Customer experience and innovation expert Woody Bendle  is back today with his big, big, big, big strategic insights on big data analytics. Here’s Woody!

Strategic Insights – Much Ado about Big Data Analytics by Woody Bendle

Big Data is HOT!

Look at this Google Trends search on “Big Data” from this past Saturday (August 08, 2013).  You don’t have to be a statistician or a Nobel Prize winning macro economist to see Big Data has been on an AMAZING upward trajectory since 2011!



There is no denying Big Data is in vogue right now. Some might even say it’s pretty darned sexy!  But, as someone whose been tackling ‘Big Data’ for more than 20 years, I have to ask, “What the heck’s the big deal?”  We’re just talking about data – albeit, more of it.

Look, Big is relative; and as long as you know what you’re doing, data size should not be an issue given the current state and price of computing technologies today.  This leads me to think there is something more to all of this ‘Big Data’ chatter than simply terabytes.

Perhaps all of the hoo-hah surrounding Big Data analytics has to do with the different types of data out there.

Big Data encapsulates A LOT of different data types ranging from good (accurate and reliable) to bad (wrong and inconsistent).  Big Data can also be structured (numbers, etc.) or unstructured (a video posted on YouTube with someone railing on your company).  Also, some Big Data reflect location (latitude and longitude or a check-in on FourSquare) as well as things happening over time.  WHEW!

And for good measure, I even have my own classification for the different types of data (Big or not) I regularly encounter – these are Woody’s data ABCs.

  1. Attitudinal – what people are thinking, feeling and saying (or trying to say)
  2. Behavioral – what people are doing, where, when, and how often
  3. Crap – no explanation needed here

So sure, I’ll admit it, Big Data can be pretty complicated and complex. But this is what data analysis has always been about – for years. This leads me to think there is still something more to this whole Big Data thing than just data size and data complexity.

This is something I’ve been thinking more about lately, and I tend to believe the big deal has to do with the confluence of a number of technological trends that surprisingly snuck up on a lot of people, as well as the fundamental laws of demand and supply.

Our New Hyper-Digital Era

On the technology side, we now live a new hyper-digital era where due to advancements in computing capacity and speed, data capture and storage in conjunction with rapidly decreasing costs, virtually every move we make throughout every living moment of our lives is registered digitally.  Billions of people all doing hundreds (or thousands) of different things every day – all captured and memorialized in some digital form in the cloud.

In addition, the Internet revolution has enabled all sorts of technological, consumer , and social innovations which now allow people to create and share more data in one day than many companies used to generate in a pre-digital era year!

Think about all of the data each of us create every day through emails, text messages, Facebook pages, Twitter, Instagram, Pinterest, Vine, Yelp, WordPress, Blogger, etc.  And, not to mention the continual digital wake we leave behind with the GPS transmitters in our smartphones and cars.  All of these things individually and in combination generate more data than most of us can fathom – and certainly way more data than most in the business world are prepared to use.  And by use, I mean actually utilize in such a manner as to create new value for consumers, society, and businesses.

So, technological innovation is enabling the creation and storage of exponentially growing mountains of Big Data.  But this wouldn’t be happening if there weren’t market forces driving it.  That is, demand for Big Data led to the supply of it!

It always seems to come back to economics doesn’t it . . .

On the demand and supply side of things, we’re dealing with at least two different phenomena.  And this is where I think the real Big Data frenzy is stemming from.  The first is a case of being careful about what you wish for (because you just might eventually get it!); and the second is gross deficiency in the supply of analytical talent in the US.

You Asked for It

In terms of being careful about what you wish for, my sense is a lot of the Big Data issues many are living today probably involves a narrative similar to this:

1)     For years, the lack of data (or the costs associated with obtaining data) has been used as an excuse for not knowing (or being able to answer) something – if we only had more data

2)     Many, for whatever reason, erroneously believed that simply having more data would mean better and more valuable (insightful) data  –  these are probably the same people who believe you need to remove all of their blood in order to have a reliable blood test

3)     Over the past 15-20 years it has become amazingly cheap and easy to create and house A LOT of data.  As a result, there are now massive mountains of Big Data “out there” all over the place  – making the people using the old “if we only had more data” excuse pretty nervous

