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EXCUSE ME, YOUR AGENDA’S SHOWING

Screen Shot 2013-08-20 at 4.38.03 PMThe future arrives on our doorsteps every day as a new opportunity. So why is it that some of us seek to perpetuate the status quo when there is so much to gain from moving forward? This is the story of a valuable lesson relearned.

We recently met with the executives of a national association whose members are marketing organizations that sell travel-related products to the public. We have a service product that enables each of their members to understand customer-driven best practices, implement them and track their progress (rating) vs. the norm…something that currently isn’t being done. So rather than market directly to each member, our thought was to work with the association and provide a new benefit to their members.

All was good, except for the ratings part. They said: “Why would we want our members to compare themselves to one another?” Our answer was pretty simple: They already do. Everyday, everywhere on the Internet they are being reviewed and ranked. To make matters worse, the rankings and reviews are subjective and unreliable; where one person says 5-stars, another says 2-stars. By providing objective data and reviews as an alternative we can begin to balance the equation.

But they politely declined. In the end, personal agendas were more compelling than actual progress. In this case, the individuals involved were at the peak of their careers – a few years from retirement. In spite of clear benefits to their members, an agenda of change was not worth their personal risk.

Is your personal agenda in line with your professional agenda?

by Dwayne Fry Brand Futurist/Minister of Strategy/Department of Idealists

WHERE DOES STRATEGY COME FROM?

Screen Shot 2013-04-23 at 4.21.10 PMNot too long ago I spoke with a group of UNC Ad Club students who were interested in pursuing planning as a career. Many had been through internships in larger agencies where planner roles and related job titles varied widely. My take was that titles don’t really matter. They should find out what titles or group of people within the agency are responsible for strategy, and that’s where they should try to find a job. Strategists have a a keen perspective on the marketplace, the competition and the client’s business that are at the heart of effective planning.

That was all well and good, until someone asked, “Where does strategy come from?” At the time, I gave what I thought was a good answer about the process that leads to a good strategy. Looking back, this is what I should have said:

Developing a strategy is just like playing chess, driving home during rush hour or even coaching a football team. In theory anyone can do it, but early success is rare. Over time it becomes easier. Patterns emerge. Opportunities reveal themselves. Outcomes become more predictable.

In the end, Strategy comes from experience. It comes from the ability to process lots of seemingly unrelated information and identify a better solution, knowing there is always room to adapt and improve. Strategy comes from a mindset to outthink others. Bobby Fischer did it with chess. Bill Belichick does it on a football sideline. Where will you shine? What is your strategy?

by Dwayne Fry Brand Futurist/Minister of Strategy/Department of Idealists