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Matt Britton, a millennial generation expert, spoke about the anticipating the Class of 2025 as the keynote speaker on the closing day of the October 2017 Social Media Strategies Summit in New York. His keynote got us thinking about how today’s ten-year-olds (the Class of 2025) will change the landscape for brands, following in the wake of the impact millennials have created.

A Future-Looking Strategic Thinking Experiment

Reviewing the copious notes, here are strategic thinking starters for thought experiments as you imagine your future organization and market.

A Radically Different Audience Base

Britton discussed the fact that younger millennials (born between the early 1980s and late 1990s) and Generation Z (born mid-1990s to mid-2000s) are the first generations to grow up with the internet in their households. Because of the lifelong availability of the web, Britton contends their brains are wired to think and consume differently.

For the class of 2025, it goes further: they were born with phones in their faces. They are developing collaborative projects online in grade school. The availability of learning outside traditional schooling structures will change the training and pool of employees, leading to greater diversity, fewer people with traditional college degrees, and a need for specialization vs. careers as generalists.

Strategic Thinking Experiment Starters:

  • If none of our employees had college degrees and were instead DIY or technically-trained, how would our business model and processes change?
  • What could we do better in this scenario? What would we do differently?

Talking to Machines, Not People

Changes in how we interact with computers, robots, and other devices are already underway. Instead of typing, we’ll increase voice interaction – or mind control. Britton’s claim is “hardware is the final mile.” That’s why Amazon and Google are moving to hardware, because it will dramatically impact online search results.

Where people once might have viewed several search pages to find answers, now it is about a brand needing to be among the first ten recommendations on Google. With voice delivery, people won’t listen to more than one or two options. If the voice hardware doesn’t mention your brand, you are out of luck; thus the importance of shaping how the hardware works. With devices talking directly to devices, the dynamic changes even more.

Strategic Thinking Experiment Starters:

  • What will it take to set up a marketing innovation team to understand how voice technology changes our marketing, sales, and customer service? Where should the team start exploring?
  • If we don’t have a team looking at the impact of the Internet of Things on our business, what do we need to do to get on it by early 2018?

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Renting vs. Buying

Britton combined several trends to explain why millennials (and later, the class of 2025) will want to rent things instead of buying and owning them:

  • City and downtown living is a pull for millennials. As demand and prices rise, they can’t afford bigger places. The result is they won’t / don’t have room for as many things.
  • Parking is an issue. The greater density of amenities in downtown areas makes walking, biking, and public transit more attractive. Thus, there is no need to own a car.
  • In a gig-based economy, organizations will downsize offices. Gig workers will look increasingly to collaborative workspaces to rent a desk or place to congregate and work.
  • As having more things is less attractive, experiencing more things (and documenting the experience digitally in photos and videos) is all the rage. The goal becomes pursuing experiences just to be able to take a picture and show it to others, with the expectation that the experiences and images are life changing and defining.

There are numerous examples: massive valuations for Uber and WeWork, the popularity of Color Runs, and Get the Flight Out (GFTO offers last minute flights deals so going to exotic locales to take pictures is more affordable).

Strategic Thinking Experiment Starters:

  • What changes in our business if most customers want our product or service on demand versus owning it?
  • How do we move faster to introduce a self-disruptive business model before another brand does?

Abandoning the Middle

Britton predicted a continued move toward a “barbell economy,” where the middle class and mid-range products are being “wiped out.” He points to a major potential brand implication: the best growth opportunities are for luxury and value brands. Luxury brands can create high-impact, premium-dollar (potentially convenience-rich) experiences (see the renting vs. buying impact) and value brands can uncover supply chain innovations, taking costs out, and maximizing simplicity (Brandless sells essentially generic, but “better” food products, all at $3).

Strategic Thinking Experiment Starters:

  • If we have a middle-market product or service, what will be left of our business if it dries up?
  • What does the ultimate, premium, high-end version of what we produce look like? What does the generic, everything costs the same version of what we do look like?

Old Hat, Old Thinking, or Both?

Whether these predicted trends feel old hat or impossibly far off for your business, you should take Matt Britton up on one of his ideas: creating a shadow board of millennial employees to advise your Baby Boomer and Generation X senior leaders on what’s coming. Create this type of group, and spend time with them imagining what your brand and marketplace’s future looks like.

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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What strategic thinking skills are important in helping find agreement for action amid a big, unstructured conversation?

