Eight Paradoxical Habits of Wildly Successful People

leaders4You know what they say about opinions—everybody has one. If you want to see that truth in action, just Google “characteristics of successful people.” Some of the results will undoubtedly point to the famous Marshmallow Study at Stanford, which demonstrated that the ability to delay gratification is a key component of success.

But that’s far from the only theory:

  • According to Stanford psychologist Carol Dweck, it all comes down to mindset. She conducted a series of experiments that demonstrated that, while the average person sees their abilities as fixed assets, successful people have, what she calls, a “growth mindset.” In other words, successful people focus on self-improvement and overcoming challenges rather than seeing their mistakes as the products of insurmountable personal flaws.
  • In another study conducted by Penn State and Duke, researchers assessed the social skills of 700 kindergartners. Twenty years later, they followed up and discovered a strong correlation between social skills and success. The children with the best social skills were more likely to have earned a college degree and to hold a full-time job, while the kids who struggled with social skills in kindergarten were more likely to get arrested, binge drink, and apply for public housing.

And the list goes on and on. So, what is happening here? Why are there so many different theories, complete with the science to back them up, about the traits that contribute to success? I think it’s because most wildly successful people are complex—so complex that many of their defining qualities are paradoxical.

Rather than an “either/or” set of static characteristics, they’re more likely to demonstrate both. This is a key to their success. Here are some examples of what I’m referring to.

  1. They’re polite, yet completely unafraid to rock the boat. Successful people are, what I like to call, “graciously disruptive.” They’re never satisfied with the status quo. They’re the ones who constantly ask, “What if?” and “Why not?” They’re not afraid to challenge conventional wisdom, yet they don’t disrupt things for the sake of being disruptive; they do it to make things better. Still, they’re polite and considerate, and they don’t draw attention to other people’s mistakes just to humiliate them. However, that doesn’t mean they sit back and let people wander off in the wrong direction. They won’t hesitate to speak up when it’s time to change course.
  2. They’re deeply passionate, yet rational and objective about their work. Successful people are passionate about their work, but they don’t let it skew their thinking. They have the ability to step back and look at their work with a critical eye and to accept their mistakes. If it’s a disaster, they’ll admit it, because they realize that it’s better to try something different than to put out something sub-par with their name on it. That sense of detachment also allows them to accept feedback from others without taking it personally.
  3. They’re convergent and divergent thinkers. Convergent thinking is what’s measured by IQ tests: rational thinking that typically results in a single right answer. Divergent thinking, on the other hand, is less precise. It’s about generating ideas and asking questions that have no solid right or wrong answers. Both are important. No matter how high your IQ is, you’re not going to be successful if you can’t think outside of the proverbial box. On the other hand, you need rational thinking skills to correctly judge whether your ideas have merit. That’s why this particular paradox is so important.
  4. They’re both energetic and calm. Successful people seem to have limitless energy when it comes to doing the things they’re passionate about, but they aren’t frantic. They can keep that energy under control. They work hard and focus on the task at hand with devoted concentration, but they’re so smooth that they make it look both easy and fun. Some people are so energetic that they’re hyperactive and unfocused and constantly bouncing from one thing to another. Successful people know how to harness their energy so that it works in the service of progress and doesn’t undermine it.
  5. They like to work and play. Successful people personify the often-repeated quote, “Do what you love, and you’ll never work a day in your life.” Because they love what they do, they find brainstorming, problem-solving, and grinding out tough projects thought-provoking, engaging, and deeply satisfying. And though they take their work very seriously, the enjoyment and gratification they derive from it blurs the common demarcation between work and play.
  6. They’re ambiverts. Successful people are comfortable acting in ways that amplify their introversion and extraversion, depending on what the situation calls for. They can sit in the back of a conference room and silently listen to what’s going on, or they can go up on stage, grab a microphone, and engage a huge crowd—and they look just as comfortable doing one as they do the other.
  7. They’re naïve and smart. No one would argue that intelligence isn’t an important part of success, but many successful people also have a childlike lack of awareness (or maybe it’s a lack of respect) for the type of constraints that other people blindly accept. They’re not limited by what other people tell them is possible.
  8. They’re both humble and proud. Taking pride in your work is absolutely essential for success, but successful people know they wouldn’t be where they are without the people who came before them and those they’ve worked with along the way. They know that they didn’t achieve their success all on their own, and because they’re OK with that, they don’t have anything to prove. That’s why so many incredibly successful people end up coming across as grounded and humble when you meet them in person.

