I love it when you come across a sweeping statement that just takes your breath away.
In Australia there’s been a doozy this week- which you can follow here, particularly if you think that humor is a good way of addressing misogyny….
Anyhoo…and before I get well distracted….
I came across a notion that UX didn’t exist before digital – that the spirit utility, interaction and participation was ‘invented’ by introducing digital to brands.
It might be surprising that the discipline of mapping out optimal interactions between humans, machines and contexts has been around since the 1940’s. Participatory design’s been around since the ’60s.
I can’t help but agree with Jon Steel’s refutation of the statement
…these days everything has changed, planning has to change because advertising has changed, nothing is the way it used to be, everything is digital now and if you propose anything other than digital solutions then you’re old-fashioned and generally hopeless…you should drag your sorry old ass out of the business and work somewhere else.
I believe that’s completely wrong, because in the end in an analogue world, in a digital world the key to success is understanding the basics of human communication.
In order to most effectively influence a group of people “you don’t target them you engage them as willing accomplices”
I think the best brands have always inspired individuals to become willing accomplices…
Mr Steel also mentions the amazing work of Howard Gossage in the 1950s.
In short the example of Gossage has never been more possible to follow and more needed, particularly as dreary advertising drifts from our televisions to the places we spend time online, his idea that you should never confuse the product and the message becomes even more powerful. Howard would build his messages around something he thought would interest people and then weave the product into this story – the first international paper airplane competition for Scientific American being a brilliant example.
If you haven’t the slightest clue what all the fuss is about ….it would not be an exaggeration to say that Howard Gossage:
1) Invented interactive advertising (as opposed to direct response advertising) in which the audience is invited to get involved with the brand’s life and participate in its activities
2) Invented the idea of creating communities of interest around topics and then galvanizing those people into action through advertising
3) Invented the PR stunt as a marketing tool using advertising to catalyse and popularise the activity
4) Created the fee based remuneration model in place of the widely used but utterly discredited commission system
5) Invented the independent media planning agency with the Kick Back agency
6) Discovered Marshall McLuan and made him a household name in ‘60s America, a man who predicted the rise of the connected global village that we all live in today
7) Saved the Grand Canyon from flooding with advertising that changed the way that environmental campaigning forever
8) Helped create the modern environmental organisation and both named and housed the Friends of the Earth
9)Helped start the anti-globalisation movement
10) And almost won independence for Anguilla
And so to wrap up this rather long rant:
- If a brand wants want people to play with (and they do)
- What do we need people to do?
- Why would they do it?
- What are we going to make or do that will enable them to do it?
Filed under: The Rules
It is a planner/ creative strategist/ maker-upperer-with-rigor’s job to introduce people to things they don’t know.
One of your goals might be to create those moments and to make it safe (and fun!) for people to say ‘Hey, I didn’t know that’.
Try not to be a douche about having more knowledge than others. Strength requires responsibility and using your smarts to punch people in the face makes you a bully.
Celebrate and contribute to growth instead.
Filed under: Get Friendly
Penguins speak to me for so many reasons, and as a totem they embody my own aspirations
to launch into the unknown and ‘tee-hee’ while I’m doing it
to refine my six word story, “breathe. it will all be ok”
to something silly, active, positive and whimsical
and bring that mantra to the point of most powerful reduction
Filed under: Digital Strategy
Over at Paul Mcenany’s blog this week
As many of you know, I’m a big believer that the better the problem, the more likely you are to get to work that works. Wrongheaded problems leave us in a ditch. Boring problems invite uninspired solutions. And when you only ask advertising questions, unsurprisingly – you get lots of advertising answers. The best of the best understand the value in taking the time to get the question right.
Love the thinking in Paul’s presentation I got a load of value. I wonder, though, if it’s always time that is the missing component in getting the problem right.
One of my favorite stories of getting the problem right is this one:
Sainsbury’s planned to grow revenue by £2.5 billion, a huge target made tangible by redefining it as an extra £1.14 per transaction. Previously, Sainsbury’s had been trying to create a big change in behaviour amongst a small number of high-spending customers of other supermarkets. Now it proposed a small change in behaviour amongst a big number of existing and potential customers. Research showed that people were ‘sleep shopping’ because they found supermarket shopping routine. The strategy centred around earning the required extra £1.14 per transaction by building the brand around simple food ideas. The slogan was ‘Try something new today’, but the idea behind it permeated Sainsbury’s business, informing management ethos, point-of-sale creative and advertising campaigns. The idea helped accelerate Sainsbury’s growth, attracting 1.5 million extra customers, increasing profit by 43% to £380 million and growing revenue by £1.8 billion over two years – ahead of the three-year target.
