• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
How I stopped worrying about the future, and got busy inventing it
 

How I stopped worrying about the future, and got busy inventing it

on

  • 40,191 views

Slides and notes from a talk I gave at Bendwebcam 2012.

Slides and notes from a talk I gave at Bendwebcam 2012.

Statistics

Views

Total Views
40,191
Views on SlideShare
36,949
Embed Views
3,242

Actions

Likes
150
Downloads
980
Comments
1

41 Embeds 3,242

http://whatconsumesme.com 1836
http://www.scoop.it 439
http://notrelienquotidien.com 378
http://appitive.com 127
http://thinkstuffs.tumblr.com 85
http://ssp6.windmilldesignworks.com 66
http://notesonanidea.tumblr.com 58
http://translate.googleusercontent.com 42
http://the-expedition.nl 23
https://twitter.com 23
http://moodle.tafesa.edu.au 23
http://ozguralaz.com 20
http://www.mslipmann.com 19
http://www.linkedin.com 12
http://kapilapshankar.com 11
http://imperavi.com 9
http://cw.vubuntu.spottmedia.co.uk 9
http://dig.landor.com 8
http://test.clivewoodger.com 6
http://samuelgrinfeder.tumblr.com 5
http://flavors.me 5
http://greatprblogs.collected.info 5
http://webmail.customs.gov.tw 4
https://www.linkedin.com 3
http://spotlightideas.co.uk 3
http://www.conseilsmarketing.com 3
http://hrt.happy.nu 3
http://faxo.com 2
http://steve-horrocks.squarespace.com 2
http://geeknews.collected.info 2
http://stevehorrocks.com 1
http://webcache.googleusercontent.com 1
http://tweetedtimes.com 1
http://sandbox.clipboard.com 1
http://172.18.10.153 1
http://pinterest.com 1
http://wonderlust.collected.info 1
http://172.26.88.17 1
http://131.253.14.66 1
http://www.bing.com 1
http://www.thinkstuffs.tumblr.com 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • Hi Bud, I'm sure it was a great workshop. I read about your new position earlier this year, I think this deck explains a lot about the concept behind what you do - with some useful examples and exercise. So I guess you're scaling up with your department? Good luck and keep sharing!
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    How I stopped worrying about the future, and got busy inventing it How I stopped worrying about the future, and got busy inventing it Presentation Transcript

