1. MULLET STRATEGY @neilperkin (An approach to 21st Century strategy) 2. Tabloid or popular journalism is being done by the same outlets that produce the most serious chin-stroking think-pieces. In 2005 the Huffington Post pioneered this mullet strategy for journalism, which looked neat and respectable at the front, wild and hairy at the back. Emily Bell http://www.theguardian.com/media/2015/jan/28/emily-bells-2015-hugh-cudlipp-lecture-full-text 3. Most exciting opportunity 2015 vs 5 years time Econsultancy Quarterly Digital Intelligence Briefing Digital Trends 2015 4. Everything is connected 5. neat and respectable at the front, wild and hairy at the back? MULLET STRATEGY: 6. The Experience Economy, Joseph Pine and James Gilmore all businesses will need to orchestrate memorable events for their customers, and future economic growth lies in moving from providing simple goods and services toward delivering value through experiences and transformations 7. progressing from delivering services to creating platforms for experiences for the customers of their clients, and finally to guiding transformation within the client organisation itself and with the relationship that client has with its customers. https://econsultancy.com/reports/the-progression-of-agency-value/ 8. Delivering Services Staging Experiences Guiding Transformations Data Siloed data sources, basic data analysis tools Multichannel, Joining up data, basic attribution, automation Integrated digital and online/offline, real-time decisions, sophisticated analysis Technology Technology restricts, legacy platforms Agile development, software- as-a-service tech Customised dashboards, scalability of the cloud, actionable attribution modelling Skills Paid media skills, vertical skillsets, poor training Specialists & Generalists, Creative Technologists, Tech skills T-shaped, deep knowledge, human layer over tech, knowledge sharing Culture Rigid structure, Push not Pull, Waterfall project mgt More fluid structure, collaborative enviroment, more project work Interdisciplinary, cross- functional, small, nimble teams. Permission to fail. Entrepreneurial https://econsultancy.com/reports/the-progression-of-agency-value/ 9. We seem to ask ourselves this question a lot 10. WHAT IS STRATEGY? We seem to ask ourselves this question a lot 11. WHAT IS STRATEGY? We seem to ask ourselves this question a lot Dont we know? 12. Strategy is much more than a plan. A plan supposes a sequence of events that allows one to move with confidence from one state of affairs to another. Strategy is required when others might frustrate ones plans because they have different and possibly opposing interests and concerns The inherent unpredictability of human affairs, due to the chance events as well as the efforts of opponents and the missteps of friends, provides strategy with its challenge and drama. Strategy is often expected to start with a description of a desired end state, but in practice there is rarely an orderly movement to goals set in advance. Instead, the process evolves through a series of states, each one not quite what was anticipated or hoped for, requiring a reappraisal and modification of the original strategy, including ultimate objectives. The picture of strategy is one that is fluid and flexible, governed by the starting point and not the end point. Strategy: fluid, flexible, never-ending Lawrence Freedman, Strategy: A History 13. Strategy is really about building algorithms (rules) that help drive optimal outcomes in decisions. Noah Brier https://blog.percolate.com/2014/11/strategy-as-algorithm/ 14. Strategy is really about building algorithms (rules) that help drive optimal outcomes in decisions. Noah Brier https://blog.percolate.com/2014/11/strategy-as-algorithm/ But humans design those rules 15. Strategy is really about building algorithms (rules) that help drive optimal outcomes in decisions. Noah Brier https://blog.percolate.com/2014/11/strategy-as-algorithm/ But humans design those rules and algorithms are constantly being updated 16. "The key questions will be: Are you good at working with intelligent machines or not? Are your skills a complement to the skills of the computer, or is the computer doing better without you? Worst of all, are you competing against the computer?" 17. A New Type of Business Strategy 18. Strategy Innovation Transformation 19. Strategy/Planning Service/Experienc e design Change 20. GAFA and the Vertical Stack 21. DATA 22. Opportunity at the centre (BAU, automation, efficiency, creativity) and at the edges (emergent, design, understanding value) 23. FASHIONISTAS DIGIRATI BEGINNERS CONSERVATIVES http://www.capgemini-consulting.com/the-digital-advantage/ 24. https://www.flickr.com/photos/deathtogutenberg/12549479325/ Stop stuff being crap 25. Neat and respectable at the front: Staging experiences, great insight, strong creative ideas, campaigning, joined-up, not being crap Wild and hairy at the back: Continuous, responsive, guiding transformations, experimentation, new learning, new capability, helping marketers to re-invent their jobs, (and not being crap) Strategy is not a discrete analytical eventsomething decided, say, in a meeting of top managers based on the best numbers and analysis available at the time. Rather, it is a continuous, diverse, and unruly process Clay Christensen 26. Everyone is totally just winging it, all the time Oliver Burkeman http://www.theguardian.com/news/oliver-burkeman-s-blog/2014/may/21/everyone-is-totally-just-winging-it 27. THANK YOU! @neilperkin www.onlydeadfish.co.uk (and no, thats not me)