Moving from a ‘fight or flight’ strategy to a ‘bigger picture’ approach to change

If, 90% of change management initiatives fail within the first year…. is perhaps not surprising that employees are seeking new business models, communities and institutions to find their tribes and something they can believe in.

Global movements such as Responsive Org and Open IDEO, have bought new thinking out into the open and through social networks. We now have more tools than ever to connect, collaborate and co-create, to meet-up for debates and conversations (or indeed, host a workshop on a specific business brand or business problem that needs new ideas.

However, these longer-term, future planning activities are still in their infancy as the challenge still remains to prove the value of the idea first, before it can receive validation from a wider community and there is always too much that needs to be done first.

Business is therefore often stuck in a re-active, roller-coaster-planning mind-set that is not dis-similar to how we as humans manage change and threats.

In business, profit drives a culture of fear and competitiveness. Which means our response mechanism is that we put our need to be first to market, before really taking time to breathe, consider the audience needs and ask them to be part of the solution.

From studying and learning how businesses ‘strategise’ over the years…

RE-IMAGI has found that leaders largely fall into two camps: those that care about the short-term sales and those who are focused on building long-term, sustainable results.

Our model highlights the polar opposites of each approach and how getting out of a ‘flight or fight’ mode and into a far more constructive, deep-thinking ‘bigger picture’ mindset, might just be the healthiest thing a business can do for themselves.

RE_IMAGI will be working with our ‘bigger picture’ clients to prove that designing for needs, fostering relationships (over sales) and being purposeful all of the time, is a far better and more successful way of doing business, that our future society can benefit from as well.

Do you agree? We welcome your feedback.


A new model for change management?
(Original post is available at:


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Only the Daring? Five Things We Can Do To Help Change In The Workplace Happen Faster

Dare Festival Melbourne

Future Space’s three pillars for designing the workplace, Angela Ferguson MD Future Space

Despite an onslaught of thunder and lightening on Monday 27th October 2014, the Changemakers of Melbourne made it to the Dare Festival to hear from a vibrant set of thought-leaders, giving practical tools and advice to help change the future of the workplace, as part of Melbourne Knowledge Week.

Until this point, my observations had been that HR had been merely tagged on at the end of social technology and change initiatives in the organisation (e.g. as rules and governance are carved out for employees or a certain new breed of talent changes the recruitment procedure required.) Dare Festival (which is also known as Spark the Change in the UK and CA), was therefore about ripping up this old HR stereotype and throwing it out the window.

And to be fair, it did a pretty good job.

A New HR Model

To start with, James Law, Head of HR at Envato proudly introduced the audience to the “New HR” model as the new business imperative, and its role being “to develop the heck out of everyone”.

There were further positive signals, as this is what the “new HR” model is also supposed to entail:   

 •    Support the mission and values   

 •    Create better leaders   

 •    Be human   

 •    Understand the individual

An altogether different audience profile

It was also encouraging to note that the audience of Dare Festival had a different feel to it than conferences I have attended before in the UK.

Hosted in a dome-like lecture hall at the University of Melbourne, there was a mix of Academic, Business, Tech, HR, Marketing AND Operations – instead of the normal social media types you always find in the room who are wired to talk about new things.

And let’s be honest, the level of change required for businesses to be more people first – profit second; to embed a culture of innovation and collaboration in every pocket of the organisation; AND to break down silos and hierarchies…is BIG and takes a combined effort for every stakeholder to work TOGETHER. So the right set of people were there, which was encouraging.

So these are five take-aways that I came away pondering about, that I believe can get us there faster:

1. We are all on the same page, but yet we are talking in completely different languages 

There are a myriad of terms out there including ‘social business’; “social enterprise”; “digital transformation”; digital disruption”; “Management 3.0”; “Agile Management”; “Change Management”; “Responsive Org” that are all working towards defining a new strategy for the future of business, each with their own communities and thought-leaders.

We need far more cross-collaboration amongst these networks to get everyone’s angle on the challenges we face and the strategies we can adopt. Otherwise we risk even further fragmentation of the ideas that can change the way we think about work, of which Steve Sammartino gave an animated synopsis of, at Dare Festival

(Perhaps if we are combined in our thinking, our clients won’t be so baffled when they cut through the sales pitch or methodology and realise we are essentially all selling/ coaxing them towards the same thing – change, to be a better business!)

