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In fact, there’s a growing revolution inside. The most weird thing is that it comes from where raw materials are scarce, the opposant scary and no means. The initial innovation, consuming and wasting capital and buried in pyramidal and lone structures could play its last chance. “Jugaad”, that means “breakthrough growth” or “coping with innovation” in Hindi plays a new role for innovation. More flexible, open and simple. Something to reboot ourselves and renew true mindset, to give hope to despair mass and create a ongoing movement to new creation.
Jugaad Innovation is defined around 6 principles, where collaborative thinking and acting are king:

  • Search for opportunities in adversity: most of the times, any company gives up facing adversity or difficulty, because of wasting time, money or fearing of failure. We all prefer comfort zones to risk. Then comes Juggad that draws energy and interest from adversity and resistance. Jugaad brings pride, energy and passion to overcome the obstacle. Learn to deal with adversity is one of the keys of Jugaad Innovators, like a new innovation mindset.
  • Do more with less: we may soon live with less. Less raw materials, less growth, less employment, less time…It’s now time to do more with less, re-use things designing them differently. Reinvent different uses and reinvent ourselves. Think for example to use wastes for others capabilities, without being obliged to recycle them. When you live all days with adversity and obstacles, you quickly find solutions with simple existant stuffs. We use to rethink many ways we do and reprocess simply. When tough times are, we must find economic solutions, and the Jugaad method may be relevant and sustainable…to stay ahead of competition
  • Think and act in a more flexible way: big companies organize themselves with hard and complex structures of R&D in long term process that don’t faciltate short term and simple reactions. They don’t (can’t) think flexible way. They keep things complex because they forgot how to think simple. they ignore low cost solutions because they think high value, with large margins. They simply forget customer centric solutions offering complex R&D outputs, outputs that customer don’t want anymore. Cycles get longer, heavy processing, heavier than ever. Capital and resources expenses explode and innovation is not obvious but struggled into secrecy, keeping the cover on patents. This is outpast in the collaborative mindset we live in now. With Jugaad and its ongoing and lean process. that can’t work anymore. Innovation must catch all the few opportunities with few and simple attitudes. The mindset centric thinking and action are mixed into a twirling process, that evolves simply with the single needs of consumer. What has to be created is only what has to be consumed.

JUGAAD-cover_web(c) from the cover of book “Jugaad Innovation”.

  • Target simplicity: never forget “keep it shortly simple”. It seems so obvious for Jugaad mindset, even if make simple is in fact complex. The hardline is that rebuild something from a complex base is really hard, so when you think Jugaad, you start from nothing. You can be light, efficient and straight to the point. Something that big companies forgot, while they keep secrecy on their R&D and innovatios plans. It’s the art of secret and the obsession for technologies or complex buildings with over engineering. Focus on the pure need, focus on value for customer not for company is the only true way to simplicity. The Jugaad process allows the direct thinking to direct needs. Meeting with daily problems, finding daily solutions, directly useful. The direct response for smart innovation.
  • Inclusive innovation: Through structure itself, because of resources consumption and innovation heaviness, the mainstream innovation is mainly for “mass market”, simply because companies couldn’t balance huge R&D expenses with poor markets. Innovation is rarely for disabled people while it could change their life and build a whole story for them. Bringing innovation in middle-class draws wastes and add only a marginal output. It’s a shamy situation where digital fence exists and all efforts might be to reduce it and build a fair world for all. Next to this, the experimentations from “bottom of the pyramid” ou BOP, showed interesting outputs but underlined the limits of “poor segments”: double sentence. As they already have “nothing” the price paid for each single unit is far more expensive than in normal markets. That’s where Jugaad is really different is that solutions are not built by huge companies but by and for local and isolated people. A kind of ABC for exclusion and the ability to include them. The inclusive innovation.

 

bike-pump-jugaad

 

  • Follow heart power and tuition: the notion I prefer far from all others, put some passion and heart in process thinking, doing only what people need and not what he desires. This is one of the great lessons for example, leading to extreme simplification for use and not for engineers’ pride. Focus on needs, engage with local communities, friend with them, learn their daily life is more efficient than any business process or school. Spending time on few essentials lead to main outputs. Don’t forget Steve Jobs who never ever asked anything to a customer, no need to inspire and build what he did. Only his tuitions and faith in design, experience and simplification seemed to draw his whole life. Heart and passion nurture the whole fuel for action, leadong to Jugaad inspire. We may all take the path…

A true and strong revolution, I’m convinced. The one in centuries, beyond fashion and cycles. Maybe there’s already a Jugaad innovator close to you. Neighbour. Travel encountering. Someone valuable for sure. Someone to meet, share and learn from. Respect, Recycle and Reboot. Time to (re)use what we have and (re)invent everything we have, differently. It’s a matter of inclusion, hope and innovation.

Jugaad, our inclusive future, shared with passion.

