July 18, 2019

Getting to Know Hamish Macphail — Chief Financial Officer at Y Media Labs

July 18, 2019

YML's team is diverse, insightful and bound together by a dedication to the agency's mission — make a lasting impact. The "Getting to Know" series shines a light on various members of the YML team.

Who are you, and what do you do?

I’m Hamish, which is a Scottish name pronounced “Hey-mish”, but in the US by necessity I will respond to Hammish, Hameesh, Amish, Shamus and occasionally Angus.   

I’m a UK qualified Chartered Accountant, and I’ve been working as a CFO / COO for professional services agencies for most of my career.

Where are you from?

Despite the extremely Scottish name, I was born and raised in South East England and spent the first two decades of my career in London.  When the agency I was the CFO for in London expanded into the US in 2003, I took the opportunity to move with it to the San Francisco Bay Area where I’ve been living and working since 2006.

Tell us a little about your background.

My time at school and university was dominated by mathematics – almost all of my high school qualifications are mathematics subjects, and my bachelor’s degree is in mathematics.  So after graduating, becoming a Chartered Accountant was a natural route into the business world for me.  

Why did you choose to come to Y Media Labs?

From the start, I’ve wanted to work with business leaders to help them build and grow their organizations.  Fast-growing businesses are the most fun and challenging to work for, and I’m a professional services agency specialist and a technology enthusiast – so Y Media Labs checked every single box for me. I couldn’t have been more excited when Ashish and Sumit asked me to join.

What about this industry are you most passionate about?

I’ve always been a tech geek – before computers I was a gadget guy, in the early 80’s I was programming an 8-bit computer with machine code, and I love the things that technology enables.  I keep in touch with friends and family all over the world using social media. I listen to just about any book in the world or any music I want to during my commute using a wireless super-computer that fits in my pocket. I can deal with my anxieties by checking my garage door is closed from anywhere in the world – all these things I love with a passion and muse on with awe on a daily basis, and I’m excited for the things to come too.

What are some other companies you admire?

I admire people more than companies, and it’s the people behind them that drive inspirational companies.  Coming from the UK I grew up being inspired by Richard Branson, and his values of fairness, inclusion and humility, which infuse the Virgin brand.  And people like Roger Federer, who despite his phenomenal success and domination of his sport for years, maintains a humility and kindness to all which is an example for everyone.

What are your favorite spots to eat in San Francisco?

I worked for several years on the Embarcadero, in what is now Google’s San Francisco office.  Favorite places around there are Ozumo for sushi, and Boulevard for a splurge.  Where I live in Marin, I have to give a big shout out to Insalata’s.

How do you spend your spare time?

Living in Marin, our family does a lot of outdoors stuff – tennis, hiking with our dogs, swimming, and mountain biking which was invented in Fairfax the town next door to us.  We love movies too, and being able to stream HD movies on demand onto a projection screen in our living room is amazing – just another reason I love technology!

Follow Hamish on Linkedin!

July 17, 2019

We Are People: What it Means to Have a People-First Approach

By Shayna Stewart / July 17, 2019

A people-first approach is neither easy to create or quick to implement. But it is the secret sauce at the core of the biggest and best brands in the world today.

Customer experience is a strategy that all digital insiders know has to be a focus if they want to have a lasting impact in their industry. However, the execution of customer experience isn’t as easy as just coming up with a plan to leverage emerging technology and building digital products. It’s as much about igniting cultural change within a company as it is about planning for the evolution of the experience.

At YML, we’ve designed a dynamic and thorough people-first strategy built to cultivate cultural change.

That people-first approach is what is missing from the majority of CX initiatives — and it shows. 