HR should not just be supporting its leaders, it should be empowering its employees and giving them the autonomy to manage themselves, so there is less management – more teams. 

As Creative Networker, Jurgen Appelo, said in the closing of his talk, “the world needs far fewer managers”. I also believe, that if we reduce the number of managers and actually TRUST people to do their job, we start rebuilding a non-hierachieal, collaborative culture where people come to work minus the paranoia of holding on to their egos. However, this works for the pro-active of us (the Type A’s if you like); as for the Type B’s – who rock up to do work so they can go home at the end of the day, we do need smarter tools to help employees manage themselves and be productive.

Helping workers (and the many workaholics) make healthier decisions has become my new purpose and I am therefore building a business, to help employees understand the type of employee they are so they are better equipped with understanding their individual needs (to self-manage themselves). In addition, I want to look at changing the way the employee benefits package is designed so employees are empowered to co-create with their employers and tell them what they need to create a work/ life balance (on every level).

So far, I have an open business plan and blog to capture my research in this area which I invite your feedback on. Please do email if you have anything you would like to input/ discuss.

3. The term ‘Resources’ has so many negative connotations and implies the throw-away work culture that we have come to expect. We should be nurturing, building and growing people and building a culture that makes them better, not an environment that by default, works against them. 

Managing the ‘studio resources’ may have become typical agency speak, but I don’t believe it is very helpful or very human.

Project Managers have been trained in the art of ‘resource planning’, or pulling in people and dumping them when they aren’t needed, and now the new freelance market-places like Elance and Odesk work on this basis and see people as services rather than…well people.

So how about, in an ideal world, we view everyone simply as a consultant? Whether you are an employee or an outside contractor working on a project?

A consultant who will be collaborating and networking to do business with like-minded people, all working towards the same goal. (This is the overall premise of the global community Responsive Org, and our events are designed to harness network intelligence and build awareness of the changes needed across businesses of every size, and together, find ways to act and implement.)

Where a consultant is bought in as part of the overall working group, right from the start, with an explicit ownership of the process and outcome (making the PM/ watchdog job largely redundant), you can bet they will feel more accountable for their work – which leads to better work.

Giving autonomy to the group also empowers all members to work out who is needed and when, in order to make the most of their combined skill-sets and value. So rather than USING people for a service, you are UTILISING them for their contribution to the wider project; working WITH them – rather than FOR you and everyone taking accountability of each other (not via a manager).

Finally, there is the added by-product of having less people to deliver/ report into, which starts to take away the external sources of stress that workers are managing on a daily basis….

…leading to a healthier, more motivated employee/ freelancer.

4.  Every company should  have a ‘lab’ that is constantly in beta to test new ways of working. Product innovation is a discipline, so why don’t we see experimenting with culture and people development as something we should also put time and investment into?

Real Estate Australia are light years ahead of other businesses in the property sector, due to their constant commitment to innovation and change – which includes holding regular hackathons to find new products and ideas.

Big corporates can learn so much from start-ups. Not least, their ability to respond to risk and opportunity, and their hunger for constantly making things better – and never, ever standing still.

I am increasingly convinced, that the strategy for survival for any company today now lies in technology. Which means that it should therefore be a central part to any business, with the appropriate level of investment required to create bespoke tools for themselves.

However, too often, companies rely on off-the-shelf products that are built for en-mass needs and don’t necessarily take into account any unique elements of culture and the people who are required to use them.

And so often oodles amounts of time and money are wasted as a result..

So rather than seeing it as a distraction from the day-to-day business, perhaps companies need to start thinking like a start-up- be agile and create their own tech innovation lab which is embedded as atop priority on their strategic plans (no matter their primary product area), with its own products and services and revenue stream.

If this were to happen, could this mean that we might see a day where tech-companies-for-enterprise don’t exist per-se…because it is the corporates themselves that have started to take the reign on innovation made for them, constantly designing, experimenting with a new set of tools?

5.  The B corporation is a new type of business model that is measuring culture and benchmarking ethical standards of practice. All companies should aspire to this.

Homegrown in Australia and New Zealand and now in 36 countries, the B Corporation is about celebrating businesses that are conscious to the needs of society and providing a platform for this inspiring and growing, global community.

At the heart of the model is measurement and being accredited for being a ‘good’ business.