See: “Jugaad Innovation”. “Passion with no, limit” and THE book. Enlighting the subject with pics ; Reena Jana’s thoughts about it
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Being involved once more in a particular piece of survey, built by The Boston Consulting Group for its customers, and tested on different panels from HEC Business School. Always searching to shape the future, engaged since 50 years now, the famous consulting group conceived and held a great framework with different layers to grow a relevant model for new guidelines for leadership…We can, by the way, just imagine that leadership was in the past more dedicated to a specific “person” and then shifts to a collective movement, on the influence of collaborative sessions everywhere. Even is the spread has been done many years from now, on the Anglosaxon world, the dynamics from digital and tools ahead draw another picture of “work” and project building. The resume that was enlighted was “Why will leadership be different in the 21st century and what will it take to be a 21st century leader?” (if it’s still an individual matter more than a collective one). So?

The framework was built around a “navigation row”, with 4 poles like: Navigate, Empathize, Self-Correction and Win-Win. While past models celebrate things like “integrity, vision, intelligence, judgment, courage and drive”, it’s not enough for the next big pictures…The way we see risks is not the same we did, and the global uncertainty growing in the world, lead us to more flexibility. But that doesn’t mean not to be clear, because leadership is still a kind of example, that shows the way, with a clear course to follow.

SocialChangeLeadership

The social arena leads us to more “social” relations, and in the working environment that means to influence more than “manage” or use authority. Charism, experience or conviction are our best weapons to deal with negotiation and motivation. It supplies us more ability to forecast and embrace global uncertainty, through troubled periods. The shift from pyramid to project management leads us to rethink way of driving the change, with teams, empowering talents and guiding them more than ordering. We then develop a win-win method that grows the whole organization. It requires some underlined competences like: vision, intelligence but courage and judgment to be flexible and self-correcting, ongoing. Integrity, drive and tenacity will complete the panel of skills for success and garantee a strong footprint, mindset and influence for modern leaders.

A very interesting study/survey or tool to evaluate and frame the “how-to” for next generations, HR compliance and driving change with talents.

For more, see:

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Social media focused all attention since now several years, with a huge democratization, brought by customers, audience and employees, with brands staring at the sky for angels to come…But that’s not because bulk and masses get the tool on board that it’s correctly addressed and used with relevance. Failures inside may be hard to digest, while they bring new ideas to the table, we’d rather take a look at, very patiently.

What we can consider is that, social media is nothing about “steadily going on with business as usual”. As the cluetrain manifesto, many years ago already said “the end of business of usual” in fact. Companies who try to consider social media movement as another mainstream leverage go facing several troubles, soon. Why? Social media is a deep revolution, where everybody in any job or responsibility is impacted. It’s nothing to see with “only PR, marketing or communication”. It’s about people. It’s about conversations. It’s about truth, transparency and human breath, throughout companies and people. Anyone not prepared to pay attention, price and vision to such a tremendous wave will lose and miss all the essence and opportunities to transform its business and relationship system. And it’s about such values like: discipline, intuition, new ways to see/think “out of the box”, deliver authentic experiences with real and personalized voice, stick to values, get core with innovation. Yes it’s all about that, and the ability to transform a whole process/mindset. Not adding another “tool”.

What we can draw so far, is staring at some recent experiences with brands that tried to include social media, as leverages (they thought it was) to solve, jump or save their business. These were missing far from the basic rules of social media, as:

  • Be true, transparent and unique
  • Engage for a long time for rich conversations
  • Be inspired with those you inspire yourself
  • Be remarkable and build personality: people don’t look for mainstream or boring relations
  • Bring experience, content and storytelling: people need dreams to become their simple life
  • Hold and sustain the relation in good and bad times: that’s life!
  • Be ready to throw your strongest beliefs in the garbage: we never saw this before. The new stuff in town, and the sheriff may be shot down!
  • Talk about real things, with real words, to real people, with authentic voice: there’s only one way to be trustable, the first time
  • Don’t consider transactional as an obligation or an end: it’s probable, not sure, and in between there’s a conversation need. Put your efforts there…
  • Join the conversation as a real person with a name, a point of view, an authentic voice, passion and…a sense of humour!

Fail

As far as these rules can be nurtured, they must be strictly employed, first for the customer, and not obviously to do business first, but to spread some conversation between people. If not, the wake-up could be hard to live. See how some found rocks on their way and lose some energy and even money…

Let’s stare at Summer’s Eve, womens’ products for private hygenia, who tried to mix some humour and the opportunity to get a professional lift, including tips that made some trouble in the audience…Link raise with hygenia? Mmm bad idea for that, and a real downside effect for all the community

Be careful too with twitter accounts as it can be hacked and polluted twits can become disasters, as anyone can RT it as quick as possible around the globe. Prepare your best sense of humour, imagine it can arrive to you and be ready for a relevant reaction if so. But beyond all: respect and be seriously involved if it occurs, and take time to a gradual response to embrace community.

