wrong https://hbr.org/2017/05/your-team-is-brainstorming-all-wrong Learning styles: Why one-size fits all does not work https://ilslearningcorner.com/blog/2016/02/18/2016-02- learning-styles-one-size-fits-all-doesnt-work
  • 102. We forget to ask the user A 5-step process for conducting user research https://www.smashingmagazine.com/2013/09/5-step-process-conducting- user-research 25 Read:
  • 103. We have meetings instead of fun Replace meetings* with: ● Gamestorming ● Role playing and empathy mapping ● Creative improv * It’s time to hone those teaching and facilitation skills! 26 Gamestorming http://gamestorming.com Try: Five improv exercises every designer should know https://www.ideo.com/blog/5-improv-exercises-every- designer-should-know
  • 104. We don’t “pitch” a better alternative Read: What makes a good pitch? http://training.npr.org/audio/what-makes-a-good-pitch-npr- editors-weigh-in How to pitch an idea to your boss and get a yes https://www.themuse.com/advice/how-to-pitch-a-big-idea-to- your-boss-and-get-a-yes Watch: Pixar series on pitching and feedback https://www.khanacademy.org/partner- content/pixar/storytelling/storyboard-your-film/v/pitching1 Your pitch needs to: ● Tell a compelling story ● Demonstrate your expertise ● Preview your research ● Be short ● Be surprising 27
  • 105. Let’s practice! 28 I have an idea for ______________________. Based on initial research, I think if we ___________________, then we will ____________________ for __________________. This is important because ___________________. I’d like to try __________________, which will require ______________________. As we test and replicate it, we will measure ___________________, to determine if it is successful and should be repeated at scale. [a solution] [an action] [a result] [a resource] [a metric] [an audience] [an action] [a need]
  • 106. Go forth and ideate! 29
  • 107. Speed rounds How to enhance your digital storytelling
  • 108. How to create social videos without a video team
  • 109. Asia Bradlee Digital Communications Coordinator, Harvard Public Affairs & Communications
  • 110. What is WAVE? ● Online video maker for quick video creation. ● Customize fonts and colors to match your brand. ● Preloaded photos, videos, and music with option to upload your own. ● Videos can be downloaded in any format— square for social, 16:9 for YouTube, etc.
  • 111. What are the benefits of WAVE? ● Visualize data in a more compelling way; not text heavy. ● Weave together data from different components to create a story. ● Complement for social campaigns. ● Repurpose physical collateral. ● Time efficient. a. 1-2 days
  • 115. In Conclusion ● WAVE videos allow us to make data visually interesting, increase access to our content, and give a fun/creative voice to our brand. ● This technology help us tell our stories in a time-efficient manner and without the need for a large video team.
  • 116. How to build a podcast from the ground up
  • 119. Why Are You Doing It?
  • 122. How Long Should It Be?
  • 124. How Will People Find It?
  • 125. How to email: Design thinking for e-newsletters
  • 126. Ben S Wallace Senior Digital Designer, Harvard T.H Chan School of Public Health
  • 127. “ Design thinking is the essential ability to combine empathy, creativity, and rationality to meet user needs. (No one really knows who said this) (Design thinking isn’t just for designers)
  • 141. Place your screenshot here Modern, but more importantly, easier to understand The final product
  • 142. How to take disparate data sources & build your own analytics dashboard
  • 143. Helen Lewis Systems Analytics Lead, Harvard Alumni Affairs & Development
  • 144. 1) Put data (from anywhere) into Google Sheets Or choose a data source, like Google Analytics or YouTube! Gather data from.. -Certain Events -Outlook -Excel Files -Salesforce Marketing Cloud -literally anywhere!
  • 145. 2) Connect data source(s) & a build dashboard
  • 146. 3) Get creative to tell the story!
  • 148. Let’s recap! Gather Put data from any data source(s) into Google Sheets and connect... Connect Or use a connected data source, such as Google Analytics or YouTube Design Build (and customize) your Dashboard Tutorial https://www.distilled.net/reso urces/google-data-studio-the- beginners-tutorial/#Chapter17 https://bit.ly/2kOgT1D Share it!
  • 149. How to film & photograph in 360° with a limited budget
  • 150. KJ Wang Multimedia Producer and Editor, Harvard Public Affairs & Communications
  • 151. What’s what VR Artificial. Computer-generated environment using sight and sound to mimic a real one. Expensive. Always. AR Real + artificial. A live view of a real- world environment, supplemented by computer-generated content. Expensive. Usually. 360 Real. Video, or photo, that is spherical. Shot with omnidirectional cameras, or multiple cameras. Affordable.