That was the challenge during a nonprofit board call. The call was an opportunity for board members to react and share perspectives for the first time as a group about a critical business topic. The meeting objective involved identifying actions the board supported and would collectively recommend. We found our way to three target recommendations after two hours of conversation.

One board member remarked later how easy it was to get lost in the back-and-forth without identifying anything the group would recommend.

5 Strategic Thinking Skills to Lead Groups to Action

How then did we find three areas for the board to agree to as action items? Here are five strategic thinking skills you can employ in comparable group situations:

  • Listen for verbs. Verbs suggest action. Listen especially for actions you imagined before the call that the group might embrace and advance. Having a list prepared ahead of time helps you focus and piece together answers from snippets of conversation.
  • Figure out who the leaders are historically and on the call (if they are different). Listen for when a group leader voices something that agrees with someone who is less vocal. If you can find agreement there, it’s a powerful combination: the leader picking up on a more marginal player’s strategic thinking.
  • If you can identify a core idea for action, listen for other suggestions that build on, complement, or enhance the original idea. Highlighting other strategic thinking lets you keep returning to the core idea. Doing so grounds the group in hearing the core idea repeatedly and focuses their strategic thinking on that idea vs. pursuing unrelated directions.
  • If you modify an action-oriented idea with different strategic thinking, return to the person with the original idea to see if that makes sense for them. You want to improve the recommendation and build on it, but not at the expense of losing your original supporter.
  • Don’t linger too long if the group reaches some level of agreement. You don’t want to try to work for total agreement and risk seeing what agreement you had unwind through additional discussion.

Employ these five strategic thinking skills when you need to give a group room to talk, but also to move toward action.

It won’t necessarily be easy, but it should speed up getting to agreement. – Mike Brown

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I delivered a Brainzooming workshop on “Budget-Extending Social Content Strategy” at the Social Media Strategies Summit this week. We had more than forty attendees, which is a lot for a three-hour, interactive workshop. We adjusted our approach to maximize the interaction among the participants. During the time together, we worked through various Brainzooming tools to develop and implement social content strategy that is smart online and drives results for a brand.

Little did I suspect that covering career strategy would become an offshoot topic during the workshop.

Several attendees during and after the workshop recounted how their senior executives (typically from an earlier generation), don’t want to talk about their brands online. The reasons range include a corporate stance to not talk about what they do, relationships with suppliers and customers, fears of violating regulations, and a general skepticism that anybody that follows a brand’s online content EVER buys anything.

Yes, these concerns are ALL still out there.

Taking with several attendees about strategies to change these opinions, and the roadblocks they continue to expect, I finally suggested, “Maybe it’s time to find another job?”

That comment led to at least one powerful set of conversations with a young woman who realized that her future likely doesn’t include the brand where she is now. We talked about the importance of developing the next thing while the current thing is still paying the bills. On the conference’s second day, we talked about her passion for learning from and helping to mentor and develop strong woman in business. It all started to come together that this passion is her platform for changing the world. She’s committed to start blogging about it. And it’s not hard to see her writing a book and speaking about this, beyond all the individuals she’ll help in person.

13 Career Strategy Articles to Help Develop Your Next Job

When I pointed her to some background articles on the Brainzooming blog, I realized they were not in one place and easily findable.

Maybe you are in a comparable career position, where your skills are stagnating because your current brand’s executives can’t be convinced there are new and better ways to do things. If so, you may want to start thinking about whether it’s time to find another job (and act on it if it is).

Here are thirteen career strategy articles to help your exploration:

Keeping Things Going in Your Job Right Now

9 Ways to Understand the Political Fray and Stay the Hell Out of It

3 Strategies for Navigating a Political Environment

Career Challenges – 6 Ideas when Losing the Love for What You Do

Career Success – 7 Ideas If You Don’t Care About What You Do Anymore

Strategic Thinking Exercise – Simply Making Big Decisions

Corporate Sociopaths and Horrible Bosses – 7 Ways to Survive Them

Doing the Work to Start Finding another Job

The 4-Step Career Advice Nearly Everyone Ignores

Career Change – 4 Career Tips for a Mid-Career Professional

Is Your Personal Brand Portable to Another Job?

The Strategy for Exploiting Your Mindless Job

Career Strategy: Dear Job, I Can’t Quit You

Career Success Strategies – 6 Steps When You’re Laid Off by Anonymous

Career Strategy Challenge – 5 Ideas When You Lack Résumé Metrics

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I stopped by the grocery store to use the ATM the other morning before leaving for New York to deliver a content marketing strategy workshop today at the Social Media Strategies Summit.

