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Production as strategy.
            And other contradictions of making modern brands.
            May 20, 2011

                                                                          2640 Lyndale Avenue South
                                                                      Minneapolis Minnesota 55408


                                                                                T +1 612 279 1400
                                                                                F +1 612 279 1401


                                                                                www.zeusjones.com

Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Modern brands are defined by what they do.
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Classic model
of a brand.
Built for a mass-media

world.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Modern brand
model.                                                                CORE
                                                                      BELIEF
Built for a world driven by

experiences and

interactions.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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This document provides tips for writing concisely and clearly. It begins with four main rules: know what you want to say, be concise, be clear, and edit. It then elaborates on each rule with examples and additional tips. Some key points include planning before writing, cutting unnecessary words, avoiding jargon, getting feedback from others, and writing in a relaxed, human tone. Proper use of grammar like contractions is also emphasized. The overall message is to focus on distilling ideas down to their essence and using language that is easy to understand.

Established 2007 to build modern brands.
            We combine strategy, design and digital expertise. Many of us came from the digital side.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Zeus Jones Jones Proprietary and Confidential.  All rights reserved 2011.
                                                                               Zeus Proprietary and Confidential.  All rights reserved 2011.
 It was the best of times, it was the worst of times, it was the age
 of wisdom, it was the age of foolishness, it was the epoch of belief,
 it was the epoch of incredulity, it was the season of Light, it was
 the season of Darkness, it was the spring of hope, it was the
 winter of despair, we had everything before us, we had nothing
 before us, we were all going direct to heaven, we were all going
 direct the other way - in short, the period was so far like the
 present period, that some of its noisiest authorities insisted on its
 being received, for good or for evil, in the superlative degree of
 comparison only.


A tale of two cities.
Charles Dickens writing about London and Paris in 1775.
A good description of Zeus Jones in 2009.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Go to BP




                                                                            Peruse the
                                                                            department


   Closing a hole in
   the sales cycle.                                                   Choose items
                                                                        to try on
    Sales often delayed or lost

    in the dressing room due to

    need for approval.

                                                                          Try on clothes




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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Go to BP


                                                                                                                 Do more research


                                                                            Peruse the
                                                                            department


   Closing a hole in                                                                                                  Look at photos and
                                                                                                                       consider outfits
   the sales cycle.                                                   Choose items
                                                                        to try on                   Purchase
    Sales often delayed or lost                                                                      clothes

    in the dressing room due to
                                                                                                                         Share photos
    need for approval.

                                                                          Try on clothes


                                                                                                               Take PB Photos


                                                                                           Adjust outfits


Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
It was our best project of 2009.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
It was our best project of 2009.
            It was our worst project of 2009.




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This document summarizes the history and evolution of Zeus Jones, a marketing and branding firm, from 2006 to 2012. It describes how in 2006 the company was just an idea, with no execution, but over time their thinking matured and their beliefs proved prophetic. By 2012, Zeus Jones had developed long-term client relationships, worked on projects instead of hourly, developed strategies and brought them to life through production, built modern brands defined by their actions, extracted value from ideas in various ways, and were paid flat fees or bonuses. The document emphasizes that the company is defined by the work they've done and decisions they've made.

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The document discusses Zeus Jones' process for designing packaging for a fragrance brand called Thymes. The process involves getting to know the client, the products, competitors, and finding open spaces in the category. Moodboards are then created and designs are developed. The document walks through applying this process to four potential Thymes fragrances, summarizing the brand assets, product personalities, competitive landscapes, and proposed directions for each. It concludes that understanding the client and category helps stand out from competitors, and collaborative design solves business problems.

