1. The document outlines Sean Scott's presentation points on incentivizing, nurturing, empowering and reorganizing teams around interactive and engagement work. 2. Key recommendations include establishing an agency hack day for employees to work on engagement projects, forming a multi-disciplinary "sherpa team" of engagement experts, and celebrating failures to allow for more risk-taking. 3. The document also discusses reorganizing new business processes, creating an interactive steering committee, and improving planning and strategy functions to better close the feedback loop.

1. A PRESENTATION BY SEAN SCOTT

2. POINTS I WILL BE TOUCHING UPON
Incentivize
1
Nurture
2
Empower
3
Re-organize
4

3. INCENTIVIZE

4. How do we incentivize/prioritize interactive ?
Promote those who can articulate it
1
Listen to those who are passionate about it
2
Reward those who can sell it
3
Recognize those who can concept it
4
Include those that live it
5
Demand it gets into our clients Schedule As
6
Make everyone accountable for its success
7
Make it a recognizable priority at the C-Level
8

5. NURTURE

6. How do we nurture interactive ?
Remove the fear of failure
1
Stop thinking of it as interactive
2
Start thinking of it as engagement
3
Inspire people
4
Make time for it
5
Take risk
6
Lose more money
7

7. EMPOWER

8. How do we empower people ?
Allow them to make time for it
1
Allow them to consult Sherpas
2
Allow them to take risk
3
Allow them to immerse themselves in it
4
Make room in the budget for creativity
5

9. How do we make time for it?
Create an agency Hack Day. Give
every employee the ability to spend
15% of their time to work on
something related to engagement.
Whether creating a new blog, or
creating a youtube video, infect
everyone.

10. What are Sherpa teams?
PLANNING
TECH MEDIA
CREATIVE
SHERPA TEAM, A MULTI-DISCIPLNARY GROUP MADE UP FOR SMART ENGAGEMENT EVANGELIST.

11. How do we allow them to take risks?
By mandating that everyone fails at
least twice a year. By celebrating
the learnings of a failure. When
responding to a creative brief warrant
that one of them be off-topic

12. How do we allow immersion?
Mandate that employees attend at least
one conference a year. Industry specific
or not. Give departments a book/
magazine/go out 4 times-a-year budget.
Let them spend the money.

13. How do we not paint ourselves in a corner budget-wise?
Provide numbers for campaigns and not
executions. Often times the realities
that exist during the budget-definition
phase no longer hold true. Budgets
should have a built-in range.

14. RE-ORGANIZE

15. What should we re-organize ?
Start with New Biz pitchs
1
Create an Interactive Steering Group
2
Promote Interactive Strategy within Planning
3
Close the feed-back loop internally
4
Actively look at existing client for new
5
opportunities at all touchpoints
Re-allign Creative Dept and make it
6
flatter

16. How can we ameliorate the New-Biz process?
Include IA/Tech leads into the
concepting process. Define budget
with a built-in range to
accommodate for the changing
landscape.

17. What is the steering committee?
PLANNING
TECH
MEDIA
CREATIVE
ACCOUNT
STEERING COMMITEE, MULTI-DISCIPLINARY GROUP CHARGE WITH LEADERSHIP OF INTERACTIVE

18. Isn't planning and strategy, one in the same?
There has been a lack of leadership
when it comes to owning the
interactive strategy. Various
colleagues have tried to fill the void.
We're losing the forest for the trees.
planning must reclaim their foothold
and be more involved downstream.

19. How do we close the loop?
PLANNING PRODUCTION
TRACKING
CLOSING THE LOOP, BY PROVIDING PLANNING AND OTHERS WITH LEARNINGS WE CAN IMPROVE PERFORMANCE

20. R&D ARCHITECTURE
EXECUTION

21. How do we actively look for opportunities?
ENGAGEMENT OPPORTUNITIES, LOOK HOLISTICALLY AT TOUCH-POINTS.

22. PLANNNG PRE-PRO PRO QA DELIVERY SUPPORT TRACKING CLIENT
PLANNING
ACCOUNT
CREATIVE
INFO ARCH
TECH ARCH
MEDIA
PROJ MAN
LEVELS OF CONTRIBUTION, A VISUAL LOOK AT THE POINTS WHERE VARIOUS TEAMS COME TO PLAY