Are you due for disruption?
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The document discusses organizational and marketing disruption and provides guidance on how companies can prepare. It contains the following key points: 1. Companies should assess their risk of disruption across various factors to understand where change is most likely and urgent. 2. Metrics are provided to score organizational and marketing disruption levels in order to prioritize decisions and actions. 3. To prepare for disruption, the document recommends companies embrace agility, nurture multi-skilled employees, innovate experimentally, scale efficiently, and operate in both innovative and efficient "bi-modal" modes. 4. The overall message is that understanding likely disruption areas enables better preparation through organizational flexibility, experimentation, and focus on high-impact
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Are you due for disruption?
- 1. Confidential
- 2. Confidential Hello. Disruption, Disruption everywhere so what’s the path to tread? Alex Holt, Edit
- 3. Humans are curious creatures
- 4. Humans are curious creatures Two “Types” of disruption Score your risk of disruption Plan to thrive* in a disruptive environment *cope/survive
- 5. 1908 1920
- 7. How much organisation disruption is coming to you, and how fast? Look Outwards Mega-Macro Look in a mirror Organisation Position Already holding back a flood? Resistance to Change • Marco-Economics (Brexit…) • Climate Change • Legislation Is the core of what we do still what people want? And can they get it the way they want it? • Consumer wants and needs • Cost to satisfy • Convenience to buy • Communication • Cultural resistance to change • Focus on KPIs not customers • Heavily silo’d organisation
- 9. “mass advertising of the past is giving way to the newly affordable ability to locate and communicate directly with a company’s best prospects and customers” “we are living through the shift from selling virtually everyone the same thing a generation ago to fulfilling individual needs and tastes . . . by supplying . . . customized products and services” Stan Rapp & Tom Collins, MaxiMarketing ,1987 The Marketing dream (personal, consistent, seamless)
- 10. How much marketing disruption is coming to you, and how fast? That directly impact Marketing External Factors MADTech Tech Factors Push and Pull factors People & Processes • Legislation (GDPR, ePrivacy, CCPA) • Consumer Tech changes (5G, smart speakers) • Consumer Preference changes (new channels becoming more key (live chat, mobile app..) • Tech vendor changes • Tech Innovation • Democratisation of tech, data and insight • Your vision / CMO’s vision • New people • More diverse skills • Agile working • “T” Shaped people and “Comb” people
- 11. Confidential The answer to disruption is to serve customers effectively and efficiently Gerry Campbell Author, investor, internet technology executive
- 12. Organisation disruption – one point per risk factor Look Outwards Mega-Macro Look in a mirror Organisation Position Already holding back a flood? Resistance to Change • Marco-Economics (Brexit…) • Climate Change • Legislation Is the core of what we do still what people want? And can they get it the way they want it? • Consumer wants and needs • Cost to satisfy • Convenience to buy • Communication • Cultural resistance to change • Focus on margin not customers • Heavily silo’d organisation
- 13. Organisation disruption – one point per risk factor Look Outwards Mega-Macro Look in a mirror Organisation Position Already holding back a flood? Resistance to Change • Marco-Economics (Brexit…) • Climate Change • Legislation Is the core of what we do still what people want? And can they get it the way they want it? • Consumer wants and needs • Cost to satisfy • Convenience to buy • Communication • Cultural resistance to change • Focus on margin not customers • Heavily silo’d organisation 1 10
- 14. Organisation disruption – one point per risk factor Look Outwards Mega-Macro Look in a mirror Organisation Position Already holding back a flood? Resistance to Change • Marco-Economics (Brexit…) • Climate Change • Legislation Is the core of what we do still what people want? And can they get it the way they want it? • Consumer wants and needs • Cost to satisfy • Convenience to buy • Communication • Cultural resistance to change • Focus on margin not customers • Heavily silo’d organisation 1 01
- 15. Organisation disruption – one point per risk factor Look Outwards Mega-Macro Look in a mirror Organisation Position Already holding back a flood? Resistance to Change • Marco-Economics (Brexit…) • Climate Change • Legislation Is the core of what we do still what people want? And can they get it the way they want it? • Consumer wants and needs • Cost to satisfy • Convenience to buy • Communication • Cultural resistance to change • Focus on margin not customers • Heavily silo’d organisation ½ 11
- 16. Marketing disruption – one point per risk factor That directly impact Marketing External Factors MADTech Tech Factors Push and Pull factors People & Processes • Legislation (GDPR, ePrivacy, CCPA) • Consumer Tech changes (5G, smart speakers) • Consumer Preference changes (new channels becoming more key (live chat, mobile app..) • Tech vendor changes • Tech Innovation • Democratisation of tech, data and insight • Your vision / CMO’s vision • New people • More diverse skills • Agile working • “T” Shaped people and “Comb” people
- 17. Marketing disruption – one point per risk factor That directly impact Marketing External Factors MADTech Tech Factors Push and Pull factors People & Processes • Legislation (GDPR, ePrivacy, CCPA) • Consumer Tech changes (5G, smart speakers) • Consumer Preference changes (new channels becoming more key (live chat, mobile app..) • Tech vendor changes • Tech Innovation • Democratisation of tech, data and insight • Your vision / CMO’s vision • New people • More diverse skills • Agile working • “T” Shaped people and “Comb” people 1 10
- 19. 1 2 3 213 Level of Marketing Disruption Levelof Organisation Disruption
- 20. 1 2 3 213 Level of Marketing Disruption Levelof Organisation Disruption More Disruption = More Decisions needed
- 21. 1 2 3 213 Level of Marketing Disruption Levelof Organisation Disruption Agile & Multi- Skilled Innovative & Experimental Scale Efficiently Be Bi-Modal
- 22. Confidential Being Agile & Multi-Skilled
- 23. Embrace Agile in planning
- 24. Embrace Agile in teams
- 26. Hire / nurture combs GENERALISMS S P E C I A L I S M S P E C I A L I S M S P E C I A L I S M S P E C I A L I S M S P E C I A L I S M S P E C I A L I S M S P E C I A L I S M S P E C I A L I S M GENERALISMS GENERALISMS
- 27. Confidential Being Innovative & Experimental
- 28. Innovate and share success Aggregators Search Store Web Social GuidesDisplay Email
- 30. Being Bi-Modal – Innovate and still deliver core Edge Core Gate Many innovations explored 10% Wild ideas 20% Optimising the promising A few are scaled 70% Core operations
- 31. Take Away Points • Know what kind of disruption is most likely to affect you soonest • Prepare yourself and your marketing team for disruption – focus where change is going to help most • Share data & insights; Empower everyone to generate and share insight • Replatforming (getting a new marketing cloud) by itself is almost never the answer