The Workamajig Blog
It’s no surprise that analytics are integral to your organization’s success. Whether you work for an in-house marketing team or an advertising agency, tracking and reporting metrics provide you and your team with an overview of your performance. They provide you with insights that influence current and future decisions. And they demonstrate return on investment to internal and external stakeholders.
The creative world is hectic. And the day-to-day of an agency project manager can be tumultuous, to say the least. However, the best project managers somehow manage to remain upbeat—even in the face of impending deadlines and change orders.
While things are bound to get crazy, you are the glue of your organization. You are the fearless leader who guides your team to success.
Sales enablement is most often a foundational strategy that is delivered top-down, from executives through sales managers to the front-line reps. In the beginning, this strategy was a complex, hairy initiative that necessitated cross-organizational buy-in. While that’s still the case when it comes to scaling sales success across an entire company, the popularity of enablement strategies has led to a greater conversation that empowers sales reps to incorporate these practices into their strategy regardless of overall support.
It’s becoming more and more crucial to have a solid integrated project management plan in place after the sales process is completed. New projects are complex, and with the ability to streamline and integrate various facets of the project management process comes the chance to accomplish more with the same time and effort. Here are four ideas to improve your integrated project management plan:
It’s 2017: What Is Sales Enablement?
“Sales enablement” is one of those moving-target terms that, over the past two decades, has more often than not become the square-peg buzzword everyone wants to fit in their product’s round hole. What makes sales enablement tricky to define has a lot to do with the number and diversity of teams asked to align behind sales-enablement initiatives.
Growth is good. But contrary to what they say, you can have too much of a good thing. A growing creative agency does bring in more money. But it also spends more money. If you don’t manage your money well and you spend more than you make, then you could be forced to fire employees, reject work, or even close up shop.
As marketers, advertisers, and general creative types, you know that campaigns are carefully scrutinized. By the time you see an ad online, in print, or on television, you know that numerous people at an agency or marketing firm have studied and deconstructed it.
You can lavish the latest tools and technology upon them, but ultimately it is up to your people to complete your projects. Projects can fail if you don’t have enough people, the right people for the work, or the work for the right people.
Working remotely is a polarizing concept. Some like it; some dislike it. Those in the first camp tout flexibility and productivity as benefits of remote work. Those in the latter category, however, often think that employees get nothing done working on the road.
There are a few different organizational structures that different companies are using successfully. A big corporation may have a traditional structure, with predefined roles and sequential processing. The sheer scale of the company alone might preclude any changes to the project management (PM) strategy. On the other hand, a very small company doesn’t have to worry about corporate structure and can follow a completely agile PM approach.