Bringing It All Together

The reason that there are so many different opinions on what traits are necessary for success—and the reason that so many of them contradict each other—is that successful people are complex. They have a wide variety of paradoxical skills that they call upon as needed, like a mechanic with a well-stocked toolbox.

Aligning Organisations around Transformation

data worldDigital mastery in an ever increasingly digital world is one of the key priorities of an organisation. The road to travel on the journey to making your organisation more customer focused in a digital world is challenging and one that requires alignment and commitment from the CEO, the Board and Shareholders down.

There are 5 priorities for a chief customer officer  / chief digital officer

1) Build a clear vision of a radically different future state and align it with Shareholders Board, CEO and Exec.  ensure that they are involved in co-creating the vision and understand the elements of how it works. If you need to train them on Twitter, facebook, what’s app or programming, do it so they understand a digital world.

2) Engage Colleagues in a 18m-36m Goal and develop a clear action plan. Ensure that you have a detailed and well managed transformation programme with agreed outcomes. Engaging colleagues in building this will be critical. It’s amazing how digitally literate teens and twenty somethings in a retail organisation are!

3) Breakdown fear of data and digital across the organisation. Board-> Senior managers-> middle managers -> Colleagues. Communicate widely and use storytelling to engage at all levels. Be very pragmatic and engage people in learning by doing rather than telling ( run Twittter workshops, small projects designed to deliver quick wins, training by doing.) Focus on small wins early and let people tell these stories across the organisation themselves as their wins. Align objectives and remuneration to deliver the goal from Exec down to all colleagues.

4) Foster stronger bonds between technical and business people. This is a two way process to ensure the technical teams understand the commercial imperatives, and customer solutions you would like to build, and the business teams learn to trust the expertise of technical IT teams. It will also allow you to improve data quality through showing the business impact.develop a data strategy aligned to business goals , build tools as required to deliver commercial goals.

5) Steer the course through strong Governance. Digital Transformation should be governed through the EXEC as well as relevant touchpoints to ensure continual alignment.

These 5 priorities along won’t drive the transformation but applying them is a start that many organisations who are now Digital Masters followed.

Be a better you….

better you

Be a better you rather than worse them

As vulnerable humans, we’re brilliant at paying attention to threats in our midst. We are experts at mitigating against failure, which we trick ourselves into believing is the way to optimising for success. This tendency might explain our willingness to devote our resources to averting risk, solving problems and fixing mistakes. 

When we focus on getting a near perfect score we sometimes overlook the opportunity to do more of what we already do well. 

It’s possible that regularly amplifying delight can produce better results than trying to avoid the random missteps that inevitably happen.

It’s just as important to pay attention to what makes your customers happy as it is to get to the bottom of complaints. 

What do you customers thank you for? 

Make a list. Then do more of that.

  1. Rolling back Prices at Asda
  2. Good Food at Sainsbury’s
  3. Community stores at Coop

 

Segmentation is a tool to grow customer numbers

netfix house of cardsdata pulse #37

Delivering the most relevant, inspirational messaging and experiences through advanced segmentation and targeting is a key advanced use of data. Segmentation itself is relatively straight forward, we all do it all the time. The skill for CMO lies in bridging the technical teams and the business imperatives to develop segmentation that delivers on commercial objectives

Netflix is an organisation that uses data in three of the advanced states. Netflix micro-tagging of vast content archives allowed creation of nearly 77,000 film segments, rich data, views, searches , times, pauses and more is used to build behavioural profiles and predictive algorithms give uniquely targeted recommendations.