    • HOW I STOPPED WORRYING ABOUTTHE FUTUREAND INSTEAD GOT BUSYINVENTING IT @Deutsch LA
    • AHOY!Since so much of my talk was, well, me talking, I’ve included sticky noteslike this throughout my presentation to add the details the deck ismissing.Thanks for coming and thanks for reading.Find me online at:WHATCONSUMESME.COMTWITTER.COM/BUD_CADDELL 2
    • 3
    • WHAT I KNOW ABOUTYOUR INTEREST IN LEARNING ... 4
    • WHAT TRENDS ARE SHAPING THE CREATIVE INDUSTRY? 1511.25 7.5 3.75 0 Not at all Interested Neutral Somewhat Interested Very Interested 5
    • HOW DO I GET TO BETTER CREATIVE IDEAS? Not at all Interested Neutral Somewhat Interested Very Interested 6
    • HOW DO I TEST MY IDEAS BEFORE LAUNCHING THEM? Not at all Interested Neutral Somewhat Interested Very Interested 7
    • WHAT’S THE FUTURE HOLD FOR THE AGENCY MODEL? Not at all Interested Neutral Somewhat Interested Very Interested 8
    • HOW HAVE MARKETING CHANNELS EXPLODED? Not at all Interested Neutral Somewhat Interested Very Interested 9
    • HOW DO YOU MAP A BUSINESS MODEL? Not at all Interested Neutral Somewhat Interested Very Interested 10
    • HOW DO YOU BUILD YOUR PERSONAL BRAND ONLINE? Not at all Interested Neutral Somewhat Interested Very Interested 11
    • HOW CAN DIGITAL SOLVE A BUSINESS PROBLEM? Not at all Interested Neutral Somewhat Interested Very Interested 12
    • WHAT’S A MODERN CREATIVE PROCESS LOOK LIKE? Not at all Interested Neutral Somewhat Interested Very Interested 13
    • WHY ARE LOLCATS SO POPULAR? Not at all Interested Neutral Somewhat Interested Very Interested 14
    • WHY DID THE ECONOMY COLLAPSE? Not at all Interested Neutral Somewhat Interested Very Interested 15
    • 16
    • FIRSTEXERCISE! 17
    • • FIND SOMEONE YOU DON’T KNOW.• TELL THEM ABOUT YOUR FAVORITE TV SHOW.• LISTEN TO THEIRS. 18
    • • FIND SOMEONE YOU DON’T KNOW.• TALK ABOUT THE COLOR OF THE SKY.• NO, REALLY. 19
    • ASY MMETRYConversations are an exchange ofideas. That exchange works betterwhen the information being passedalong is asymmetrical - where Iknow one piece of the puzzle and youknow another. New ideas inherentlymake you more interesting. 20
    • Try watching thiswithout havingthe urge to telleveryone youknow. 21
    • We engineered this video for asymmetry. Weremoved enough details in the costumes sothat there would people who knew whichdogs were characters and people who didn’tknow. Asymmetry also equals repeat views. 22
    • NEW IDEAS (realized)MAKE YOU MOREINTERESTING. 23
    • 24
    • Hyundai Assurance, whatGareth Kay calls “ idea that’s anadvertised, not an advertisingidea.” 25
    • Nike Fuelband 26
    • Checkout at thegrocery store withHellman’s in your cartand you’ll get a recipeprinted right on yourreceipt. 27
    • If you can’t bringpeople to yourstore, bring yourstore to people.Tesco. 28
    • Classicasymmetry.There’s the fashionfollowers and thefashion makers. 29
    • YOU.The only thing I know aboutbuilding a personal brand isto continually try out weird,new ideas. 30
    • Like pretending tobe a madeupcharacter of afictional TV show(Mad Men) usingTwitter. 31
    • Or painting apopular internetmeme and sellingit on eBay for$1,000. 32
    • OR build a real-lifeLIKE sign that lightsup for everyFacebook Like we geton our website. 33
    • Or take a crazy notionof re-inventing ourindustry and turn itinto a brand newservice offering 34
    • On that note, let’s talk about where our jobs are heading.TODAY & TOMORROW 35
    • THE PACE OF CHANGE IS MIND BOGGLINGYE A RS TO R EA CH 50% H OU SE HOLD ADO PT IO N, S O URCE: ARGO NNE N AT IO NA L L A B O R A TO R Y M O BI L E I NT ER NET C OMPUT ER COL OR TV T E LE P HO NE YR 10 YR 20 YR 30 Y R 40 Y R 50 Y R 60 Y R 70 36
    • THE TRADITIONAL AD MODELW HE N W E H A D TIM E TO DRIN K SCO TCH AT 11 AM PRINT TV RADIO 37