4)     Many (bosses, shareholders, government leaders, etc.) naïvely believe since Big Data is now relatively easy to capture and house, it also should be relatively easy and inexpensive to analyze  –  these are people who think Microsoft Excel is all anyone could ever possibly need to analyze anything – they also happen to be the same people who slept through their business calc and business stats courses and don’t know the difference between a T-Test and a T-Square (hint – one is used in carpentry)

5)     Very few people (in decision making capacities) have actually spent much any time thinking about the types of questions they want to be able to answer with Big Datalet alone how someone would actually go about answering them

6)     Even fewer people have spent much time thinking about how all of this Big Data should actually be configured.  That is, how it should be structured in order for it to be analyzed; thus enabling it to help answer all of these yet-to-be-defined business questions

7)     Many leaders are now nervously sitting on tons of Big Data and have come to the realization that they don’t have the right tools and/or the right talent within their organization to leverage their unwieldy Big Data asset

8)     Meanwhile senior leadership, boards and shareholders continue to wonder when all of the Big Data magic is going to begin! – I mean come on all ready would you! You’ve got all of this data that you’d been asking for; so do something with it already – and make us tons of money!  NOW!

In Search of Big Data Ninjas

This leads me to the second, and more problematic demand and supply issue surrounding Big Data – There simply aren’t enough well-trained Big Data analysts in the US labor market do anything of any value with all of this Big Data!

According to the US Department of Education, only about 10% of the 1.6MM undergraduate degrees conferred in the 2009-2010 academic year were in areas such as Computer Sciences, Engineering, Math and Statistics, and the Physical Sciences & Technologies.



These are the types of degrees Big Data analysts will have; and unfortunately for organizations needing to hire Big Data analysts, this is down significantly from nearly 13.5% of all degrees awarded in the 1980-1981 academic year.  If you are on the demand side of this Big Data equation, this is not the sort of trend you want to see in the face of the surging Big Data Tidal Wave! (Affiliate Link)

While I’m spreading all sorts of sunshine on our Big Data parade, here’s something else to keep in mind.  Only a small fraction of those who have graduated with analytic or technical degrees in the past twenty or so years are actually in the Big Data analysis business, and very few of today’s technically-oriented undergrads are aspiring Big Data ninjas.  The bottom line is an interesting reality where we are dealing with the rapid growth in demand for competent Big Data analysts in the face of a woefully insufficient supply.  I suspect it will take a good number of years before natural market forces arrive at equilibrium – that is, when the supply of Big Data slayers will equal market demand.

The Path Forward

There is absolutely no doubt that Big Data is finally here, and that it is truly here to stay.  There is also no denying that there are a lot of Big Data challenges that need to be better understood and dealt with.  However, if we make the proper investments in Planning, Preparing and Organizing  for Big Data, we can begin to realize the value that is promises.  I, by no means intend to trivialize or undersell the time, effort, and resources that will be required along the way.  This will be a big effort – after all, we are talking about Big Data. However this dilemma is a bit like the question about when is the best time to plant a tree. The best answer of course is yesterday and the second best answer is today.  Regardless of your current Big Data state, better Planning, Preparation and Organization today will ensure a better Big Data tomorrow.

So what do you think?  Are we really in the midst of a Big Data dilemma?  Or, is all of this Big Data stuff much ado about nothing?

And hey – on the bright side of things, if you happen to be a budding Big Data ninja…  Your future’s so bright, you’d better get shades (cue up Timbuk3)Woody Bendle


       (Affiliate Link)

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Here are two recent examples of opportunities for more effective audience-driven branding, if one is paying attention and thinking from the audience’s perspective.

A New Audience Member Doesn’t See Your Ho-Hum

Schanee-AndersonAt the Kansas Green Schools and Environmental Education Conference, I attended a discussion group on “Thinking Outside the Box about Community Partners & Resources,” facilitated by Schanee’ Anderson of the Sedgwick County Zoo. Schanee’ covered the importance of not presupposing what your audience will find intriguing about your brand experience based solely on what YOU find intriguing.

Just one of her great insights on audience-driven branding was to take people unfamiliar with your organization on a tour of your operation. When an unfamiliar audience member “oohs” and “ahhs,” take note: that is an audience-driven branding element that is special. It is something to feature, no matter how long ago you started taking it for granted.