What I like about this case is that not only was the question about behavior change (what would we need to get people to do to grow by 2.5 billion), but the stimulus for the question was held within the value of the owned media of the brand- the amount of customer interactions inside their retail environment.
So to reimagine Paul’s statement:
The best of the best understand that getting the question right delivers value.
An Australian example of this:
In 1813 Governor Lachlan Macquarie overcame an acute currency shortage by purchasing Spanish silver dollars (then worth five shillings), punching out the centres and creating two new coins – the ‘Holey Dollar’ (valued at five shillings) and the Dump (valued at one shilling and three pence). This single move not only doubled the number of coins in circulation but increased their total worth by 25 per cent and prevented the coins from leaving the colony.
Last night a holey dollar was sold $for 410,000 and 1813 New South Wales Colonial Dump sold for $100,000.
Filed under: Great Stuff
I renewed my complete crush on Jay Smooth’s smart styling hip-hop video blog Ill Doctrine today, which started for me waaaaay back in 2008 when I asked
Is he talking about politics, rap or the nature of masculinity? Or all three?
It reminded me what a talent Jay is- and kicking around his ‘allow me to reintroduce myself‘ section he demonstrated over and over again that we’re not alone:
and then I remembered:
procrastination is a lot like masturbation a lot of fun until the moment you realize you’re just fucking yourself
and got back to work.
We were put here as witnesses to the miracle of life. We see the stars, and we want them. We are beholden to give back to the universe…. If we make landfall on another star system, we become immortal. Ray Bradbury Speech to National School Board Association (1995)
Ray Bradbury died today. I love his work: his defense of books, his fight against censorship, and above all the notions of the miraculous future that would unfold before my eyes as I grew. He was one of the writers that made me excited about the future, made me more conscious of the dark dehumanizing side of technology, one of the architects of the “What Ifs” that still guide my daily creative explorations and the provider of some of the more accessible componentry of my moral compass.
Here’s one of my favourites, I posted this to David Gillespie just the other day: Doing is Being
Doing is being.
To have done’s not enough.
To stuff yourself with doing — that’s the game.
To name yourself each hour by what’s done,
To tabulate your time at sunset’s gun
And find yourself in acts
You could not know before the facts
You wooed from secret self, which much needs wooing,
So doing brings it out,
Kills doubt by simply jumping, rushing, running
Forth to be
The new-discovered me.
To not do is to die,
Or lie about and lie about the things
You just might do some day.
Away with that!
Tomorrow empty stays
If no man plays it into being
With his motioned way of seeing.
Let your body lead your mind –
Blood the guide dog to the blind;
So then practice and rehearse
To find heart-soul’s universe,
Knowing that by moving/seeing
Proves for all time: Doing’s being!
Its running as a pre-roll on YouTube, it’s over 2 minutes- and it’s been played (in addition to its ad spend) 1.775 million times since its launch in February.
Its 8 am… MILLIONS of EMPLOYEES.. show up each day..for their names on a register…. The world we see around us..countries..and ..continents..have been built.. on the back of these signatures.. The future too will be written by these signatures.. Signatures of the EMPLOYEES… You.. are an EMPLOYEE.. Your BOSS is an EMPLOYEE… …….. … TRUTH is every EMPLOYEE is a HERO… Enough said… Let’s go do…what we all do our best.. Let’s go to work.. A TRIBUTE TO THE MAKERS OF OUR WORLD.
It’s a big call. A very big call. Who are these HCL guys? Who are they to say they speak on behalf of the millions of employees who turn up to work each day? Who are they to champion the overworked and unsung?
A bit of digging….
Employees First Customers Second (EFCS) is a journey of experiments which HCL started in 2005. It is a simple philosophy that, at its heart, states that in the service industry, true value is not created by top management. Since employees are the closest interface with the customer, they are the new ‘value zone’ for companies: the place where value is truly generated for customers. And it is therefore the duty of the rest of the organization to foster and engender this value zone by creating the requisite enabling infrastructure.
