Each year, the United States honors Latinx Heritage Month to celebrate the histories, cultures, and contributions of American citizens whose ancestors originated from Spain, Mexico, the Caribbean, Central America, and South America. But like the dynamic community this heritage month honors, it moved forward.
Founded in 1968 as Hispanic Heritage Week, this event eventually evolved into Hispanic Heritage Month and then — more recently — Latinx Heritage Month. Latinx is a newer term that has gained popularity among scholars, activists, and millennials. The intent behind this movement is to create a more inclusive space for gender non-conforming individuals.
While Latinx aims to provide a space for everyone, it’s important to know that one term cannot possibly encompass all the diverse communities, nations, and identities this event recognizes. Listening is always the best way to start a brave conversation — just because someone is from a Latin country, it doesn’t necessarily mean they identify as Latino, Latina, or even Latinx.
Latinxs en Tecnología
It comes as no surprise to us that Latinx people make up the fastest growing demographic of entrepreneurs in the United States. While only 6.2% of all Americans run a business, Latinx founders accounted for 15% of American entrepreneurs in 2019. The same year, Latinx businesses in the U.S. created 3 million jobs and generated nearly $500 billion in sales for the economy.
While Latinx people continue to excel, they have so much more to offer our community:
- The Stanford Graduate School of Business reports that Latinx-owned companies tend to remain smaller than white-owned firms, with average revenues of $1.2 million per year compared to $2.3 million for non-Latinx-owned firms.
- The Kauffman Foundation found the U.S. economy would add 1 million employer businesses and nearly 9.5 million jobs if minoritized groups could start and grow their businesses at the same pace as non-minoritized groups.
- The Aspen institute estimates that improving the business and entrepreneurship system for Latinx founders could yield an additional $1.4 trillion to the U.S. economy.
Our work is cut out for us. While Latinx people have made an unparalleled impact in our country’s economy and technology, there’s still room to move forward. Our job as educators is to bring these discrepancies to light so that we can foster real, measurable — and overdue — change.
But one thing is for certain: Progression never goes backward.
At General Assembly we are listening and evolving to become more inclusive of other cultures, languages, and communities.
Our team in Europe is running the first ever bootcamp cohort in Spanish. We’ve partnered with the Adecco Foundation to grant scholarships to 26 Spaniards with disabilities to help guide their careers toward technology with our Software Engineering Immersive.
Additionally, we’ve teamed up with Techqueria, the largest community of Latinx in tech, to support their Latinx Heritage Month Summit and create initiatives that build on our commitment to making GA a more inclusive place for our Latinx students.
The future of tech looks bright, mi gente. ¡Dale!
Check out our upcoming Latinx-themed events to stay engaged and learn even more:
Diversity & Inclusion in Tech | Wednesday, Sept. 23
Latinx Leaders in Tech | Friday, Sept. 25
Latinx Recruiters AMA | Wednesday, Oct. 7
Turning Failure Into Fuego | Thursday, Oct. 8
Designing With Inclusion in Mind | Thursday Oct. 8
Costa a Costa: Tijuana + San Diego + Miami | Thursday, Oct. 8
Your Right to Vote | Friday, Oct. 9
How They Got There: Latinx Leaders in Tech and Business | Wednesday, Oct. 14
We believe every student should be able to invest in new tech skills — without worrying about obstructive costs and financial challenges. From zero-interest loans to deferred payments and scholarships, you’ve got options to help you afford learning at GA — no matter your financial situation.
Our friends at Climb have created a quiz to help you discover your best solution:
Every graduate of our User Experience Design Immersive career accelerator gets the opportunity to work with a real-world client that’s looking to solve a particular consumer problem. The experience gives students a chance to apply the UX design process to real life, as well as invaluable insights and impactful results that they can use to stand out in their job searches.
Here are a few of our instructors’ favorites.
Helping a City’s Communities Thrive
The client: City + County of San Francisco
The challenge: San Francisco’s Community Ambassadors are the bridge between city individuals and city services. In addition to the great things that they do for the city and its people, they have to log every single thing they do. The city teamed up with UXDI students to enhance the Ambassadors’ day-to-day mobile experience and improve data collection.
Creating Easier Access to Birth Control
The client: Pandia Health, a startup that provides a convenient, affordable way to get birth control.