Other audience-driven branding insights Schanee’ shared included:

  • Not just asking the usual suspects to participate in your non-profit’s activities. Look for people with no apparent ties to your cause who might have intense interests in your cause that are not readily apparent.
  • Continually provide your audience members with the inside scoop on your organization. This builds relationships through giving them he inside scoop even when you do not have a specific ask to make of them.
  • If the people in your organization need training, identify an organization whose people would grow by educating your organization on relevant topics.

Question: What kinds of opportunities could a more audience-driven look at your brand experience create for your organization?

Not Jumping the Gun on the Ask

I was talking with a fund raising executive about his organization’s newsletter. The top section of the newsletter, filled with links to news about the organization, its people, and their activities drives significant website traffic whenever they distribute the email. The newsletter section immediately following the newsy/personal links is a very direct ask about finding out more about wills, trusts, and estate planning. Not surprisingly, the number of clicks on the features in the estate and wills section is much lower.

We discussed the awkward shift between news and estate planning that makes it seem as if the organization is jumping the gun on its ask. As an alternative, we discussed developing a persona to represent his target audience: people in their 40s and 50s who are creating wills who rarely change their wills and trusts after they are completed.

Since his audience is connected to its youthful days as part of the organization, I suggested instead of featuring articles on estate planning, his more in-depth section should recap memories of his organization when his target audience was directly involved. These stories of yesteryear would actually engage the target audience. The associated links for these stories would focus on familiar people to the target audience who have actually engaged in planned giving. So now instead of jumping the gun to the ask, the organization uses two sets of stories of personal interest to the target audience to create engagement.

Question: How would more audience-driven stories open up possibilities to engage audience members wary of a direct ask? – Mike Brown

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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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Same-Old-IdeasThere’s always value in creating the greatest impact from the resources most readily available to us in organizations (which I learned just yesterday can be described with the much more impressive phrase: physical eolithism).

This is especially true when the people, financial, and other resources we need to get things done aren’t what they used to be or that we would want them to be. Talking about this with a client the other day for an upcoming creative thinking and innovation workshop I’m presenting, I blurted out, “It’s all about doing new with less.”

If you feel as if you’ve wrung everything possible from what’s available to you to produce creative and innovative programs, yet you still need to keep going or even do more, what are your creative thinking options for doing new with less?

Doing New with Less – Creative Thinking and Innovative Programs on a Shoestring

Here’s a collection of Brainzooming resources to help you in doing new with less through being more strategic, simplifying things, and sprucing up experiences on the cheap:

Reduce, Reuse, and Recycle Your Current Creative Ideas

Coming Up with New Ideas

Throwing Away What You’ve Done Before

Change Expectations

Shifting Roles Around

New Ways to Implement

Have fun diving into this list of creative thinking resources for improving your programs – even if you have to do it on a shoestring. – Mike Brown


Learn all about what Mike Brown’s creativity, strategic thinking and innovation presentations can add to your business meeting!

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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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Tear-Down-The-WallWhen it comes to social media strategy, we’ve been busy creating lots of content over the past two years since we first published a compilation of our social media strategy framework. In conjunction with a half-day workshop I’m leading today at the 14th annual Marketing World sponsored by Frost and Sullivan (#FrostMAR).

As a resource for both the workshop participants and all the Brainzooming readers, this updated social media strategy framework contains seventy-one links to both Brainzooming content and other key resources to help maximize your brand’s social networking impact, with a particular emphasis on its application to B2B brands.

If you’d like to talk more about how we can help you apply solid business strategy to your social media efforts, we’d be happy to help in applying our Brainzooming methodology to build a solid strategy and maximize the social networking impact of your investment.  – Mike Brown



1. Integration

 2. ROI

3. Guidelines


4. Listening

5. Building Relationships

6. Getting Noticed


7. Platforms

8. Time and Talent

9. Minimizing Risk


10. Content Marketing

11. Customer Engagement

12. Innovation

B2B Social Media Case Studies

 Regulated Industries

Other Group Topics

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If you’re struggling with determining ROI and evaluating its impacts, download “6 Social Media Metrics You Must Track” today!  This article provides a concise, strategic view of the numbers and stories that matter in shaping, implementing, and evaluating your strategy. You’ll learn lessons about when to address measurement strategy, identifying overlooked ROI opportunities, and creating a 6-metric dashboard. Download Your Free Copy of “6 Social Media Metrics You Must Track!”