The segmentation techniques are not dissimilar to the segmentations that Tesco, Sainsbury’s , Coop  and Asda built for segmenting customers. Both cluster users based on attributing product features to films / products and then clustering film watched/ products bought using analytics.

The difference is the Volume, Velocity and Veracity of data used.

Coop Food apply 7 segments to members annually,

Netflix create 77,000 segments on daily basis, continually refining which segment members are in so better able to predict your best next film.

More complex isn’t always better, as organisations need to WALK before they can RUN, and align people and processes before they build more complexity. Asda is now using customer segmentations and tools and processes for building ranges and promotional plans, and continually building and refining, as well as segmenting customer communication to improve the Customer Experience

Customer focus, data-driven to deliver commercial imperatives.

Building more sophisticated segmentations will develop but add value if they are aligned to deliver commercial objectives, so creating strategic and operational capabilities

 

 

Agile Marketing Explained

scrum vs sprint

WHAT AGILE MARKETING IS AND WHAT IT ISN’T

If you’ve been halfway tapped into the marketing zeitgeist lately, you’ve seen this phrase: Agile marketing.

Everybody’s talking about it as the “next thing in marketing.” It even has its own manifesto. Despite all this hooplah, however, you shouldn’t feel too bad if you can’t quite put your finger on what Agile marketing is.

Take a look at the Agile marketing groups on sites like LinkedIn, and it becomes clear that more than a few people are a tad confused about it. Is it simply restructuring your marketing and in-house creative teams and their processes to be more nimble? Sort of. Does it just mean streamlining your process and jettisoning any baggage that slows your team down? Kind of.

To give you a nice, clean 20,000-foot explanation of it, Agile is a work management methodology that has been dominating IT work management for the last several years. It has been known to increase teams’ flexibility and ability to react to demand while improving productivity. Now that it’s proven itself effective, the marketing folks have taken notice.

Agile-driven creative teams have reported that their creativity has experienced a major boost once freed from the endless development cycles that can happen in traditional marketing work management. Creative teams have seen their productivity explode by 400 percent and with less fuss. Marketing teams can test and iterate on campaigns faster.

If you’re like most marketers looking for ways to get creative and campaigns on time and with less fuss, here is a quick crash course on Agile and how you can use it to make your marketing and creative teams as creative and effective as they deserve to be…

 

What Agile Marketing is not

Some less-informed marketers will talk about agile marketing (with a lower-case ‘a’) as simply a mindset or philosophy. Their comments focus on streamlining processes or looking for ways to make your team more nimble and faster to react to opportunities. And it’s easy to see where these ideas come from, since they are basically just going off the adjective ‘agile.’ Not coincidentally, these things are some of the biggest benefits of using Agile (with a capital ‘A’) in marketing.

Unfortunately, this confusion can lead to lots of talk on the subject without the power to actually make those benefits a reality. It’s only when you understand what Agile marketing really is that you start to make progress.

 

What Agile Marketing is

Simply put, Agile marketing is the application of a specific work methodology (Agile) to the way marketing projects and non-project work is executed.

Where most creative teams produce projects sequentially from step A to step Z, also known as a waterfall methodology, Agile marketing seeks to put your team’s resources into creating a minimum viable product as quickly as possible. It’s also built not to plod along on a single project for weeks, but to accommodate all of your most important tasks—from multiple projects and even ad hoc requests that can be completed in a short timeline.

To accomplish this, Agile requires that all work be broken down into “stories,” which can be chunks of larger projects or small ad hoc requests. Each story tells your team, in a nutshell, what needs to be created. With that information, your team assigns to the story the number of hours they think it will take them to complete the story. Your team divides their time up into periods of time called sprints, which are a week or two weeks. Naturally, every sprint has a set number of hours which will be filled by stories and is intended to be a period of focused creativity that allows ample time for creative team members to explore a number of approaches to a story before moving forward. Again, the stories are chosen for a sprint based on their priority, and the creative team goes to work. Stories are placed on a public burndown chart, where team members and stakeholders alike can see them move from ‘incomplete’ to ‘approval’ to ‘complete’.