Much like the Fair-trade symbolism for consumerism, B Corporation has its own jobs board for anyone looking to work for a corporation and plenty of other tools to support the growth of its members

A commitment to ethical values is expected in every facet of the business and there is a rigorous qualifying benchmark to ensure this upheld, along with an annual benchmark report to sense check how a business fares against the best-in-class on: worker impact; environmental impact; community impact; and an overall performance B score.

This new business model, community and tour-de-force, revealed to Ben & Jerry, the Ice Cream makers, that they were lagging behind in their supply chain compared to other retailers. Forcing transparency and action, that may not have happened otherwise. It also helps Etsy, differentiate itself as a makers community with a very honest integrity that runs all the way through the business.

For start-ups, this certainly delivers a feel-good factor for creating a business, and further provides the perfect roadmap for change for any corporates out there needing to turn a new leaf in 2015 (of which I suspect, there are lots!)

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What does the future look like and how can technology help us get there?

Freemavens were able to get a glimpse of what this might entail from speakers across medicine, academia, change management, design, energy and business at the London Futurists conference Anticipating 2025 held at Birbeck College in March 2014.

The event offered a wide collective of thinking and access to practitioners who are all on their own path to innovation, testing and learning, to identify the opportunities technology can deliver the planet.

East vs. West approach to innovation

There was a general consensus from the room that we are only touching the tip of the iceberg and that in particular, it is the Western countries that are in danger of not realising their future potential as China and developing markets are investing harder and faster.

Developing markets are driving innovation despite the risk, because they have to. In contrast, the Western countries appear to take a more lasiez-faire approach, partly as a result of our bureaucratic systems are not agile enough to move with the times.

Consequently we are losing talent.

For Africa, investing in tech may even help the country skip the industrialisation age. They are aspirational and hungry for technology, as shown by this image presented by Azuri CEO Simon Bransfield-Garth, of children who don’t have the means for mobile phones, they simply create them out of mud (we love this)!


Image:, 2013


Lighting up Africa

The stark contrast of how much Africa has been paying for its electricity, is a clear signal that Africa needs creative solutions to empower its growth. With locals paying over x60 times more than the UK at $8 per kilowatt per hour to use a kerosene lamp, Azuri’s solar powered grid system now delivers a small amount of electricity to a lot of people and is gradually helping the 1.4B to be able to fish for longer, or children to study for extra hours. All directly supporting the local economy.

Here at least, quantity trumps quality and people are deterred from trying to beat the system because the Pay As You Go solar energy gatekeeper is the figurehead of the local community, the local fisherman in the case of Serea Leone, who locals are very careful not to piss off!

Slowly but surely, by cutting the cost of electricity, Africans are starting to get out of the poverty trap.


Image: Azuri Technologies, 2014 

Ghana, where technology & aspiration is coming alive

“If you only stay with what you know, you will get left behind”

This sums up the entrepreneurial spirit of students in #hopecity, a Silicon Valley for Africa that is creating jobs and changing people’s perceptions of Africa.

Freemavens recently took the Biz Couch for Oracle and Intel to report on how the project is also enabling a new generation of entrepreneur’s with 24-7 small business spaces and local schools are integrating ICT into every part of the curriculum.

Freemavens founder Andrzej was in awe at how quickly the entrepreneurial spirit was growing, from school age children to CEOs, and the confident attitude that Ghana, and West Africa as a whole, can leap frog the mistakes of the industrial age though participation in technology.


Image: The Biz Couch, 2014


So, what else did we take-away from Anticipating 2025?

As a company that is constantly pushing the boundaries of what is possible with creative and technology, Freemavens are obsessed with the future – challenging the norms and finding new ways to help our clients build brands worthy of advocacy.

Important signals for the future:

  • A global melting-pot of new ideas and businesses are starting to solve our planet’s problems through open-source and collaboration.
  • There is an emergence of entrepreneurs from the developing economies as they are no longer limited by where they live or by their lack of access to the internet/ mobile phones.
  • We have the nanotechnology to start winning the battle against diseases through complex data exploration and literally ‘blow up bacteria’.
  • Start-ups today are able to build a culture of consciousness – and stick to it.
  • We need more people to change the definition of wealth to something more meaningful and fulfilling.
  • Society needs new institutions that will ultimately empower people and services to control their own lives.


To watch the documentary on Ghana Hope CIty and find out more about this inspiring project, visit The Biz Couch Youtube channel.



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Mavens are a brand’s biggest asset, but you won’t find them by searching for the term ‘maven’

This week, Peer Index, the social influence science company, highlighted the one-dimensional view the industry still has on the practice of identifying and understanding influence. Namely the mis-conception that influence can be defined by a single word.