I decided to walk around the store to find something for lunch before getting on the plane. Finding nothing even remotely appealing, I headed for the door, not expecting to witness a solid customer experience strategy lesson.

Passing by the checkout aisles, I noticed a customer starting to unload her cart. Based on the checkout area’s configuration, the checker couldn’t see where the customer was or that she was beginning to unload her groceries. Since the store was dead this early in the morning, the checker came around to the front of the lane to wait for customers. By this point, the customer had moved further into the lane, but after the checker left her post.

The result?

The customer had her groceries all out on the belt. She was ready to have them checked, pay, and get out. The entire time, the checker was at the front of the aisle looking for customers heading her way to see them early and run around to her station to provide quick service.

DOH!

Via Shutterstock

Watching this scene develop, I stopped by the front door to see how long it was going to take for either the customer or the checker to realize there was a problem! It took so long, and I was in a hurry, waiting thirty seconds wasn’t enough time to see how long it finally took to discover the mistake.

Is Your Brand Making this Customer Experience Strategy Mistake?

Turning to go, I realized I have been guilty of doing the same thing as the checker. Many a brand is guilty of this as well: so eagerly trying to track down a new customer that it is missing all kinds of opportunities to serve and accommodate the customers it has.

Poor visibility into customer interactions or faulty customer experience strategy design could both be issues. That was the case in the grocery store. Other times, it may be that there’s more thrill in the hunt for a new customer than in tending to those you already have.

No matter the reason, it’s a good idea to step back and ask: Are we treating our current customers with all the enthusiasm and attention we show to the new person that is just walking through the door!

Well, are you? – Mike Brown

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Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I found this article recently. It was written back in my corporate days during the blog’s first year (June 27, 2008). Honestly, I’d forgotten about it. A search on the Brainzooming blog to track down content for an updated strategic thinking presentation uncovered it. Reading “9 Ways to Understand the Political Fray and Stay the Hell Out of It” after all these years, it may be the most beneficial article we’ve ever run. That’s even with thousands of articles since its original publication. It serves as the foundation for nearly all our content, making it worth a republish and sharing it with all of you that never saw it originally.

9 Ways to Understand the Political Fray and Stay the Hell Out of It

Via Shutterstock

The title is from a leadership presentation that I do. It’s how I’ve tried to live my life in business, organizations, and relationships. I’d never specifically articulated what “understanding the political fray” means though until a good friend said recently that she’s just not politically savvy. Here are eight general principles I shared for being attuned to an organization’s political environment.

  • Understand the organization’s long-term needs.Use your strengths to best address those needs and create results.
  • Know “what” drives the business– which revenue streams and cost centers really matter.
  • Translate that into “who” drives the business. Then figure out where you stand now relative to the “what” and the “who,” and where you want to stand relative to both in the future.
  • Figure out the organization’s tolerance for variation from the norm in the areas (important and unfortunately, trivial) on which people judge people. Know what the expectation is for fitting a certain type and make very conscious decisions about where you’ll play along (i.e., “fit”), and where you’ll make your stand for being different.
  • Consistently and unequivocally deliver value. Do it for lots of people at all levels of the company – above you, with peers, and at lower levels of the organization.
  • Make sure you’re seen as someone people can talk to and confide in Ask open-ended questions, listen, provide a little bit of sound counsel, and keep confidences. You’ll help others and learn a lot.
  • Always know who you can trust. Challenging issues and situations are great tests of this. The people who support you and / or have your back during the intense times are the people that you should go out of your way to invest in generously.
  • Don’t stop thinking, and don’t say everything you think.
  • Cultivate as many personal options as possible, and know how realistically they can come to fruition.

All these ways to understand the political fray and stay the hell out of it still all stand up for me, and I hope they benefit you!  – Mike Brown

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Our free “Big Strategy Statements” eBook lays out an approach to collaboratively develop smart, strategic directions that improve results!


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It is possible that great ideas are expressed very clearly and distinctly so that everyone understands them right away and sees the appropriate value they deliver and the impact they might create.

More often, however, it seems great ideas come along with a variety of other things that are not going to add tremendous value to creating great strategy. That’s when having the strategic thinking skills to extract the great ideas from everything else is so vital to them seeing the light of day and getting the consideration they deserve.

9 Strategic Thinking Skills to Create Clarity for Great Ideas

Thinking about some of the strategic thinking skills involved in that task, here is a handy checklist you can use with yourself and others to see how adept you (or they) are at surfacing great ideas. How good are you at…?

