The General Data Protection Regulation was the European Union’s 2018 shot across the bow to the digital world. It tightened rules for companies storing user data and is the reason we were all inundated with opt-in emails from brands begging us to stay on their mailing list. The law also catapulted the EU into the center of the ongoing debate on how our free internet is governed.

Since then, a storm has been brewing in Brussels. European politicians have bemoaned that GDPR did not go far enough to begin with and was outdated by the time it became law. The world has also played witness to a number of global scandals triggered by the move-fast-and-break-things crowd of social networks and tech startups. Live-streamed massacres and vast tech monopolies have placed these companies squarely in the crosshairs of European politicians.

On December 1, European Commission President-elect Ursula von der Leyen will take the helm of one of the EU’s most powerful institutions. She has already signaled that the technology industry will be a top priority by naming Margrethe Vestager, the powerhouse Danish European Commissioner known for her massive fines leveled against the likes of Google and Apple, her “Executive Vice President for a Europe fit for the Digital Age”.

Hesitant of its ability to produce society-shaping tech companies like the United States and China, the European Union plans to use the next five years to keep the industry in its orbit by enacting far-reaching regulation. These are a few of the issues you can count on seeing movement on that will affect tech companies from Silicon Valley to Shenzen:

1. Platform liability

Though they have created new open forums for debate and exchange, social networks like Facebook and Twitter have proven their usefulness in a variety of sinister. Foreign actors have used the sites to meddle in elections and mass shooters have live-streamed their murders to the world. 

Europe wants to address these issues in what will be known as the Digital Services Act. The law will be introduced in 2020 and is likely to bring new rules for online safety and the accountability of social networks for content on their platforms with it. 

Replacing the existing on-the-books regulation will be politically popular. The EU’s 20-year-old E-Commerce Directive currently places almost no liability on platforms like Facebook. Expect this to be a robust core of a globally impactful piece of regulation.

2. Artificial Intelligence 

The EU is on a mission to inject ethics into AI and keep it human-centric. With little to no chance to directly compete with American and Chinese counterparts, the EU has decided to take on what it sees as the outer ethical bounds of AI, like killer robots and algorithmic bias.  

To achieve this, the European Commission brought together a group of AI experts — called the AI High Level Expert Group — to develop Europe’s counter-approach. This summer, the group laid out its policy recommendations for ethical AI: increasing investment in AI, preparing for socio-economic changes, and ensuring a legal foundation that protects European values.   

But the High-Level Expert Group was only setting the stage — President von der Leyen has promised to propose a European AI Strategy within her first 100 days in office. The strategy is likely to zone in on major weaknesses Europe currently suffers in the field like large-scale data sets and a workforce equipped to drive innovation. 

As a late-in-the-game entry, the European Union will leverage its single market of over 500 million citizens to pressure American and Chinese titans to play by its ethical AI rulebook.

3. Competition 

Many tech giants are still hurting from Margrethe Vestager’s first term in office. Apple, Alphabet, Google, and Qualcomm were all ordered to pay large sums either in back taxes or antitrust fines. The end of such pressure is far from over — beyond her role ensuring that Europe is fit for the digital age, Vestager will retain her portfolio as Competition Commissioner.

Vestager’s first warning shot was made recently when she said that the burden of proof on tech companies should be raised. Rather than her team proving that a company’s decision hurt consumers, she suggested a change in which companies must show the clear advantage of such a decision to consumers. While this would likely be part of a broader overhaul of Europe’s competition rules and is not guaranteed, it is a testament to the mark Vestager hopes to make on the industry.

Social platforms, e-commerce sites, and every other player with skin in the tech game should take von der Leyen and her team seriously. While the EU struggles with the importance of creating its own Silicon Valley level tech behemoths, it will continue to use every tool in its arsenal to maintain Europe’s stake in the global fight for tech dominance.

Published November 29, 2019 — 09:00 UTC


Sorry, but odds are you’re failing at SEO and probably don’t even realize it.

That was the cold splash of water in the face that I got talking with Jessica Bowman, owner of enterprise SEO consultancy SEO Inhouse, author of The Executive SEO Playbook, and an editor-at-large for Search Engine Land. Jessica is pretty much the world’s leading expert when it comes to running successful SEO at large enterprise companies.

Frankly, SEO is not a subject that has received a lot of attention the martech and marketing operations community — certainly not the attention it deserves when you realize (a) how important it still is to marketing in a digital world and (b) how far beyond the “SEO team” good SEO practices need to be managed.

We’re going to rectify this at the upcoming MarTech conference, where Jessica will deliver both a breakout session, An SEO Framework for Marketing Operations & Technology Leadership, and an optional half-day workshop, Optimizing SEO Operations for Marketing Leaders.

But in advance of that, Jessica agreed to the following Q&A with me to address some of the common questions that an otherwise well-versed marketing technology leader might have about enterprise SEO.

If I’m a senior marketing executive, I might be inclined to think, “Sure, SEO is important, but it’s just one of the responsibilities of my website team.” What am I likely missing?

The thing about SEO that executives do not realize is that SEO teams don’t actually “do” most of the SEO at a large company. They do a lot of work to determine what needs to be done, but in reality, it’s what other teams “do” that most directly impacts SEO. And if it’s done wrong can hurt SEO and revenue.

Every single day, everyone touching the website is doing SEO, whether they know it or not.

