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Faster and more creative when solving OTHER people's problems

Faster and more creative when solving OTHER people's problems | Market to real people | Scoop.it
Recent research reveals that people are more capable of mental novelty when thinking on behalf of others than for themselves.

 

Great piece on enriching the field of view and other perspectives, something we also encourage in executive coaching.  

 

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...abstract thinking leads to greater creativity. ...But in our businesses and our lives, we often do the opposite.

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Excerpts:

 

Over the years, social scientists have found that abstract thinking leads to greater creativity. That means that if we care about innovation we need to be more abstract and therefore more distant. But in our businesses and our lives, we often do the opposite. We intensify our focus rather than widen our view. We draw closer rather than step back.

 

That's a mistake, Polman and Emich suggest. "That decisions for others are more creative than decisions for the self... should prove of considerable interest to negotiators, managers, product designers, marketers and advertisers, among many others," they write.

 

Dan Pink's suggestions, excerpted:

  

• Recruit more independent directors.   Begin with corporate governance. 

~ having independent directors on the boards of public companies. 

 

• Rethink the structure of your firm.

Perhaps loose alliances of distantly connected people

 

• Harness the power of peers.

....assemble a small group of peers – all from different industries – and gather periodically to exchange ideas and offer solutions from new perspectives.

 

• Find a problem-swapping partner.

Find a friend or colleague with whom you can occasionally swap problems...

 

• Disasssociate yourself.

Imagine you're doing it for someone else...

 

Full article here


Via Deb Nystrom, REVELN
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Rescooped by Robin Martin from The Social Media Learning Lab
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Strategy & Customer Relationship (Trust) come first, then Social Media Strategy: Forbes & McKinsey

Strategy & Customer Relationship (Trust) come first, then Social Media Strategy:  Forbes & McKinsey | Market to real people | Scoop.it

"Strategy is more important than ever - so that a company's social media strategy is more than a collection of tactics."

 

From the executive point of view, chief marketing officers and the like comment on 2012 social media strategy at the Chief Marketing & Sales Officer Forum summit  It's good to be reminded of organizational systems.

 

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I’m surprised how often a company’s social media strategy is really just a collection of tactics. - Google’s Margo Georgiadis

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Excerpts by McKinsey contributor, Marc Singer.

 

1. Strategy is more important than ever

From Google’s Margo Georgiadis:  I’m surprised how often a company’s social media strategy is really just a collection of tactics.


The alluring possibilities of social and digital media can easily distract our focus from what really matters to our companies—and to our customers. All of us need to bring in the new while staying focused on our enduring customer strategies.

 

2. To engage customers and influence brand perception, marketers need to build trust

Companies are no longer the sole arbiters of their brand; customers have an important, and in some cases decisive, voice. But marketers still have enormous influence around how customers understand and interact with their brand. ...a lot of that value is dependent on trust between brands and their customers, which has been taking a beating in the last few years. 

 

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Many companies still fail to measure accurately or consistently [as their] metrics programs aren’t tied to strategies built around target customers.

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3. Companies need to “instrument” their organizations around target customer segments

Stanford’s Aakers talked about how leading companies haven’t stopped measuring ROI, but they’ve expanded their notion of what the return might be including a more personal form of ROI better suited for a social age:

innovation,  R&D savings,  employee hiring savings,  employee morale and passion,  and so forth. 

 

Ford’s Farley makes the connection between “brand favorability”—the customer’s overall perception of a brand relative to competing brands—and pricing power. Farley has found that brand favorability is deeply driven by what Ford does in social media.  Many companies still fail to measure accurately or consistently as their metrics programs aren’t tied to strategies built around target customers.

 

Read the full article here.

 

Photo credit:  Flickr CC by John-Morgan


Via Deb Nystrom, REVELN
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