Want Change? Try A New Path

Imac
As I was drooling over the new iPad2 the other day, I started thinking about the original iMac that is sitting somewhere toward the back of my storage unit. Enormous (and soooo heavy) by today’s computing standards, my bright blue iMac (along with millions of green, orange, pink, purple others) changed Apple’s trajectory. They started down a new path. They did internally exactly what their tag suggested to their customers: “Think Different.”

Yet, far to many change efforts fail because of their lack of willingness to go down a new path. We try to “change without really changing” or plan change without making any provision or sacrifice to make it happen.

Here are the six most common errors made in change or reengineering efforts:

  1. Trying to fix a process instead of changing it
  2. Trying to make reengineering happen from the bottom up
  3. Skimping on assigned resources
  4. Trying to make reengineering happen without making anyone unhappy
  5. Neglecting people’s values and beliefs
  6. Being willing to settle for minor results

In a business environment with so many challenges, you can’t afford any more failed change. Maybe it’s time to “imagen“ a new way forward. Contact us if we can help.

Brands as Patterns

There is some BRILLIANT thinking in this article that should be considered by businesses and marketing professionals.

Gone are the days of static-anything. Gone are the days of postured presence and one-dimensional interactions. And so, the concepts of branding must change too.

Having managed branding and communication efforts for numerous organizations, I have always resisted branding presentations that are about learning the lessons of Nike, Apple, and McDonalds. For almost every branding effort, these examples are esoteric and of no real value to the discussion and needs at hand. This article is of a different bread – principled, philosophic, and highly relevant to the discussion you should be having about your brand in today’s communication environment.

Here are some of the highlights. I’ve attached the downloadable PDF below.

The Background and Brand Environment: We all know that brands are increasingly accessed digitally, but a less considered consequence is that the interface through which a brand is accessed has become a primary identity element. This requires that a brand's "identity" should not only be defined statically or dynamically but also iteratively through successive release and behaviorally through interactions. Through this iterative interaction, the brand becomes a constantly shifting relationship between the company and its customers. Through the interface, the customer assumes the right to some control, ownership, and authorship of the brand.

 As the digital world evolves, the customer's ability to inform the brand will outstrip the company's ability to control it. As a result, the brand is no longer the proprietary tool for the company that founded it but an ongoing negotiation among the founding company, its own workforce, and the customers who have invested in the end product. The added dimension of interface reveals an unparalleled breadth of a brand's characteristics and gives access that is perpetual and immediate. Therefore, the customer expects the brand to be as responsive and real-time as any medium through which it is accessed, while maintaining consistency no matter how it is experienced.

To maintain a brand's value in the future, one must begin by understanding the basics of cognitive psychology -- how people judge human consistency and anomalies of character, and how people perceive human relationships. This reveals greater understanding of how to achieve consistency beyond repetition. Consistency is still at the heart of a brand's value, but in this fluid and agile world, repetition cannot be the only rule.

Consistency in human behavior is not derived from repetition alone; it is about the formation and recognition of coherent patterns. Patterns are the way our brains perceive actions, thoughts, memory, and behavior to ultimately inform belief. They allow for differences while creating a whole. Patterns are unique in the fact that they create consistency around difference and variation. Creating a believable and consistent brand begins with the creation of coherent patterns.

The Brand Pattern: A brand pattern is more than how a brand looks. It is the coherence and consistency between how the brand acts, looks, and responds over time. Brands are temporal -- their past, present, and future is available in one URL. This kind of interface demands iterative management. The limited elements of traditional brand strategy, such as brand bibles, guidelines, values, and promises were not designed to accommodate this. So we must begin to create the tools that will make a brand perform.

A pattern needs to bridge the totality of what a brand can be -- it must be the master plan to create strategic consistency -- as well as the micro plan to create a single, relevant tactic. It must encompass systems (which are expansive and multiple) and narratives (which are reductive and singular). By doing so, brands are given room to unfold and grow iteratively without the need for radical change.

A brand pattern creates more value than repetition. It provides coherence among disparate mediums and continued relevance that can adapt and respond to its audience. A brand pattern connects a product to an experience and an audience, allowing the brand to continually grow.

 

Click here to download:
Brands As Patterns (Method).pdf (979 KB)
(download)

Eleven "Lessons" for Business Survival

Jim_seybert

My friend Jim Seybert recently celebrated his 10th Year in business by penning the following “lessons” that he’s learned over that time period:

1) Patience and impatience each have their uses, and knowing when to wait or push ahead is sometimes impossible to ascertain.

2) Being flexible is a good thing, unless the situation calls for standing your ground.

3) The plural of focus is focii and focii is a one-word oxymoron because you really can't focus on more than one thing at a time, even though you must to survive.

4) Sometimes the most stubborn person is the one who refuses to stand still and allow a new idea to just pass by.

5) Taking time to rest has greater long-range value than having too much to do, but it's important that you have something from which to rest.

6) Even the most pompous of asses will occasionally have something of value to share.

7) It helps to have more than one Plan A.

8) A vast majority of the seeds you plant will never take root and you won't know which will until they do. So scatter as many seeds as you can and ignore the ones that never sprout.

9) Keeping up with all the social media channels is an annoying pain and probably not worth the effort - which is essentially what they've been saying about all advertising channels since advertising began.

10) Doing "more of the same" is never a good recipe for successful change - unless you haven't been doing enough of it in the first place.