What consumed most of our attention.
And what ultimately limited our success.
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Surface background alternatives
We spent 3 weeks arguing against yellow, and then we lost.
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
What we should have focused on
Using the content, learning about our customers, learning about our clothes.
We invested all our effort in the least valuable part
            of the experience and none in the most valuable.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
Things we focused on   Things we forgot about
Making it cool         Making it cheaply

Making it pretty       Making it fast

Stability              Flexibility

Perfecting an object   Perfecting a process

The customer           The data

The experience         The output

Building it            Building upon it
Strategy is the process of making assumptions.
            As the world becomes more complex your chances of being wrong increases.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Products and experiences reveal new opportunities for
           usage after they're built.
            That’s just one of the ways they differ from communications.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Image via RedDogFever   Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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The services we love the most are always in beta




                                                   Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
We needed a modern approach to production that:
            Allows more consistent opportunities for feedback, new ideas, innovation, and iterative progress
            Documents ideas, discussions and decisions and makes them available to everyone.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Traditional
   Project
   Management
    Based on Fredrick Taylor's

    "Scientific Management"

    written in 1911

    Used to scope out

    systematic projects that

    require up-front planning.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Traditional project
           management framework.
           Predictability and systematic, linear development


           Deterministic, reductionist approach that rely on task
           breakdown


           Stable requirements, analysis and stable design


           Compliance as a means of project control


           Individual resources as interchangeable cogs in the
           machine.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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Problems with traditional project management methods.
            • Creates a false sense of security that projects are being managed by exhaustive planning, measuring, and controlling.


            • Adds unnecessary upfront cost and time for planning which in the end will be tested and changed throughout the project.


            • Requires detailed, rigid proposals that are developed at the beginning of a project are written at a point in the project with
              the most uncertainty.


            • Does not see participants as skilled and valuable stakeholders in the execution of the project.


            • Change is seen as a result of poor planning which leads to the perception that the project is failing.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Average percentage of developed functionality
                                                                        actually used when a traditional, linear approach
           Traditional project                                          to requirements definition is taken on a
                                                                        "launched" information technology project:
           management creates
           inefficiencies.                                               Always         7


           Fixed price bids/contracts are bad ideas for both
                                                                          Often             13
           Design/Development companies and the client.
           Clients think they are reducing their financial risk
           with a fixed bid, but the reality is that it forces them   Sometimes               16

           into a position where their money is almost always
           wasted (see figure below). For developers, it almost           Rarely                 19
           always motivates them to reduce the delivered quality
           in order to make it within budget and/or time.
                                                                          Never                                    45




                                                                           Source: Chaos Report v3. Standish Group. Copyright 2005-2006 Scott W. Ambler
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
See, it was a production problem.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Agile project
   management.
    Evolved from the agile

    software development

    manifesto in 2001 and the

    fields of human interaction

    management and business

    process management.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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           Flexibility and dynamic, cyclical development -
           Launch with less, evaluate and revise


           Focus on Guiding Vision


           Change management and communication


           Collaboration as a means of project improvement


           Employees as skilled and valuable stakeholders




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Projects should and will change during execution.
            We manage the change to improve the project.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
A fundamental change in how we organize and work.
            • A view of organizations as fluid, adaptive systems composed of intelligent living beings


            • A recognition of the limits of external control in establishing order, and of the role of intelligent control that employs self-
              organization as a means of establishing order


            • An overall problem solving approach that is humanistic


            • It regards employees as skilled and valuable stakeholders in the management of a team instead of cogs in a machine


            • It relies on the collective ability of autonomous teams as the basic problem solving mechanism.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.   (2003-2008). Agile Project Management. Retrieved February 9, 2010 , from CC Pace Web site: http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf
It limits up-front planning to a minimum
            based on an assumption of unpredictability, and
            instead stresses adaptability to changing conditions.




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Zeus Jones Proprietary and Confidential.  All rights reserved 2011.   Image via RedDogFever
Turns out it was a strategy problem after all.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
We needed a modern approach to strategy.
            One that limits the number of up-front assumptions made prior to developing a solution.
            One that marries strategic development with product development.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
One that reacts to new opportunities as they
            become available and uses them to solve business
            and marketing problems.




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Google even
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    “Help us re-think how we

    list our products.”




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
We started by asking ourselves what can be done?
            Rather than asking what could be done?