  1. Organizing ideas in a logical way
  2. Being able to organize ideas in multiple logical ways (and a few surprising ones, too)
  3. Removing things that don’t fit so that great ideas are more apparent
  4. Identifying what is important from among lots of details
  5. Finding common threads others will understand, even though they cannot originally identify the threads
  6. Focusing attention on the few things (whether results, ideas, costs, issues, etc.) that account for most of the overall impact
  7. Adding in overlooked things that fit with other ideas to make them all better
  8. Sorting out what matters from what gets attention
  9. Hearing the ideas people mean to say even if they don’t say those ideas exactly

Do you stand out at these strategic thinking skills? Or do you potentially squander lots of great ideas because they don’t get the attention they deserve?  – Mike Brown

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The 600 Most Powerful Strategic Planning Questions

Engage employees and customers with powerful questions to uncover great breakthrough ideas and innovative strategies that deliver results! This Brainzooming strategy eBook features links to 600 proven questions for:

  • Developing Strategy

  • Branding and Marketing

  • Innovation

  • Extreme Creativity

  • Successful Implementation


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“Do you see any returns from all the blogging and social media stuff you do?”

People routinely ask some variation on that question about our social-first content marketing strategy.

I understand why they ask.

If they follow the Brainzooming blog or our presences on Twitter and Facebook (where we are most active – so go follow us there, please!), it’s only natural to speculate about how much time it takes, what it is doing to help grow our business, and whether they stand to see comparable benefits from investing time, energy, or dollars in creating content.

23 Content Marketing Strategy Benefits for an Emerging Brand

The simple answer to the question is we certainly see returns from the blogging and social media sharing we have been doing since before the Brainzooming brand existed as an independent organization.

Thinking about the list of impacts for our emerging brand, our content marketing strategy:

  1. Built and and continues to cultivate a global audience for the brand
  2. Paved the way for transitioning a capability inside a Fortune 500 organization into the separate and standalone Brainzooming brand
  3. Provides credibility with human and search engine audiences that the website is a worthwhile place to go for information on strategy, innovation, and branding
  4. Attracts audiences on social media networks
  5. Demonstrates how and what we think
  6. Helps new people begin to understand what we do
  7. Allows us to demonstrate what we know and what we can do without having to beat down doors or pester people with phone calls they don’t want
  8. Offers a reason for people to come to the website or subscribe to our content (which leads to them seeing information about what we do and can offer them)
  9. Keeps our name in front of people interested in our brand that develop into clients later
  10. Has created (and continues to create) fans for the brand
  11. Sustains relationships with current and future clients until they are ready to buy our services
  12. Attracts potential partners
  13. Provides the ability to create new formats (such as custom tools for clients) in a fraction of the time that creating brand new content would require
  14. Creates interest in our services among social media audiences, leading to new clients
  15. Leads to speaking opportunities, which create income and new blog readers and then lead to additional new clients
  16. Sends a message that the brand has substance
  17. Lets us rapidly answer questions for potential clients with little incremental time or dollar investment
  18. Is a source for new presentations, workshops, and keynotes
  19. Turns into diagnostics that become core pieces of our service offering
  20. Interests like-minded people in wanting to work for us
  21. Opens the door for us to compete for and win work against some of the world’s top strategy and branding consultancies
  22. Allows us to deliver on client projects more quickly and efficiently than we otherwise could
  23. Feeds into creating downloadable eBooks that attract major new clients

That’s a quick list of what all the blogging and social media sharing (in short, our content marketing strategy) has done for Brainzooming as an emerging brand. We’re a brand that started from scratch and bootstrapped into a viable business and an emerging brand, largely based on a content marketing strategy.

So yes, we do see results from all our content. Moreover, we are committed to the strategy and benefits we can deliver with our social-first content. Thanks for being a part of it!  – Mike Brown

Boost Your Brand’s Social Media Strategy with Social-First Content!

Download the Brainzooming eBook on social-first content strategy. In Giving Your Brand a Boost through Social-First Content, we share actionable, audience-oriented frameworks and exercises to:

 

  • Understand more comprehensively what interests your audience
  • Find engaging topics your brand can credibly address via social-first content
  • Zero in on the right spots along the social sales continuum to weave your brand messages and offers into your content

Start using Giving Your Brand a Boost through Social-First Content to boost your content marketing strategy success today!

 

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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