Digital

The role of SCI Digital is to help develop business strategies, tailored specifically for Schurz Communications, from the dynamic, sophisticated, globalized, interactive ecosystem. Digital strategies are derivatives of the over-arching directives of stakeholders, their board, and its CEO and Executive Management team.

To help execute those digital strategies, SCI Digital is comprised of senior-ranking leadership (strategists) and “specialist” personnel (tacticians). SCI Digital helps develop over-arching, company-wide, digital policy and procedures, as well as subsequent compliance timelines, measurements and other deliverables.

The SCI Digital corporate staff assists subsidiary digital staffs in establishing and meeting locally developed key metrics, stretch goals, budgets, milestones and timelines. In addition, it is the responsibility of SCI Digital corporate staff to monitor and share pacing and performance; then, help subsidiaries meet agreed objectives by providing expertise, resources and tools.

The corporate digital staff of selected specialists has tactical support responsibilities to subsidiary companies. Currently identified (or near-term) corporate digital specialties are: Revenue, Sales, Sales Support, Ad Operations, Content/Audience, Technical & Roll-out, and Mobile.

Other responsibilities of entire SCI Digital corporate team:

  • Development of “distributed, co-created” products
  • Maintenance of positive vendor relationships, while holding contracted firms accountable and extracting extra value from each during term
  • Primary points of contact for company-wide digital partners
  • Reconciliation of variances (explaining and communicating why things are going “same, better, worse” than planned)
  • Negotiation, drafting, and versioning contracts, memoranda of understanding, requests for proposals, licensing agreements, scope of work requirements, privacy and terms of service policies, etc
  • Responding to digital copyright and intellectual property issues
  • Coordination and management of group-wide expense & revenue allocations
  • Generation of various company-wide digital reports, along with analysis
  • Turning digital analytics and metrics into consumer and organizational insight
  • Workflow and systems architecture
  • New digital opportunities involving RF
  • Coordination of digital training efforts & innovation workshops
  • Coordination of company-wide digital initiatives & management of messaging, roll-out schedules, etc
  • Idea assessment and occasional, nimble, “insta-funding”
  • Venture Fund activities (including inception of new VF organizational structure)
  • Development, implementation, management and optimization of automated digital revenue programs
  • Coordination and participation in in-market sales blitz activity
  • Regular communication and contact with digital advertising agencies
  • Identification and on-boarding of new digital employees
  • Constant search for ways to extract value out of what we already do (“digital exhaust”)

Subsidiary Roles and Responsibilities

Subsidiary digital staffs are responsible for the budgeting, upkeep, updating, reliability, integrity, security, measurement and monetization (direct local sales) of their local digital brands and products. They also are responsible for other professional activities, as directed by local management.

When not using company approved, standardized systems and workflows, it is the responsibility of the subsidiary digital staff to use professional judgment in selecting digital solutions and workflows that are best for the subsidiary AND best for the company. Generally, digital staffs should select or create
solutions with both “local purpose” and “company repurpose.” The term “digital staff” refers to employees whose compensation is classified as “digital” or that has direct control over expense or sales decisions relating to digital (budgeting, upkeep, updating, reliability, integrity, security, measurement and monetization of interactive brands and products).

The subsidiary digital staff continues to report to local management; they also work closely with the corporate digital staff and leadership. This collaborative and constructive arrangement recognizes the additional upsides of interdependence, particularly as it relates to digital.