“Don’t fake with the audience, or be ready to live in a fake loyalty”: that could be the result after fake’s insurance company buzz with Mark and Audrey false love story, built on the social web, to prevent and sell insurance concepts…Don’t play with the emotion of people, as emotion is simulated. It’s a real late cannonball for unpredictable damages…

Fear of a bear? Seems arrived to Philips in Singapore when they simulate a wild bear in the streets to spread the buzz…That turned into a fantasy for fear and a huge hunt in a residential area! “We should have been more obvious with the stuntman inside to do something weird and funny, more than hold the role too tight”, Philips spoke…Next time you see a bear, don’t shoot too fast, it may be a man inside!

Last time you dreamt of a puppet? Ford did it, believing that Doug, its new ambassador for Focus models overcame the brand itself. People never saw the Focus, while they “liked” the Puppet so much that they gave it life and story. Spokespuppet Doug introduced close and funny values, but people in fact never thought about the Focus. Too real, too friendly, too “human”: Is there any footprint or lesson for the brand tomorrow? Think Ford has been really troubled with this tremendous success, till “killing” it: now, Doug’s story came to an end, because it’s the destiny for a “temporary character” to go there: RIP so, Doug…

“Fail yes, fail harder so, but always try. That’s the essence of entrepreneurship and the guarantee that we are still alive”. Let social media always reminds us this principle…But the worst fails are those you never heard of…And it’s the opposite of social media effect, that means buzz is all around!

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I’ve been guested at the 2012 edition of the “Weimar Triangle network”, famous conference organized by the Friedrich Ebert Stiftung, stated in Germany in Genshagen near Berlin on 20 to 22nd of June. This new edition (the 5th since 2008) was thematically built around “Ethics, interests and democracy promotion: Europe’s difficult dealing with ‘non-democracies’”. FES is one of the six main foundations in Germany, focused on social thoughts, policies and issues, to make a better world (or at least building the real social Europe).

The spirit of the foundation was born with SPD movement in Germany, and one of its events, meeting the Weimar Triangle participants with citizen from Germany, France and Poland, out from business, education, students origins and profiles. Supposed goals were to build new social Europe, thinking of new models of development, dealing with welfare, healthcare and education supports, reducing debts to finance pensions. Yes, Europe needs a new model, a social progress protocol, and it’d better be soon. Time is running out for refinding the best social contract to link European people together, toward more cooperation, relevance and welfare. This new initiative (Weimar Triangle) allows Germany, France and Poland to build a long-term circle of thoughts, throughout different sensibilities and histories, enjoying real cooperation between actors.

The 5th edition of the conference started on 20th, in a very smart place (Genshagen Castle), with the first subject that was to define “what is a non-democracy?”, structured with :

  • how to define “democracy”?
  • what characterises “undemocratic countries”?
  • and which countries are the most problematic addresses of European foreign policies, when time is to be linked in former Europe, and temptation could be rejection so far, as crisis blowed some economies?

With Hauke Hartmann from Bertelsmann (BTI project at http://bti-project.org), moderated by Uta Dirksen from the Friedrich Ebert Stiftung fundation.

Is Democracy a unique point of view that can be definable and scalable, among many different cultures, countries and sensibilities, with the same methods? Then, how can we build a measurable booklet of rules that could be offered as a cornerstone of the whole European project? And what about sanctions for supposed “bad boys” non-democracy actors that don’t rule for respecting the guidelines and dig the deficit, so?

We’re facing a big crisis and a paradigm shift, with no solution than define and align all so called “European countries”, with rules, kind of  “codex” and values: share the same values is the base of any long term relation. Pushing faster and stronger for more regulation and rules means that WE, historic European countries can’t close eyes and ears, about our deficit and the causes that drove there. “sweep our house first”.

Which criterias might qualify “non-democracy” et how can we address the phenomena inside Europe? Seems to be a “grey zone”, an in-between space we must deal with. And we may not understand the whole truth. What references system do we want to live? How be sure the customization fits with all different cultures and imagine a linked Europe?

Hauke Hartmann sees some keys to define a democracy:

  • stateness, with force potential to defend territory, vote possibility, citizen notion definition clearly defined, laws and rights ability to function
  • participation, a collective opinion and political decision-making process
  • rule of law with civil rights, judiciary independence: the main anchor for liberal democracies

But beyond definition we must talk about “operate” all these criterias and make them alive. Real. Functioning. How governments make people participate to problem solving, how policy quality is relevant in operating their own internal affairs? …BTI project  built a strong database, comparison model, between 128 countries in the world…totally free and open source. Wild example of big data and smart work for the World agenda.

