"Today, audiences have much of the power, choosing where and when to engage with branded content (if at all). So brands must not only have a good grasp of how to unearth a brand story, but how to tell that story across a variety of channels. Both are tasks that don’t come naturally to many brands."
Read the full article to find out more about these rules in multi-channel brand storytelling:
- Don’t embrace a new channel without getting your story straight first
- Don’t think in terms of single campaigns—think like a media company
"We are vehemently faithful to our own view of the world, our story. We want to know what new story we’re stepping into before we exit the old one. We don’t want an exit if we don’t know exactly where it is going to take us, even – or perhaps especially – in an emergency. This is so, I hasten to add, whether we are patients or psychoanalysts."
Une nouvelle étude, menée par des chercheurs de l’université Duke (Caroline du Nord), révèle que les managers autoritaires produisent des effets contre-productifs. (Managers autoritaires : revoyez votre stratégie!
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management. (! @katherineabell The disaster of multitasking, visualized.
"In my new book, True Story: How to Combine Story and Action to Transform Your Business [Ty Montague], I call these new companies storydoing companies because they advance their narrative through action, not communication. Storydoing companies — Red Bull, TOMS shoes, Warby Parker, and Tory Burch, for example — emphasize the creation of compelling and useful experiences — new products, new services, and new tools that advance their narrative by lighting up the medium of people. What I mean by this is that when people encounter a storydoing company they often want to tell all their friends about it. Storydoing companies create fierce loyalty and evangelism in their customers. Their stories are told primarily via word of mouth, and are amplified by social media tools.
So how do you know a storydoing company when you see one? These are the primary characteristics:
- They have a story
- The story is about a larger ambition to make the world or people's lives better
- The story is understood and cared about by senior leadership outside of marketing
- That story is being used to drive tangible action throughout the company: product development, HR policies, compensation, etc.
- These actions add back up to a cohesive whole
- Customers and partners are motivated to engage with the story and are actively using it to advance their own stories"
Read the full article to see research results on the difference between storytelling and storydoing companies.
We've all seen it. CIOs who do great things in leading IT soon gain extra responsibilities. By helping business leaders to improve their businesses, the CIO becomes an obvious candidate to fill any open role that involves technology, process, or strong governance.
Some CIOs become CIO-Plus-COO or CIO-Plus-Head of Shared Services. Others gain new responsibilities in strategy, M&A integration, or innovation. Still others move on to business roles including CEO. In the book, The Real Business of IT: How CIOs Create and Communicate Value, Richard Hunter and I coined the phrase CIO-Plus. In the four years since our book was published, the CIO-Plus idea has gained real traction, and there are numerous stories and cases studies on the phenomenon.
But there is another leadership role that has arisen in many organizations in recent years: the Chief Digital Officer (CDO). In many companies, "digital" is a cacophony of disconnected, inconsistent, and sometimes incompatible activities. One company had three simultaneous mobile marketing initiatives, conducted by different groups, using different tools and vendors.
Other companies have multiple employee collaboration platforms with different rules and technologies. The problem is exacerbated as business units do their own things digitally, or as companies hire vendors who can only do things their own way. If your company has wildly different digital marketing activities for each brand or region, you know what I mean.
The CDO's job is to turn the digital cacophony into a symphony. It's OK to experiment with new businesses and tools, but experimentation must be coupled with building scalable, efficient capabilities. The CDO creates a unifying digital vision, energizes the company around digital possibilities, coordinates digital activities, helps to rethink products and processes for the digital age, and sometimes provides critical tools or resources.
That's why Starbucks — an early leader in all things digital — hired a CDO last year. And it's why many other companies are naming CDOs before they get too far along the digital road.
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