In their blog post, the Peer Index guys recorded the number of gurus, experts and mavens available for the picking, by literally searching for users who happened to have these keywords within their social profile. This entirely misses the point of the true characteristics of influence and why influence matters in a strategic business context. Imagine using the same methodology on a dating website to search for successful people by only searching for people who say they are successful in their profile!

Influence and in its purest form, advocacy, is not achieved via self-selection. In contrast, mavens are most likely to talk about a brand, cause, place or person simply because they love what they do. They have no need (or desire) to label themselves on their profile to the world as an expert in a particular field. They just are (and their network is likely to respect them all the more for their grounded sense of modesty).

Finding your mavens is a far more complex process than searching for a set of buzzwords. It demands a thorough understanding of the brand purpose, type of content and the stories that the brand is associated with. Only with this analysis, can you articulate a clear role that influence should play and the type of people, theme or community that you should be looking for to help you co-create your brand’s success.

Mavens will already have a joyful amount of evidence of their mavenry, but it will be up to you to find them. In some cases they will be in the most unexpected and obscure places which you might not associate with your brand. This means that whilst the social data that you can glean is an effective compass to finding mavens online, you might also find that the playground, pub, supermarket is the best place to start in the real-world.

Freemavens, a creative tech company that helps brands grow their business by harnessing advocacy, believes that everyone has the potential to be a maven about something in their life….it is just a case of understanding whether a brand and its mavens are aligned.

Where there is a synergy and relevance for both parties, there is an exciting opportunity to work in a creative partnership across all brand touch points from product design to point of sale to advertising. Very quickly, mavens will become a brand’s catalyst for change by defining exactly what it is the brand should keep/ start/ stop doing.

Of course, each maven has a different set of skills, networks, knowledge and behaviours to offer a brand and this understanding of their strengths and limitations is critical to ensure long-term success and relationship building with mavens.

Quite simply, the more you take the effort to get to know them, the more likely you are going to be able to meet their motivations and expectations. People want, and expect, brands to be more human. To listen. To learn. To act.

This is the business value of influence.

Working with mavens will pay dividends, providing always-on audience intelligence to tell you about their world and what’s important to them and their friends, all-the-while working hard to authentically share and be a part of your brand story.

As the role of brands today is to strengthen relationships between friends, brands who do not seek, value and listen to their mavens ultimately risk becoming irrelevant.

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Why social business is having an identity crisis and what we can learn from the ‘e’ days

‘E’ everything

As a student, I started my career in a Global “eBusiness”, a client-side consultancy role that at the time, was driving the early-beginnings of engaging with doctors and patients on-line.

Of course this was a grey area given the regulations for direct-to-consumer marketing, but one that I believe did ultimately benefit the consumer as information/ support became more open and accessible

The Pharma company christened this new way of marketing ‘e-marketing’ and very quickly developed a series of ‘e’ products and services that became a myriad of ‘e’ acronyms.

(Communicating and remembering the meaning of each of these proved quite a challenge!)

But crucially, the business had invested in the need for ‘e’ and set-up a best-practice unit which was tasked with identifying and mapping the internal stakeholders to define who might be the best influencers and advocates to spread the adoption of ‘e’ throughout the business.

The global department had an umbrella view on how ‘e’ could be included in every piece of communication, internally and externally and they were given a substantial budget to create pilot campaigns to win over brand managers.

Global road-shows and conferences also helped champion and promote ‘e’ thinking and very soon the business had rolled out disease education patient and doctor websites, on-line tutorials for ‘e’ learning and and a global patient portal to house an entire library of digital tools and content.

This was a pretty revolutionary shift for Pharma 10 years ago that was fresh and exciting, but one that did require a full-throttle internal comms push to get the business thinking more below-the-line and crucially, understand how the internet could complement traditional marketing and brand activities across its many therapy areas and change the way we do business.

The consultancy unit that I sat in was therefore more business than marketing, more internal facing than external and as a result was able to focus on building the strategic vision for the company.

Moving social beyond marketing

It is this business-wide approach that is critical if companies are to get social media integrated into the blood of an organisation.

‘Social media’ as a term is too marketing orientated so ‘social business’ was born to highlight the internal, cultural aspects that social technology offers and to get the C-Suite and other functions beyond marketing on-board to be customer-first, but this term also has far too many parallels with the social enterprises that are distinctly non-profit rather than corporate.

