The mall isnât dead, but it needs a makeover. The current model of the mall is broken. It no longer serves the purpose it once did: for adults, itâs no longer convenient; for teens, it seems too much like something uncool from their parentsâ generation to...
âWould you tell me, please, which way I ought to go from here?â âThat depends a good deal on where you want to get to,â said the Cat. âI donât much care whereââ said Alice. âThen it doesnât matter which way you go,â said the Cat. ââso long as I get somewhere,ââAlice added as an explanation. âOh, youâre sure to do that,â said the Cat, âif you only walk long enough.â Lewis Carroll, Alice in WonderlandOrganizations that last know where theyâre going. They know how they want people to perceive their business and they know what they want to achieve.
In short, they have a strong vision.
Creating a strong vision is a key to long-term success: it gives you clarity on what you should and shouldnât do for the continuing health and prosperity of the company.
The vision, however, is only one of the keys to success, you must also have a purpose that drives the vision; and, you must have missions, strategies, and tactics to achieve your vision.
Growth was seen as an endless series of daily choices and decisions in each of which one can choose to go back toward safety or forward toward growth. Growth must be chosen again and again; fear must be overcome again and again.Abraham H. Maslow[1. Abraham H. Maslow, The Psychology of Science: A Reconnaissance, 1966.]
If youâre comfortable, youâre not growing. Itâs the uncomfortable things that make us grow.
The same is true of business: companies that embrace discomfort as a regular part of business life are more likely to achieve their goals and move closer and closer to fulfilling their company vision than those that donât.
Companies that stay comfortableâwhich feels great in the momentâend up losing in the long run, which doesnât feel so great.
Discomfort is a prerequisite for change.
Youâre a better designer if you love the people youâre designing for. Fred Dust, IDEO Partner, quoted in Bernadette Jiwaâs Meaningful Iâm surprised how many companies donât love their customers. They talk about being customer-centric or even customer-obsessed, but they donât love the customer they have. Instead,...
Today the campfire is called a computer or a television ⊠Drama goes back to the beginning of civilization around the campfire, where the tribe comes together, and they say, âMy God, did you see what blah blah did with that mountain lion today?â And the other guy says, âIâll tell you one better than that.â ⊠[W}e tell stories that unite the tribe. We reinforce our tribal unity. We say, this is how we do things here. David Mamet, MasterClass.comIf the computer is the new campfire, social media is the biggest campfire ever built. Most companies invest a lot of money in social media because they know they have to. But, few know what to do with it.
Most commercial messages contain too many elements, all competing with one another for our understanding, and the elements themselves may be uninteresting, unclear, or off-message. Marty Neumeier, ZagCompanies try to make their brands stand out and be different: they try to constantly be new to gain a competitive advantage. In short, they use newness as a path to relevance. But, this quest to be relevant has affected their ability to be meaningful.
Now what do you want out of me? Fine writing? Do you want masterpieces? Do you want glowing things that can be framed by copywriters? Or do you want to see the goddamned sales curve stop moving down and start moving up? Rosser Reeves in Dennis...
âAccounting is a department. Marketing isnât. Marketing is something everyone in your company is doing 24/7/365.â Jason Fried and David Heinemeier Hansson, Rework A brand isnât a name or a logo: itâs the perception people have of your organization. Everything your company and employees do contribute to...