As you can see, Agile is quite different from the traditional workflow most creative teams are used to, but the benefits are undeniable. Agile eliminates the bottlenecks and wasted time in found in conventional methodologies and empowers creative teams to collaborate more, and make on-the-fly decisions about a project’s direction, task order, or priority. Hence the name Agile.

This increased productivity and quality, of course, have a direct impact on the companies that use Agile. In fact, studies show that Agile firms grow revenues up to 37% faster and increase profits as much as 30% more than their non-Agile counterparts.

The battle to grow customers is not BAU.

customers 14

Data & Digital is transforming customer expectations

The battle for customers is not business-as-usual, with data & digital transforming customer expectations for personalisation, technology adoption moving fast & traditional loyalty structures changing. Creating a Customer Obsessed Organisation that puts the customer at the heart of the business and designing the human and digital customer experience are top priorities to win in the age of the Digital Customer.

Organisations grow if they have more customers visiting more often, meeting more needs of existing customers and attracting new customers: Use of Data & Digital is an opportunity to get closer to customers and do what good organisations do now better & faster.

There are several opportunities for Data & Digital to allow organisations to get closer to their customers and grow faster, and lots of learnings from other organisations that can be applied in a fast follower position.

  1. Transformational understanding of the business to make it customer focused: better, simpler and cheaper for customers, colleagues and the organisation itself
  2. Delivering a Friction Free Customer Experience
  3. Delivering the most relevant, inspirational messaging and customer experiences through advanced segmentation and targeting

The road to travel on the journey to making your organisation more customer focused in a digital world is challenging and one that requires alignment and commitment from the CEO, CCO and across different departments.

  1. Identify the commercial & customer Goals in next 18m-36m
  2. Build a clear vision of a radically different data-driven customer digital future state, working across digital & bricks & mortar and align across the organisation.
  3. Remove Silos of data use creating a single version of the truth, with a data strategy linked to business goals e.g. Unified View of customer data, GDPR ready and tools developed to meet commercial goals.
  4. Breakdown the institutional fear of data & digital at all levels through training & doing: it’s a tool that anyone can use to do what you have been doing better
  5. Use Data Analytics to Map & Prioritise customer journeys & personalised experiences across human & digital touchpoints and align organisation capability to deliver for customer.
  6. Identify & Build the capabilities (Process, Tools People) that will be required to transform process design from efficiency focused (cheaper) to customer focused (better simpler cheaper) , specifically putting in place an analytics capability to enable data-driven, personalised journeys
  7. Foster stronger bonds between technical and different business people. This is a two-way process to ensure the technical teams understand the commercial imperatives, and customer solutions you would like to build, and the business teams learn to trust the expertise of technical IT teams. It will also allow you to improve data quality through showing the business impact.

Using Data and Digital to put the customer at the heart of an organisation is a transformation that future looking organisations need to start implementing now.

How to win in the age of the Digital Customer?

faces5

How to Win in the age of the Digital Customer

data pulse # 19

The Chief Customer Officer has a new agenda . Creating a Customer Obsessed Organisation and designing the human and digital customer experience are top priorities to win in the age of the Digital Customer .

This battle is not business-as-usual, for the following reasons:

  • Traditional loyalty structures are eroding, causing companies to have to work harder to retain customers or risk driving up churn.
  • Customers expect high levels of personalisation, forcing companies to design experiences as close to the individual level as possible.
  • Agile digital companies are seeking to disintermediate the relationship between both traditional digital and brick-and-mortar companies and their customers.
  • Companies must now differentiate on the experiences they deliver to customers.

Each of these forces creates challenges; more importantly, the additive impact of these forces mandates deep-rooted changes in a company’s strategy and operations.

To state the obvious, customers neither understand nor care about how hard it is to deliver consistent, quality and personalized experiences.