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Design as strategy: audit of product pages.
Many product pages have an API that show what people are doing with the product.
The things people do with products are more interesting
           and more descriptive than the products themselves.
            Strategy emerged from design.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
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A cultural dashboard
New opportunities emerged from production.




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AA

Production as strategy.
            We made it in 3 weeks, so we only built the things that were quick and easy to build.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
                  Things we focused on                                Things we didn’t
                   Making it cheaply                                  Making it cool

                   Making it fast                                     Making it pretty

                   Flexibility                                        Stability

                   The output                                         The experience

                   The data                                           The customer

                   Perfecting a process                               Perfecting an object

                   Building upon it                                   Building it




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Execution became a strategic conversation
            which made it less subjective and less arbitrary.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Production as strategy
           frameworks.
           Turns client and agency into collaborators, outcomes
           are purposefully unclear therefore no side can claim
           to have the answer.


           No separation between “thinking teams” and “making
           teams,” thinking doesn’t end.


           Projects improve as they progress.


           Creates a situation where there are often too many
           opportunities rather than too few.



Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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Game Product Manager VS Product Manager.pdfGame Product Manager VS Product Manager.pdf
Game Product Manager VS Product Manager.pdf

Hi guys! To do the first things first, I have to introduce myself and my background, and we need an explanation for the reason and incentive behind this summary presentation and the series of articles that may follow for more details. I am a game designer with a focus on economy design. After some years of working in game design, I felt the most inspiring thing for me is seeing an increase in a graph (of course, not the churn graph). The combination of this with a focus on features and their results and the needs of the game led me toward becoming a product manager. At first, I started reading about product managers' roles, responsibilities, daily routines, and most importantly, the methods they use for fulfilling their responsibilities. Initially, I tried to implement these methods in our structure, but the deeper I delved into gaming product management, the more methods I found that needed to change to achieve the best results. After some time, I realized that having knowledge of how product managers in application products operate is necessary but not sufficient to call oneself a game product manager. Of course, they invented the wheel, special thanks to them, but the fact is that we do not have a car; we have bicycles or airplanes! So, the same wheel does not work for us! In this series of articles, I want to describe how things are different when playing the role of a PM or GPM, what you need to know, and what are not our primary challenges. How to become a GPM after discussing the pros and cons of being a PM or GPM. If you are going to choose between one of them, you can stop reading this and choose PM! But if you are passionate about becoming a GPM, I suggest you read these, then take a deep breath, make your final decision, take your sword, and be ready to face dragons, without knowing how to use the sword!

#product_management #game
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with RivalsCryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
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Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.

#binancekycbypass#anykycaccount#binancekyc
ConvertKit: Best Email Marketing Tool for 2024
ConvertKit: Best Email Marketing Tool for 2024ConvertKit: Best Email Marketing Tool for 2024
ConvertKit: Best Email Marketing Tool for 2024