The challenge: The client came to GA students with three areas to work on: a new homepage, a design for a forum-like question and answer page, and their onboarding process, which includes an online form for prescriptions.
Solving the Bra Problem Once and For All
The client: Posture Wings is a startup athletic bra manufacturer producing patented garments that are bio-mechanically engineered to reverse poor posture.
The challenge: When Posture Wings’s flagship product sold out, they worked with UXDI students to quickly set up an e-commerce site that would support a second production run.
Making Traffic Less Miserable for Radio Listeners
The client: nēdl, an app that lets radio listeners search live broadcasts as easily as they search the internet — by keywords.
The challenge: Nadav Markel, a UXDI graduate in Los Angeles, worked to help nēdl grow its user base, as it was missing out on a large segment of the radio listening market: car drivers. He also set out to help make nēdl more safe to use while driving.
Even before the twists and turns caused by COVID-19, digital transformation was top-of-mind for today’s business leaders. Companies everywhere are reimagining their workforces and doubling down on digital capabilities and systems with an accelerated timeline.
But success isn’t guaranteed.
In fact, 75% of digital transformations fail to generate returns that exceed the original investment1. Why? Because companies often fall into the trap of focusing on systems rather than people. Leading companies recognize that, in order for their digital transformations to work, employees need the structure, mindset, skills, and vocabulary to support and drive new strategies — from senior leadership to those on the front lines.
Through collaborations with global organizations like L’Oréal, Booz Allen Hamilton, Guardian, and many more, we have identified our top six people-first strategies for driving success in digital transformation. We first published this list in 2018 and have refreshed them to meet this moment. Despite rapid market evolution, they still ring true.
1. Create a Leadership Agenda for Change
Given the far-reaching implications of a successful digital transformation — especially in 2020 — it’s critical to have full leadership support and encouragement from the top. To translate theory into action:
- State a bold goal simply and repeatedly. Adopt a simple-but-bold vision for the future, and frame every key milestone — including company updates, staffing shifts, new launches, and training initiatives — in the context of how it is impacting that goal.
- Hold an executive sponsor accountable and give them access and authority. This C-suite member must take responsibility to carry initiatives forward and make the organizational changes necessary to bring your goal to life.
- Campaign internally and externally. Reinforce transformation goals by developing talking points and slogans that are easy to grasp and remember. By building a reputation as a tech-forward employer, your company can attract the right tech talent and create an internal culture that motivates employees to drive initiatives forward.
2. Embrace Agility & Uncertainty
Agility is key to success when undertaking digital transformations. Gone are the days of three-to-five-year strategy cycles and two-to-three-year product and marketing innovation plans. Today’s technologies and consumer needs change faster than historical business roadmaps can deliver.
Winners in this environment learn to adapt and adjust, finding digital equivalents to the traditional processes that guided business thinking and development in the past. This is as much a mindset shift as it is a physical shift in work, as — at least for the short-term — face-to-face consumer interactions have been largely replaced by virtual consumer encounters.
Take Procter & Gamble, which recognized this need and established P&G Ventures to create new, innovative direct-to-consumer brands. “The disruption of DTC was biting on our heels. How consumers are discovering new brands is different than how we grew up. [P&G Ventures] gives us a more nimble, agile way to get closer to the consumer,”2 Leigh Radford, the initiative’s vice president and general manager, said. P&G Ventures brought us on to offer capability training in digital marketing disciplines, including Facebook and social media marketing, eCommerce strategy, and marketing analytics. As a result, most of its product design and brand creative is done in-house, and leaders across all levels and functions know how to remain close to the customer.
3. Organize Around the Consumer
The consumer and customer must be at the center of any successful digital transformation. This is the only way to stay grounded in the reality of the market and resist the urge to chase every new trend or platform.
First and foremost, it’s essential to understand your consumers — their tastes, habits, ways of communicating, and pathways to purchase. Leading companies implement tools such as journey mapping, personas, and user research to learn about consumer needs. Then, assess the best way to organize and address your findings through different departments such as product development, marketing, and sales.
Finally, allow for new injections of people, ideas, and technology within your organization to incorporate new abilities, approaches, and ideas. We’ll explore this further in Strategy 6.
4. Measure & Reward Based on Metrics
Digital transformations often fail to take HR into account, particularly when it comes to managing employee performance against executing on these goals. This is often a severe blocker to real change — if people’s personal goals, compensation, and motivators aren’t aligned with the organization’s, there’s unlikely to be much positive impact.