    • THE MICROSITE MODEL, CIRCA 2005-8W HE N W E WE R E TH E KIN GS OF FLA SHT URBAT IO N PRINT EMAIL TV BANNERS MICRO-SITE RADIO SEARCH NON-TRAD 38
    • THE 2011 MARKETING ECOSYSTEMW HE N W E A LL BE CA M E SOCIA L ME DIA DO UCHEBAGS SOCIAL RADIO EMAIL CORPORATE BANNERS DOT-COM TV MICRO-SITE RETAIL DIGITAL OOH MOBILE PRINT SEARCHwe help our clients rethink NON-TRAD EVENTSthe marketing ecosystem.starting with arealization that these aremore than boxes that needfilling. 39
    • But let’s not forget what the worldlooks like to a consumer these days.An abundance of choice means ascarcity of attention. Also, what RobWalker calls the “pretty goodproblem” - it’s getting harder andharder for products to breakthrough. 40
    • 80 %80% of categories areseen as homogenous byconsumers. 41
    • 10 %percent of ads are seen asdifferent 42
    • 4 %4% seen as successful indirect marketing 43
    • .05 % .05% click through seen as success in banner ads let’s not beat this up too much. 44
    • 75meanwhile ... the averagelifespan of a fortune 500company in 1937 45
    • 5 the average lifespan of a fortune 500 company today something has to be done about this. / when a crisis is this drastic, only one thing can be done! 46
    • TO THEPOWERPOINT! 47
    • THE 2012 MEANING ECOSYSTEMEV E RY T HI NG WE D O M U ST IGN IT E OR EMPO WER NET WO RKS O F CO N S UM E R S, CO NNE CTE D B Y SHA R E D INTE R E STS PURPOSE SHARED EARNED MEDIA SOCIAL BEHAVIOR PROFITS ME PAID MEDIA GRAPH PRODUCTS OWNED MEDIA & SERVICES INTERESTS 48
    • THE 2012 MEANING ECOSYSTEMEV E RY T HI NG WE D O M U ST IGN IT E OR EMPO WER NET WO RKS O F CO N S UM E R S, CO NNE CTE D B Y SHA R E D INTE R E STS PURPOSE SHARED EARNED MEDIA SOCIAL BEHAVIOR PROFITS ME PAID MEDIA GRAPH PRODUCTS OWNED MEDIA & SERVICES INTERESTS THIS PROBABLY LOOKS INSANELY COMPLEX. BECAUSE IT IS. BUT LET’S 49 TRY TO BREAK IT DOWN ..
    • THE 2012 MEANING ECOSYSTEMEV E RY T HI NG WE D O M U ST IGN IT E OR EMPO WER NET WO RKS O F CO N S UM E R S, CO NNE CTE D B Y SHA R E D INTE R E STS FIRST. PURPOSE SHARED EARNED MEDIA Instead of diving head first into how you’ll fill SOCIAL buckets, we media should concentrate on telling a BEHAVIOR coherent brand story across PROFITS everything we ME starting do, PAID MEDIA with our purpose (beyond profits), and how our products and our revenue support that purpose. Then,GRAPHshould use we PRODUCTS & SERVICES media to amplify that message. INTERESTS OWNED MEDIA 50
    • THE 2012 MEANING ECOSYSTEM EV E RY T HI NG WE D O M U ST IGN IT E OR EMPO WER NET WO RKS O F CO N S UM E R S, CO NNE CTE D B Y SHA R E D INTE R E STSAnd as we plan to reachconsumers, we need to be PURPOSE SHARED EARNED MEDIApaying more attention than SOCIALever to the shared interestswhich bind our consumers to BEHAVIORtheir friends. That’s how we’llengineer ourPROFITS to have message ME PAID MEDIAthe best chance at beingspread. We also have to startobser ving people’s behaviors GRAPHmore closely, and not in PRODUCTSaggregate, & SERVICES get up we have to INTERESTS OWNED MEDIAclose and truly personal. 51
    • Doing all of thesethings better willincrease our odds forsuccess. But.... 52
    • 90 %90% of strategic plans arenever realized.i like to think that means90% of time spent inpowerpoint ismeaningless. 53
    • 70 %70% of change plans fail,our organizations areoften too silo’d andfragmented to turn on adime. 54
    • WELCOME TO THEERA OF PROBLEMSYOU CAN’TSTRATEGIZEYOUR WAY OUT OF. 55
    • don’t get me wrong, thereis still a place for strategyin this world. a huge place.especially when we havethe time and attention tomethodically plan. 56
    • but even the most simpleplans can and often goawry when they meet thereal world. and it remindsme of something like that. this is also the example i like to use when clients ask for a viral video. Search youtube for “plinko price is right” 57