Taking stock, the CCO’s agenda now looks more and more like the CEO’s or COO’s agenda.

The agenda

The CCO’s agenda can be separated by a line of visibility: some pieces customers can see, and some they cannot.

Key initiatives such as strategic positioning, brand and loyalty programs are traditional CMO agenda items.

The new and most important item is designing consistent, high-quality, and personalised experiences across both human and digital touch points.

The need to differentiate on the basis of experience is really what drives the deep-rooted operational changes below the visibility line. In most cases, delivering differentiated experiences is not business-as-usual; it will require more severe structural and operational changes such that a company looks and operates differently than it does today. The CMO agenda now consists of:

  1. Making organisational changes to better align capabilities and ensure a seamless delivery of experiences across human and digital touch points.
  2. Transitioning process design from being efficiency-focused to customer-focused.
  3. Making hard changes in people and culture, including leadership, new roles, competencies and a customer-focused culture that fuels the business.
  4. Putting in place an analytics capability to enable data-driven, personalised journeys.
  5. Initiating or accelerating the business technology agenda to improve technologies that deliver customer value and drive growth.

Combined, these efforts tell us that companies, and CCOs specifically, need to think hard about making a fundamental shift in their operating model. To add to the complexity, changes to the operations across the company need to be sufficiently cohesive to ensure they don’t damage or create uneven customer experiences.

For better or worse, this is what is in front of many CCOs/ CMOs today — to lead the charge to understand the consumer mind set in the digital age and truly become a customer-obsessed organization.

This isn’t veneer or some clever tagline. It is the hard work to differentiate and win in the Age of the Digital Customer

Use Storytelling to explain your company’s purpose

 

The idea of “purpose” has swept the corporate world. Encouraged by evangelists like Simon Sinek, myriad firms like Coop, are devoting real time and attention to explaining why they do. But activating purpose is impossible without storytelling, at both the corporate and individual levels. Purpose is essential to a strong corporate culture, it is often activated and reinforced through narrative. Individuals must learn to connect their drives to the organization’s purpose and to articulate their story to others.

This is hard for most business leaders. Great leaders are often humble and reticent to speak about themselves. This impulse is admirable, but it falls short of what’s needed to inspire people to join in the purpose of an organization. And many businesspeople feel more comfortable with waterfall charts and P&Ls than with telling their own stories.

Only narrative can do that. Storytelling is a skill that leaders can — and should — hone.

Self, Us, Now

Ganz argues that for people to inspire others with the mission of their organization or cause, they must first link that mission to their own motivations, and then connect it through story to those of the people they are hoping to persuade. Ganz has developed a simple framework for those hoping to develop a narrative approach to their purpose-driven organizations: ” Self, Us Now”

Self

To create a public narrative for your own organization, start with “self.” This is perhaps the most difficult part for many businesspeople because it involves focusing on real events in one’s own life and explaining how these incidents established the values that will later link to the values of the organization.

steve jobs stanford

An excellent example of this is Steve Jobs’s address to the Stanford graduating class in 2005. The address was largely a deeply personal reflection on Jobs’s personal history — his working-class upbringing, his dropping out of college. Perhaps more importantly, however, he spoke about how his love of calligraphy instilled with him a love of design that would later guide his work at Apple, and how his cancer diagnosis reinforced in him a deep desire to live passionately and authentically — as if each day were his last. It’s beautiful storytelling, and it gives you a glimpse into who Jobs was, what he valued, and how that would later guide his work at Apple and elsewhere. What’s compelling about Jobs’s address is that it seems authentic and raw. A great story of self has to be a real story of self. Finding that story may require a leader to reflect deeply on her past and motivations, and communicate them honestly — even those parts that are embarrassing or imperfect.

