UNLEARN OLD MENTAL MODELS
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.
In every aspect of business, we are operating with mental models that have grown outdated or obsolete.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.
Do you have an innovative idea or solution? Your value proposition won’t be enough to persuade buyers or users. You need to give them a new mental model. Learn the three steps to Shift Thinking.
NAVIGATE DIGITAL DISRUPTION
We live in a time of profound disruption and accelerating change. Every aspect of society is in flux. How do we make sense of these changes? What does it mean for leaders, organizations and communities?
Most of us have well-founded concerns about career obsolescence. Confront your fears and stave off FOBO by first changing how you think. With new mental models, we can be more resilient, more relaxed, and more relevant.
Ask yourself how these six fundamental shifts ushered in by the era of mass collaboration are affecting your organization. Your answers will tell you more about where you are in the social revolution than how many likes you have on Facebook or followers on Twitter.
ADOPT AN EXPONENTIAL MINDSET
Exponential growth requires an exponential mindset. Incremental is satisfied with 10% better. Exponential is out for 10X and something fundamentally different.
DISCOVER YOUR THINKING STYLE
You've probably taken personality tests like Myers-Briggs. But how useful are they day to day? It turns out understanding how people think is more useful than knowing their personalities. Discover a new way of thinking about thinking.
Design thinking is popular these days. We design products, experiences, and even business models. But something is missing. We’ve embraced design thinking, but we’ve failed to design our thinking.
DESIGN A NEW NARRATIVE
Discover how to create a narrative that energizes your executives, inspires employees, excites partners, and attracts customers.
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.
The way we think about brands need to change. In the past, they were objects or concepts. You had a relationship with a brand. But in this social age, brands are the relationships. By defining a brand’s particular kind of relationship, companies can create greater engagement, differentiation, and loyalty.
Most leaders think of purpose as a purpose for. But what is needed is a purpose with. Developing a shared purpose is the critical for connecting with customers and employees in the social age.
BUILD YOUR BRAND ORBIT
Thanks to social media, the new challenge is how to have influence from a distance. Our mental models are ill-suited for this challenge. To understand influence from a distance, we must look to a different kind of force: not mechanical or biological, but gravitational.
What does brand loyalty mean in a digital age? It’s not enough to have repeat transactions. You need reciprocity, advocacy and an ongoing relationship built around a shared purpose. How? With gratitude.
Does the funnel still work in a digital, social, mobile age? The funnel and Customer Decision Journey aren’t going away, but the buying process is no longer linear. We need new models of customer engagement that allow us, as marketers, to enable and empower, not just persuade and promote.
Big data is what organizations know about people. Little data is what we know about ourselves. If you want to build loyalty, spend less time using data to tell customers about you, and spend more time telling them something about themselves.
MAKE SENSE OF SOCIAL MEDIA
What are the two most important principles for marketers looking to engage customers and grow revenue in the digital and social age? 1) Empower your customers to be brand advocates and 2) Treat your entire organization as your marketing team.
We normally think of insurgency in a political context, but today’s digital technologies are creating a similar dynamic in business. If you fail to listen, engage, and involve your customers—customers who are now co-creators and collaborators—you may find yourself with a customer insurgency on your hands.
How Nike, Kraft and other brands are following the principles of a gift economy to drive real customer engagement on social media—and why you can’t pay your movers with pizza and beer.
EMPOWER YOUR PEOPLE AS A NETWORK
Every organization has its mission, goals, and strategies to tell people where to go. They also have rules, policies, and procedures that tell people what to do. But few organizations have comprehensive, communicated, and contextualized doctrine to empower decision-making across the organization.
What can modern business leaders learn about decision making from the opening scene of Top Gun and the complex, air-to-air combat military theory it represents? Plenty.
How can you push decision-making closer to the ground while still ensuring that team members make the right decisions? Doctrine, a concept borrowed from the military, offers a powerful way to exert influence without centralized control.
Organizations today need to be big and fast. To mitigate the tradeoffs between size and speed, agility and scalability, many are shifting from hierarchies to networks, choosing a better leadership model for the 21st century.
CONNECT YOUR BUSINESS AS A PLATFORM
You don't have to be a Silicon Valley startup to have a platform strategy and harness network effects. Just connect the five different types of capital.
Instead of The Internet of Things, leaders should be thinking about the Social Network of Things. But connected products aren’t the same as social products. The real revolution will come when objects are collaborating around a shared purpose.
How building a better platform and enabling others to create value will give you the competitive advantage. Lessons of Platform Thinking from leaders like Nike, Amazon and AirBnB.
As an exercise in Platform Thinking, Barry Libert and I considered what Harvard Business Review might be as a platform business.
Written in May 2016, this post proposed an alternative narrative for the Hillary Clinton's campaign.
What if an entrepreneur maximized jobs instead of profits? Learn about how a special group of innovators are creating business models designed to employ people with special talents and circumstances.