Changing the mindset of ‘social beyond marketing’; will take time and perseverance but the companies that are there are reaping the benefits in consumer trust which does lead to profit, and start-ups who are building in social consumer touch-points into their culture right from the start remain the best case-studies of this shift.

But for larger companies, although the need is clearly there, businesses are still only investing in technology with little budget available for strategy to push social adoption throughout the business.

Why social business is having an identity crisis

‘Social business’ the idea of business transformation that will enable an organisation to act faster, be smarter and stay relevant to their customers and thus stay in business, is not dead. But possibly. as suggested by Chris Heuer and Brian Solis, ‘social business’ as the term to drive this plan with the C-Suite and beyond marketing, is not gaining enough traction and therefore needs a re-brand.

I look at this from a planner’s perspective, that the largest benefit we can get from this movement is the speed, openness and accessibility of social data, about…well absolutely anything (from brands, consumers and products to business opportunities and competitor intelligence) and we can build technologies that enables us to layer this, cut this data on top of other sources across the business to make it more relevant or actionable.

A New model: real-time planning

Speed. Now that that is something that consumers want. Real-time responses to their Tweets, immediate engagement from the brands they care to Like on Facebook and 24/7 customer service for everything else. But so do employees, who need speed of information so they can be speedy in their decision making and take advantage of the opportunity now – before their competitors jump on it.

At its core, social business is about being more human and authentic to all your stakeholders (customers and employees) and establishing a renewed commitment in people, culture and technology, whilst working with customers as partners to build genuine advocacy through the use of social communication and technology.

‘A real-time planning’ mind-set is needed to make this strategy stick, then scale and grow.

It requires working with the existing cultures (understand them, work with them rather than fight against them) and invest in great talent who are already passionate on a personal level about the use of social technology, so they can champion something they already believe in and lead a break-through strategy across global functions on a professional level.

Breaking down knowledge silos through clever centralised reporting that can be shared with all departments and markets is also critical to this gaining momentum.

When ‘e-marketing’ was born as the first digital marketing wave, there was a rush for brands to get online and start talking to consumers, real-time planning should be considered as the internal mechanism to continue this digital success.

Because in today’s attention-deficit world, brand actions and timing count for everything.

Marketing’s job is therefore to catalyse an excitement about real-time planning through the use of social data, advocate the use of technology to do jobs better, put in place pilots to showcase the power of social and customer intelligence among peers and build a culture of constant digital innovation and collaboration.

At this point, social data starts to feed the org…and real-time planning becomes the integral process that distributes insights and action.

For more information on Fourinsight’s Real Time Planning Solutions contact

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Social is changing everything

Last week I attended an Enabling Catalysts & The RSA (Royal Society for the encouragement of Arts, Manufactures and Commerce) event, where instead of being talked to, we the audience were tasked to do the thinking and drive the conversation throughout the evening as a collective of #changeagents in the room.

We were also given pre-work which immediately established the quality of the event and proved a very useful tactic to introduce members to each other and set the engagement at a high from the start.

The subject of discussion was on ‘Organisational Transformation’ and I therefore joined the debate with my social business lens on. Given the prestigious setting of the RSA building and air of traditionalism with its fellowship programme, I thoroughly expected to have to fight my corner when it came to introducing this new, emerging area of social media and build the case of why i felt leaders need to be adopting strategies to manage this change.

This pre-conception of mine turned out to be very wrong as within minutes of discussing our first question, it was clear that the room was with me, as technology was quickly ear-marked as the fundamental catalyst for change happening everywhere now: from public sector, politics, journalism, start-ups and beyond.

In particular, some of the conversations that I had with groups and individuals highlighted social technology as the driving force of fast developing trends such as:

  • Better and deeper access to information
  • Globalisation as the norm
  • Multi-platform convenience
  • Public and consumer power
  • Personal profiles blurring with professional profiles
  • Death of the MBA
  • A deep consciousness and CSR
  • Scandal and fear feeding a deep-rooted lack of trust of our leaders

The impact of social being the life-blood of the new Gen Z was also noted as a fundamental reason for leaders to stay socially and trend aware, in order to adapt their thinking and to meet new expectations as Gen Z hit the work place.

