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Points of View is our blog dedicated to exploring the critical corporate communications issues of the day through insights and videos of Fortune 500 business and communications execs, industry insiders and our team.

Jesse Jacks

The Rise of the Narrative: Engaging and Participatory Storytelling


March 25th, 2013

One of the most inspiring and forward-thinking discussions I attended at SXSW Interactive this year was led by John Hagel, Chairman of Deloitte’s Center for the Edge, their internal think tank charged with developing emerging opportunities for the company’s senior executives.

Since we do a lot of work with clients around the art of storytelling, it was helpful that SXSW’s panel calendar this year was full of opportunities to attend sessions on the power of storytelling (110 sessions by Hagel’s account.) But the one storytelling session that stood out was Hagel’s, primarily because the focus wasn’t on storytelling itself but on expanding the focus beyond stories to narratives. He defined the narrative as distinctly different than that of a story since a story is defined as 1) Finite – consisting of a beginning, middle and end, and 2) Stories are about “me,” not about you—the listener is supposed to hear the story but not have the experience. (more…)

Jesse Jacks

Unlocking the Value of an Authentic Brand


May 31st, 2012

We’ve emphasized the importance of brands crafting narratives that define their voice for a long time. Most marketers have, at the very least, begun the transition from creating traditional brand awareness to becoming storytellers. In a world increasingly driven by digital, this means treating content creation as its own function, telling the brand’s story through a distinct voice via original content. And a key characteristic of creating a distinct voice is authenticity. (more…)

Jesse Jacks

Getting the Patient-Influencer Perspective


April 20th, 2012

We’ve provided counsel to many clients in healthcare, energy and financial services struggling to balance the necessity of engaging stakeholders while maintaining compliance with unclear guidelines set forth by regulators. So while attending SXSWi this year, I was intrigued by the panel dubbed “Friending Pharma: Patients, Industry and New Media,” which reinforced many of the things we’d been hearing from patients and digital influencers about what they really want from pharma in social media. (more…)

Jesse Jacks

The Evolution of Social Media Monitoring: A Vertical Approach to Listening


July 19th, 2011

We’ve had a number of posts on our blog speak to the importance of social media monitoring in strategy creation, including a recent addition that highlights the need for improvements to technological platforms to better inform those strategies. Now, it appears as if some of those much-needed improvements are making their way into the world of social media monitoring tools, and via the wine industry no less.

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Mashable writes about the rising success of Cruvee, a social media monitoring platform that specializes in identifying, decoding, and understanding online interactions in the wine industry. Currently, about 27% of all wineries in the US are using the service to inform them of their brand’s conversations online, among other cool features the program has incorporated into their service such as monetizing Facebook pages by giving the user the ability to turn their page into a virtual storefront, complete with a “buy now” button.

But the most interesting aspect of Cruvee’s service is that it addresses a number of issues currently facing users of other social media monitoring platforms. Cruvee has built-in solutions that aim to minimize the “clutter” associated with finding where your brand lives in online conversations. Think of it as a platform that allows your brand to focus on the strategy that results from conversation analysis, rather than the time-consuming process of receiving those results. Here are a few of the things the Cruvee model offers that should be incorporated into other platforms:

1. Comprehension of industry “jargon”. By focusing on one industry, the platform has built-in identifiers for language that other platforms often do not pick up. For example, someone tweeting the about the great “cab sauv” they enjoyed is picked up by the platform and shows up in the conversation dashboard results, where in many instances they may not. By searching for language that influencers within industry actually use (including shorthand, as in the above reference), the result is a clearer picture of what is actually being said.

(more…)

Jesse Jacks

Converting Mobile Location Services into Crowdsourced Value for Businesses


May 24th, 2011

Imagine that you are a global apparel company and you want to know how your new line of shirts are being displayed in department stores across the country. Now, imagine you have your very own nationwide force of “mystery shoppers” that could almost instantly and credibly report back to you. Even include photos. Anywhere. Anytime. Well, that’s exactly what businesses are now able to tap into through a promising new mobile app called Gigwalk.