Front Slide ConvertKit: Best Email Marketing Tool for 2024 Next Slide What is Email Marketing? Email marketing involves promoting products or services via email to potential customers. Tools like ConvertKit enhance the effectiveness of email marketing by helping you reach your target audience and elevate your business. Next Slide What is ConvertKit? ConvertKit is a top email marketing tool, favored by content creators and small businesses. It offers features like automation, landing pages, sequencing, and broadcasting, making it ideal for generating and converting leads efficiently. Next Slide Key Features of ConvertKit 1. Landing Pages: Easily create customizable landing pages. 2. Forms: Embed forms on your website to generate leads. 3. Automation: Automate email responses with pre-built templates. 4. Broadcasting: Send personalized emails to thousands of subscribers. Next Slide Key Features of ConvertKit 5. Sequencing: Automate email series to convert leads into customers. 6. Integration: Integrate with platforms like affiliate sites and e-commerce. 7. Commerce: Start an e-commerce business without a website. 8. Creator Pro: Advanced features for selling high-cost products. Next Slide How ConvertKit Can Help Your Business Grow 1. Convert Casual Visitors: Turn social media followers into subscribers. 2. Build Relationships: Customize emails to build strong audience relationships. 3. Source of Earnings: Use trust to convert subscribers into sales. Next Slide Join ConvertKit Affiliate Program ConvertKit's affiliate program offers free training, premium tools, and a 30% commission for referrals. Next Slide ConvertKit Pricing Plans ConvertKit has Monthly and Yearly plans with Free, Creator, and Creator Pro tiers. Start with the free plan and upgrade as needed. Next Slide ConvertKit Alternatives 1. Mailchimp: All-in-one marketing platform. 2. GetResponse: Focus on landing pages and email lists. 3. ActiveCampaign: Advanced follow-up sequences. 4. AWeber: Building mailing lists and designing newsletters. Next Slide ConvertKit vs. Mailchimp - Automation: ConvertKit offers advanced options. - Landing Pages: ConvertKit has more templates. - Customer Support: ConvertKit offers 24/7 support in all plans. - Email Sending Limit: ConvertKit allows unlimited emails. - Migration: ConvertKit offers free migration services. Next Slide ConvertKit vs. GetResponse - Simplicity: ConvertKit is user-friendly for small businesses. - Sequencing: Easier to use in ConvertKit. - WordPress Plugin: Available in ConvertKit. - Charges: No charges for duplicate signups in ConvertKit. Next Slide Conclusion Email marketing is an excellent method to showcase your business and sell high-value products. ConvertKit is a robust tool to help you reach your target audience and start earning.

convertkitemail marketing
A fundamental change in how strategists work.
            • Need to get your hands dirty, can’t remove yourself from the actual making of things.


            • Focus on behavioral pivot points rather than mental pivot points.


            • Build strategy from the ground up rather than from the top down.


            • Be more aware of what you don’t know that what you do know.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
A fundamental change in how producers work.
            • Think about change as an opportunity instead of something that derails the plan


            • Create more opportunities for check-ins and collaboration


            • Develop plans based on duration and resources vs. hours




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Develop strategic processes, not strategic plans,
           whose minimum outcomes will meet your objectives.
            But which also have the potential to deliver far more.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Strategic starting points.
            1. What’s the desired outcome in order to solve the problem?


            2. What needs to happen first in order to achieve our outcome?


            3. What can be built quickly to enable that?


            4. How can building it deliver enough business value that the problem becomes easier to solve?




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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Initial Resource Estimate: 74.9Moz at 980 G/T AgEq Focused on Discovering High-grade, Quality Ounces. The initial resource estimate on the high-grade silver “Waterpump Creek” zone of our 100% owned carbonate replacement deposit (CRD) was published in February 2024. Our intact mineral system encompasses the past producing Illinois Creek gold-silver mine, the Waterpump Creek deposit, and the Honker gold prospect, which make up the CRD system in focus. 25 kilometers northeast of the Illinois Creek CRD are the Round Top copper and the TG North CRD prospects. All prospects were originally discovered by Anaconda Minerals Co. in the 1980's. Since 2010, WAM reassembled the Anaconda land package and has been actively exploring the district. WAM’s 100% owned claims cover 73,120 acres (114.25 square miles). WAM brings together a team of seasoned professionals. Our strategic approach is underpinned by innovative exploration techniques and a deep understanding of the geological intricacies of the region.

#silverinvesting#tsxv#highgrade
GMI Connect
    Help to create a culture of

    cross-team and cross

    division collaboration at

    General Mills




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Collaborative workspaces

                                                                                                                  Identifying people
                                                                                                                  to collaborate with
                                                                                    Rich conversations

   Collaboration
   worksheet
    Collaboration activities


                                                                           Meeting spaces                Case study library



                                                                                                                     Q&A platform
                                                                                  Virtual whiteboards




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Hard to Accomplish IRL




                                                                                 Collaborative workspaces

                                                                                                                                     Identifying people
                                                                                                                                     to collaborate with
                                                                                               Rich conversations

   Collaboration
   worksheet
                                                                      Hard to Build                                                                        Easy to Build
    Collaboration activities

    relative to development
                                                                                      Meeting spaces                       Case study library
    difficulty.