Every single day, everyone touching the website is doing SEO, whether they know it or not. They are either making multi-million dollar decisions that help SEO or hurt it. This includes every role touching the site or influencing any mentions and links on third-party sites.

The only exception are the people/teams only working on things not in search engines (e.g., checkout pages and pages behind a form or login screen). Everyone else is doing SEO and making million dollar decisions to help or hurt SEO — without necessarily any knowledge of how to account for it in their decision-making process. And that should be scary to an executive.

The biggest challenge companies face with SEO is that hierarchically, the SEO team is often lower than the managers of the teams they need to “do” SEO. As a result, they don’t get the amount of respect they need to get other teams to do their share of SEO.

Because of this, SEO teams need executive champions to get teams who are unknowingly influencing SEO every day on board with doing what needs to happen for SEO. It’s not just an executive saying, “We all need to SEO.” There is more to it than this and most executives are not ushering in SEO in such a way that actually drives the right changes in knowledge, standard processes, accountabilities and behavior for the long haul.

If executives are not aware of what is needed for SEO, they often end up advocating the exact opposite of what the SEO channel needs to both maintain and grow SEO revenue.

Here’s an example from one of my clients. In SEO, most keywords need more content on pages to rank high. This requires changes in design and content. Yet many teams that control these aspects of the website are not even including SEO teams in meetings or requirements where decision are made to do things like reduce content on pages. As a result, a decision was made to reduce content to the point that SEO would be negatively impacted by 50% or more.

I’ve heard that if you just produce good content, Google kind of takes care of SEO for you. Is this totally naive? Why?

Yes, this is completely naive. (Ed: Thanks.)

Large companies have dozens to hundreds of people impacting SEO every single day. The problem is they don’t know it. As a result, they make multi-million dollar SEO decisions, without even thinking about SEO. Sometimes those decisions are good for SEO, more often they’re not.

I just spent two weeks onsite with a client training teams company-wide, and the biggest ah-ha’s by everyone, particularly those not on the content team were:

  • “I didn’t know how much I impact SEO” was said by pretty much everyone in every role. It’s far bigger than just good content.
  • “I didn’t realize how making one small decision can snowball into huge SEO problems.” We walked through decision after decision by almost every team working on the website that has systematically killed SEO traffic over a few years, just because no one thought to account for SEO, nor had the skills to do so.

What SEO entails is huge, far bigger than people realize. I have identified ten pillars of SEO at enterprise-level companies. When I walk executives through these ten pillars, they begin to realize SEO is far bigger than just content.

What is even more surprising to everyone in training is that each role impacts 3-10 pillars in pretty much every decision they make — you cannot say, “I’m a writer, so I only influence pillar #2, which is about content.”

Below are the ten pillars of SEO in what I call the F2R Framework (F2R meaning “Force to Reckon With”):

10 Pillars of SEO by Jessica BowmanThe Executive SEO Playbook, I include a simple quiz to quickly determine if you’re an SEO Pacesetter or Avoider. What’s surprising to most companies is that it doesn’t matter how great your SEO team’s skills are. It’s your SEO operations company-wide that determine if you’re a pacesetter or an avoider.

Take the quiz for your organization (click for a larger version):

SEO Operations QuizIn my workshop at MarTech, we’ll talk about what executives should be doing to keep SEO happening company-wide and each role’s accountabilities.

SEO as a practice has been around for more than two decades. What’s the future hold for this discipline?

Google’s business model is changing, really fast, and companies need to start tweaking their SEO program in order to take advantage of it. I spoke about this at my SMX Advanced keynote, your readers can watch the webinar recording here.

In a nutshell, Google is taking on the entire transaction on Google.com: search, research, and conversion. This applies to most industries. Google has been slowly building out all the modules and components and is now slowly integrating them into their search results. At an increasing pace, Google is taking users to pages within Google.com for the conversion, rather than to other sites.

If you are not doing what it takes to appear in the Google modules and components, your visibility will be almost non-existent.

The bottom line is that if you are not doing what it takes to appear in the Google modules and components that feature sites, your visibility for millions of searches will be almost non-existent.

I am concerned about many companies’ SEO programs because they’re not doing what it takes to gain visibility in Google’s new search results. Things that have traditionally been nice-to-have in SEO, the icing on the cake, now must become a core competency. These impact how we code, design, and write content.

And here is the problem: even if your SEO team knows about this, they can do nothing about it. It’s what development, UX designers, and writers do to the site that will get you into Google’s modules — or keep you out.

SEO is something executives need to take to the finish line. Executives and leaders need to have a clear plan of action for how to manage SEO across the organization — and not only through the SEO team.

Great SEO is not going to come out of just the SEO team. It must happen company-wide.

Thanks, Jessica. Really looking forward to your workshop and your session at MarTech next month. Readers: just a reminder that the early bird “beta” rate for MarTech tickets expires August 17 — reserve your seat now.

Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.

About The Author

MarTech® Conference, a vendor-agnostic marketing technology conference and trade show series produced by MarTech Today’s parent company, Third Door Media. The MarTech event grew out of Brinker’s blog, chiefmartec.com, which has chronicled the rise of marketing technology and its changing marketing strategy, management and culture since 2008. In addition to his work on MarTech, Scott serves as the VP platform ecosystem at HubSpot. Previously, he was the co-founder and CTO of ion interactive.