Us

The next step, “us,” aims to connect these values with broader shared values of the audience — clients or employees, for example. In this step, you weave your own personal narrative into the narratives of others through shared values, experiences, hopes, and aspirations. In doing so you create a common narrative for the group or organization. In literature, a well-known example of this (one that Ganz often highlights in class) is the St. Crispin’s Day speech from William Shakespeare’s Henry V. In it, King Henry, attempting to motivate an English army demoralized by their lack of strength, calls on his troops to be a “band of brothers” fighting valiantly together for each other, their country, and the values they share.

anita roddick.jpg

While it’s miles away from the battlefield of Agincourt, The Body Shop is a Good example of how a business applied this technique. They focused telling the story of their mission : ‘To dedicate our business to the pursuit of social and environmental change.’ using our stores and our products to help communicate human rights and environmental issues. They feature the story of their founder Anita Roddick on the website. The story of Anita and her husband founding the Body Shop in Brighton in 1976. Anita wanted to found a health and beauty products skin care, hair care and make-up that are produced ethically and sustainably. It was the first beauty company to ban testing on animals use Fairtrade products and still sources Fairtrade products from around the world.  Anita was company spokesperson for years beyond her operational involvement. Just before Anita’s death in 2007 Body Shop was sold to L’Oreal , acting as a “Trojan Horse for environmental change within multinational organisations”.  A great “story of us” establishing a community, its values and how they came to be.

http://www.anitaroddick.com/aboutanita.php

Now

Finally, the close is what Ganz calls the “now” — an urgent call to action for those who wish to share the purpose of a group or an organization. Consider Great Ormond Street Hospital. one of the most trusted charities in UK.  The organization’s purpose is “Finding Cures. Saving Children,” and their site is filled with the stories of the kids they serve. Their call to action – often, simply to give financially — is simple, direct, and compelling in their videos and materials. meet patients like Dominic….. ( and Joe,Lara.Matthew,Sophia,Stanley, Zihora….)

http://www.gosh.org/meet-our-patients/dominic

Kickstarter

Kickstarter, similarly, has an impactful way of asking people to join its team. That narrative starts by having its founder tell the story of the company (the “self”). Their website includes pictures and short descriptions of each and every company employee (“the us”). Finally, the narrative culminates its “now” call to action with a careers page asking: “Love Kickstarter? You’ll fit right in.” These stories are most powerful when they are individually authentic, build to a collective narrative and values, and then seal the deal by asking the person reading, watching, or listening to join in.

Storytelling can be awkward and unfamiliar to many professionals, particularly if you’re sharing personal experiences. Yet the motivation for this storytelling is not self-aggrandizement, but to create a purpose and culture that others can share.

Purpose is what builds real passion, motivation, and buy-in for the stakeholders of any organization. And it can be articulated by leaders who’ve learned to tell their stories and the stories of the organizations, people, and causes they serve.

 

Defining your Brand Tone of Voice

digital

The language of a brand is really decided by two things: where you are looking to position your brand in the marketplace; and the personality that you choose to adopt.

  • Brand leaders speak with authority and surety. Their language focuses on stability, history and confidence.
  • Brand challengers speak with defiance. They seek to challenge the way things are so their language focuses on change, hope and (sometimes) revolution.
  • Cult brands focus on exclusivity – so their language is peppered with tribal terms.
  • Artisan brands focus on craft and attention to detail so their language tends to be quieter, more insular and focused on the work.
  • Budget brands often use language based on frugality (how much you save) or generosity (what you get).
  • Quality brands seek to be steady and trustworthy.

 

In all cases, the language you use as a brand is directly aligned with your value proposition because, of course, language is a very powerful way of capturing and expressing how you see yourselves as a brand and how you want others to think and talk about you.

Personality picks up on these points of view and defines them more specifically. This helps brands in busy and highly competitive markets to distinguish their brand where there may be several brands competing in or for a market position. Here are three of the most important ways to evoke personality through language:

 

  1. Formality – the type of language that a brand uses is a strong indicator of the type of relationship it is looking to form with customers, and of how the brand sees the exchange between them and their consumer.
  2. Dialect – every brand should seek to own language of its own; a way of talking about what it does and what it stands for that complements the visual identity and adds color and texture in terms of how the brand speaks. Don’t just speak the industry language.
  3. Rhythm – every brand needs a speech pattern. It needs to speak at a certain speed, in particular ways, so that consumers consciously or sub-consciously ‘hear’ the brand’s voice in every interaction.