  • 152. “Back in my day...” Involved a lot of stitching, processing rendering, head-scratching, and exporting. Each of six cameras would record independently, with images wrapped spherically in post.
  • 153. You’re welcome You won’t have to do any of that. You can now just stick it on a tripod and press a button.
  • 154. Journalistic Capture a moment and let the viewer immerse themselves in it. Telling Stories Filmic Add a narrative, whether that involves VO, text, music, visual cues to guide the viewer and tell your story. So you CAN do 360, but SHOULD you? Use 360 to best tell a story, rather than for the novelty of it.
  • 155. Our work Some examples of the type of assets we’ve created using 360 footage □ Immersive scenes (video + photo) □ Narrative 360 films with VO □ 360 infographics (image + fact boxes) □ Tiny planet (video + photo, using manipulated 360 footage) □ 360 timelapse (photo + video)
  • 157. Camera recs GoPro Fusion □ $700 □ Excellent quality on video and stills □ Higher skill level required □ More time Ricoh Theta V □ $400 □ Great still image quality □ Reasonable video quality □ Easy, quick, novice-level operation
  • 158. Tips □ Select spaces that are visual interesting in every direction– left, right, up and down. □ Use a tripod (almost always). □ Try planting audio cues to entice the viewer to look around and explore. □ Remember the experience is quite different when viewing on a headset vs. desktop vs. mobile. □ Both Facebook and YouTube have 360 players. Vimeo too. □ Be creative. Experiment! This is still relatively new in the mainstream.
  • 160. The Digital Ecosystem Where we are, where we’re headed, and what we could be doing better Dipayan Ghosh June 6, 2018 Digital Innovation Academy Harvard University
  • 164. The Infrastructure to Spread Disinformation & The Demand for that Disinformation
  • 165. Why discuss social media and news in the first place?
  • 171. 2011
  • 173. Facebook monthly active users 2008-2017
  • 175. Revenue growth from ad tech – and this was true across the industry.
  • 176. Facebook’s new ad tech (2011-2013) • Power Editor – June 2011 • Ads in the News Feed – January 2012 • Custom Audiences – September 2012 • Lookalike Audiences – March 2013 • Partner Categories – April 2013
  • 181. Ads in the News Feed Source: Buffer Social
  • 182. The commercial interests of disinformation actors and internet platforms are – in some ways – aligned.
  • 183. Underlying this entire infrastructure is highly sensitive personal data.
  • 186. The Cambridge-Facebook data was especially sensitive because it included Facebook user ids.
  • 187. ‘Weak’ AI Weak AI has the capacity to understand a narrow environment, typically with a degree of memory and computational power many orders of magnitude higher than average human intelligence.
  • 188. Forthcoming applications of AI in digital advertising?
  • 189. Automated content creation using AI Source: PSFK
  • 191. How do we fix this?
  • 192. As digital professionals it’s about… • Remaining vigilant about your organization’s digital image • Being circumspect while absorbing new content • Applying intuition and a calm, questioning eye • Knowing where to issue a complaint • Creating relevant and genuine content for your online audiences
  • 193. Policy Agenda • Data rights (privacy, security, autonomy…) • Election ad transparency (political funding, searchable databases…) • Public interest audits for AI (e.g., open APIs for alg. transparency) • Enforcement against anticompetitive behaviors in the industry • National security apparatus to combat nefarious actors • Public education on digital content, news, and disinformation • Public service journalism
  • 195. Identity Politics Fragmented Media Markets Decline of Public Service Journalism Corruption + Money in Politics Disinformation Widening Economic Inequality Distrust of the Failing State Tribal Partisan Division Norm Breaking in Democratic Institutions
  • 198. June 6, 2018 Sandra CortesiUNDERSTANDING YOUNGER GENERATIONS: A STUDY OF THE PEOPLE USING THE WEB Illustrations by Youth and Media Youth Advisor Elsa Brown @ https://www.behance.net/ebrown726e4b6 Silly Robots by Chris Lloyd @ www.yllw.co.uk/sillyrobots/
  • 199. SANDRA CORTESI • Twitter: @sandracortesi • Email: scortesi@cyber.law.harvard.edu
  • 200. [In most cases, youth ages 12-18; based on focus group interviews with over 300 young people.] Illustrations by Youth and Media Youth Advisor Elsa Brown
  • 202. TODAY: • Three youth practices 1. Online/offline 2. Platform diversification 3. Information/interaction lifecycle • Three ideas for more youth engagement 1. Enter youth spaces 2. Shape your mindset / adapt a youth perspective 3. Enable participation • Three themes that matter 1. Environmental issues 2. Identity 3. Crafts, skills, pathways, and fair labor
  • 204. 2007 2010 2013 2015 2016 2018
  • 205. PRICE?
