Everyone these days is looking for a disruptive business model. But a business model is only one part of the equation. Equally important is the mental model behind the business model, as well as a measurement model for both.
Historically, the term “marketing creative” has been associated with the words and pictures that go into ad campaigns. But marketing, like other corporate functions, has become more complex and rigorous. Marketers need to master data analytics, customer experience, and product design. These changing roles require a new way of thinking about creativity in marketing.
The term “company DNA” is sometimes used as a shorthand for an organization’s culture and strategy — a metaphor for what makes it unique. But there may be more to the metaphor. Understanding your company’s DNA can help you know what you can and can’t do, and how to achieve agility and authenticity in a changing world.
In every aspect of business, we are operating with mental models that have grown outdated or obsolete. What holds us back isn't learning, but unlearning. When we learn, we add new skills or knowledge to what we already know. When we unlearn, we step outside the mental model in order to choose a different one.
The assumption in leadership development is that corporate universities are for internal audiences. But what if corporate universities were for customers as well as employees? There are competencies inside of companies that would be of value to those on the outside. What would happen if we turned the corporate university inside out?