Change is ever-present for marketers, fuelled by the evolving nature of technology, consumer behaviour, and market conditions.
The shift toward a more customer-centric, omni-channel approach to marketing is a fundamental transformation affecting many industries.
Long before WPP’s current woes, it has felt like the relationship between brands and agencies is in a state of terminal decline.
Brands have been complaining that agencies are not delivering on their promises and agencies are always saying that brands lack the strategic thinking to provide useful direction.
Many people wonder where they should start with a digital transformation programme. The most obvious place, since we are talking about ‘digital’ transformation, is technology.
Starting transformation with technology may include doing things like revamping the website, building an app, or even purchasing a marketing cloud to show that your company is, indeed, on its way to becoming digitally transformed.
Doing so, however, may be a big mistake.
Welcome to 2017, the year where rapid change defines marketing.
Are your people ready to embrace real change and build on current momentum? If so, you will see a real digital transformation this year – all the better for the company, your teams and your customers.
Most companies can no longer manage the constant change coming at them. You have the skills to help, but are you willing to step up?
It has been said so much that it has become a cliche, ‘we live in a world of constant and rapid change’.
This is not something new. We have been bombarded with rapid innovation and change since the dawn of the industrial revolution.
In fact, companies are so aware of the changes in the world around us that they have change management processes for dealing with them.
Agility, however you want to define it, should help to speed up iteration and therefore increase profit and customer satisfaction.
The working methods agility predicates may also help to increase staff satisfaction.
It can be argued that agility is achieved through innovation: setting aside some time to focus on ideas that may not be central to the core business. At the moment, I’d argue innovation isn’t particularly widespread, as many organisations’ attitude towards it is ’70:20:that’s not what we pay you for’.
Indeed, the double whammy of the recession and many governments’ subsequent focus on ‘the need for efficiency savings’ has set a tone that makes innovation even riskier.
The fact is though, fortune favours the brave, and in times of economic hardship (darn it, I’ve slipped into bureaucratese), those that spend money adapting to a surfeit of new and relevant technologies may well see success.
But what about all those non-innovating, anti-Eric-Schmidt business leaders? They must be struggling with something. They aren’t wilfully blind. Perhaps legacy technology and the difficulty of extricating an organisation from its knotted innards is what’s holding some business leaders back.
Ahead of our first Digital Transformation Leaders’ Conference, I wanted to mull over technology.
Do marketers suffer from schizophrenia? Do we unwittingly switch between being “normal people” to being blinkered marketers?
Do we lose sight of our own emotions and passions and turn into metric driven robots? And if we do, does this change in behaviour cloud our judgement when building marketing strategies for the organisations we work for?
If you can relate to such behaviour, and find yourself, and others around you, showing some symptoms, then this post may be of interest.
It explores examples of such behaviour and provides some reasons why this conditions arises, and some suggestions on how to cure it.