  • 206. Implications: • Think about online and offline interfaces. • The key is creating the right experience, whether it’s online or off.
  • 208. Platform Diversification 1. Individual / peer group(s) 2. Audiences 3. Features / affordances 4. Context 5. Perceived intimacy/privacy
  • 210. Social Media & Harvard (2014) • Which of the following best describes your school or affiliation? • How often do you use the following social media platforms for personal use? Please place a mark in the appropriate boxes. • How often do you use the following social media platforms for academic or professional use? Please place a mark in the appropriate boxes. • Which of the following social media platforms do you use most often for personal, and which one for academic or professional use? Please place a mark in the appropriate boxes. • On the platform you use most for academic or professional use, how would you feel about: • On the platform you use most for personal use, how would you feel about: • What tools / platforms / website are you using for academic or professional purposes you think are exciting and would like to encourage more people to use? • For the social media platform I use most, my privacy settings: • How much do you limit what your professors can see on your Facebook profile? • I post updates/photos that I do not want a college administrator or future employer to see: • How comfortable would you feel if... • How would you rate the following social media scenarios? • What role do you feel Harvard should play online? • Which of the following would you want the University to use to share information/communicate with you? Check all that apply. • On which of the following would you feel comfortable interacting with faculty? Check all that apply. • Which of the following Harvard social media accounts are you following/looking at on a regular basis?
  • 211. # Question Like Don't Like Don't Care Not sure how I'd feel Total Responses Mean 1 Harvard University having an account 89 5 69 2 165 1.90 2 Harvard University friending/following you 66 34 42 18 160 2.08 3 Faculty members having accounts 96 10 54 5 165 1.81 4 Faculty members following you generally. 73 36 32 18 159 1.97 5 Departments or centers having accounts 100 5 56 3 164 1.77 6 Departments/center following you 73 37 41 10 161 1.93 7 Administrators having an account 62 25 69 8 164 2.14 8 Administrators following you 45 68 38 11 162 2.09 9 Other students having accounts 129 1 34 2 166 1.45 10 Other students friending/following you 131 3 25 4 163 1.40 5. On the platform you use most for academic or professional use, how would you feel about:
  • 212. # Question Very uncomfortable Somewhat uncomfortable Neutral Somewhat comfortable Very comfortable Total Responses Mean 1 Harvard followed or friended you on social media? 20 60 41 28 16 165 2.76 2 Harvard shared what you posted on social media with its followers? 50 48 26 28 12 164 2.41 3 Harvard shared your student groups' events with other students over social media? 10 19 29 37 70 165 3.84 11. How comfortable would you feel if...
  • 213. Implications: • Where the conversation takes place is constantly evolving. • Move away from a solely online and platform-specific approach toward a more holistic approach. • Be prepared to respond to feedback, incl. negative feedback.
  • 217. Implications: • Engage young people in ways they can relate (more messy, quick/short, in real time, unfiltered and with filters). • Co-create with youth and their communities conversations alongside your employees, youth influencers, and experts. • Support the issues that are at the core of what matters most to youth today. • Trust is important. Youth want to know how institutions are using their personal information and how the information will be protected.
  • 218. TODAY: • Three youth practices 1. Online/offline 2. Platform diversification 3. Information/interaction lifecycle • Three ideas for more youth engagement 1. Enter youth spaces 2. Shape your mindset / adapt a youth perspective 3. Enable participation • Three themes that matter 1. Environmental issues 2. Identity 3. Crafts, skills, pathways, and fair labor
  • 220. As (young) users shift priority from social networks to messaging apps like WhatsApp, Snapchat, Facebook Messenger, etc., they have become powerful news platforms.
