Spencer Pitman

mountain athlete. waterman. writer. i direct strategy @pcragency. i obsess over informational cladistics. who's over me? Truth hath no confines.
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Recent Posts

Intuitive Competence and the Organizational Triad

Posted by Spencer Pitman

May 12, 2014 at 7:10 AM

Our Next Evolution in Deploying UX, CX, and Agile into Digital Consultancy

A few weeks ago Dan Burka moderated a fantastic discussion on the Designer/Developer/Product Manager “chasm.” The conversation was between Amanda Richardson, Arianna Orland, and Anthony Casalena, and provided some insight into how several project-oriented technology companies are addressing team structure in order to ship fast and well.

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If You Can't Find Them, Build Them

Posted by Spencer Pitman

February 20, 2014 at 4:39 PM

At PCR we talk quite a bit about how we combine two main factors to drive excellence in output: our technology and our team. The beauty of technology is that it is relatively easy to access and implement, as long as we are continually educating ourselves on evolutions and disruptions, and we remain agile enough to never overcommit to a given tool. We are a major HubSpot partner for our marketing activity and consultancy, and our stack includes a variety of exciting resources for collaboration, information management, organizational evaluation, and even transportation (you’ll see a post about my Uber experiment soon).

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How We're Better Today Than We Were Yesterday

Posted by Spencer Pitman

February 10, 2014 at 8:30 PM

We run into the concept of "responsiveness" all the time. Whether that is tweeting about how Klout's redesign isn't, or thinking carefully about our team's ability to rapidly solve complex problems for our clients, it's something that I find myself obsessing over lately. But responsiveness is important not just in the daily, or even the quarterly. We have found that it is absolutely fundamental to our entire organizational approach.

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What We Stole From Undercurrent

Posted by Spencer Pitman

January 28, 2014 at 3:35 PM

We believe that sometimes the best resources we can create are actually just reconfigurations of really successful designs implemented in other places.

When I came on at PCR a few months ago I was tasked with examining, developing and refining our business processes. We view ourselves as a sort of crucible for the development of great people, but to this point much of that has been a product of the leadership and vision of the CEO rather than the raw structure of our organization. As we continue to grow, it has become necessary to formalize that element, but in a way that preserves the spirit and empowerment of Drew’s approach.

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5 Strategy Mistakes You Don't Realize You're Making

Posted by Spencer Pitman

January 13, 2014 at 7:30 AM

Business is growing. Products are flying off the shelf, your reach is expanding, your market share is becoming more and more dominant. You find yourself having to hire more people and shift the ones you already have into leadership and management roles. Things are happening so fast that you can barely keep up.

Then your accountant comes to you and shows you how you’re losing money. How can this be? You have more customers buying more stuff from you than you ever have before. Your competitors’ customers are running to you, and you’re getting pressure to expand beyond your regional market. How can there be a net loss?

The example above demonstrates a common scenario for small and midsized businesses in the growth phase. The conditions are a byproduct of poor (or simply the lack of) planning and strategic formulation. Growth for the sake of growth, or what we call “reactionary scaling” can be ultimately toxic for your business. I’m going to outline some common mistakes we see (especially with regard to a brand’s digital marketing strategy), and how to avoid them.

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0 Comments View/Read/Write    |    Topics: Digital Marketing