Note to CEOs: 3 levels of "talking" is required before a successful tech development (i.e mobile app, new product site, enterprise fix, etc) results in growth of your asset value and delivers net new revenue.
The 3 Blahs spell ACT ... because that's the message.
Blah #1 - A - Acknowledge
You have been observing the market shifts and talking with your team about your customers asking for more... and about competitors freaking you out... and about your options being expensive and endless. Blah #2 - C - Commit
You have decided to invest RIGHT NOW in your future ... with a budget and a "safe container" to protect a dedicated team from the cynical "white blood cells" around your organization. You are encouraging and training these special people to develop clear goals and innovate with enthusiasm (while honoring those clear goals). They have been researching market opportunities, business models, creating mockups, and talking to customers (a lot). Blah #3 - T - Test
Now it is time to take action and build stuff in the market for real customers (NOT just research modeling, focus groups and mockups). You are working with internal and/or external software specialists that love what you have been blah blahing about. Learning is tough because innovation comes from iteration ... and that means building and launching through lots of wins AND losses along the always bumpy road to an optimized product that is never done but finally working, adding value, and generating the results you want... usually net new revenue. READ: Our much more eloquent and thorough 4-page overview of the "Pitfalls on the Innovation Delivery Journey" at http://bit.ly/Pitfall_Innovation_Delivery_Journey
Key line: "Execution turns out to be harder, more strategic and more valuable than
everyone thought and ... it's what clients are coming to agencies
what qualifies Rupal is her years as an industry journalist and then
realizing the best way to provide value is to work
directly with the digital developers)
all seem attainable as she nails the gauntlet of: providing safe havens
for creative problem-solving with a diverse and appreciated workforce
led by sincere leaders that get out of the way of empowered teams
focusing on their mutually beloved clients and their bottom lines. Well, that IS a lot...perhaps guarded optimism.
That key line above is about not spinning aimlessly around "innovation" when there are
products and services to be built! Yes, it sounds obvious ... that getting something out in the market into the hands of actual users is the only way to validate your assumptions .... and increase your chances of growing your
client's revenue and asset value. The "i" word only works when it is
applied beyond thinking, into and through production of something
real. ONLY THEN can it be assessed accurately by real users and optimized. Because... Innovation = Iteration.
focus on what we do best but remember to include those that deliver. When you are talking about digital transformation, that's the frontend
and backend engineers and coders.
Frankly, I am done with small
talk about big ideas. The last several years have been great to open our
mindset, setup our strategy processes, and delivery frameworks... Now, there are few good reasons not to take action.
examples of how to grow businesses in this digital age should already be inspiring. By partnering with tech augmentors like Creative Chaos, you can deliver like R\GA, Anomaly, and (insert favorite Agency
that helps clients grow their business here). If you want to know what
you need to know, read Jules' 2016 State of the Digital Nation. Then look deeper at the new opportunities in the market to be yourself and read his 2020 update.
support your trusted nerds ... include them early and throughout your
process to develop a dynamic tech architecture that includes CI/CD microservice containers.
Since lots of us get lost in that last sentence, we are happy to discuss it.
Any time... David - email@example.com or 617-331-7852
At 10:30 Eric builds momentum on this helpful and very human speech on how to REALLY build a team of innovative problem-solvers... and he says: Google, Apple, Facebook. Sixty-five percent of their open job opportunities are non-technical: marketers, designers, project managers, program managers, product managers, lawyers, HR specialists, trainers, coaches, sellers, buyers, on and on. These are the jobs they're hiring for. And if there's one thing that our future workforce needs -- and I think we can all agree on this -- it's diversity. But that diversity shouldn't end with gender or race. We need a diversity of backgrounds and skills, with introverts and extroverts and leaders and followers. That is our future workforce. And the fact that the technology is getting easier and more accessible frees that workforce up to study whatever they damn well please!"
This is an awesome logo parody ... if you are not on the wrong side and competing with Amazon. Consumers root for Amazon because Jeff delivers - half of ALL online sales! Yes he wants global domination, but we can all learn from how he stays ahead.
It's no secret. Amazon innovates new services and more efficient operations through persistent iterations to actually be customer service focused. Step #1 - want this. Step #2 - build and re-build it. Step #3 - Repeat.
One of my favorite Bezos quotes is, "I regularly get asked about what is going to change in the future... nobody ever asks me what is NOT going to change... I would say human nature is not going to change." - being understood, appreciated, treated fairly... yeah, customer service. R/GA, the impressively-ever-evolving Agency has a helpful take on how to compete with Amazon... Simply, (which it isn't) establish more direct relationships with your consumers. Know them better... know them different: "What differentiates success from obsolescence these days is a company’s ability to relate to its customers and deliver one-of-kind, memorable experiences ... Customer relationship management is going to be really important now because it’s going to be about understanding who your real core customers are, making sure you have a real relationship with them and building on that core ... Having a strong point of view and understanding of the consumer." See a short post on how our partners at McKinsey solve customer issues by adapting supply chains and leveraging ecosystems... “Digitization of supply chains accounts for more than 75% of the impact on incumbents’ profit growth” ... 75%...! Bezos has his team. You have us. We at Creative Chaos are here for you when you want to design, build, and update your digital presence for more efficient and effective customer service. Yes, we help you build websites and mobile apps... BUT ALSO what a CEO is focusing on... enterprise fixes, custom software between platforms, supply chain visibility and management, etc. But, remember, you don't have to hire us... We are your flexible team when you need what Amazon is building. Click to enlarge this below CBInsights teardown infographic about who Amazon is hiring so they can stay ahead... grow AWS, not bother with Advertising (smallest sliver), and provide the provocatively-named, AI-as-a-Service...