Once you know where you want to position your brand and you have established a personality that speaks to the strategy and distinguishes the brand from competitors, a really sensible next port of call is the frontline.

Speaking with colleagues is a highly effective way of gauging what customers are looking for in exchanges with the brand, what they like about how they interact now, and where they would like to see clear changes in the tone of communications.  Start inside out . These insights should then be applied to content and structuring of information as well as to tone.

Too often brands fail to make all these changes. They develop a new tone of voice to sit alongside their visual identity but they only apply it to a slither of the interactions they have with consumers.

When a brand fails to carry its new voice through to all its touchpoints, it quickly muddies expectations and experiences. Customers expecting the brand to behave in a particular way find themselves being spoken with in a different, often conflicting, way elsewhere within the same brand.

Here’s my rule. A brand may speak in multiple languages – but it should look as much as possible to speak in one distinctive tone of voice everywhere.

New Data Laws in Europe

EU Directive cartoon-proposals

#DataPulse 77

It has been over four years in the making but the EU Parliament and Council have finally approved the General Data Protection Regulation (GDPR) after the EU Council of Ministers approved the final text last week.

The compromise agreement reached just before Christmas has remained intact, having been agreed by both the EU Council of Ministers and Parliament. Today’s decision means that the GDPR text will not be amended further and is now in its final state.

A two-year implementation process will begin once the Official Journal of the EU publishes the regulation – the final step to complete before the regulation becomes EU law, though whether that is published before the 23rd June EU Reforendum in UK we’ll wait and see.

The real work for European organisations will now begin. The task of picking over the legislation and interpreting what its real impact will be is now underway.

The ICO who has been heavily involved in consultation and done a great job in the last 3 years will publish its guidance

10 Things that you need to know before ICO guidance comes:

  1. It’s a regulation not a directive so passes straight to law in all 26 EU countries
  2. Data processors will be responsible for data protection
  3. The regulation has global ramifications ( 23rd June vote will not impact UK)
  4. Users will be able to make compensation claims
  5. There are tighter rules on transferring data on EU citizens outside the EU
  6. Harmonised user request rights
  7. New Rights to be forgotten
  8. It’s data controllers responsibility to inform users of their rights
  9. Tougher sanctions- E100m or 5% of global turnover
  10. Encryption and tokenisation can come to your rescue

The Principles of the new Directive are good for customers and good for all of us 450m EU citizens: My data is my data and organisations need to treat it thus

  • Transparency of use to individuals,
  • Data use for specified EXPLICIT and LEGITIMATE purposes only
  • Proportionality

Overall this is good for customers, good for responsible organisations and with 2 years before the directive becomes law there is time to prepare ourselves and use this as an opportunity to build consumers TRUST in an organisation.

 

Look out for future Blogs on explaining the detail and how to prepare using ICO guidance

Data driven Foxes win


I have a confession: I am a Leicester City Fan. It started when I was 11 and went to Filbert Street watching Gary Lineker play. we were 2-0 up and I was hooked. We lost the game 6-2 and so began my love-hate relationship with The Foxes.

When the Premier League season began in August Leicester City were favourites for only one thing – relegation. They had only just survived the drop during the previous season and their manager had recently been sacked after a team scandal. To make matters worse, Leicester had appointed Claudio Ranieri as his replacement. The Italian was available after being fired as manager of the Greek national team following a humiliating loss to the Faroe Islands. Little wonder then, that at 5000-1, Leicester winning the Premier League was seen as more unlikely than the Second Coming of Christ by most British bookmakers. You could get better odds on Jeremy Corbyn winning Big Brother or Alex Ferguson winning Strictly. 