Then what about “non-democracy”? Fragile zones with lack of stateness, and/or politic control on internal operation. Provoking and spreading exclusion, terrorism, no rules referential, no ability to control/make applying a whole peace environment, no effective power to govern, no freedom or freedom expression, insecurity…And there’s unfortunately several countries we may think they are…(no name here, it’s not the exercise…). More important, how to deal when they knock at the European door? Consensus, agenda, strong position…? But moreover, which advantages to be a democracy, where is the “democracy payback” for a country to transform itself to a democracy model, for the population then?

Between identify, promote, sustain and defend, there is no other ideal than make a better welfare environment for people. Such movements like “Arab spring” for example, must see the difference in the end? “It’s not a zero sum game in raising a better life environment, when imagination has no limit where hope and motivation are the leverages every country has”.

Followed with a panel for “challenges in dealing with non-democracies: ethics, interests and supporting opposition and the difficulty search for the right way” with:

  • what would foreign policy toward non-democracies ideally look like?
  • under what circumstances is democracy promotion a legitimate objective?
  • what interests and dependencies prevent “showcase” foreign policies toward non-democracies?

Debated with Francis Perrin from Amnesty International France, Wolfram von Heynitz, MFA German and Kamil Klysinski, OSW Poland, moderated by Martin Koopmann, Stiftung Genshagen.

How Europe reacts to temptations leading to fight for rights and oblige countries to respect a democracy environment? Are we ease and ready to organize promotion, control and sanctions? Do we have so far, global operating ways to drive such a repression movement?

Yes, we have a strong responsibility, at least to ask the good questions and to show the direction, tools and process to facilitate it.

The clear notion of democracy means that we are now driven to go further and talk about human rights. If obviously, human rights is included into democracy, the reverse is not so. Human rights are some of the basic rights that facilitate the exercise and setup of concrete democracy. And if there was inside some progress about human rights, talk about it is not enough. We want facts, actions, decisions and definitive accuracy. The battle to achieve it, pass through sometimes fighting against its own economic and historic allies. And the debate is not only with politic population, but must be spread to all stakeholders: civil society, NGOs, personalities, population…It’s then a common sense subject that overcomes a narrowed political topic.

“Democracy promotion is more efficient when democracy is requested”. That seems obvious and some elements tend to prove it.  A kind of global movement drives to a more interesting result than a simple request. Democracy used to be really efficient, if really used and processed in a global shift of an economy. Tensions about energies (oil, gas…) play a major role in the relations we have with countries, and the way we address the future with them. Economic goals are so important, who cares about human rights and setup of democracy so far? We must now fight for peace between “interest” and “values”, balancing them without any consensus: no interest must compromise values that ignite and frame the democracy. Never hide behind so called “state level interests”, but dare, do and go for a class action for democracy.

Balanced situation is fragile and search for stability is very different among many countries. Statu-quo is a classical and human reaction, but we have to make “enabled” the potential for democracy mindset and the whole system that goes with. And the behaviour behind may be different when it’s urgency to act, build and make it real. And is the EU still and a relevant model for “non-democracies”?

The first day ended on this provoking concept, figuring out how questions are still there, to go further in EU, as local advisor for non members or non-democracies. We had a delicious evening for networking, digesting and enjoying the beautiful landscape of Genshagen Castle, to prepare the poursuit of the meeting.

The second day was dedicated to “case-studies” from Belarus, Iran and Arab spring, confronting and measuring the Europe’s approach with these countries, trying to enhance the democracy with delegations, missions or models.

Belarus is supposed to be the last autocracy in Europe. And it’s supposed to be weird, disturbing and a kind of urgency to shift from. Remember they received as a gift, their national existence, after collapse and breakover of old USSR. While other probably did some fight to get their. EU has limited actions right now to convince Belarus to get into change, while it’s an open door to Russia. But interests that could be identified, seem not valuable enough to push forward. Belarus has no strategic position on energy (gas, oil) comparing to Ukraine for example. EU never stopped to use “isolating politic”, to ensure and struggle Belarus from the rest of EU. But results are late from our view…and never showed any concrete improvements in international relations and in internal bulk welfare. So we may accept that recent measures failed and try other methods. With Russia, next frontier that sustains Belarus, EU is taken between “set back peace and democracy” in its own pressure and, convince Russia to organize itself the change. Influence on a non-EU country, to matter with internal EU affairs?

How long patience must be the EU’s guide? How long EU democracy environment and policies can hold the exception, and threat for human rights? We may face a really long-term “dance” but must put milestones in a blank page, to draw at least the agenda. And it may take time to put democracy on rails, including history, culture, sensibilities. “Ambition is the guide, but not too fast and too high”. That would kill any opportunity to go further.