11) All change boils down to one of two things: You can do a different thing, or you can do things differently.

Top 10 Tips for Building a Generous Business

Choosing_generosity

More and more business owners are being influenced by the generosity message. There is a grow­ing need for practical insight on how to create a generous business. If you’re considering making the move, here are “Top 10 Tips” to help to jump-start your thinking:

#1. Make Sure the Business is Strong and Respected

You can’t have a successful giving program without profits. Taking care of your customers and providing great service and products is im­perative if you want your customers to support you in this endeavor.

#2. Lead by Example

Make a personal commitment of your own time, talents, and money. Don’t ask your staff to do something you aren’t willing to do yourself.

#3. Include Stewardship in Your Mission and Vision Statement

Make your goals more powerful and meaning­ful by going beyond just being number one in your market.

#4. Set Giving and Relationship Goals

You may want your initial goal to be ambitious and fun (e.g. percentage of profits, total dollars, involvement, alliances built, vol­unteer hours). You use business metrics, so why not use giving metrics? Measure results, not just dollars.

#5. Empower Your Staff and Their Families

A “generous business” starts with the owner and leadership team but cannot be accomplished without broad staff involvement. True transfor­mation happens as your whole staff and their families become owners and shapers of the vision.

#6. Be Creative, Take Risks

Get creative, when it comes to giving programs, and add them progressively as the giving cul­ture grows and skills are developed. Support new ventures and passionate people.

#7. Develop Guidelines for Focused Areas of Giving

Be careful about where money goes because your reputation goes with it. Draw boundaries that you and your staff can live with.

#8. Recognize That It’s Not About the Money

It’s about building relationships and changing the hearts of your staff, your change partners, and the lives of people you are reaching.

#9. Learn from Mistakes

Don’t be afraid to experiment and change. Find what works for you. Use mistakes in grants or programs as opportunities to learn.

#10. Celebrate Giving Successes

Develop programs to recognize the impact of your company and staff. Bring out the joy for everyone!

We’ve helped a few business successfully implement “generosity” into their business plan and corporate culture. We’d love to help you and your business too.

[Material for this post taken from an article by the National Christian Foundation.]

Listen First, Comment Later

Meeting3
When new information is introduced at the start of a meeting and opinions are held until the end, groups make smarter choices.

What could be worse than a business meeting where participants ignore the right information and make the wrong decision? Recent research reveals a simple way to reduce the chances of this unfortunate outcome. Several studies have shown that when groups fail to arrive at decisions, it’s often because they devote too much time to finding common ground rather than weighing the pros and cons of what each person is saying. Building on that notion, this paper finds that meetings are especially ineffective when attendees begin by disclosing which way they are leaning; upon voicing an opinion about a decision, people are more likely to ignore information that others introduce, even if it could potentially change their opinion or contribute to a better decision.

The authors simulated a meeting environment by inviting participants to play the role of a member of an airline hiring committee that was choosing a single pilot from among four candidates. In one set of experiments, the subjects received individual pamphlets containing partial and different information about each of the candidates. They were then split into groups. In some groups, members immediately told each other their selection; in others, they kept their choices to themselves. The groups were then handed complete dossiers on the pilot candidates, at which point it became obvious who the best person for the job was. Despite this, people in the groups that had initially shared their preferences based on the incomplete data mainly stuck to their original choices and remembered little about the information presented at their meetings, suggesting they had failed to pay much attention to details introduced after they voiced their opinions. By contrast, the groups that had been closemouthed about their favorite candidates more readily identified the best person for the job.

According to the authors, 90 percent of group discussions begin with the members disclosing their pre-meeting biases. Considering the results of their research, the authors advise managers to reduce the number of distractions that may impede group members from processing new information and to ask participants to hold their opinions until the end of a meeting.

Bottom Line: Individuals fail to process information introduced by others during meetings after their own preferences have been voiced, which hinders optimal decision making.  

Author Profile: Matt Palmquist was a founding staff writer and is currently a contributing editor at Miller-McCune magazine. Formerly, he was an award-winning feature writer for the San Francisco–based SF Weekly. // Original Material::Title: Knowing Others’ Preferences Degrades the Quality of Group Decisions (Subscription or fee required.); Authors: Andreas Mojzisch and Stefan Schulz-Hardt (both affiliated with Georg-August-University); Publisher: Journal of Personality and Social Psychology, vol. 98, no.5; Date Published: May 2010

Answering Engagement Issues with Maslow

Chip_conley
Recently read a great interview with one of my favorite authors on company culture – Chip Conley, author of Peak: How Great Companies Get Their Mojo from Maslow.

One highlight: “Every survey that's been done in the U.S. tends to show money is not the primary, secondary, or third; It's fourth place on why people leave their jobs. The primary motivator of disgruntlement at work is the feeling of not being recognized. People join a company and they leave their boss, as Marcus Buckingham said. The bottom line is the ultimate motivator that says ‘I gotta to out of here’ is not that you're underpaid, it's that you feel under-respected or under-recognized. There's a lot of research that shows that. Unfortunately, the practice of management tends to not take account of that.”

Highly recommended read! Check out the rest of the interview www.fastcompany.com/1685009/chip-conley-wants-your-employees-to-hit-their-pea...">here.

[Let us help you “imagen” a thriving company culture, and then put it into action! Contact us to schedule an initial meeting.]