Here are a few excerpts from another helpful HBR article:
... the reasons more ideas from open innovation
aren’t being adopted are political and cultural, not technical. Multiple
gatekeepers, skepticism regarding anything “not invented here,” and turf wars
all hold back adoption.
in addition to having good ideas, those design
agencies whose concepts were successfully implemented had a more flexible
approach to all stages of the development process.
Successful designers took five strategic
actions to cultivate flexibility and trust. … not to drive efficiency but to
Create a multi-layered network
Foster equal ownership
Establish interim milestones
Build an open business case
David Cutler is Managing Director at Creative Chaos. They provide tech team
augmentation and custom software development for funded Startups, Agencies,
strategy consultants, and corporate Innovation Labs, such as: McKinseyBionicSolutions and AB InBev's Zx-Ventures.
Listen here as eMarketer interviews top marketers about the challenges of Digital Transformation. This is my summary with my POV... well, at least what I am observing that works.
Key Take Aways: #1 - The most important opportunities are beyond marketing. #2 - Have trusted nerds on speed-dial.
Digital Transformation is your Digital Strategy for your Business Operations. Most business leaders are in "shock and awe." Help them.
"Digital" is over... everything is Digital Hard to keep up - new channels - IoT, Connected Home, Car, voice! Since it is a constantly evolving market ... ther should be less pressure to know everything Embrace the iteration process. Get ANYTHING into the market to react to - test test test!
FIX YOU FIRST. - Use tech to deliver visibility and truth. THEN YOUR CUSTOMERS. - Silos must intersect and flow around a consistent customer journey.
OWN YOUR DATA - Do not rely on Facebook for an assessment of YOUR customers. GET HELP TO TEST, ITERATE, AND DIFFERENTIATE - Get tech architects to connect the dots between platforms. KNOW YOUR PEOPLE - Opportunities are around them. Just make them more productive!
Have CTRL = Content, Timing, Relevance, Location Get out there and FEEL real retail experiences. Emotional connections are NEEDED in this digital world - acknowledge our very human analog existence
Accept that there is ROI from learning Make it fun to find mistakes since they are the process
Embrace sharing and learning together between client, vendor, customer
Marketers must be:
- Data Scientists (know enough to see the truth)
- Social Butterflies (friend and critic of media platforms)
Should Agencies be terrified that the market is shifting away from them to Management Consultants? ... Well, yes if they are not providing what the client needs (which is way more than creative marketing campaigns).
The "inside" Digitization needs of our corporate clients are not changing... they have been trying to evolve their Digital operations for decades. The problem is that this transition to digital efficiency is difficult emotionally (who prioritizes what?) and technologically (who is coding what?). The big Management Consultants have seized this opportunity by helping CEOs directly with this heavy lifting. Marketing Agencies are not... but they should and they can... by adding technology solutions beyond the Media Platforms. Accenture, Deloitte, Mckinsey, PwC, etc. always follow the opportunity (so can you). Here are some excerpts from the latest Advertising Age Cover Story - "Out of the Shadows, Consultants Creep in on Agency Turf." ... bring together the agency's data, analytics, research, CRM and search technology capabilities with the goal of creating more personalized content for clients. The big consultancies are underestimating the value of creativity [and] the agencies are under- exploiting the value of business analytics," said Ivan Pollard, senior VP-strategic marketing at Coca-Cola Co. "Someone's going to crack that soon because data plus creativity is the future." ... startups like Uber and Airbnb have built brands by disrupting traditional business models with easy-to-use consumer interfaces—not with big ad budgets. "Historically, brands have been built by pushed messages" with ads that gave "suggestions about how you should feel, or emote or think about a product or service," he added. But "we don't believe that is true at all anymore." Instead, Accenture's philosophy is that brands are built through "hundreds of customer interactions," ranging from e-commerce experiences to how people are treated in physical stores The new branding is this idea of building experiences for customers that allow them to experience you in ways that are much more honest and truthful and engaging than just standing on Mount Olympus shouting what it is that you want somebody to believe about your brand, One of the things that the consultancies have going for them is that they are not going through the traditional marketing channels. They are either going top-down through CEOs, or they are even going through the board Once inside, consultancies position themselves as cost savers via big reorganization projects, while ad agencies are perceived as cost drivers Deloitte Digital's agency Heat says, " We won this account specifically because we understood their business. We could bring all of the competitive intelligence and business strategy to bear in the creative pitch process and ultimately brought a data-driven approach to world-class creative," Hatch said. "You've got to check all those boxes." SO... the article headline is wrong. What the Managing Consultants provide has never been the "Turf" of the Agencies. However, technology solutions integrated across a clients business goals is an opportunity AND an obligation for all vendor/partners. FYI - Adweek also explodes this in the "Big Bang - New World Order - Global consultancies are rocking the agency world, creating a new universe of offerings that meld marketing and technology."