Being digital is a mindset not a technology. ~unknown
My role as Head of Digital at University of Surrey came to an end 10 June 2014. It was immensely enjoyable for the most part. I worked with a talented team of permanent staff and some awesome contractors: @leisa, @katetowsey, @anna_debenham, @demotive, @dotton, @stewsnooze, @sophiedennis, @toni_ixd. And I worked with a leadership team that empowered me to go-ahead and make stuff happen. Towards the end of my tenure though, there were some frustrations, I’ll describe these later.
In February 2012 I got a call from Surrey’s VP & CMO; would I be interested in doing a bit of contract work at the University? There was wide-spread dissatisfaction with the way surrey.ac.uk was being run and that stakeholders weren’t getting the attention they needed or delivery they demanded. I saw a great new challenge, I’d never worked in HE. And working “client side” would mean opportunities to “DO” rather than “smile and wave” in consultant fashion. …
To consider: Jealously competitive
Jealously — adverb: Feeling resentment because of another’s advantage
Competitive — adjective: Involving or determined by rivalry
Devolved content marketing has enabled departments, research groups and faculties to develop and publish content within a presentation framework.
Devolved digital development however has led to disharmony, fractured user journeys, awful customer experiences and incoherent brand narratives via an array of presentation standards. …
For context: http://en.wikipedia.org/wiki/Dunning–Kruger_effect:
The Dunning–Kruger effect is a cognitive bias manifesting in two principal ways: unskilled individuals tend to suffer from illusory superiority, mistakenly rating their ability much higher than is accurate, while highly skilled individuals tend to rate their ability lower than is accurate. In unskilled individuals, this bias is attributed to a metacognitive inability of the unskilled to recognize their ineptitude. Skilled individuals tend to underestimate their relative competence, erroneously assuming that tasks which are easy for them are also easy for others.
“the miscalibration of the incompetent stems from an error about the self, whereas the miscalibration of the highly competent stems from an error about others”. …