  • Executives who have made a push for a CX strategy have not seen a tangible business improvement.  20% of companies scored 9-10 for seeing a Return on Investment, with 14% of companies scoring 0-2 (Confirmit, 2018). 
  • The public doesn’t believe they have reaped much benefit from CX initiatives. 
    • 54% of U.S. consumers say customer experience at most companies needs improvement (PWC, 2018).  
  • Culture and legacy technology systems have been major reasons for people not seeing the consumer benefit of CX initiatives.
    • 54% of organizations cite culture as the primary challenge to becoming more agile, followed by the inflexibility of legacy technologies (Confirmit, 2018).
  • The companies who are reaping the rewards of CX initiatives, whom are mainly located in Silicon Valley, are the ones who have unequivocally added benefit to people’s lives.  
    • The S&P Index is largely a Technology Index as of 2018, including companies such as Alphabet/Google, Facebook, Apple, Microsoft, Amazon (Seeking Alpha, 2018).

What differentiates the Silicon Valley behemoths and startups is the people-first approach. 

Source: Conformit, 2018

A people-first approach comes with a shift in mindset that is drastically different from the historical business executive mindset. You suddenly are talking about the broad spectrum of all people, internally and externally,  instead of just customers, and ultimately revenue. You are talking about emotions as opposed to products. Instead of technology solutions, you are building conversational tools. Lastly, whereas a business-centric mindset is one that optimizes based on minimizing risk and maximizing revenues, a people-first mindset is one that optimizes for transparency and intrinsic value.

In the short term, when first making this cultural shift, these optimization goals can constrain each other. In the long run, a people-first approach will maximize revenue, reduce risk, build loyalty with your team, and, quite frankly, keep your business relevant. 

But this is a very difficult story to tell when in a boardroom meeting. Often times a savvy executive can make the initial case for investing in CX, but isn’t able to clarify the full scope of that CX investment, which includes a gradual and tangible, cultural change to people-first. What ends up happening is that the first part of the project may go well and the customer may come first, but then the returns on revenue and reduced risk are not immediately recognized and therefore the mindset shifts back to business as usual.  

The trick is to trust the strategy. Trust consistency of message and approach. 

Here are some examples of companies optimizing for people-first.

  • Netflix created an easy to cancel monthly subscription experience along with reminders to cancel after the trial period so that customers never felt like they were overcharged or cheated in someway. However, this people-first change, optimizing towards transparency, had an estimated loss of $50M in subscription revenue. At the time, that was still a small percentage of overall revenue and in making the change towards transparency it built long term trust. As a result of improved brand perception, they continue to increase their monthly subscription base, hitting their highest level of subscribers in Q1 2019. 
  • In 2016 McDonald’s invested in elevating the interior environment of their stores to feel more premium, along with adding in self-ordering digital kiosks and table service. Investing in improved interiors is a table stakes strategy. Let’s face it — they needed to make this people-first investment just to stay relevant. It is table stakes because the outcome will get you to a net-neutral spot; it’s not going to increase customer base, it’s just going to make sure you don’t lose customers at a faster rate than if you did not implement that update. A clean, premium eating environment is the expectation. But the digital kiosk paired with the improved interior is what took the strategy to a level that would actually increase sales.
Image result for mcdonalds self service

  • The digital kiosk solved a customer pain point of waiting in lines in a way that was hard for competitors to copy right away.  Their strategy was to ensure their experience met standards and then improved the standards of the industry. This investment didn’t start to see a return until 2018 for stores within the test. McDonald’s has many other competitive pressures, such as new restaurants with the perception of better quality food and convenience offered through delivery overriding in-store speediness. But refreshed strategy may not be enough to overcome these new customer expectations. Changing expectations raises the importance of adopting a people-centric approach that will allow you to rethink the entirety of the business and how it can pivot from an existing model to a new one.

In both of these instances with Netflix and McDonalds, the immediate impact on the business metrics (revenue, profit) went down. In the long run, these CX strategies resulted in heightened retention over time. Brand perception and revenue drastically improved. They illustrated how creating a people-first culture will help mitigate the initial shock of investment and reduce risk over the long run because the investments made are directly informed by people’s emotions. 

Image result for netflix
According to Forrester, a one point gain in CX index results in a $5M-$185 million return on the business (depending on industry). Netflix has been ahead of the curve when it comes to CX and a people-first approach.

At YML we have created a step by step hierarchy to help you understand what actually goes into creating a people-first cultural mindset. Breaking it down into steps can help your teams understand where they are in maturity. The plan is also a tool to understand what steps were missed in the past. The key to this model is that it implies a high level of collaboration from stakeholders from historically siloed teams at every step.   

