• Digital Strategy

Digital Maturity: Refining the agency service model. (6/6)

(Part 6 of 6)

By now, you are well versed that we are a digital agency that believes in the transformational power that digital strategy can have on a client’s business. But what about the agency model itself. Have we evolved to keep in touch with the market? The answer to this question lies in the general nature of two things:

  • The agency’s capability to perform advanced work on behalf of their clients.
  • The clients’ openness in allowing the agency to perform this level of work.

We see it as a continuum of experience and ability fostered by trust and aspiration. With that, the digitally mature agency model might look something like this.

Evolution of the Agency Partnership

At the low end of the spectrum, the client/agency relationship is very much vendor based and highly focused on providing execution against a prescriptive ask (Our website is outdated, please redesign it for us). At the other end, we see a much more consultative relationship where the agency and client work together to solve real business problems that might not quickly be seen as solved by a digital solution. Neither is particularly right or wrong. Much of what is important here is the mutual understanding between both parties as to what they want out of the business relationship.

For those organizations interested in working with an agency as a strategic digital partner, we suggest considering the following:

  • Provide your agency with insight into how your business model works and where the model might evolve.
  • Present the business problem or opportunity for the agency to solve that meets current and future state business objectives.
  • Allow the agency to follow a process of discovery and planning before cementing the expected project delivery outputs.
  • Include all departments of your organization in the digital strategy discussion, provide your agency access to key decision makers, and offer clarity into the decision making process (remember this is a team effort).
  • Ensure there’s access to all levels of the organization (including the C-Suite).
  • Be frank about budget constraints, but at the same time, keep an open mind in how to best use your financial resources.
  • Work together in setting requirements and project delivery timeframes.
  • Bring your agency onboard for defining a short-term and long-term digital roadmap for the organization, and be open to change as priorities evolve.

Of course, we could go on. But best to leave that for an in-person conversation.

As this is the final blog post in the series, it’s important to note, as we did in the beginning, we may not have all the answers identified here. For an organization to fully leverage digital as a business transformation tool is a big task requiring a broad change in internal perspectives.

Regardless of where your organization is on the scale of digital maturity, there’s almost for sure room for improvement. As technology continue to evolve, new devices and screens gain popularity, and user behaviors change, consider this is an evolving process. It starts with adapting to change, putting the right resources in place, allocating budgets that allow for some level of exploration, and implementing a plan that directs the business towards digital maturity. This is Post 6 of 6 in our Digital Maturity series, as we look to provide insight into an organization's ability to leverage digital to drive business strategy. If your company is beginning to explore the digital roadmap ahead, reach out to us to see how we can help.

  1. An Introduction.
  2. What It Is And Isn’t.
  3. The Driving Forces.
  4. Typical Barriers.
  5. Defining Client-Side Digital Strategy.
  6. Refining the Agency Service Model.

Dean Elissat VP Client Engagement