One of the most interesting aspects of working with Google during the late 2000’s, is that it was still a very young company compared to so many other Fortune 500 organizations. There are advantages to this as there was no legacy infrastructure and bureaucracy to fight through when it came to program design. But there were also deficits in terms of platform operations and even basic governance rules for marketing. It was a huge opportunity to build something new from the ground up.
As part of our engagement onsite at with our clients, we helped build out an entire marketing ecosystem complete with strategy personas by product, life stage needs and integrated omni-channel communications plans. Some of the core assets and program infrastructure for these plans was already being communicated in some form. But the whole communications plan lacked coordination, integration and governance. From basic style guides driven templates, digital asset management and audience governance rules, to handling complex consumer funnel transition moments, our Google clients finally had a complete view of everything that they were doing.
The results were tremendously positive as the Google culture is so passionate about their attention to strategy and performance measurements. The more we planned and gathered data on this macro view of the organizational structure, the more that the clients tested and refined their communications plans. And this effort delivered the type of growth that is more demanded than just expected at a place like Google. As important, it made a very real difference for customers and their ability to effectively use Google’s platforms to thrive.