Update performance management tools to reflect the business metrics and desired behaviors that matter to individual roles, and track the metrics that employee efforts can directly impact. We recommend using “micro-metrics” such as:
- Number of digital media A/B tests executed per month to monitor the company’s embrace of experimentation.
- Time-to-deployment for new products to measure hours saved by using new coding applications such as React libraries.
- Number and scale of manual data processes automated to measure efficiency gains from using Python instead of Excel.
You can further support employees by describing key behaviors and competencies that will help them achieve success.
5. Bring Data to Every Conversation
We believe strongly in “data-driven people strategy.” In practice, this means that hiring, development, and team structure are all underpinned by robust assessments, and the resulting data helps to understand and pinpoint each individual’s strengths and weaknesses.
GA assessments are built in partnership with top industry executives on our Standards Boards who help define excellence in their fields. By designing and deploying practical skills assessments, we provide employers with a clear and consistent understanding of their teams’ abilities in key high-demand domains, including marketing, data, and tech.
Collecting this data can shape a variety of goals, including benchmarking existing talent against the industry, evaluating job applicants, designing learning paths for employees, and making decisions about organizational structure.
6. Invest in a Culture of Lifelong Learning
Given the speed at which change is taking place, our recommendation is simple: Companies need to invest in learning, both at the institutional and individual levels. Leaders not only need to embrace new technologies but also build digital mindsets at all levels of the organization to power new ways of working.
Keep in mind: Talent with in-demand skills is not only scarce and expensive but also difficult to retain, so companies cannot rely on “buying” talent alone3. Prioritizing up- and reskilling is a necessary measure in order to transform teams and organizations for the future. “Building” talent through training programs is often a more efficient route to acquire these skills versus searching for them externally. What’s more, research suggests that education is among the most-valued benefits for modern employees, boosting retention, engagement, and loyalty.
Thomas Malone, professor at MIT’s Sloan School of Management and director of its Center for Collective Intelligence, told Deloitte that: “Many decisions in a company are made by communities — a kind of informal consensus involving community norms. If you want to accomplish almost anything in the world and if you’re realistic about it, you need to be thinking about how to work with [collective community intelligence] to achieve whatever you want.”4
As you build a culture of learning, the foundation of digital transformations, it’s essential that everyone — from the CEO to individual contributors — is involved.
Learn more about how General Assembly can help guide your company’s talent transformation.
1PwC Front-Office Transformation, Walking the Talk: We prioritize people over technology, and you should, too, June 2018
2Forbes, Big Firms Can’t Innovate: How P&G Ventures Is Dispelling The Myth, April 2019
3Josh Bersin, Rethinking the Build vs. Buy Approach To to Talent, October 2019
4Deloitte, Superminds: How humans and machines can work together, January 2019
General Assembly and the Adecco Group are excited to announce a partnership with the United States Olympic & Paralympic Committee’s Athlete Career and Education (ACE) program. We are sponsoring 10 part-time, full scholarships for current and retired Team USA members. Athletes will work with us to choose a part-time course — free of charge — that best meets their career goals, gaining in-demand skills like data analytics, digital marketing, software engineering, and more sustainable career paths.
The ACE program, with the support of donors and organizations like the Adecco Group and DeVry University, serves and empowers active and retired Team USA athletes in their pursuit of personal, educational, and professional success.
As the first students get their feet wet in the first few weeks of classes, we’ll be sharing their athlete-to-student journeys on our pages for inspiration — we are confident you will want to get to know them better!
Introducing Alina Urs
Alina Urs is a professional athlete and fitness coach currently residing in Los Angeles, California. Originally from Romania, she was on the Romanian national kayak team and won over 70+ national and international medals. She also represented Team USA at world championships and the Pan American Games. She began training clients professionally in Europe and continued training clients when she moved to New York City, where she worked at Equinox for 10 years as both a top-performing coach and fitness manager.
Alina holds a bachelor’s degree in sports/physical education and psychology. She is also a certified health coach and medical exercise specialist with a focus on immune system health.
We are excited to launch The 2030 Movement — a week-long festival of free workshops and panel events focused on coding, data, design, marketing, and career development — in effort to build a better world through tech by 2030.
Whether you’re looking to dive deeper into data, code your way into a new career, or simply make meaningful professional connections, our robust lineup of workshops and panel events offers something for everyone . Discover what’s coming up!