    • in reaction to that, yousee this meme exploding inculture right now. it sounds AWESOME DOESN’T IT?! 58
    • this one’s also verypopular. especially in ourbiz. 59
    • MIDDLEWE’LL DO PARTS OF THISEXERCISE TOGETHER. EXERCISE!DON’T WORRY, THIS ONEDOESN’T REQUIRE MUCHEMPATHY. 60
    • YOUR BRIEF:WHAT CAN EVENT ORGANIZERSDO TO ENSURE AN EVENT HASAN IMPACT LONG AFTER THEDAY IS OVER? 61
    • This is our invention filter, a process we use to generate better ideas. Serves User NeedsNudges Ignitesthe Brand Culture 62
    • WHAT CAN EVENT ORGANIZERS DO TO ENSURE THEIREVENT HAS A LONG-TERM IMPACT?S T E P O NE , A NS WE R TH E SE Q U ES T IO NS ... Serves User Needs What are attendees trying to accomplish by coming? What are the barriers? What’s broken? What technologies can help? What solutions are being tried in other industries or countries to solve similar problems? 63
    • WHAT CAN EVENT ORGANIZERS DO TO ENSURE THEIREVENT HAS A LONG-TERM IMPACT?S T E P O NE , A NS WE R TH E SE Q U ES T IO NS ... Serves User Needs Nudges the Brand What are attendees trying to How does the business work? accomplish by coming? What forces keep them from What are the barriers? growing and what forces keep them from shrinking? What’s broken? What factors are most What technologies can help? important to attendees when choosing an event? What solutions are being tried in other industries or Where is the industry countries to solve similar heading, who is doing the problems? pushing, and is the brand leading or following? 64
    • WHAT CAN EVENT ORGANIZERS DO TO ENSURE THEIREVENT HAS A LONG-TERM IMPACT?S T E P O NE , A NS WE R TH E SE Q U ES T IO NS ... Serves User Needs Nudges the Brand Ignites Culture What are attendees trying to How does the business work? What types of content do accomplish by coming? attendees of these events What forces keep them from share with each other? What are the barriers? growing and what forces keep them from shrinking? What are common What’s broken? conventions being used by What factors are most competitors in their What technologies can help? important to attendees when marketing? choosing an event? What solutions are being What are the commonly held tried in other industries or Where is the industry beliefs and behaviors of your countries to solve similar heading, who is doing the customers? problems? pushing, and is the brand leading or following? Are they in contradiction? 65
    • IDEATE! 66
    • SHARE! 67
    • (intermission) 68
    • did that feel good?!now, i’m gonna burst yourbubble. 69
    • 3,000 According to one source, it can take upwards of 3000 raw ideas to get to 1 commercially successful product. 70
    • %.033that is, in fact, worsesuccess rates than abanner ad. BUT. DOING STUFF IS INESCAPABLE. 71
    • IN THE NETWORK ERA,THE LAST SEMBLANCEOF CONTROL RESTSIN THE HANDS OFTHE PLATFORMBUILDERS. 72
    • “PROGRAM OR BE PROGRAMMED.”– DOUGLAS RUSHKOFF 73
    • “ THE BEST WAY TO PREDICT THE FUTURE IS TO INVENT IT.”– ALAN KAY 74
    • “ DISRUPT YOURSELF BEFORE SOMEONE DOES IT FOR YOU.”– GOOGLE 75
    • %.033 but still. there’s this. 76
    • START WITH MORE IDEAS.START WITH BETTER IDEAS.LEARN (FAIL) FASTER.LEARN (FAIL) SAFER. 77
    • 78
    • Napkin Labs 79
    • 80
    • Our own internal tool(alpha) to get morecreativity out of theorganization. 81
    • START WITH MORE IDEAS.START WITH BETTER IDEAS.LEARN (FAIL) FASTER.LEARN (FAIL) SAFER. 82
    • Serves User NeedsNudges Ignitesthe Brand Culture 83
    • look for user hacks, fixwhat’s broken. 84
    • A question everysingle organizationshould be askingright now, “How canwe bring ourcustomers togetherto help one another?” 85