Let’s shift to Iran with 15 years of frustration and hope between EU and Iran. Two mains issues are problematic with Iran, according to worries of EU: Human rights and nuclear tactic. Iran is in a corner, pushed away from EU between China and Russia, who cover their own interests. How, in this case, EU can play a role to make significant advances in the two main subjects? Swift bank transfers are forbidden from any country right now, to Iran and set a very frustrating system to people. But how long, China, India, Russia…will accept to do so, based on a system ordered by EU, in a zone they don’t control? Diplomatic options seem to be a long term game, where short term choices lead to fail: frustration, angriness, EU rejections, misunderstandings. Everything that is based on short term draw bad relations instead of building, from the inside, the basic elements favoured in change dealing. And the next issues on energetic choices for tomorrow, the new energies‘ Yalta could change the deal and the main pressures in the world then drive to new opportunities for democracy…?

The Arab spring could concern tomorrow, countries like Iran. A good transition to explore how Tunisia revolution started and the point of view of EU before, while and which lessons to learn. What keys can we identify of this revolution?

  • unpredictable
  • issued from “fed up”, without any former specific goal at the beginning
  • no identified form to shape, stop the movement: like things with anonymous movements (no chief, no shape…only cause)
  • techs invade and efficiency of social collaboration
  • quick: 1 month to push out after more than 25 years of dictature!

EU has been really shy facing this fast revolution, regarding the potential reactions…Why? Tunisia used to be the “good example” for the Mediterranean zone, for business, women work enhance and exchanges. Many national interests (immigration, terrorism control, business partnership with distribution…) explain the silence and the slow decision-process, for a real change in the politic power. But what is incredibly true is, whatever the landing result, the fact that a new kind of protestation, stronger, more efficient is, more than ever enabled: the social implements with Internet, collaboration and opposition platforms will never stop. They push for more transparency, gear up in decision and real-time information. And that changes everything in the ability to protest against any extreme flow to come, whatever it would be. Yes we could ask what’s best: if they had te choice now, which choice between autocracy or religious power? But the fact is that the ability in reaction or search of consensus is no way comparable to before the digital wave. And, some would better bear it in mind

The afternoon involved lots of participants into a simulation game about “Fontania”, a fictious state, lost after a supposed collapse of communist regime. Teams were organized in the context of a civil crisis after elections that turned red, with suspicious of fraud. While several riots in the streets, and a major threat about economic and social stability, the supposed “Inotian Union” (eg fictive organization that represents the different countries of the area around Fontania) is supposed to schedule a meeting with Union members in order to find a consensus disclosure of actions to get back to peace and democracy. Some played Union, others played member countries, each with their sensibility. The exercise was dealt around:

  • non formal meeting with each country to feel their own opinion of the crisis
  • see which common and separate opinions about: migration, vote regulars, human rights and economic flows
  • try for Union to set up a frame for discussion with the common points, in aim to reduce the reasons to fight
  • try for countries to defend their own interests, including the secret ones with Fontania, unmasked along the discussion
  • in the end prepare a press release with a strong consensus on what to do with Fontania, built by members, spread by Union to schedule an agenda for concrete actions

A very interesting game where entered pressure, lies, fake moves and bargaining power, all along the discussion. Personalities, and a real live role playing game to show how diplomacy is concretely difficult when it’s a matter of delicate approach to sustain peace and avoid some kind of escalade. And sometimes issuing to a very disappointing result, on the way to success, few steps later to a “weak” engagement…But common. Union was saved and peace was back in the zone…!

The third day on the morning was driven around two panels: policy instruments in dealing with non-democracies and facing introspection, with the European model.

First panel started at 9 with the first one with HG. Wieck (Ambassador) M. Davydchyk from Europe, J. Mackow (Regensburg University) about “what policy instruments in dealing with “non-democracies”? Yesterday was the opportunity to learn about for example Belarus and Iran, and EU policy pressuring economic outcomes to lead these countries toward more democracy. But sanctions must be the last chance, if we assume the discussion behaviour first, and try to find stability. Sanctions are only a part of the whole range of tools, and may be planned after warnings, efforts and diplomacy game. And in the end, they may be not efficient, having short term effects, but not “effective” in a long term strategy. Foreign policy obliges to be credible for a country, and having a stable internal policy first. We are in a global transformation in the Europe zone and justice, social and economic stability must be searched at all prices. Which allies and which influences around, after collapse of cold war? Since then, diplomacy, discussion and democracy were the drivers for this global policy, and build Europe. No sanctions were even planned in this steady process. This long-term approach supports no opportunism, as it makes no sense of credibility. “Neighbourhood policy” seems to be the next 50 years policy, to start cooperation, mark steps in democracy elections, stateness, foreign exchange, education cooperation, in short all the tools leading to a real liberal market economy. Trust, beliefs and motivation: any partner must have to believe and want it, to success. And civil society plays a strong role in it: NGOs, people, associations, social communities and use it. Mindset changes switch faster right now, because information goes faster too. Hold the old EU model may be out of time, because EU has never been finished, even if the ambition was there, the complexity to govern and push further will probably out of reach, versus the bilateral relations between countries. “What we failed huge, some may succeed in a more local way”. EU seems a too much “big picture” to handle, finally. Is it a reason to give up? Probably not, but a reason to proceed another way…

Another example is given again with Belarus, but this time from the inside, showing the press expression from the internal side. And finally, after these sanctions, not really understood, Belarus resumes as: but what exactly EU wants? Clear goals? Common goals and legitimacy of EU? Monopoly on the definition of common values, while they may be discussed? Irrational EU policy from Minsk point of view? Non common idea about “cooperation”? respect of internal sovereignety of Belarus?

