Which has the greater power… tracking the same data you’ve always measured … or paying attention to something new? Organizations gain comfort by tracking well-worn metrics. This, unfortunately, is like steering down the expressway by looking into the rear-view mirror. But yesterday’s metrics can easily deceive. Changing consumer preferences or lifestyles … some new idea or technology … or some entrepreneurial model is guaranteed to disrupt. Seek all-new metrics and learn something radically new – or risk being left behind.
In this social and app driven world, organizations thrive on data and the pace of its creation appears to be accelerating. Busy executives are increasingly at risk of being buried by reams of data. Their desire is for meaningful, at-a-glance information and time-efficient analytics that help them identify progress against goals, the need to make tactical adjustments, and spot potential opportunities. Leader brands create value when they simplify the interpretation of data with great speed and agility.
Increasingly, the annual strategic planning exercise is being replaced by a new paradigm … one where “transformation” is constant. It is an organizational mindset where agility and fluidity are virtues. Where transparency rules. Often there are but two focal points: accelerating consumer engagement and accelerating business economics. Ideas are pervasive. Disruption is perpetual. Here, a brand’s core values drive clarity of focus and unity of purpose. But “transformation” – in this sense – cannot be imposed. It can’t come the outside. It must be grown culturally … top-down and side-to-side. If not authentic and genuine, gravity will reject it. For sure, those who embrace constant transformation will deliver tomorrow’s innovation, adaptability, and speed-into-market.
Even with the best strategy, solving complex issues is difficult. Truly ownable solutions are always more valuable than the sum of their parts. Creating them is an iterative process … one that starts with clear objectives and an open mind. This demands the cumulative ideation of a team of experts, brand avids, and strategic partners. Next, screening these ideas for organizational fit and identifying greatest impact opportunities. As individual ideas are refined, they are combined with others to form more comprehensive solution sets that are much more difficult for competitors to replicate. Testing occurs all along the way and even expands to address more complicated scenarios. Thus, pre-proving potential implementation hurdles.
The universe is filled with great ideas stalled at the doorstep of implementation. Execution is driven by front-end diligence – the “preparation for implementation.” It is the road-mapping, the anticipation, the gamification that proofs all aspects of implementation to ensure ease, agility, and a breadth of understanding. In saying that, success is likewise driven by communications … a powerful storyline that clearly defines not only process and expectations, but more importantly, the value-driven rationale for the effort. Normandy illustrates the fragment-of-time during which success must be achieved. Do-overs are rare realities.
Metrics are essential for determining the success (or failure) of any effort or program. Usually, these include a combination of quantitative and qualitative measures that establish a clear baseline from which impact on consumer behavior and/or operational efficiencies is calculated. Yet the mechanics of “how” and “when” are nearly as important as defining “what” is measured. This is especially true during the critical implementation process when team members take-on new responsibilities and consumer expectations begin to change. Here, the frequency of metrics enables savvy brands to quickly identify and adjust roll-out to improve success.