In 1996, while working at Ware Anthony Rust, I had the opportunity to write my first professional article for the Institute of Practitioners in Advertising (IPA) Technology Committee. This marked a significant milestone in my career, as it allowed me to contribute to the evolving dialogue around digital marketing and technology at a time when the industry was beginning to recognise the profound impact of the digital revolution.
The article focused on a crucial, yet often overlooked aspect of managing smaller digital teams—namely, the additional administrative responsibilities that come with overseeing digital operations. At the time, many organisations were just beginning to navigate the complexities of the digital landscape, and there was a growing need to establish robust frameworks for managing digital projects and ensuring operational integrity.
One of the key themes of the article was the importance of implementing and maintaining Acceptable Use Policies (AUPs). These policies were becoming increasingly vital as digital teams gained access to more sensitive information and powerful tools. The article discussed how AUPs serve not only as a guideline for appropriate behaviour but also as a protective measure for companies, helping to mitigate risks such as data breaches, misuse of company resources, and potential legal liabilities.
Another critical area covered was the necessity of Disaster Recovery Plans (DRPs). In the mid-1990s, the digital infrastructure was still in its infancy, and the risk of data loss or system failure was a significant concern. The article highlighted the importance of having a well-structured DRP in place, particularly for smaller teams who might not have the extensive resources of larger organisations. It emphasised that a comprehensive DRP should include regular data backups, clear recovery procedures, and a designated response team to manage any potential crises swiftly and effectively.
Beyond AUPs and DRPs, the article also touched on other administrative needs that were becoming increasingly relevant for digital teams. These included the management of software licences, ensuring compliance with emerging data protection regulations, and the necessity of ongoing training and development to keep pace with the rapid technological advancements of the time. The article argued that these responsibilities, while often seen as secondary to the creative and strategic aspects of digital marketing, were in fact foundational to the long-term success and stability of digital operations.
In writing this article, I aimed to shed light on the growing administrative demands facing smaller digital teams and to provide practical advice on how to manage these responsibilities effectively. It was a call to action for industry professionals to recognise that, in the digital age, the success of a marketing campaign or digital initiative was increasingly tied to the strength of the underlying operational and administrative frameworks.
Reflecting on this article now, it is clear that many of the issues discussed have only grown in importance as digital technology has continued to evolve. The principles of strong administrative oversight, robust policies, and proactive disaster planning remain as relevant today as they were in the mid-1990s, serving as a testament to the foresight of the IPA Technology Committee and the ongoing challenges faced by digital teams in an ever-changing landscape.