Monday, September 14: Career-Proof Skills of 2030
Hear from thought leaders and industry experts about how you can stay in demand in your career — no matter what 2030 throws at you.
- Morning Motivation: Goal Setting for 2030 8–9 a.m. SGT | 10–11 a.m. AEST
- Success in the Digital Age: 9–10 a.m. SGT | 11 a.m.–12 p.m. AEST
- Job Hunting in the Virtual World: 11 a.m.–12 p.m. SGT | 1–2 p.m. AEST
- Courageous Conversations: 1–2 p.m. SGT | 3–4 p.m. AEST
- Employable in 2030: Closing the Skills Gap: 5–6:30 p.m. SGT | 7–8:30 p.m. AEST
Tuesday, September 15: Staying Human
As industries begin to lean on technology more and more, learn how you can stay in touch with the personal, human side of business.
- Morning Motivation: HIIT with lululemon 8–9 a.m. SGT | 10–11 a.m. AEST
- Driving Better Decisions With Data: 9–11 a.m. SGT | 11 a.m.–1 p.m. AEST
- Designing a More Human Future: 10 a.m.–11 a.m. SGT | 12–1 p.m. AEST
- Building Relationships in the Digital Age: 11 a.m.–12 p.m. SGT | 1–2 p.m. AEST
- Inclusive Design for a Digital World: 12–1 p.m. SGT | 2–3 p.m. AEST
- Elevating Customer Experiences With Applied Design Thinking: 1–3 p.m. SGT | 3–5 p.m. AEST
- Man vs. Machine: The Ethics of Cybersecurity: 5–6 p.m. SGT | 7–8 p.m. AEST
Wednesday, September 16: Sustainability and Ethics
What’s good for business can also be good for the planet. Find out how you can make a positive global impact before 2030!
- Morning Motivation: Big Dance Energy! 8–9 a.m. SGT | 10–11 a.m. AEST
- EcoTech: How to Save the World by 2030: 11 a.m.–12 p.m. SGT | 1–2 p.m. AEST
- Smart Cities Shaping the Future: 12–1 p.m. SGT | 2–3 p.m. AEST
- From Lab to Table: The Future of Food: 2–3 p.m. SGT | 4–5 p.m. AEST
- How to Make a Profit and Impact: 4–5:30 p.m. SGT | 6–7:30 p.m. AEST
Thursday, September 17: Emerging Tech and Industries
A whole new era of tech is dawning on us. What exactly can we expect industries and businesses to look like in 2030?
- Morning Motivation: Yoga with lululemon 8–9 a.m. SGT | 10–11 a.m. AEST
- So You Want to Be a Coder?: 9–11 a.m. SGT | 11 a.m.–1 p.m. AEST
- Transport Yourself to 2030: 11 a.m.–12 p.m. SGT | 1–2 p.m. AEST
- 2030-Proof: Demystifying Machine Learning and Artificial Intelligence: 12–2 p.m. SGT | 2–4 p.m. AEST
- Tech Trends: Fad vs. Future: 6–7 p.m. SGT | 8–9 p.m. AEST
Friday, September 18: Wellness and Resilience
We know you’re ready to trailblaze into 2030, but that doesn’t mean you should lose sight of your own well-being. Let’s talk self-care, self-love and self-satisfaction.
- Morning Motivation: Strength Class with lululemon: 8–9 a.m. SGT | 10–11 a.m. AEST
- Getting to Happy: 9–10 a.m. SGT | 11 a.m.–12 p.m. AEST
- Find Your Financial Zen: 10 a.m.–11 a.m. SGT | 12–1 p.m. AEST
- Building Resilience in Your Career: 11 a.m.–12 p.m. SGT | 1–2 p.m. AEST
- Productivity in the Age of Distraction: 12–1 p.m. SGT | 2–3 p.m. AEST
Saturday, September 19: Rising Stars
Arm yourself with the skills needed and hear from professionals who’ve made the switch to the startup and tech industry.
- Morning Motivation: HIIT with lululemon 8–9 a.m. SGT | 10–11 a.m. AEST
- The 2030 Social Media Playbook for Start-Ups: 9–11 a.m. SGT | 11 a.m.–1 p.m. AEST
- The Ultimate 2030 Product Management Guide for Beginners: 10 a.m.–12 p.m. SGT | 12–2 p.m. AEST
- How to Land a Job at a Tech Startup: 11 a.m.–12 p.m. SGT | 1–2 p.m. AEST
- Women Funders and Founders: 12–1 p.m. SGT | 2–3 p.m. AEST
Be 2030-ready. Join The Movement.
