Every client and project is unique. Therefore, every one of our professionals is trained to ask the right questions so that we can deliver the right creative solution. From international corporations to brand new start-ups, we live for helping companies envision who they are, who they want to be and how they want to grow.
We help you put your best foot forward—communicating exactly what you do and what you offer to your target audience. Hiring Digital eStrategy is like gaining your own full-service marketing department. We’re here for you, every step of the way.
Navigation Advertising provides creative and strategic solutions for:
- Television & Radio Commercials
- Digital/Web Advertising
- Brand Launches & Re-designs
- Event Management
- Direct Mail & Direct Response
- Press Releases & Media Alerts
- Tradeshow Strategy
- Video Production
- Media Planning & Buying
- Promotional Items
- Public Relations
- Advertising & Marketing Strategy
- Social Media Strategy
- Advertising & Marketing Strategy
- Website Design & Development
- Graphic Design
- Channel Marketing
- Lead Generation
WE TRANSFORM THE SKILLS OF DIGITAL STRATEGY AND WE DO GREAT WORK TOGETHER WITH THE PROFESSIONALS GLOBALLY
As part of that journey, a number of organizations have invested in platforms, created digital teams, and/or introduced self-serve models. Does that mean “digital” is a fancy word for “information technology (IT)”? Not at all. An organization transforms digitally when it uses technology to significantly change its business model, such as adding new revenue streams, products, and services. In the retail industry, as one example, organizations are investing in gaining customer insights to provide customized, intuitive, and on-demand experiences like mobile ordering via the Starbucks app.

Digital transformation implies leveraging technologies to blend the virtual and physical world, inherently changing the way organizations go to market, interact with customers (and employees), and drive internal processes. Digital transformation has led to new and evolved jobs in the fields of data analytics, web/mobile development, cybersecurity, user experience, digital marketing, and smart product development.
The
gap in the current and future state is an opportunity for human resources (HR)
functions to make critical contributions to a key business priority and refresh
the organization’s people strategy.
1.
Understand the
organization’s digital strategy.
Many organizations have created a Chief Digital Officer reporting directly
into the CEO with responsibility for driving the digital strategy. HR needs to
partner with the CDO and/or executive team to collaborate on strategy
discussions and derive implications for talent. HR should bring a point of view
about the future of jobs and show how it may affect future workforce
requirements. Then, HR can help assess the talent bench for digital skillsets,
surface ad-hoc projects/teams, bring in change management expertise, and push
for digital maturity that is an organization's ability to leverage technology
to change its business model.
2.
Set accountability
for digital strategy. There is consensus that digital cuts across the
value chain from research to sales. However, for successful piloting and
adoption, organizations often incubate digital organizations for one to two
years before rolling out enterprise-wide changes. This incubation period will
help manage internal resistance, given the disruption in current processes and
approaches. From an organization structure perspective, digital roles typically
report within Corporate Strategy, Product Management and/or Marketing, note
that Digital is not IT and will be limited if positioned as such.
3.
Build an understanding
of “digital jobs/competencies.” Most
job sites show an influx of digital jobs such as Digital Marketing, Digital
Product Management and Digital HR. However, it is not adequate to slap a
digital label on existing job titles and talent. Let us take an example of a
Product Manager and a Digital Product Manager in an insurance organization. The
former works with businesses to define a discrete insurance product, whereas
the latter seeks to build an end-to-end customer experience. Though the
underlying responsibilities (such as customer understanding, product roadmap
development, and release rollouts) at a high level remain similar, there are
differences in technical skillsets. The Digital Product Manager is focused more
on connecting products with search engine optimization, user/app design, and
strengthening the social community of users. This implies different roles and
talent markets.
4.
Develop a people
strategy for digital talent. As
a first step, HR will need to assess the current talent bench and compare it to
future role/staffing needs. Though most organizations typically leverage a
“build” approach to talent, there is a sense of urgency in ramping up, which
may mean that organizations will have to buy or rent instead of build.
Organizations are also partnering with digital companies or “acqui-hiring”
(i.e., acquiring digital companies for the purpose of mass hiring). For some
roles (e.g., user experience), there could be opportunities to partner with
schools with specialized programs to channel talent into the digital
division.
It
is also important to understand the supply and demand dynamics, which vary by
industry. Given the fierce competition, HR will need to identify the best way
to differentiate its organization. For example, industries such as
Manufacturing and Insurance may not be enticing enough to attract talent when
employees have the opportunity to work with digital-first companies such as
Google, Amazon, and Facebook. HR will need to reinforce and bolster the
employee value proposition to highlight purpose (e.g., working to improve
healthcare outcomes), opportunities, and digital maturity.
Lastly, as the future of work is coming into sharper focus, HR
will need to partner with the business to identify which talent pools may be
malleable to develop into digital roles (e.g., reskill/upskill software
developers to focus on mobile development), knowing that this approach may take
some time.
In the long-term, digital will be embedded (and implied) within
the organization and talent DNA — at least in the organizations that succeed in
the future. To ensure that organizations are ready and leading this change, HR
will need to proactively question, assess, and build the digital talent
strategy.