                                                                                                                                        Q&A platform
                                                                                             Virtual whiteboards



                                                                                                            Easy to Accomplish IRL


Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Hard to Accomplish IRL




                                                                                 Collaborative workspaces

                                                                                                                                     Identifying people
                                                                                                                                     to collaborate with
                                                                                               Rich conversations

   Collaboration
   worksheet
                                                                      Hard to Build                                                                        Easy to Build
    Collaboration activities

    relative to development
                                                                                      Meeting spaces                       Case study library
    difficulty.



                                                                                                                                         Q&A platform
                                                                                             Virtual whiteboards



                                                                                                            Easy to Accomplish IRL


Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
General Mills Connect
Creating a culture of collaboration in the company.
Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
Connect strategy has been driven by user need and
            user observation.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Production as strategy
Production as strategy
Case Study: Senior Management Conference
• Used like twitter to post questions / feedback before & during conference


• Presented on displays around campus for “virtual attendance”


• 1000+ attendance


• Increased attendance, new interactions, new connections


• Allowed people to search for conversations after the event
Traditional strategy                                Modern strategy
                   Theoretical                                        Practical

                   Mental models                                      Tangible products

                   Prediction                                         Observation

                   Testing backwards                                  Testing forwards

                   Monolithic                                         Iterative

                   Results oriented                                   Guided by a vision

                   Reductionist                                       Expansionist




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Traditional
strategy builds
traditional
brands.
Strategy for a predictable,

focused outcome.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Modern
strategy builds
modern brands.                                                        CORE
                                                                      BELIEF
Strategy guided by a vision

and designed to create

complex and surprising

experiences.




Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
Modern brands connect in a more human way.
Production as strategy is a more human way to build brands.
Thank you!
            Questions and workshop.


                                                                          2640 Lyndale Avenue South
                                                                      Minneapolis Minnesota 55408


                                                                                T +1 612 279 1400
                                                                                F +1 612 279 1401


                                                                                www.zeusjones.com

Zeus Jones Proprietary and Confidential.  All rights reserved 2011.