Speaking about operational set up, how to use instruments as: inspection by NGOs/external authorities, penalties, value consensus, information blackout, economic sanctions? To conclude, and while Belarus is not really interested in entering into EU, the main core action could be to increase the economic and trade exchanges, and a road to information, the spread up of “social networks” as real information, benchmark and sparkle of protestation.

The second panel with L. Greven (Die Zeite) and G. Schuch (CCE Europe) leads us to introspection and focus on the European model: “is Europe a model?”

Between Hungary, Russia and Belarus positions and extreme sensibilities (left/right sides), Europe is fast changing. Despite the € crisis, Europe must be saved at all prices. But it depends of which “Europe” we’re talking about? This awesome project was build on the rejection of war, economic stability and cooperation and security of goods, frontiers, people and interests. The underlying principles that were built with financial power, drove to bankruptcy in Greece and lead us to lessons. Time is for lessons. But which lessons for the youngest people…Do they have to pay for a system failure they didn’t decide about? How can we sustain motivation for education level, knowledge improvements and find a job? And which jobs, with a desperate rising rate of unemployment…sometimes leading to suicide, the last step after despair and no future?

Yes Europe is now unfortunately characterized by unemployment, growth breakup and a great interrogation: How long do we stand such a model and what about a new “wake-up”?

Let’s focus now on Hungary, and a very debated notion of “democracy”: what’s from inside? Modernity? Seems media laws don’t match with the real idea of democracy and freeness of information. How can we deal and judge this “non-democracy” as we value it, according to EU values? A very sensible problem that needs a strong willingness from the inside, accepting that “compromise” can be considered as a failure for the actual politic instances. But the actual rising youthness may be the solution. The opposition is building a concrete framework of comparison, organize protestation and follow up little steps that sustain hope. The media supremacy will explode as new media (social) rises up and allows people to spread opposition. But what worths more: EU intervention (but which model now, after the crisis to propose?) or few steps with regional allies to convince in a medium term to recover more democracy? Neighbours vs hegemony or a mixed approach may drive better results.

Concluding and wrap-up, with take away, and feedbacks are lead by Uta Dirksen and Barbara Kunz, from the foundation. Friedrich Ebert Foundation is aware of any remark, through these five editions, that have evolved along several propositions, different audiences and speakers, and according to actuality. We brought lots of ideas to make it real and in our times, aiming to stick closer to Europe’s deals for tomorrow. That’s exactly how I thought and feel about European cooperation ; what we just can imagine and share, between young actors must be possible and scalable in others dimensions. “The more we speak, share and listen, the more we build a common diary with values that grow the whole creation”. Let’s stay linked and spread our mindset, to hold the exercise, frequently.

I really liked the form, speakers and sharing with multi-cultural environment. The networking and collaborative spirit was there to make it a concrete brotherhood leverage for a better Europe, from European citizens, whatever their jobs, origin and perspectives. These kinds of “think tank” can really take off if they success to bring ideas to the table and turn them to operational implementations with diplomatic, NGOs, civil society and citizens. There no other idea that “ideas” that make sense and Europe more alive, concrete and modern. When we don’t remember anymore, why Europe and its roles, we may not forget that EU will work from impulse, from anywhere to achieve the goals EU tries to believe in. Fortunately, initiatives like this reconciles people, thinkers and citizens with politic mindset and recover a role in the economic landscape.

I was passionate to participate to, and will do it again, if any opportunity occurs for me. Sure, I’ll do…

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Fairy, funny but no tale about the fact that no company exists without customers. And if sometimes, boss turnover seems to be a sporting challenge for shareholders, customer can’t wait. And may have the last word. It’s finally if you understand it, when you will make great deals, those called “win-win”, with the genuine relation between someone who has needs you can afford. And if sometimes your real boss tries to make it his own way, remind him that he can’t exist without customers…Everybody in his company might be confronted with this and face, hold and build the true relevant relation. Because, customer is the boss in fact, and the matter of anybody in the company. And it seems urgent to see, integrate and share the concept inside companies, to deliver different ways. Why does it seem so strange and how handle it?