A message from co-founder and CEO Jake Schwartz:
Today marks an important new chapter in the General Assembly story. We’ve had a lot of these big milestones since we started as a team of four almost ten years ago. In that time, we raised five rounds of venture capital, expanded to nearly forty markets in seven countries, launched hundreds of new programs and courses, worked with over 400 companies on large-scale digital transformation initiatives, and were acquired by the largest human capital solutions company in the world.
All of these chapters had a few common threads. Our mission, our vision, our approach to the world — and, me as CEO. So this new chapter is going to be different, which will involve me stepping away from my role as CEO of General Assembly after ten amazing years.
As with any big change, I feel some uncertainty and a level of trepidation (a feeling I know that our students experience every single day as they gain new skills and transform their careers). But I’m also really, really happy, because we’ve found a really dynamic and talented executive to step into the CEO role. Over the past six months, we’ve run a robust and intensive search, with a lot of deliberation and consideration of many talented and qualified candidates.
So: I am excited to announce Lisa Lewin as our new Chief Executive Officer, starting August 17. I have absolute confidence that Lisa is the leader who will ensure that General Assembly reaches its ambitious growth goals, while also contributing to the culture that will ensure its continued success. I am also looking forward to being a part of this process — I’ve told Lisa I’m here for whatever support she wants or needs (while of course not getting in the way.)
At the start of GA, I was just coming out of the painful anxious experience of graduating college into a recession, feeling lost and lonely in the world of work. Being able to translate that experience into an ever expanding pathway for others in the same predicament has been incredibly meaningful to me personally. But to be able to build this among a brilliant cast of thousands — team members, students, alumni, partners, investors — has been the greatest honor of my working life. I cannot think of a better steward for the next phase of this company’s development than Lisa Lewin, and I cannot wait to see what comes next for General Assembly.
To learn more about General Assembly’s new CEO, Lisa Lewin, read our press release here.
The COVID-19 pandemic has led to a rapid and forced transformation of many businesses. Plans that companies previously anticipated rolling out over many years have been decided and implemented in weeks.
Amid this rapid change where many are scrambling to adapt, leaders should ask themselves what other “five-year plans” should fastrack to keep pace with these critical business plans. One of the plans that companies should evaluate is talent development: how can businesses develop strategic plans to meet the needs of their rapidly evolving businesses?
Creating talent development work isn’t as easy as providing online learning to employees. Our Marketing Standards board members met recently and uncovered an unexpected commonality. While all of them are making learning available to their employees, the primary area for improvement on their employee engagement surveys continues to be upskilling. This revelation brought on a layered conversation about the common challenges employers face when it comes to engaging employees in training and development — especially when these pieces of training are online. So, what’s causing the disconnect between desire and action on upskilling employees, and most importantly, what can leaders do about it?
Understanding the Disconnect
Upskilling is urgent for employers — especially for newer professionals who aren’t going to be satisfied in their jobs if there are no learning (or advancement) opportunities. Employees don’t merely want a job; they want to work for companies they can learn from and grow within; employees wish to build careers.
In a Deloitte survey, 90% of employees said their organizations were redesigning jobs. The World Economic Forum reported that more than half of all its employees would require reskilling or upskilling to address the digital skills gaps driven by changing job requirements over the next three years.
For many reasons like these, our board members agree that it’s an employer’s responsibility to make learning available and an integrated part of the employee experience.
So, what’s getting in the way of learning — from the employee perspective?
Two big factors are time and incentive. Many employees feel like there’s not enough time during the workday to take the training accessible to them. Others don’t prioritize upskilling because although they want new and updated skills, there is no extrinsic motivator for learning them. One of the clearest opportunities for extrinsic motivation often isn’t clearly connected to training: it’s the idea that training and skills are requisite expectations for the job or performance. The right jobs motivate all of us.
