Building the Right Digital Signage Team

Lyle Bunn


Digital Media Strategy Architect, BUNN
Lyle Bunn is an independent analyst, advisor and educator providing digital place-based signage expertise to end users in the planning, design, sourcing and optimization of their initiatives. He has published more than 300 articles, whitepapers and “how to” guides and helped to train over 10,000 end user and supply professionals. See


The collective strengths of the people involved in a digital signage initiative generally define the project success.

Team leadership usually lies with the department that will gain the greatest benefit toward achieving their goals. Departments bring their expertise and things get done, hopefully.

Digital signage is one of those multi-department projects with touch points across the organization because of its impact on the organization.

Operationally, digital signage contributes to the productivity of places, processes and people. At the tactical level it impacts the success of the engagement of customers, patrons and staff. At the strategic level it impacts brand positioning and equity, along with the creation and leverage of assets.

When digital signage becomes the focus of discussion, each department has its own interests.

  • Everybody wants improved customer experience based on what they do as a contribution to it.
  • Executives want better corporate performance.
  • Procurement wants to minimize capital outlay, and if they are team players, the total cost of ownership.
  • Facilities seek digital signage that will deliver improved performance of the location and a better visitor experience
  • Marketing wants better branding and merchandising at lower ongoing communications cost.
  • Human Resources want to inspire productivity and minimize staff related costs such as absence, hiring and accident claims.
  • Information Technologies want a solution that works and is RAS-able (Reliable, Available, Scalable)
  • The Chief Information Officer wants to leverage data assets to improve productivity and enable new ways of operating.
  • The security department want loss prevention.

When the medium is applied, everyone has something at stake.

The task of aligning those interests, marshaling resources, consensus building and “herding the cats” often calls on subject matter expertise as well as project management skills.

The project sponsor should be the highest-placed executive of the department that realizes that they have the most to gain toward digital signage helping to achieve their goals.

The team leader should be a direct report to that executive with the proven ability to get things done. They will understand the organization and its priorities, and marshal the resources to move the project forward.

The core elements of the team should include the key stakeholders such as marketing, information technologies, procurement, facilities and human resources. Specific groups such as security, merchant/supplier liaison, public affairs or investor relations can be engaged as suitable.

The digital signage team will oversee the design, funding, sourcing, deployment of the project, and it is common that responsibilities for ongoing elements such as network operations and content administration are met by the suitable business division. Optimization of the investment typically resides with the primary beneficiary.

Since “content” will be a primary consideration if the benefits of digital signage are to be fully realized, business units such as marketing, human resources, patron/facility personnel, line of business managers and agencies responsible for “content” on other marketing/communications devises such as TV, cable, billboard, print, internet and mobile should be involved.

Given the ability of digital signage to drive “audience of one” engagement, those involved with internet, mobile and kiosk strategy and operations will be particularly interested in the digital signage initiative from the standpoint of “trans-media” leverage.

Suppliers can be very useful in providing technology and service element expertise. External resources, such as a consultant or suppliers, able to provide objective guidance can also help to assure involvement by applicable business units while minimizing staff time and resources while minimizing time, risk and investment on the project.

“Templates” can be a strong foundation for project advancement. Designs, plans and budgets from similar projects can minimize the effort and time requirement while helping to assure that elements are adequately addressed and risk is minimized.

Digital signage has broad organizational impact, and as such there are many with interest in how the project will go forward and the medium used. The key role is that of project leader, who requires the support of management and input from other stakeholders.