  • the customer rarely needs you, he has several others choices, in a single snap he can switch and forget you ever
  • the business is growing on average consumption with either, more customers, more loyalty or raising the level of engagement: in any case, you do need customers…any customer but customers!
  • loyalty is not a concept that you can organize in your corner, thinking (hoping?) it will work: ask customers first why/how he would be more loyal, and build the wrap around…
  • the customer knows much more you ever imagine about your market and your products, and value your service: don’t forget he compares live, all the offer of the market for you. If he gives you an advise, he’s probably less blind than you!
  • even if you think “customer doesn’t know what he wants or what is good for him”, his/her help would be precious, targeting the next big picture. If you build something with him for he’s already part of it, why won’t he buy then?
  • “the more he builds, the more he’s fan”: if he’s “part” of it, he’ll be the best ambassador/advocate for your values, products and services…
  • build the “customer Stockholm Syndrom“: make him part of your story where emotion takes part of your relation and make him kind of painful of your difficult story. In pain and need will grow innovation, together…
  • in some ways, as the customer says how much he is OK/able to pay for your different propositions, he’s quite establishing your salary level: and in this way too, he’s your boss…
  • If you can passion him/her with your own passion, brand and value, he’ll become your best ambassador and outcompete agent for virality: the new media we talk about, socially correct, truthly and trusty…
  • engage with your community and encourage and reward the “social search”. Because you trust more deeply ones you know
  • don’t be shy or afraid with any enpowerment of your customers: the energy they hit for you has no price for you, comparing with resources and money you should spend for the same result…
  • know how to reward: if your customers have to become your boss, give them their salary…
  • run your business, have a business but run and build it with your customers, because they have willingness and motivation to buy your products, speak about them and hold the direction ; like the real boss…
  • like Sam Walton saidThere is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else“. I guess Wal Mart knows how to cope with it, don’t you think?

Assets, partners, friends, loyalty heroes, anyway the name you give to customers, think about your own relation, your own “stunt show”, celebrate success with them like associates to your success. “No success in business without mess with your guests” could be your last quote for community with your best assets. Don’t miss any opportunity to raise satisfaction, happiness and loyalty with your customers, they represent a silent force (while I don’t know if we can say this anymore with social communities!) that can improve your market approach, your sales feeling and ability to shoot first, accurate and focused needs, which will save time and money. Money you’ll be able to invest in this brand new other relation with your new allies…a perfect circle of business, without thinking of business and having much fun and pleasure…

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Companies have goals sometimes we don’t even guess about, because of complex business strategies, fakes or trials, to hide any movement from competition. And sometimes they lose the real direction and how they build their global intent, in lean management, avoiding wastes and loss of times. In any company, at one time of their existence, grows some kind of “culture” that is written in gold by HR or in the basement times. As any individual, we all have cultural roots, more or less deep and recover it and bearing themselves in mind means a lot for history. But even if don’t look back, the simply shaping of “cultural lines” is quite interesting to speak as on voice and have all teams behind a common whole of values. This is called “cultural alignment”.

How to manage in such complex systems? It means managin several parts in the company and use outside inputs, as described in the below drawing:

Navigate through:

  • Talents management: know how to hire relevant talents, nurture them and hope they will grow themselves and grow their business. And hope one day they’ll go elsewhere (!), with everything they learnt to build another masterpiece. Not convinced? Think about Zappos who offers 3.000$ for people who want to leave company while they’re still in training and welcome period…A smart way to learn about limits and “real” motivation…and keep the goal on passion, values and real sense of delivering. The only purpose that counts, in competition…
  • Innovation: “at any step of the growth, keeping in mind to stay innovator”. The only way to have an incredible footprint and grow a tremendous brand. And a windful of passion, leading to compete with hurdles, inside and outside the company. Somekind of super power that overcomes any willingness to succeed and make any employee a super hero. Catch it if you can, and set it up in the ordinary process of all teams. “Ask for the impossible, and make innovation do the rest”. Sometimes, dream is the reality as you believe in it. And the innovation passion is the essence of the next blue chip.
  • Execution and deliverings: “without execution and deliverings, nothing exists”. No promess, no product, no customer, no brand. This is the sad story about all companies which spend their times in R&D, searching, describing and creating thing, products, services they will never handle to shape and deliver. It’s double truly sad, because no one will ever appreciate all efforts and attention…through execution, accuracy for details and delivering to end using. In my opinion, one of the most important part of any process, that shapes the user’s experience and makes it buzz everywhere.
  • Customer insights: if it’s still to prove for you, your customers will leave you, feeling alone with no particular relation but money with you. Figure out they have bright ideas, know probably your market and products more than you, and can give you a smart view of a “strategy”, dealing with a simplicity you dream of.
  • Business strategy: you can call it a game, but believe in something reliable, explainable, sharable and scalable. Doing this, you start in the whole business strategy process, and begin to build and organize departments, flows and process to hold the whole structure of the economic equation. You’ll have to describe, believe and inhold a frame for business, exclusive, bright and envied features. One that can be adored by your shareholders and converge all partners toward your company. And sometimes a smart move can transform a whole ecosystem, with your innovation. “Be the one others will follow and make a business case in the world”.
  • Imagination: “we all miss a lot of imagination, in everything we do”. We don’t miss ideas, motivation of skills, but imagination. The sole part of our brain we rarely train, because of time, laziness or easiness. In fact, look at children or young at work: they’re not perverted yet with failures, fear or politics. They do “essence” and genuine art of business, trying to solve their first puzzle. They answer with truth, heart and logics, just for the game, and not for the money yet.

