Category: Marketing innovation

A conversation with Alan Weiss [livestream]

The dictionary defines “legacy” as leaving an inheritance or property after death. That term is simply outdated.

We need to make an impact while we are alive and vibrant. And I believe that CMOs are not the only leaders who should consider a new approach to living their legacy. Here’s why…

Today, our teams and loved ones no longer expect a clear, predictable, 20 year strategic plan. Those days are over. 

They want to follow courageous leaders with a growth mindset. …

You might think that the pandemic is the true cause of many of us focusing on short-term issues and being reactionary.

But I have news for you.

For the years I’ve been advising Chief Marketing Officers and CEOs, this problem has haunted them.

Too much short-term thinking can severely limit your career as well as your best-laid marketing strategies.

In this episode, I share the screen with Dorie Clark. She is a prolific entrepreneur, professor, standup comedienne, communications coach, and Author of The Long Game.

Many people call themselves managers, but the word “manager” has undersold leadership for a very long time. In this episode, I share the screen with Don McGuire, the CMO of Qualcomm. He discusses how to creatively and proactively engage teams in today’s hybrid settings, marketing and connecting effectively with customers and strategic partners in the digital world, and leadership strategies that no longer work.

Many CMOs and CEOs ask me how I help clients (especially marketers) leap from “order takers” to growth champions.

It starts with looking at your team’s culture and growth mindset and taking steps to improve your “rapid customer value”.

Most of us are clamoring to return to face-to-face events and conferences. Yet conference planners and attendees are not necessarily on the same page. Valuegraphics, a noted research firm out of Vancouver, Canada, recently did a study of 1850 very avid conference goers. Here’s what David Allison and his research team discovered: there is dissonance.

I just returned from a magical 11-day trip to California and Hawaii. I have always enjoyed combining my personal travel with business travel, as it affords me the opportunity to see more of “my people.” It also makes efficient use of my travel time. And let’s face it – travel is not exactly a glamorous experience. I experienced first-hand some of the new rules of travel during a pandemic. You might be planning your summer vacations and cannot wait to get out of the house (and have been fully vaccinated, also). Hope these are helpful.

As we await an accelerated distribution of COVID vaccines, we simply cannot predict when we will return to a new hybrid work model. And we certainly cannot predict how our customers will behave differently in the post-COVID world. (One thing is for sure: we all share a pent-up longing for hugs and gatherings!) It feels as if we are in a messy maelstrom. We just hosted our Marketing Growth Leaders private cohort last week. The theme was crystal clear: Transition.

Energize Growth and SimpleMind are authoring a post and hosting a LinkedIn Livestream this Spring and am looking for a few select people to showcase.

We will feature brands that deliver value quickly and predictably to customers, members, or clients. Some refer to this as “speed to value” programs.

Here’s the background: In this era of touchless and online experiences, customers no longer tolerate slow or sticky touchpoints. We’re looking to showcase organizations that have been successful at rapidly and consistently delivering the right customer value at the right moment, and who have witnessed a jump in revenues, NPS scores, retention, or brand repute….

If there is such a thing as a silver lining with COVID, it’s this: the pandemic has created existential crisis for organizations.

Their raison d’etre is being challenged, and may even be falling on deaf ears. Tradition is no longer a valid criteria for investing in a market or for growth mapping.

And in some cases, tradition is more of a hindrance than a help. It may no longer valued–Just ask your customers and your most disengaged employees….

During this pandemic, my best clients are now completing their first round of scenario planning.

This is an essential process to help them determine financial alternatives and future resource requirements.

It also provides insight into what initiatives and offerings to keep, expand, or jettison.

Some of your more unfavorable scenarios suggest longer, more painful delays and streamlined operations. Scenario plans also might suggest that certain established offerings are no longer relevant to your customers.

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