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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In yesterday’s Brainzooming article about Dilbert and the misperception of finding the new magic answer in a new business book, I talked about the idea of creating your own, unique personal strategic tapestry.

The idea is you should continually add to your strategic leadership perspective with snippets all the news ideas you encounter. You should develop and challenge your cumulative perspective all the time, but never throw out your entire personal strategic tapestry based on what you read in the latest new business book.

Writing that post got me thinking about what threads are in my own personal strategic tapestry. My threads include both bigger and smaller learnings as you can tell from this list: the first eighteen personal learnings I wrote down off the top of my head. These are all in my personal strategic tapestry, pulled from some names you’ll recognize and others you won’t.

18 Strategic Leadership Learnings in My Personal Strategic Tapestry

080405 Mike Brown & Author Jim CollinsWeddings are optional, funerals are mandatory. – Rudy Giuliani

Ultimately, you can only control the integrity of your effort. – Jim Collins

Form reinforces function.Dave Wessling

A leader should say what he or she thinks only after the people who work for the leader share what they think. – Greg Reid

Don’t do anything stupid. – Bill Zollars

White space sells.Cyndi Brown

The best social media people will have a customer service background. - Chris Brogan

Great content will work in any order. – Greg Reid

Don’t decide for another person why you think they will say, “No.” – Bernie Brown

When you reach a certain age, never pass up a bathroom on the way to the elevator. – Newton Graves

It takes at least nine repetitions for a future customer to recognize and potentially act on your message. – Jay Conrad Levinson

Everything is invented. – Benjamin Zander

Don’t start your day listening to negative news. – Ed Foreman

You’ll come back tomorrow. – Fr. Earl Meyer

Make assumptions, share them, and keep going with your analysis and strategic conclusions.Gary Singer

Think of processes and even a whole business as the assets you can take apart and rearrange.Joe Batista

Don’t meet me there, beat me there. – Tony Vannicola

Treat people nicely. You never know what private hell someone is going through. – Susan Ayotte

Adding New Learnings to Your Own Personal Strategic Tapestry

These are all valuable learnings. Maybe you’d like to add one or two of them to your own personal strategic tapestry?  – Mike Brown

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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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Brainzooming blog reader, Randall Rozin, Global Director, brand management and marketing communications at Dow Corning is back with a guest post on lead management system success. Randall’s exploration of the topic is a great reminder of the interconnected nature and vital need for follow-up throughout to achieve the results from the investment in a lead management system. Here’s Randall:

Randall-RozinLead Management System Success

Generating a lead and following it to closure is a pretty simple concept. You define your target audience, develop a compelling offer, communicate the offer to your target, they respond, you follow up, and Voilà: a sale happens.

5 Key Phases from Exposure to Closure

As you can imagine, in the real world of business to business marketing it quickly becomes more complex. Whether you choose to develop your own process or outsource it to others, you’ll need to consider these five key phases for lead management system success.

1. Exposure

The “exposure” in this model can be thought of as the stimulus that you’re putting out into your market in search of a given type of response. In this phase, your marketing and sales teams have predetermined what an ideal lead looks like based on attributes, buying readiness, position, and timing. You’ve designed your offer to attract maximum customer response and fulfillment pieces are in place to properly respond to inquiries generated. Marketing campaign information is loaded into your CRM system to assist with funnel management reporting and downstream marketing ROI calculations. Internal teams and channel partners are pre-informed of exposure campaign objectives, available collateral and sales aids, and the timing of promotions. Your digital properties are also on the ready to help reposit materials and to serve as additional messaging outlets and lead source

2. Capture

Leveraging a common pre-qualification form to help screen for ideal leads based on upfront criteria makes the capture process more efficient. This allows the most valuable leads to proceed on to sales while less qualified leads are closed out immediately or returned to a nurture stream for future marketing actions. It is important to have a well thought out capture mechanism to catalog inquires coming from multiple marketing exposure campaign tactics. Being organized upfront is important for quick fulfillment of customer inquiries, and in being able to track marketing effectiveness and ROI.