Levels to Creating a People-First Culture: 

  1. Feel What People Feel 
    • Extensive marketing research that looks beyond your customers, your competitors’ customers and the points of interaction with you and your competitors
    • Employees from each team pretending to be your own customer
    • Employees from each team pretending to be a service rep that interacts with the customer
  2. Empathize to Solve Problems
    • Build your strategy around the crucial moments of emotions in step 1
    • Identify what part of the strategy is table stakes vs. what will move customer expectations
    • Projects that only have table stakes will fail because that only postpones the inevitable of customers churning, it will not promote long term engagement
    • Ideas that will move customer expectations should be prioritized despite being harder to develop (See how to prioritize innovation with Innovation Index
  3. Igniting Cultural Change
    • All team members should be aware of the new people-first research and strategy 
    • The people-first strategy should be outlined in terms of how every person and team can help implement this new strategy and what is expected of them
    • New rules of engagement defined, highlighted by a culture of not being afraid to fail, must be adopted.  This about making a transition from fear of change to perceiving of smart risk-taking as admired 
  4. Talk the Way People Talk
    • Your backend systems and content need to reflect the nomenclature of the way people talk, as opposed to the way an industry insider speaks.
    • The backend systems must be able to support people’s desired navigation 
    • This sometimes can be a significant change to legacy data architecture. 
  5. Build The Experience
    • Design, develop and deploy
  6. Continuous Optimizing of The Experience
    • Must have the ability to move quickly and make quick decisions.
    • Much of this is about empowering mid-level employees with the ability to have more decision making power.  
  7. Creating New Customer Expectations 
    • Continuous pulse on changing expectations and creating new solutions to meet those new expectations
    • Creating new technology
    • Taking a new technology to solve an unsolved problem 

Each step is crucial, and completion of a step without completing the one before it will invalidate all steps. In addition, the investment in each level is additive and represents a cost that is continuously incurred. This means the investment does not go away once a team has leveled up. The result for each step will be unique to every brand and even the approach to all steps is not a one-size fits all. Even if you meet the requirements in each step there are still some cultural habits that will undermine this entire investment. 

Habits to Avoid in Order to Preserve a People-First Mindset

  • Don’t forget to create advocates across all teams. Be sure to allow lines of communication for input and collaboration from all teams. This is a high-collaboration sport. 
  • Don’t say the investment will end with a specific project. Your teams should be continuously optimizing the project and there is no end to the investment. Remember, the CX leaders are actively investing billions every year in creating new expectations (i.e., Steps #1-#7 never go away).  
  • Don’t a business case around just Step #5. Steps #1-#4 are crucial to making sure the investment incurred in Step #5 is not wasted. 
  • Leveraging emerging technology without contextualizing why and how people would use it creates costly mistakes. That can only come once you have hit step #7 and shouldn’t come sooner. 
  • Not investing in robust people-first research. This seems simple enough, but most companies think they have the right research based on satisfaction scores from customers. This is too narrowly focused for a people-first approach.  
  • Not properly communicating the people-first research and initiatives built from it to all teams in the entire company. Teams need to understand what this shift means for them and how they can support it. 
  • Not allowing for employees to feel comfortable about outcomes that weren’t positive. Not everyone will get it right the first time, but they should learn from why it didn’t work. That insight will get teams to the next big thing.  
  • Not expecting team structure shifts in order to become more agile. 
  • Not expecting major changes to database warehousing teams. Usually CX initiatives are considering just what it takes to build a website or app, but fail to consider that the systems that they may read from are not set up to comply with the new people-first strategy.  

A people-first mindset should permeate the underlying thinking of all teams. It should be an iterative process that produces long term business results.

It should unite and empower all employees to stand up for what’s right for the customer.

Employee thinking should be able to shift seamlessly between their executive persona and people persona. And most importantly, it should allow employees to feel like people feel because, at the end of the day, all of us are just people.