Being a part of a #changeagent project

It was a fantastic privilege to have played a part in shaping others and my own thinking around all these inter-twined areas of society and business. It was a creative and inspiring experience hearing how each member in the room came at the questions we were given with their own individual lens and angles (e.g. social enterprise, charities, product design, start-ups, policy and politics, consultants and corporate). As a final discipline, we then distilled our thinking into 10 succinct words on what we felt the top qualities were that leaders needed to manage business.

Words such as authentic, social and trust were quoted as absolutely integral with a focus on the future and not the past.

Real-time was also highlighted as a critical competency of businesses to survive and stay relevant (music to my ears!)

The vast content that came out of the meeting is being consolidated as a RSA thought-piece and I for one, hope to continue the debate of this hugely engaging and though-provoking topic that the Enabling Catalysts are leading.

Other social innovation thinking from The RSA

Here is an excellent animation that The RSA also recently put together on the need to re-think the work-place.

(Brilliantly designed and spot on with how we still perceive ‘flexible working’).

Keep up the good work RSA and partners!

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View Social Business as a long-term strategy, not a quick-fix

Fast-paced businesses demand immediate results and ROI of new strategies.

However, if Dion Hinchcliffe, Chief Strategy Officer at the Dachis Group is to be believed. Social Business has both the capacity to re-define the economy and disrupt business as usual – so now more than ever, this is one strategy that has a lot to live up to.

It therefore needs careful planning and the right people in place to drive sustainable success (as opposed to a quick flash-in-the-pan success).

Here are five key learnings from my experience and readings of social business of how to set the right expectations of the project sponsors and stakeholders:

Be patient and over-communicate

It is important to stress that change will not happen overnight and this should be communicated as early into the journey as possible. Building a social business requires patience and lots of internal communication to keep all stakeholders engaged at every stage of the roadmap.

Expect road bumps

Social business theory and practice is continually developing and this means new and refined frameworks and thinking.  It is the consultant’s job to keep on top of this and apply to their client’s business to ensure projects are always optimised in accordance with industry progress.

Senior sponsors are essential

Ideally, social business will be identified as a need that comes from the top and they will be excited about its future potential: i.e. a socially-enabled business where all employees are connected to customers and partnering with them to create new products and services.

In cases, where there is more scepticism than encouragement coming from the C-Suite, social businesses leaders will find they have a harder job getting their projects prioritised. Without their support and motivation, social business will have a hard job.

Move quickly beyond marketing

It is likely that due to their own investment in brand social media, social business will be born within the marketing department as a way to get the rest of the business behind social media and its advancing technologies.

This is a great start, but very quickly social business needs to become a co-owned initiative across key functions such as but not limited to sales, customer service, insight, PR, business intelligence, media, legal, HR.

A steering group is a good idea with a sub-set of key advocates and influencers to keep the project moving and to ensure greater outreach to communicate key milestones amongst internal networks.

Future planning through a business lens

Social business planning will mean shifting your focus from now to next.

Your plan should now be long-term, with defined strategic goals that clearly set out the business want to increase social maturity over time.

Insight gathering exercises will inevitably uncover a myriad of business use cases that your internal stakeholders now have for social tools and these will become the skeleton of what overall success for the business might look like for the business (in its simplest form, this is likely to be a complex set of needs where there may not even be technology built yet for!)

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To read social data you need science & strategy

On Data Scientists

I am increasingly under the school of thought, that very soon it will be impossible to do good marketing or build a rock-solid strategy without them.

I see Data Scientists as the cogs to pull the necessary data, apply algorithms to complex data sets, and interpret patterns and relationships through modelling the present and future.

Their work upfront to structure the data in a way delivers more relevant, insight and context and this new world of 24/7 data around us increasingly demands the need for an intuitive, financial analyst mind-set.

Reading the social graph

Facebook Insights and the larger, Social graph, have opened up a world of data collection opportunities.I believe the most interesting opportunities that lay ahead for marketers is through the strategic application of layering types of public data (be it the weather, hospitals, bus times, personal fitness tracking) to get a deeper understanding of the external social triggers that impact consumer behaviours – ones that without evidence in the data, may have gone un-seen/ un-known.

Social intelligence can now enable diagnostic capabilities for brands and businesses that will take precision marketing to another level – and this will change the way we think about and do R&D, Insight, Business Intelligence & Sales.

The future of science and strategy?

Data Scientists will be the rock-stars that pull the hypothetical thinking into an exciting quantitative tool of reality.

Strategists will be the ones who can connect the data and translate into business opportunity.

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