3. Make Sure

To ensure your lead is sales ready, based on your qualification criteria, scoring systems are helpful to quickly communicate the sales readiness of a given lead before passing it on to sales or returning it to the nurture stream. Automating your scoring system in your CRM tool is valuable as it allows you to process more leads at a much faster pace. A fully qualified lead should be converted to an active opportunity.

4. Nurture

In many business-to-business firms, it is less common for marketing to generate an immediate sale. Team procurement processes, need for testing, specification writing and many other factors make for long sales cycles in business-to-business. With longer sales cycles comes the real need to keep in contact with a targeted customer to cultivate your relationship, to provide additional reasons why your solution is differentiated, to make additional offers, or simply to remind the customer that you are still interested in their business. Thinking proactively about your nurture streams and content requirements helps you avoid ‘dead air’ in between exposure and closure phases and enables your interim communications to be more strategic, integrated, and driven to a specific, desired outcome.

5. Closure

In this final phase you will either convert your opportunity into a sale or you won’t. Either way you need to connect the dots in your CRM system, ensure feedback to marketing is in place to measure ROI and inform future campaign strategies. If the closure phase results in a ‘no sale’ capture the reasons why. If the closure phase results in a sale, well done! But your work is not complete as you still have the opening to include your customer in future nurture streams designed to cross-sell and up-sell additional offers.

Bottlenecks in lead and opportunity management processes involve not having the proper key performance indicators in place with clear roles and responsibilities for your sales and marketing organizations – including channel. Additionally, having multiple repositories for customer and campaign data is nearly as dilutive to your enterprise efforts as having no repository at all as it limits your real pipeline view and forces many manual processes to aggregate information for management review and investment decision making. A central CRM system (customer relationship management) is paramount to orchestrating your overall process and in delivering the visibility of your overall sales funnel and helping you connect marketing ROI back to specific lead generation activities.

With KPIs (key performance indicators) and CRM systems in hand, you’ll be on your way to having a more accurate sales funnel with increased sales effectiveness and higher quality sales leads. As a result, your sales force will be more motivated with the leads they receive and your marketing teams will have improved insight on marketing effectiveness and improved creative direction for ongoing marketing nurturing programs. – Randall Rozin


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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative thinking and ideas! For an organizational innovation success boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

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Today, we have a second installment in our Brainzooming series on strategic thinking questions inspired by the Fast Company list of the 100 Most Creative People in Business 2013.

Today’s strategic thinking questions focus on creativity, social media, and content marketing.

As we mentioned in yesterday’s post, these strategic thinking questions don’t appear in the Fast Company most creative people in business profiles. They were created by reviewing the profiles and asking ourselves what questions those profile may have asked themselves while working on their creative achievements.

The reason we’re emphatic this is because of what happened with Fast Company after publishing our post covering the 2012 list. We noticed late one morning the main Fast Company account shared our tweet about the blog post. Noting the hundreds of thousands of followers they have, I quickly inserted a Brainzooming ad in the post, and waited for the blog traffic explosion. Then, as a double check, I went to the Fast Company RT to see what it would be like to wind up at our blog from a Fast Company link.

Guess what?

Fast Company swapped out our link to Brainzooming in my original tweet, substituting one to the list on its website. If we’d ripped off their copy, I would completely understand. But our content is unique AND featured more than 100 links to the magazine’s website. That’s a social media foul, in my book, but what are you going to do?

Here are today’s UNIQUE strategic thinking questions. You can click to get to the underlying profiles, but don’t expect to find these creativity, social media, and content marketing questions there!

Creativity, Content Marketing, and Social Media Questions Inspired by the Fast Company 100 Most Creative People in Business 2013

Creativity Questions

How many scary and risky things do you say “Yes” to in the course of a year? How many do you say “No” to? What’s the impact of your answers on your creative output? (13. Connie Britton – ACTRESS, NASHVILLE)

What are new ways to expand your global influences without having to leave your office? (2. Dong-Hoon Chang – EVP, HEAD OF DESIGN STRATEGY, SAMSUNG)

What’s the longest your organization has ever brainstormed, and are you ready to brainstorm 10x longer at one stretch? (27. Maria Mujica – LATIN AMERICAN MARKETING DIRECTOR, GUMS AND CANDY, MONDELĒZ INTERNATIONAL)