  • 221. SHAPE YOUR MINDSET / ADAPT A YOUTH PERSPECTIVE. 2
  • 225. TODAY: • Three youth practices 1. Online/offline 2. Platform diversification 3. Information/interaction lifecycle • Three ideas for more youth engagement 1. Enter youth spaces 2. Shape your mindset / adapt a youth perspective 3. Enable participation • Three themes that matter 1. Environmental issues 2. Identity 3. Crafts, skills, pathways, and fair labor
  • 228. FACTS: Also Known As: Tolly Dolly Posh Famous As: Blogger Nationality: U.K. Age: 17 Years Tolmeia
  • 230. Diversity and inclusion demographic categories of interest include: ethnicity, race, gender, gender and sexual identity, religion, national origin, location, age, and educational (skill level) and/or socioeconomic status.
  • 233. CONNECT • Twitter • @sandracortesi • @youthandmedia • Pages • youthandmedia.org • Email: scortesi@cyber.law.harvard.edu
  • 234. CREDITS • Illustrations by Elsa Brown • Silly Robots by Chris Lloyd @ www.yllw.co.uk/sillyrobots/ • Icons: https://thenounproject.com/ • Pictures: • Data and data analytics: https://media.licdn.com/mpr/mpr/shrinknp_800_800/AAEAAQAAAAAAAAcSAAAAJDJlNDA0YTgyLTA4NTEt NGFlYS05ZWU5LWZjM2RmZmQ2N2ZkMw.jpg • Be optimistic: https://img00.deviantart.net/2f5f/i/2014/338/4/e/be_optimistic__by_lilbumblebear-d7bmlcp.png • Social media worries: https://www.apa.org/news/press/releases/stress/2017/technology-social-media.PDF • Internet minute: Source: http://thebln.com/wp-content/uploads/2017/03/2017-Internet-Minute.jpg • Global Shapers Survey 2017: http://shaperssurvey2017.org/static/data/WEF_GSC_Annual_Survey_2017.pdf • End of the world: https://www.geek.com/wp-content/uploads/2016/07/end-of-the-world-625x350.jpg
  • 240. POLITICAL PARTIES photo: Gage Skidmore, Flickr.com BIG
  • 243. photo: Dawn Ashley, Flickr.com FUN BIG
  • 245. photo: W. & D. Downey, wikimedia commons THE END OF MONARCHY
  • 246. The Cray-1 Computer, by walt74, on Flickr
  • 249. images: wikimedia commons THE EVOLUTION OF THE COMPUTER 1970’s 1980’s 1990’s 2000’s 2010’s
  • 251. photo: wZa HK, Flickr.com INDIVIDUAL
  • 252. photo: Josh Kenzer, Flickr.com INTIMATE
  • 253. photo: AJ Ashton, Flickr.com INTENTIONAL
  • 254. Online Communications Big Email List Online Community Off-line Actions
  • 255. Building Online Communications Organization Infrastructure Innovation Big List Online Community Off-line Action
  • 256. • Generalist • Small, flat teams • Use of volunteers • Content production • Testing-driven culture Building Online Communications Organization Infrastructure Innovation • Webtools • Data • Analytics • Early & Often – speed & volume • Test, test, test • Aggressive segmentation • Risk tolerance
  • 257. Content Marketing (Partners, associations, articles) Organic Search (Google, Yahoo, Bing) Paid Search (Google AdWords) Social Networks (Facebook, Blogs, Twitter) Email (regular, tested communications) Direct Visitors (Business cards, events, splash) Traffic Web site Landing Page Micro sites Prospect Download Submit Webform Engagement action Acquisition Webinar/ Demo Social Media Email / Phone Engagement Click-Through (Leakage Point #1) Call to Action (Leakage Point #2) Initial Contact (Leakage Point #3) ➢ Low organic ranking ➢ Ineffective paid ad copy ➢ Wrong keywords ➢ Sub optimal bid strategy ➢ Email content not compelling ➢ Offer not relevant to needs ➢ Confusing value proposition ➢ Ineffective call to action ➢ Response time too long ➢ Impersonal response ➢ Offer not tailored to online behavior Activation Conversion Scoring Nurturing Offline Promotion (Mail, radio, print) New Donor Donor Conversion (Leakage Point #4) ➢ Lack of focus on priority opportunities ➢ Failure to understand and overcome objections ➢ “Just not ready” Building a Big List
  • 259. NICCO MELE twitter: @nicco nicco_mele@hks.harvard.edu nicco.org READ THE BOOK from ST. MARTIN’S PRESS EndofBig.com