If only I had Believed and Kept the Faith and placed the bet,

At the end of the season Leicester City have won the Premier League, with 2 games to go. 

It is a remarkable story and one that marketers should pay special attention to based on 3 simple rules Ranieri applied:

  1. Clear data-driven Diagnosis,
  2. Distinctive Strategic Plan,
  3. Strong Tactical Plan executed with Excellence.

Clear data-driven Diagnosis. In Ranieri’s initial days at Leicester he had arrived with some clear notions about how the team should play. He talked to the players and looked at all the data-driven analytics of the way they played, and realised they didn’t want to and couldn’t play the Italian system. I have great admiration for those who build new tactical systems, but I always thought the most important thing a good coach must do is to build the team around the characteristics of his players.

The secret to future marketing success is data-driven diagnosis. It’s crucial not to arrive with established strategic approaches and prior tactics already in place. Listen. Drill into the data to understand the picture. Understand the new brand, the organisation behind it and the consumers that buy it. You only ever get one chance to perform a proper diagnosis so take your time here. Look for good secondary data, study the brand history and do as much in-market ethnographic work as you can. Ranieri and Leicester City were using the latest data driven techniques to understand the strengths of each individual player and build a clear data driven diagnosis.

Distinctive strategic plan Ranieri quickly realised from his diagnosis that his new team was not exactly skilled in the art of possession football. Leicester’s starting eleven cost a total of £22m to assemble; that’s about half a Rooney. Ranieri realised he would not win anything if he tried to play the game like everyone else. Instead, he gave up on possession football and focused on his team’s overriding advantages – speed and an inherent work ethic. Typically, when a team wins in the Premier League they have on average 60% to 65% of the possession in matches. Leicester are winning each week, often by several goals, with as little as 35% possession. Rather than control games, they use their speed and tenacity to break quickly with lethal counter attacks.

The real lesson here is to listen hard to colleagues and customers, drilling into the data, genuinely studying the situation and your strengths and weaknesses to identify a clear and often distinctive way to win in the market. Who will we target? How will we win? How can we play the game differently from the rest? These are the great strategic questions that set the direction for brand success.

lcfc ranieri strategy

Strong Tactical Plan executed with excellence: Leicester play long ball football to allow fast breaks. They harry and hassle their opponents until they can win the ball and attack immediately. Their star players, Jamie Vardy and Riyad Mahrez, are encouraged to push forward and await the counter attacks that inevitably result from Leicester’s pressing approach.

The tactical execution and the tools you use can only be applied after a clear strategic approach has been decided upon, and must be executed with excellence.  Too many marketers are ready with tactical approaches but when you push them on the rationale for their execution it becomes apparent that the big strategic questions have simply not been asked.

Leicester have won the Premier League. the greatest turn around story. 

Claudio Ranieri should also be Marketing Leader of the Season 2015-16

Hitchhikers Guide to Disintermediation

Bla Bla1

# Data Pulse 42

When I was a student at Durham University  we’d walk up to the A.1 , stick out our thumbs and Hitch a ride south. Sometimes we waited for a long time, and sometimes we had a very odd ride, but we had time and little money.

I’ve just driven my daughter back to Bristol University and things have changed dramatically in the last 30 years.

Bla Bla Car is a digitally enabled ride-sharing network, connecting travellers who are making similar journeys so that they can save on travel costs and meet like-minded from trusted community of more than 20 million verified members. it’s a great example of understanding customers stories and then developing a brand story using data and digital that works for customers , fitting for them .

Drivers who want to offer a seat in their car submit the details of their journey online and set a price per passenger. Someone looking for a lift can then search the offered journeys and book a place. After meeting at an agreed point and completing the journey, the users then rate each other. The feedback system promotes trust within the community so that people can feel safe and secure when sharing a journey

Bla Bla 3

Bla Bla 2

A fast growing example of a community sharing organisation that brings together users with excess capacity for their capital investment (someones car) with a user who has a need for that excess capacity, at in improved value for money .