How can you deliberately create more white space to experiment, try stuff, learn, change, and do it better? (32.Hosain Rahman – FOUNDER, CEO, JAWBONE)

Why would it be interesting to hear you vent about what’s gone wrong or has failed in your life? (34. Marc Maron – COMEDIAN, WTF WITH MARC MARON)

If you were required to triple the number of new creative ideas you generate on any given day, what would you do differently to boost your creative output? (37. Darrin Crescenzi – SENIOR DESIGNER, PROPHET)

What creative residue do you leave yourself at the end of the day to fuel a quick creative start tomorrow? (47. Simon Rich – WRITER)

How can you grow the number of self-described “creatives” you talk to weekly to boost your new ideas? (6. Max Levchin – CEO, AFFIRM; BOARD MEMBER, YAHOO)

How would it change your creative perspective if, as a TV show’s creator is called a “showrunner,” your title were whatever you produce + “runner”? (77-83. TV’S Head of the Class – A GROUP OF SIX TV SHOW CREATORS)

If you typically have a plan in place for your creativity, how would just starting and seeing what happens feel more refreshing and creative? (77-83. TV’S Head of the Class – A GROUP OF SIX TV SHOW CREATORS)

How can you bring together young, experienced people and older, inexperienced people to reverse the typical learning environment of the older teaching the young? (84. Michelle Rowley – FOUNDER, CODE SCOUTS)

What happens when you flip your typical creative process around completely? (90. Pendleton Ward – ANIMATOR)

What’s stopping you from asking for favors and help from people you have no business trying to talk to? (96. Ruzwana Bashir – COFOUNDER, CEO, PEEK)

Lots of risk can thwart addressing lots of societal need, unless someone is bold enough to do something – how bold are you? (98. Wendell Pierce – COFOUNDER, STERLING FARMS FRESH FOODS)

Content Marketing and Social Media Questions

How can you collect and share more real-life stories of people your company has helped in meaningful, personal ways? (10. Scott Harrison – FOUNDER, CHARITY: WATER)

What would happen if you tried to come up with and select a year’s worth of content marketing ideas before you published your first piece of content? (18. Keegan-Michael Key and Jordan Peele – COCREATORS AND STARS, KEY & PEELE)

If you covered only one topic, how would the narrow topic free you for incredible diversity in how you deliver content on the topic? (20. Lara Setrakian- FOUNDER, SYRIA DEEPLY)

What are all the ways you are and aren’t making it easy for your fans to create and share content about their experiences with your brand? (40. Kate Phelan and Justin Cooke – CREATIVE DIRECTOR, TOPSHOP; CMO, TOPSHOP)

How are you getting ready to have your brand catch and do something with the content your audience throws back at you? (21. Jaime Robinson – VP, EXECUTIVE CREATIVE DIRECTOR, PEREIRA & O’DELL)

If you’re giving new content away, what and when will you get paid for it? (28. Diplo – DJ, FOUNDER, MAD DECENT)

What are new ways to serve up your best content and not just your most recent content to readers? (45. Kate Lee – DIRECTOR OF CONTENT, MEDIUM)

What will it take for your brand to process external inputs and do / say something about them in real-time via social media? (7. Jill Applebaum and Megan Sheehan – CREATIVE DIRECTOR, JWT; ART DIRECTOR AND DESIGNER)

Would a prank via social media potentially help draw attention to a cause you care about deeply? (76. Rebecca Nagle and Hannah Brancato – FEMINIST ACTIVISTS)

When it comes to content, what more could you do with your content to create attention for your brand or another brand that needs attention? (88. Sscott Borchetta – CEO, BIG MACHINE RECORDS)

How can you create a place for smart, opinionated, and even snarky customers to hang out and share their knowledge about what they love (which might not be your brand)? (91. Mahbod Moghadam – COFOUNDER, RAP GENIUS)

What will it take to create as clear a group of dissenters for your content as you have created fans? (92. Leandra Medine – FOUNDER, MANREPELLER.COM)

If you provided 3 weeks of training to the content creators in your organization, how would you best use the time? (97. Stephanie Horbaczewski – PRESIDENT, CEO, STYLEHAUL) 

Mike Brown

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.


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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