Viitorul suna digital, dar cum il implementam azi?

Sunt om de marketing in love cu digitalul, preocupata de cum iau oamenii decizii. Pana la urma, marketing-ul este despre cum aleg oamenii sa cumpere, cel putin tot atat de mult cat este despre cum aleg oamenii sa consume. 

Nota: da, exista deja un domeniu oficial care se studiaza in marile universitati, numit science of decision making – ce pune laolalta concepte precum neuro-marketing, neuro-economie, teorii de economie comportamentala si psihologie evolutionista). Iuf! Sper ca le-am tradus bine.

Simtind din anii de practica, pe de o parte, si din hype-ul evident la nivel de conferinte (a stat cineva sa numere cate conferinte de digital avem pe an in Bucuresti?) ca e o buba cu digitalul, impreuna cu IAB am decis sa ne uitam la ce parere au oamenii de marketing din companiile mari despre digital marketing si digital advertising. Sa vedem daca ne agitam ca un spray expirat sau dimpotriva.

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Are You An Innovator or An Optimizer?

It's a choice you have to make early on in your career - as soon as you step out of college.

You can go on and find a place in a company, within an industry - and spend your best years there learning on that job, or in that particular industry. You'll get far because there experience (and thus, seniority) is often measured in time. And time has the habit of accumulating or merely passing. 

Also, knowing the industry inside-out, you can optimize better than anyone else. And HR will love you and hunt you for your next assignment in the same industry, adding cost saving over cost saving and making boards happy.

Or you can go and find a place in a company that deals with many industries: advertising, market research, management consultancy, branding or even law. And there you spend nights honing your skills on plenty of industries. Here experience in measured in projects done and degree of creativity.

Yet, no HR will ever hunt you down because they don't know what to do with you: you don't have the pedigree of the "same company/same industry/same role". What you do know is how to innovate, and for HR innovation is anathema - they don't know how to assess creativity, having a point of view, cross pollinating from various industries. For them this is a nuisance. Ironically, you don't get that far as in option 1 - because, simply - companies are built to optimize and defend the status quo.

Innovation is risk and companies build processes to defend risk.

Still, I'm feeling hopeful that the VUCA environment we are living in, will threaten so many industry models that the board with HR in tow will come running looking for innovators.

Cheers all innovators,

I.

How You Can Apply ExOs Principles To Large CPG Companies

Recently I was invited to speak at disruptive workshop in a very very limited and troubled industry, where all avenues for growth seemed closed. Below is the Exponential Organisations talk that I gave where we explored some principles that apply not only to start-ups (that's easy right?) and not only to software companies (another easy win) but also to large CPG companies.

Enjoy and I'd like to hear your thoughts on this!

How to position a fashion label for growth

Segmentation frameworks based on demographics are broken. Yet, frameworks based on psychographic traits are just as broken, or at least totally unable to better predict what would work from a communication point of view. Clayton Christensen famously established a framework called Job-to-be-done that not only enables more efficient communication but also allows you to spot untapped market segments and expansion potential. What follows is an exercise applied to Tex clothing line, owned by Carrefour and sold worldwide. 

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