May 22, 2019

YML Presents on the Economics of Design at Adweek Elevate: Creativity

We were out of place no doubt. A Silicon Valley-based, technology-driven, design and innovation agency surrounded by some of the most elite marketers and advertisers in the industry, if not the world, in midtown New York City at The Times Center.

But then we started talking. The room quieted, and the audience was suddenly captivated.

Check out our presentation from CCO Stephen Clements and product strategist Shayna Stewart. Together they illuminated something that related to all parties in the room, whether representing an agency or brand — design is a tool for making businesses better. We're not creating art for art's sake. We're creating to make businesses better.

That idea is rooted in our DNA at YML, and it's how we make lasting impact.

And the impact was strong! We even got featured in Adweek.

Until next year.

Reach out to marketing@ymedialabs.com with any questions.

May 9, 2019

Three Ways the Hertz / Accenture Drama Underscores the Need for a New Working Model With Technology Companies

By Stephanie Wiseman

A few weeks ago, all of us saw our LinkedIn feeds and inboxes fill up with the major lawsuit Hertz filed against Accenture.


And honestly, I — and presumably the collective folks on the “agency” side — cringed a bit because we’ve been there.


Initial promises were made, people change, new information comes to light, and a contract is the last thing anyone is thinking about when there is a list of 50+ priority QA Bugs with an imminent launch and marketing campaign staring you down.


The scale of this situation, however, is significant. And it underscores several points that all of us — client and service provider — need to realize as we work with one another.


You can’t figure everything out in a contract.

A statement of work for any technology project is full of optimism from the sales team (um…me), past traumas from delivery, and a bunch of assumptions everyone has come up with about time, tasks, and people.


Yes, you can look back and say historically you know how long integrations, features, strategy deliverables and design may take to produce. But every client and every engagement is unique, making a contract impossible to be perfect. (My favorite example is the list of items that are “out of scope” — which really is confusing since isn’t everything not listed in scope just out of scope?)


At the end of the day, we’re all just hiring experts that we trust — based on referrals and past work — to help us get to an end goal. So let’s start focusing on that goal, and the major things we need to do on the way there, rather then several paragraphs of who is creating what wireframes. 
(And by the way, that goal should be related to your customer…but that is a different rant.) 


Technology companies are not consulting companies.

Some of my favorite (and smartest) people in the world have come from big consulting firms, they are technologists through and through. But we’re seeing the industry shift significantly with acquisitions of product design firms and technology integrators. And with that we’ve all just assumed that an “end to end” solution for clients has been created overnight.


But, there is a big difference between the agility / product mentality that comes from organizations that started off as designers and engineers, and the ones that started off as consultants. 


And while I’ve probably just barred myself from ever working with/at a consulting firm, hear me out: they both can and should exist. But in my experience the model of a long, analyst-driven strategy is at the opposite end of the spectrum then the prototype-test-iterate methodology that us development-folk are used to. 


We call all agree that the perfect mix is somewhere in between. A middle ground where you’re not jumping into the waters blind, but also not spending several quarters doing research. But in the meantime, we all must remember that these are different people, mindsets, and approaches that many times are opposing forces.


We need to put our money where our mouth is.

This, to me, is where the real change needs to happen. Everyone has to start being honest that technology and service models are endlessly changing. No one company can do everything. And a level deeper, brands must shy away from the knee jerk reaction to “whitespace” in an industry report, but rather emphasize creating things that are meaningful to customers because that is just as — if not more — important then a marketing campaign.


Providers need to put the bets on themselves. At YML, we call it putting our money where our mouth is’. Specifically, we work towards a joint goal — an actual specific and measurable KPI — and if we don’t hit it, we don’t get that final invoice. 


One could call it risky, but if we are saying we’re going to do something, shouldn’t we actually mean it? You wouldn’t give your contractor for your house the entire check at mid-demo, would you? Why should the core to your business be any different?


Like anything, the struggle that Hertz and Accenture have gone through show that there is yet another evolution coming to our industry and this one being a focus on the balance of strategy, innovation and technology. 
In the meantime, our point of view remains unchanged: joint goals are core to a successful partnership and premium work.

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