Gigwalk acts as the middleman for businesses interested in gathering data on everything: prime real-estate locations, the layout of retail store floors, the efficacy of store managers, and the cleanliness of restaurant bathrooms. Anything and everything is a possibility. If you want to know more about how your business is, will, or can fare in a particular space, Gigwalk now makes it possible for you to do so for little cost.

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It works like this: imagine your company is looking to gather some information about how your product is being presented in a retail store in relation to your competitors. Gigwalk allows you to post a task requesting answers to questions about the placement of the product, photos of its layout in relation to competitors, and offers a monetary reward for the tasks’ successful completion (typically between $3 to $90, depending on the location and difficulty of the task). An algorithm connects users in the area who might be able to successfully complete the task for the business through a combination of variables such as previously successfully completed tasks (earning you “streetcred”), education level, occupation, age, among others. Users can still explore any task and attempt to complete it, so long as they meet the “streetcred” requirement (have enough experience completing relevant tasks) and any other requirement such as an age limit (typically in place for bars or market research requirements).

Gigwalk’s initial success (it has just announced seed financing of $1.7 million from several VCs) can be chalked up to its unique combination of a number of collaborative and social tools, including mobile location services and crowdsourced collaboration, which in turn lead the app into the gamification realm, effectively allowing users to explore their city and earn real money while doing so. Just signing in and opening the app provides the user with a sense of excitement as they peruse the opportunities to explore and earn in their very own backyard. It’s for this reason its almost impossible to refer to Gigwalk as simply a business helping solve real business problems, though it clearly is, it has the potential to be so much more than that.

The opportunity for a business model such as Gigwalk’s to disrupt several industries clearly exists. The company has just started to scratch the surface of the possible business problems, no matter what size, that can be outsourced and crowdsourced through the use of novel location services and gamification. The most immediate opportunity for corporate offices to utilize the consumer as watchdogs, transmitting instantaneous feedback to HQ to ensure that stores and franchises are in compliance with corporate, but also that consumer brands that pay for product placement in shops are receiving the visibility they pay good money for. The app also promises to cut costs down for civic services such as road repairs, collecting data at intersections and public parks, and surveying land. A quick run through of the “gigs” available in major cities leads one to believe that health and liquor inspectors have already gravitated towards the service.

Gigwalk is onto something that appeals to both users and businesses, where everyone comes out feeling as if they have received something of value having participated directly in the outcome. The potential of the combination of geo-location, gamification, and crowdsourced data collection will surely lead to a plethora of business solutions that we are only beginning to see.

You can learn more about Gigwalk here. This one is a potential gamechanger.

Jesse Jacks

Where Strategy and Implementation Meet: Achieving Buy-In


March 7th, 2011

Time Inc. CEO Jack Griffin was recently ousted after less than six months on the job. An agent of change within the organization, his approach to overhauling the ailing media organization clearly didn’t mesh with what his organization was ready for. Griffin’s demise reminds me of the stellar job Louis Gerstner did when faced with a struggling IBM in the early 1990′s. One of the greatest examples of a change agent succeeding, Gerstner was responsible for changing the entire direction of an organization that until he took over was looking to break up its business into smaller units and dissolve others. Today, IBM is a singular technology services powerhouse thanks to Gerstner’s strategic vision and ability to guide the company through a massive change in culture.

While these examples may be among the biggest and most complicated decisions in business and technology, one theme is shared between them and the smaller strategic decisions we deal with in our organizations everyday: the need to achieve buy-in from stakeholders.

Without buy-in from stakeholders, no technology has ever been brought to market successfully, and no business has ever thrived. And so it strikes me as interesting that we tend to focus heavily on the strategy we intend to roll out, while its implementation tends to be an afterthought, with fewer resources thrown behind it. This is where more organizations need to focus. The majority of the most successful businesses already do.