    • Fourth AmendmentWear shows us howto ride a moment inculture. 86
    • START WITH MORE IDEAS.START WITH BETTER IDEAS.LEARN (FAIL) FASTER.LEARN (FAIL) SAFER. 87
    • “Smoke Testing”the title and cover of thisbook were developedthrough using adwords. 88
    • Dropbox was a demovideo before it was afull service. Find“earlyvangelists” andgive them somethingto spread. 89
    • we pitched this with avocal prototype 90
    • When we re-built our ownsite, the team created abunch of functionalprototypes within a fewdays. 91
    • START WITH MORE IDEAS.START WITH BETTER IDEAS.LEARN (FAIL) FASTER.LEARN (FAIL) SAFER. 92
    • failure is inevitable.we just have to make surewe can get up after we’vefallen down. 93
    • For ad folk, we have to stop chasing the white rabbit of the big idea into the rabbit hole of the big execution. We should be cleverly slicing budgets into many opportunities for success.A NETWORK OF VS ONE BIG BET SMALL BETS 94
    • chris rock doesn’t testjokes during his HBOspecial. He spends 6months popping into tinyclubs with a notebook andpen, bombing continuously. 95
    • still the gold standard.maybe doing all of thesesteps well.we suck at this one. maybebecause it requires brandsto either build or co-optsafe spaces. 96
    • LASTEXERCISE! 97
    • LET’S HACK A BUSINESS MODEL! (THE CAR INSURANCE MODEL) 98
    • LET’S HACK A BUSINESS MODEL!T HE C AR I NS U RA NCE BU SIN E SS MODE L PAYOUTS RISKS PREMIUMS This is called a causal loop diagram. There is a lot of content online about how to get good at mapping systems. CUSTOMERS These here are called ‘s tocks,’ they’re the pools of stuff that insurance companies accrue. 99
    • LET’S HACK A BUSINESS MODEL! T HE C AR I NS U RA NCE BU SIN E SS MODE L S PAYOUTS S RISKS PREMIUMS O OWe map these stocks with the flows CUSTOMERSwhich connect them. ‘S’ means same,as in they move in the same direction,‘O’ means opposite. So, for example, ifan insurance company has to payoutmore money, it’s likely that they willalso have to raise their premiums,which will then in turn cause them tolose customers to their competitors. 100
    • LET’S HACK A BUSINESS MODEL!T HE C AR I NS U RA NCE BU SIN E SS MODE L S PAYOUTS S RISKS PREMIUMS O O Shitty insurance CUSTOMERS companies focus on lowering payouts through less than honest tactics. 101
    • LET’S HACK A BUSINESS MODEL!T HE C AR I NS U RA NCE BU SIN E SS MODE L S PAYOUTS S RISKS PREMIUMS O O CUSTOMERS Instead, let’s focus on these t wo stocks. 102
    • LET’S HACK A BUSINESS MODEL!T HE C AR I NS U RA NCE BU SIN E SS MODE L S PAYOUTS S LOWER THE RISKS OF RISKS PREMIUMS CURRENT CUSTOMERS O O CUSTOMERS ATTRACT SAFER DRIVERS 103
    • Serves User NeedsNudges Ignitesthe Brand Culture 104
    • ATTRACT LESS RISKY CUSTOMERS AND HELP EVERYONEREDUCE THEIR RISKS WHILE DRIVINGS T E P O NE , A NS WE R TH E SE Q U ES T IO NS ... Serves User Needs Nudges the Brand Ignites Culture What are drivers trying to How does the business work? What kind of content are accomplish while driving? people already sharing What forces keep them from around insurance? What are the barriers? growing and what forces keep them from shrinking? What are common What’s broken? conventions being used by What factors are most competitors in their What technologies can help? important to drivers when marketing? choosing an insurance? What solutions are being What are the commonly held tried in other industries or Where is the industry beliefs and behaviors of your countries to solve similar heading, who is doing the customers? problems? pushing, and is the brand leading or following? Are they in contradiction? 105
    • IDEATE! 106
    • SHARE! 107
    • W H AT WE ’ R EF OCUS IN G ON . ..W H AT’ S A CTUA L L YOUT TH E R E ... 108
    • 109
    • 110
    • 111
    • @BUD_CADDELLWHATCONSUMESME.COM 112
    • 113