Providing employees with upskilling opportunities signals to them that they are valued and that they have a future within their workplace organization. However, offering a training program isn’t enough — the implementation of these programs must be intentional, structured, and relevant. During our conversation, board members came up with tips that can help companies foster a learning-positive workplace. These tips include:
1. Partner With Leadership to Allocate Time During the Workday
Big roadblocks employees face: blocking time to make learning important and creating company-wide time blocks, like “No Meetings Fridays,” to provide designated time for employee upskilling. Making these time blocks company-wide is critical. If some teams aren’t participating in it, they’ll throw a meeting on the calendar that conflicts with the learning time. At that point, you’ve lost the consistent open time and original initiative purpose you’re trying to create for your team.
2. Extrinsic Incentives: Compelling Rewards
Extrinsic incentives are tangible motivators that can encourage employees to take an upskilling training course. Offering incentives gives employees a clear prize at the end of their experience, plus an added incentive to complete learning by a particular due date. This specific incentive is a nice touch from board member Gretchen Saegh (CMO of L’Oréal USA), who plans on rewarding “the best re-scorer” of the CM1 assessment with being “CMO for the day.” These empowering incentives give employees a sense of purpose, a structured career path, and long-term vision, giving them valuable real-world experiences and advice that can be difficult to get elsewhere.
Extrinsic Incentives: Executive Messaging on Expectations
When employees see their managers endorsing upskilling, and also see the executive team pushing for the same thing, it speaks volumes about the value of upskilling within that organization and the expectations around completing tasks and initiatives surrounding it. The bottom line is that upskilling gains immediate credibility when employees see it supported by leadership. A message from the CEO and executive team is imperative when it comes to setting the tone for a company, as a message from “the top” can have a ripple effect throughout the organization.
Getting employees to translate the desire-to-action key values of online learning is particularly pertinent as more employers look for efficient and effective ways to train their employees remotely via online training providers. It’s a new world, and there’s no magic bullet, hidden secrets, and there are certainly no shortcuts. The right online training is thoughtful and methodical: it considers human behavior, personal motivations, and leadership alignment + support to get online training to occur and resonate for employees — from entry-level positions to the C-suite.
Finally, there’s the process of trial and error. Although initiatives often start with the strongest and best of intentions, the most successful training results adapt and fluctuate over time. No plan is flawless right out of the gate — however well-planned or well-intended.
Learning is always a journey.
To learn more about how General Assembly can help guide your company’s talent transformation, check out our enterprise marketing solutions.
These are unprecedented times for the world and for New York City. Many things have changed, but our goal hasn’t: We’re committed to your success and here to provide guidance toward the right jobs for you.
Thank you for indicating interest in CUNY’s upskilling coursework in partnership with General Assembly, and congratulations on taking time to invest in yourself!
Register for the course by filling out this Google Form. An email that invites you to join the course will be sent to you within 3-5 business days.
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GA’s online Data Analysis On Demand program is designed to get you started on the path towards becoming a stronger, analytical operator. Many industries require data skills, including product management, marketing, finance, and operations across job titles such as data analyst, business intelligence, data scientist, data engineer, and data architect. Data jobs have doubled since 2012, and salary ranges are $40–80K for data analysts and $60–120K for data scientists.
This program will familiarize you with the key systems that allow you to make sense of data for every type of industry or job and visually express the findings to your stakeholders. It provides a comprehensive foundation to equip you with the context, process, and tools to identify and communicate data-driven insights using Excel and SQL. Students will leave the course with a business case and analysis for a client; they will learn to extract data using SQL, clean and analyze in Excel, and create the visuals and argument for their conclusions.
Learn more about Data Analytics On Demand at General Assembly.
GA’s online Digital Marketing On Demand program is designed to help you learn and implement the most in-demand digital marketing practices of the 21st century. The ability to analyze the vast amounts of data generated by digital marketing activities, and translate that analysis into digital marketing strategies and tactics, will be among the most important skills for marketers in the next decade. Digital marketing jobs have more than doubled in the last five years alone, and the average starting salary for these positions is $76,000.
This program will teach you the foundational skills across five focus areas: customer insight, creative and content, marketing channels, analytics, and marketing technology. You’ll learn to apply core digital marketing skills like market research, search engine optimization, CRM, and automation, and launch multi-channel brand, acquisition, and retention campaigns. Whether you want to pursue a full-fledged marketing career or have a substantial grasp on marketing language and skills to support other work, this course will equip you with formal training and a portfolio to establish yourself as a competitive candidate.
Learn more about Digital Marketing On Demand at General Assembly.