Strategies should be built with consideration as to how they will be sold to the people they will affect most. Managers should ask themselves, “How do we communicate a sense of purpose and urgency?” Time after time we find ourselves sitting on great ideas having given little thought to their mobilization. What typically happens is that the strategy itself has to be diluted in order to implement. This is not a best-case scenario.

The thought is that the brainstorming process that results in strategy needs to also incorporate mobilization tactics. Organizations should include their opinion leaders, at all levels of the company, in the strategy process at an early stage. Then emphasize how the strategy will positively impact the organization, rewarding those who champion implementation through ownership of responsibilities. Often times the key to a successful implementation lies less in the complexity of the strategy itself but more in the process of its creation.

It’s not as easily achieved as it is envisioned, but still we often aim high and deliver below desired targets when executing strategy. I believe we can improve our batting average if we don’t approach strategy and implementation as separate entities. By integrating the two, we will have a much easier time realizing the results our strategies are meant to deliver, rather than settling for a less satisfying version of the original strategy. I believe it is the most powerful way today’s companies can bring about meaningful change.

Jesse Jacks

Unlocking the Social Enterprise


February 25th, 2011

There has been a lot of debate on the pros and cons of “empowering” employees in the enterprise by allowing them access to social media and collaborative tools in the workplace. What can the enterprise gain from allowing full access for all its employees? What are the inherent risks involved and how can they be minimized? How much is enough? These types of questions are what most organizations we work with are struggling with as they come to realize they must embrace the digital revolution.

This week on Harvard Business Review’s blog, Andrew McAfee poses two questions that are currently staring down most organizations: What kind of company embraces the social enterprise and what are the effects of embracing it?

For a long time the answer to the first question seemed easy: the trailblazers, the progressive companies whose corporate cultures weren’t afraid to try new things. These were the organizations that embraced the social enterprise. But those times have ended. Organizations now choose to be conservative in their dealing with social media and collaboration at their own peril. We have firsthand seen the “old guard” drop its guard and embrace the digital realm, to great effect. The highly regulated industries such as Pharma and Finance spring to mind as examples where organizations are breaking new ground in what is possible in a formerly guarded social enterprise.

But what really transforms the enterprise is the ability to get in touch with the knowledge currently underutilized in the organization, or as McAfee refers to it, “doing a better job of knowing what you know”. This simple yet difficult premise is exactly the type of skill that the most innovative internal collaborators like Procter & Gamble, IBM and Dell have built successful social enterprises on. The social enterprise stirs up collaborative efforts on a scale rarely harnessed by most organizations. It’s fascinating to think of the capabilities some organizations currently possess without being privy to it.

As we move towards a standardized model where collaboration and digital drive how the organization thinks internally, the more examples of successful social enterprises we will see. I think a younger workforce will demand it. Young professionals are digital natives who will tend to believe there is something wrong with an organization that hasn’t embraced social enterprise tools. As such, I think the most interesting examples will come from those formerly guarded industries where innovative ideas will be required in order to not fall behind the new standard.

I suppose we will have to wait and see what the social enterprise’s effects on these organizations will bring.

Read the original blog post here.

Jesse Jacks

“Translating” Innovative Ideas for Clients


February 9th, 2011

As a strategic consulting firm, counsel is only as good as it is palatable to our clients. Some might interpret that as requiring that we supply strategic insight that adds value to our clients. While that is at the core of what we do, it isn’t what I am referring to.

businessman

What I mean is that a great idea can’t penetrate an organization if it isn’t delivered in a way its people can readily understand. If this sounds simple, you are right, it is. But the fact remains that too often great ideas and their potential impact on the organization are plagued by clumsy deliveries. The hand-off of a great idea from the professional service firm to the client should be treated as important as the idea itself, its future impact on the organization depends on it.

How many innovative ideas fall by the wayside not because they weren’t able to make a difference to the enterprise, but because the execution of their delivery was ignored? It’s an impossible question to answer, but it makes one wonder how different things could be had someone taken the time to carefully consider the concept before presenting their idea to the client.