The idea came from observing our company closely. We create value in one very specific place: the interface between our HCL employees and our customers. We call this the “value zone.” Every employee who works in the value zone is capable of creating more or less value. The whole intent of Employees First is to do everything we can to enable those employees to create the most possible value.
- to put its employees first and made every effort to provide them with a work environment and culture that they can take pride in.
- employee development focused on giving people the tools and enabling the infrastructure they needed to succeed
EFCS is not about making employees happy or comfortable. I don’t even really care if employees are happy. I don’t think that employee “satisfaction” is something a company should strive for. Satisfaction is a passive state, isn’t it? Satisfaction doesn’t produce change or improvement or innovation or much of anything.
As for employee “engagement,” that isn’t much better than satisfaction. I would hope that everybody, no matter what their job is, would be alert and paying some attention to what they do, would be engaged.
We have found that the Employees First approach produce s far more passion than any motivational or recognition program. Why? Because it proves that management understands the importance of the work being done by the employees in the value zone. It demonstrates that we are actively helping them in ways that make it easier for them to do their jobs. It shows that we trust them to do what needs to be done in the way they believe it should be done. And it shows that we respect them for the value they bring to the company.
We give them understanding, help, trust and respect–which is much better than potato salad and cold cuts.
The key enablers that made EFCS work -
- Smart Service Desk (SSD) was introduced to make the enabling functions accountable to employees and resolve any issues that they may have within a stipulated time.
- Directions, an annual interactive event, where the senior management along with the CEO meet employees to discuss company strategy, new processes and policies and what they think is the right agenda for HCL to adopt in the coming year.
- U&I, an online discussion forum where every HCLite gets an opportunity to raise issues, share thoughts and ideas, as well as debate directly with the CEO.
- Spot 360⁰ Feedback was launched to make the management accountable to employees and to increase organizational accountability. A system where anyone could rate managers on various aspects.
- Employee Passion Indicative Count (EPIC) assits employees in identifying their passion drivers – factors that drive an employee to excel at work.
Results?In the past three years,
- HCL grew at a CAGR of 24 per cent
- Market cap increased by 186 per cent
- Number of $10 Mn, $20 Mn & $50 Mn customers doubled, and the number of $100 Mn customers tripled
- Revenue per Employee is amongst the highest in the Indian IT segment today.
The book explores the steps of HCLT’s transformation as the company recognized the need for change, created a culture of trust through transparency, turned the organizational pyramid on its head, and shifted the responsibility of change from the office of the CEO to the employees using small catalysts, or “blue ocean droplets,” that produced big results.
The journey had four steps:
- Confront the Truth
- Build Trust
- Support the Value Zone
- Change at the role of the CEO
I think it’s interesting to note how this journey has facilitated their next step:
Employees Driven, Management Embraced [EFCS 2.0]
Employees are increasingly taking the lead in driving innovation. We call this phase EFCS 2.0 where we’re witnessing a change in ownership – Employees are taking charge and creating innovative programs in and around HCL, which are producing big impact. Here are some of the notable programs.
- Meme: A platform created by employees to go from official to social at work; it now boards over 59,000 members.
- MAD JAM: “Make a Difference” a bottom-up initiative designed by front line employees, for front line employees, that recognizes and celebrates the most innovative ideas at HCL.
- MAD LTD: “Make a Difference, Lead the Difference”, a platform focused on nurturing young leaders to showcase and implement ideas for social impact. For more details, please visit www.madltd.com
- Power of One: A social responsibility initiative where HCLites spend a day with the community and donate a Rupee a day, which adds up to an avalanche of positive social activism.
- arKMedes: A platform focused on making knowledge the currency across the organization by bringing together communities driven by passionate employees.
I think work is changing: as a ritual, as an enabler of identity, as a method of survival, as a framework for community- the horizon of change is vast. In Australia 40% of our workforce are employed on various insecure arrangements, casual, contract or through labour hire companies and in this climate we might do well to think about were value is generated, how it is created and where it can be amplified. Who makes your world? Have you told them they’re anything special lately?