May 4, 2010 | Innovation, Marketing, Strategy
Marketing is much more than a menu to be picked from, it is an evolution of characteristics specific to a purpose a place and a competitive environment.
Some is visible above ground, most is invisible, underground, the roots of the ecosystem, but the needs are similar, if growth and health are to be maintained.
As in nature, marketing in a market tends to be similar, FMCG marketers pick from similar menus of options that are a function of the forces driving the marketplace, but those menus are subtly different from those that are in other markets.
Again, as in nature, a step change really only occurs when there is a cross pollination across boundaries, when a smart marketer disobeys the “rules” of his market, and adopts a different approach, sometimes with insights from others. That is when the really interesting stuff happens.
May 3, 2010 | Change, Innovation, Management, Strategy
All species, including humans, are inherently adaptive, yet the organisations humans inhabit are by their nature resistant to change.
The management challenge of the future is to figure out how to build an organisation that evolves sufficiently quickly to be ahead of the changes occurring in the environment around them so as to be in a position to exploit and leverage those changes rather than just reacting to them.
May 2, 2010 | Change, Innovation, Leadership, Marketing
What a cliché this has become, and you hear it all the time, like most cliches, it has become so common, we need to go a step further. Outside the box, outside the room, outside the building? How far outside is far enough?.
Surely it is more a matter of thinking differently, looking at the facts through a different set of eyes, not just seeking a way out solution that is the point here. It doe not much matter how far outside the box we are, it is how we interpret the box, and what is in it that counts
Apr 29, 2010 | Alliance management, Communication, Demand chains, Social Media, Strategy
Democratising knowledge, isn’t this a lovely term! I have heard it used on a number of occasions recently, and it came up again in an extraordinary TED presentation by Stephen Wolfram .
In just two words it nails the complex changes happening in numerous ways in our lives. Knowledge used to be power, now it is freely available, it is simply a tool, and the ones who use it best will win, rather than in the past, where the holder of the knowledge had a huge advantage.
Amongst all the other things that have changed, is the potential to turn simple supply chains that pump product into a channel driven only by capacity, into demand chains that respond backwards to demand signals from the customer.
This opportunity for change driven by a combination of the communication tools on the net, and the ability to assemble and analyse the drivers of demand in your particular market offers huge potential for innovation, efficiency, and differentiation based on the capabilities of those in the chain.
Apr 28, 2010 | Communication, Management, Social Media
Anthropologist Robin Dunbar theorised that the maximum number of people any individual could maintain a relationship with was 150, which has become known as Dunbar’s number. It reflects the cognitive maximum for someone to know everyone in a group, and to be aware of the relationships between them all.
Social media has led to people into having many “friends” sometimes thousands, but in the human sense, they do not have a relationship, it is something different, for which I suspect we need a new term.
Human beings are social animals, and no matter how valuable our digital networks are to us, they are no substitute for the human interactions that define us, but are limited to around 150 individuals at any one time.