Some things to consider when transferring a great idea to a client might include framing the end result in a way the client understands. Working backwards from a desired outcome to the idea itself isn’t a novel idea, but often times we take for granted the fact that we understand the impact the idea can have on the organization, while the client might be looking at it from a different point of view. But even this might not be going far enough. It makes more sense to work alongside the client in communicating the idea in a manner that their team can easily comprehend. So why is it that we don’t practice this more often?

This week on Harvard Business Review’s blog there is a great post on “Delivering Your Innovative Ideas” by Michael Schrage. He shares with readers his own experience in working with Procter & Gamble’s R&D team and watching as one of their managers “translates” his ideas for the team. Understanding how the client views your idea is every bit as important as how you envision it. If there is any chance of a great idea turning into the change that it was meant to lead, then this translation is every bit as important as the creativity that inspired it to begin with.

You can read Schrage’s account of the team at P&G interpreting his idea here.

Jesse Jacks

Instilling Practical Innovation in the Enterprise


February 4th, 2011

Much of the recent discussion surrounding innovation in the enterprise has been geared towards consumer-facing aspects of the business: crowdsourcing new product ideas, engaging the consumer in experiential marketing, or even asking the consumer to develop advertising or mobile applications for the business.

While these are all innovative ways to engage the consumer and garner some relatively cheap attention, business leaders often find themselves relying on “tried and true” examples of innovation, rather than harnessing it from within their organization. We often work with clients on internal crowdsourcing projects to great success, but as many of our clients and staff here at PulsePoint Group will tell you, the most glaring obstacle is often times the lack of an embedded approach to harnessing innovative thinking and practices within teams or throughout the organization. Sometimes the organization’s biggest hurdle to embracing innovation is simply not knowing how.

Businessweek published an article this week on GE’s five-year-old “Leadership, Innovation, and Growth” (LIG) initiative, employed by the company as a vehicle to jump start innovation and growth from deep within the organization. The initiative focuses on practical ways leaders and employees can instill traits within the company’s culture that foster the type of environment needed for organizations to get the most out of internal innovation projects like crowdsourcing platforms. Co-authored by GE’s VP of Executive Development and Chief Learning officer, Susan Peters, the article shares six practices GE has implemented within their organization as they work towards developing a culture where harnessing innovation is not a part of an exercise or project, but rather a way of running the business.

As innovation plays an increasingly important role across all factions of the enterprise, organizations that are able to create a culture that works, thinks, and executes with an eye towards the human aspects associated with an “innovation ready” culture will surely come out ahead of those who do not.

You can read Peters’ and GE’s execution roadmap here.

Jesse Jacks

Crowdsourcing, Innovation, and… the Home Shopping Network?


January 28th, 2011

Anyone who watched the President’s State of the Union address this week may have noticed the many times he used the word “innovate” throughout his hour-long speech. The morning after, many op-eds complained that for all the talk of “out-innovating” the rest of the world, the President didn’t provide any concrete examples of how he envisioned America achieving this. According to a new article on Mashable, 2011′s focus on driving innovation may have an unlikely leader in the Home Shopping Network (HSN), as their new crowdsourcing project suggests.

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Looking to disrupt the online retail market, HSN has announced an ambitious crowdsourcing project, in association with “social product development” firm Quirky, that allows its shoppers the opportunity to not just engage in the submission of ideas, but even share in the profits should the HSN online community push their idea to the sales / manufacturing stage.

The idea isn’t necessarily new, as many good companies listen and act on what their customers want to buy in a product. But when HSN’s CEO Mindy Grossman decided that her company would focus largely on curating a shopping experience from within, and combined that idea with the business’ longtime emphasis on product storytelling, a hybrid model for leveraging, and (potentially) selling, products the community has committed to purchase was born. The process is an ambitious one, however, leveraging their massive and loyal community, HSN might be one of just a handful of businesses in the retail industry able to pull it off.

(more…)

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