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Production as strategy

  • 1. Production as strategy. And other contradictions of making modern brands. May 20, 2011 2640 Lyndale Avenue South Minneapolis Minnesota 55408 T +1 612 279 1400 F +1 612 279 1401 www.zeusjones.com Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 2. Modern brands are defined by what they do. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 3. Classic model of a brand. Built for a mass-media world. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 4. Modern brand model. CORE BELIEF Built for a world driven by experiences and interactions. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 5. Established 2007 to build modern brands. We combine strategy, design and digital expertise. Many of us came from the digital side. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 6. Zeus Jones Jones Proprietary and Confidential.  All rights reserved 2011. Zeus Proprietary and Confidential.  All rights reserved 2011. It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to heaven, we were all going direct the other way - in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only. A tale of two cities. Charles Dickens writing about London and Paris in 1775.
  • 7. A good description of Zeus Jones in 2009. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 8. Go to BP Peruse the department Closing a hole in the sales cycle. Choose items to try on Sales often delayed or lost in the dressing room due to need for approval. Try on clothes Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 9. Go to BP Do more research Peruse the department Closing a hole in Look at photos and consider outfits the sales cycle. Choose items to try on Purchase Sales often delayed or lost clothes in the dressing room due to Share photos need for approval. Try on clothes Take PB Photos Adjust outfits Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 10. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 11. It was our best project of 2009. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 12. It was our best project of 2009. It was our worst project of 2009. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 13. What consumed most of our attention. And what ultimately limited our success.
  • 14. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. Surface background alternatives We spent 3 weeks arguing against yellow, and then we lost.
  • 15. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. What we should have focused on Using the content, learning about our customers, learning about our clothes.
  • 16. We invested all our effort in the least valuable part of the experience and none in the most valuable. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 17. Zeus Jones Proprietary and Confidential.  All rights reserved 2010. Things we focused on Things we forgot about Making it cool Making it cheaply Making it pretty Making it fast Stability Flexibility Perfecting an object Perfecting a process The customer The data The experience The output Building it Building upon it
  • 18. Strategy is the process of making assumptions. As the world becomes more complex your chances of being wrong increases. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 19. Products and experiences reveal new opportunities for usage after they're built. That’s just one of the ways they differ from communications. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 20. Image via RedDogFever Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 21. The services we love the most are always in beta Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 22. We needed a modern approach to production that: Allows more consistent opportunities for feedback, new ideas, innovation, and iterative progress Documents ideas, discussions and decisions and makes them available to everyone. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 23. Traditional Project Management Based on Fredrick Taylor's "Scientific Management" written in 1911 Used to scope out systematic projects that require up-front planning. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 24. Traditional project management framework. Predictability and systematic, linear development Deterministic, reductionist approach that rely on task breakdown Stable requirements, analysis and stable design Compliance as a means of project control Individual resources as interchangeable cogs in the machine. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 25. Problems with traditional project management methods. • Creates a false sense of security that projects are being managed by exhaustive planning, measuring, and controlling. • Adds unnecessary upfront cost and time for planning which in the end will be tested and changed throughout the project. • Requires detailed, rigid proposals that are developed at the beginning of a project are written at a point in the project with the most uncertainty. • Does not see participants as skilled and valuable stakeholders in the execution of the project. • Change is seen as a result of poor planning which leads to the perception that the project is failing. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 26. Average percentage of developed functionality actually used when a traditional, linear approach Traditional project to requirements definition is taken on a "launched" information technology project: management creates inefficiencies. Always 7 Fixed price bids/contracts are bad ideas for both Often 13 Design/Development companies and the client. Clients think they are reducing their financial risk with a fixed bid, but the reality is that it forces them Sometimes 16 into a position where their money is almost always wasted (see figure below). For developers, it almost Rarely 19 always motivates them to reduce the delivered quality in order to make it within budget and/or time. Never 45 Source: Chaos Report v3. Standish Group. Copyright 2005-2006 Scott W. Ambler Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 27. See, it was a production problem. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 28. Agile project management. Evolved from the agile software development manifesto in 2001 and the fields of human interaction management and business process management. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 29. Agile project management frameworks. Flexibility and dynamic, cyclical development - Launch with less, evaluate and revise Focus on Guiding Vision Change management and communication Collaboration as a means of project improvement Employees as skilled and valuable stakeholders Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 30. Projects should and will change during execution. We manage the change to improve the project. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 31. A fundamental change in how we organize and work. • A view of organizations as fluid, adaptive systems composed of intelligent living beings • A recognition of the limits of external control in establishing order, and of the role of intelligent control that employs self- organization as a means of establishing order • An overall problem solving approach that is humanistic • It regards employees as skilled and valuable stakeholders in the management of a team instead of cogs in a machine • It relies on the collective ability of autonomous teams as the basic problem solving mechanism. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. (2003-2008). Agile Project Management. Retrieved February 9, 2010 , from CC Pace Web site: http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf
  • 32. It limits up-front planning to a minimum based on an assumption of unpredictability, and instead stresses adaptability to changing conditions. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 33. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. Image via RedDogFever
  • 34. Turns out it was a strategy problem after all. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 35. We needed a modern approach to strategy. One that limits the number of up-front assumptions made prior to developing a solution. One that marries strategic development with product development. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 36. One that reacts to new opportunities as they become available and uses them to solve business and marketing problems. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 37. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 38. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 39. Google even more. “Help us re-think how we list our products.” Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 40. We started by asking ourselves what can be done? Rather than asking what could be done? Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 41. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. Design as strategy: audit of product pages. Many product pages have an API that show what people are doing with the product.
  • 42. The things people do with products are more interesting and more descriptive than the products themselves. Strategy emerged from design. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 43. Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
  • 44. A cultural dashboard New opportunities emerged from production. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 45. Production as strategy. We made it in 3 weeks, so we only built the things that were quick and easy to build. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 46. Zeus Jones Proprietary and Confidential.  All rights reserved 2010. Things we focused on Things we didn’t Making it cheaply Making it cool Making it fast Making it pretty Flexibility Stability The output The experience The data The customer Perfecting a process Perfecting an object Building upon it Building it Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 47. Execution became a strategic conversation which made it less subjective and less arbitrary. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 48. Production as strategy frameworks. Turns client and agency into collaborators, outcomes are purposefully unclear therefore no side can claim to have the answer. No separation between “thinking teams” and “making teams,” thinking doesn’t end. Projects improve as they progress. Creates a situation where there are often too many opportunities rather than too few. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 49. A fundamental change in how strategists work. • Need to get your hands dirty, can’t remove yourself from the actual making of things. • Focus on behavioral pivot points rather than mental pivot points. • Build strategy from the ground up rather than from the top down. • Be more aware of what you don’t know that what you do know. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 50. A fundamental change in how producers work. • Think about change as an opportunity instead of something that derails the plan • Create more opportunities for check-ins and collaboration • Develop plans based on duration and resources vs. hours Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 51. Develop strategic processes, not strategic plans, whose minimum outcomes will meet your objectives. But which also have the potential to deliver far more. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 52. Strategic starting points. 1. What’s the desired outcome in order to solve the problem? 2. What needs to happen first in order to achieve our outcome? 3. What can be built quickly to enable that? 4. How can building it deliver enough business value that the problem becomes easier to solve? Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 53. GMI Connect Help to create a culture of cross-team and cross division collaboration at General Mills Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 54. Collaborative workspaces Identifying people to collaborate with Rich conversations Collaboration worksheet Collaboration activities Meeting spaces Case study library Q&A platform Virtual whiteboards Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 55. Hard to Accomplish IRL Collaborative workspaces Identifying people to collaborate with Rich conversations Collaboration worksheet Hard to Build Easy to Build Collaboration activities relative to development Meeting spaces Case study library difficulty. Q&A platform Virtual whiteboards Easy to Accomplish IRL Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 56. Hard to Accomplish IRL Collaborative workspaces Identifying people to collaborate with Rich conversations Collaboration worksheet Hard to Build Easy to Build Collaboration activities relative to development Meeting spaces Case study library difficulty. Q&A platform Virtual whiteboards Easy to Accomplish IRL Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 57. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. General Mills Connect Creating a culture of collaboration in the company.
  • 58. Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
  • 59. Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
  • 60. Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
  • 61. Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
  • 62. Zeus Jones Proprietary and Confidential.  All rights reserved 2010.
  • 63. Connect strategy has been driven by user need and user observation. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 66. Case Study: Senior Management Conference • Used like twitter to post questions / feedback before & during conference • Presented on displays around campus for “virtual attendance” • 1000+ attendance • Increased attendance, new interactions, new connections • Allowed people to search for conversations after the event
  • 67. Traditional strategy Modern strategy Theoretical Practical Mental models Tangible products Prediction Observation Testing backwards Testing forwards Monolithic Iterative Results oriented Guided by a vision Reductionist Expansionist Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 68. Traditional strategy builds traditional brands. Strategy for a predictable, focused outcome. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 69. Modern strategy builds modern brands. CORE BELIEF Strategy guided by a vision and designed to create complex and surprising experiences. Zeus Jones Proprietary and Confidential.  All rights reserved 2011.
  • 70. Zeus Jones Proprietary and Confidential.  All rights reserved 2011. Modern brands connect in a more human way. Production as strategy is a more human way to build brands.
  • 71. Thank you! Questions and workshop. 2640 Lyndale Avenue South Minneapolis Minnesota 55408 T +1 612 279 1400 F +1 612 279 1401 www.zeusjones.com Zeus Jones Proprietary and Confidential.  All rights reserved 2011.