Getting the best of the whole organization, from align business to innovation with a cultural support for this same innovation. Having all these elements together make a war machine and awesome bottom line result for an enhanced efficiency. Be blue, think out of the box, protect and defend your assets and brand, but also, nurse your culture and make it happen in all the simple key elements of your whole company. Grow it, make it sustainable and keep your startup spirit, push away the limits and have a incredible faith for the impossible. Dare the cutting-edge organization and handle it with team and process. The more cultural and mixed is your approach, the more it will win all your stakeholders: employees, partners, customers and shareholders. But the battle is to do with sensibility, the culture sensibility…

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Don’t look at me this way and probably because of you. Not the way that Marketing is a dead function, useless or released away, but the fact it all has changed…To be more focused on where, I’ve started a short list of assumptions that show in which range things have changed. You love or hate Marketing would not change that datas shifted in many parts, exploding audience, collaboration and brand footprint in the web marketplace. But let’s figure out how…:

  • connect to customers: i think it’s in the title…If you didn’t see the fact that customers want to be considered as a real people, with advice, voice and opinion, and not as number or a cash machine!
  • stop deafness: listening new insights and voices for brands shapes marketing of products and services…from the outside of the company
  • ability to make marketing accountable, with one of the “three dimensional” skills of CMO: quantitative methodic
  • staring at “where” are customers are (and “fish where the fish are”)
  • a temptation to make marketing a C-level role to strategic level
  • starting the socialization of customers with SCRM where systems are not owned by companies but fully controlled by customers
  • achieving the shift between manufacturing culture to consuming culture, with social stones
  • be “there”, after all: where are really the customers (the difficulty is the mobile era that boost the necessity of being ubiquitous for the brands)
  • “messages are bi-directional and morphing”, because brands must listen and stare at what’s going on now, from the valuable opinions all around social web
  • customers have a voice and know now, how to use it: being too much deaf would produce deaf services and products for empty market
  • “the monologue has passed away”. Try to sort of the noise confusion and get the smartest ideas from out of the box…
  • “embrace the challenge of new medias”: the abilities to “talk” to customers boosted in a multi-directional shape means using the tools where they talk, listen and take informations. The new platforms for audience…
  • reinvent marketers curiosity: more than ever curiosity is the most efficient skill to “open world” communities, and makes you “breath the trends”
  • “fail can become an option” for learning, experiment and grow the value purpose. Shorter cycles, decisions and experience samples and protos
  • customers, but employees, partners, audience, suppliers…do marketing for you too. Let’s party with them, and grow communities!
  • “like” the likers: be aside all who make effort to click and send love to you
  • identify virtual tellers and workers who shape their own opinion of your brand
  • know and learn or grow your new skills as: creativity, design but dealing with figures and datas. And if you hire, don’t hire a marketer but an artist, social inspired.
  • “marketing is experience”: make us free for customers and create the CEM for your brand (Customer Experience Management)
  • “marketing is experiences”: allow customers to share fails, tests, samples and experiences, even make them build their own with your brand/products. You can’t even imagine how fertile, collaborative and addict are your silent fans…and btw, they will shout it on the web!
  • “the customer is not an idiot, he’s your boss” ; live with it or die!
  • the new management paradigm: push/pull balance with innovation, customers, market. Marketing as a regulator, “community manager” more than the brand dictate

All lot of reason why marketing we knew has changed and is probably dead, for brands that didn’t realize it. The sum of research on the subject is huge, but always turned from the companies that stare markets, without really engaging with the customers, or doing it their way, but not on the control of who buys: the customer. Think of how you can be patient and demanding as a customer, but beyond your simple need: being considered. A best seller know as “cluetrain manifesto” lead us, 10 years ago, the frame of what’s now, concrete and operational. For those who didn’t read it, you’ll find a totally actual subject in these assumptions, with customers who were already fed up and felt upset of “bad” practices.

Renewal is king and the necessary “central” function, protected from “one to many” is dead. The fact is now to put it in the center of the debate: social platforms, everywhere, anytime of the consumer’s life, to improve experience, collaboration and efficiency, dealing with “markets” not as targets but “doers” and influencers.

Products, services, sales propositions, all are on the shelves, but on the “social shelves”, driven to success or death. It’s up to you to decide how you deal with it and which marketing you deserve. Or decide to set up, now, for your teams…

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