planning through paradox

LEADING THROUGH PARADOXBrandon Murphy, 22squared

@brmurphy

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PROCESS INFO HOLISTICALLY

MOVE RANDOMLY FROM TASK TO TASK

USE INTUITION TO SOLVE PROBLEMS

SEE END RESULT WITH CLARITY

CREATIVE

PROCESS INFO IN A LINEAR MANNER

IDENTIFY IMPORTANT DETAILS

ANALYTICAL

MOVE IN A SEQUENTIAL ORDER

USE LOGIC TO SOLVE PROBLEMS

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MY PATHBecoming a Strategic Leader

Huntington University Huntington Indiana

Played Basketball, Met wife 4 years

Fayetteville, Arkansas Branding and Shopper Marketing

2.5 years

Fort Wayne, Indiana Learned Lots of Shit

1 year

Toledo, OH Whoops

1 year

Detroit, MI Became Very Plannerly

4 years

Tampa, FL Helped Reinvent the Agency

8 years

Atlanta, GA Learned How to Lead:

Strategy, Analytics, Media and Account Management

3 years

Business Management and Psychology

Strategic Planner Thompson Murray

One-Man Marketing for Non-Profit

Church Doctor Ministries

Account Director Fahlgren Advertising

Planning Director Campbell-Ewald

Chief Strategy Officer West Wayne, 22squared

Chief Client Officer 22squared

1997 2001 201620051996 19991992

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MY PATHBecoming a Strategic Leader

Huntington University Huntington Indiana

Played Basketball, Met wife 4 years

Fayetteville, Arkansas Branding and Shopper Marketing

2.5 years

Fort Wayne, Indiana Learned Lots of Shit

1 year

Toledo, OH Whoops

1 year

Detroit, MI Became Very Plannerly

4 years

Tampa, FL Helped Reinvent the Agency

8 years

Atlanta, GA Learned How to Lead:

Strategy, Analytics, Media and Account Management

3 years

Business Management and Psychology

Strategic Planner Thompson Murray

One-Man Marketing for Non-Profit

Church Doctor Ministries

Account Director Fahlgren Advertising

Planning Director Campbell-Ewald

Chief Strategy Officer West Wayne, 22squared

Chief Client Officer 22squared

1997 2001 201620051996 19991992

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WHY THIS TOPIC?

PLANNING PARADOX

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GOOGLE PLANNERS

DATA BOUND

SOURCE: Informal survey conducted by 4A’s Strategy Committee

SPECIAL THANKS

Jen GrantGroup Director,

Strategy at Team One

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Phil HeuringStrategic Planning at Greenberg Strategy

Saya HeathcoDirector of Strategy at

22squared

David YeendGroup Strategy Director at

22squared

Chuck O’ConnorLate Planner

in Chicago

Hillary TraylorContent Strategy Director at

22squared

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Lead collaboration without becoming obsolete

Be inspiring but don’t be creative

Brand experts that can’t brand themselves

More data yet less inspiring findings

Awash in data yet planning doesn’t own insight anymore

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LET’S LIST SOME MORE…

WE WON’T SOLVE OUR OWN PARADOX UNTIL WE HELP OUR CLIENTS SOLVE THEIRS

Help me, help you!13

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THE FUTURE OF PLANNING RESTS ON OUR ABILITY TO LEAD OUR CLIENTS THROUGH PARADOX.

BRAND STRATEGY SCHOOL OF THOUGHT

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DISTILLATION

CHOICE

CONSISTENCY

FOCUS

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TOOLS OF CHOICEPOSITIONING MAPS

THIS NOT THAT

DEFINE YOUR ENEMY

BRAND ARCHETYPES

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COMMON ASSUMPTIONS

RIGHT VS. WRONG

EITHER / OR

MINIMIZE COGNITIVE DISSONANCE

SACRIFICE MANY THINGS TO OWN ONE THING

FOCUS AND BE CONSISTENT

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STRATEGIC PARADOX

SHORT-TERM

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LONG-TERM

DEEP TARGETING AND

BRAND LOYALTY

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LIGHT USERS AND

BROAD REACH

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WIN YOUNGER CUSTOMERS

RETAIN OLDER CUSTOMERS

PURPOSE

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PRODUCT

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STRATEGIC PARADOX

LET’S IDENTIFY SOME MORE…

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VIEW PARADOX AS A POSITIVE AND INNOVATIVE FORCE.

CHANGE OUR VIEWPOINT

BOTH/AND THINKING

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“”

EXPLORE THE NEW

CONSTANTLY

ENGAGE CONFLICTING

STRATEGIES SIMULTANEOUSLY

LEARN FROM MULTIPLE

PERSPECTIVES

EMBRACE MULTIPLICITY

TOLERATE UNCERTAINTY

LEARN FROM FAILURE

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TRANSCEND DIFFERENCES RATHER THAN RESORT TO COMPROMISE

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JUSTICE & MERCY

YIN & YANG

LAW & GRACE

LONG-TERM & SHORT-TERM

CHRISTIANITYTAOISM

THIS IS NOT A NEW IDEA

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4000 YRS AGO

JUDAISM

2500 YRS AGO

2000 YRS AGO

50 YRS AGO

BUSINESS

10 YRS AGO

TECH & INNOVATION

LEADS TO MORE ITERATIVE STRATEGY

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STRATEGY LAUNCH STRATEGY LAUNCH

INSIGHT INSIGHT INSIGHT

MEASURE MEASURE

0d 15d 30d 45d 60d 75d 90d

INSIGHT INSIGHT

STRATEGY

INSIGHT

STRATEGY

INSIGHT

STRATEGY

INSIGHT

STRATEGYPLAN

DESIGN LAUNCH

MEASURE

PLAN DESIGN

LAUNCH MEASURE

PLAN DESIGN

LAUNCH MEASURE

PLAN DESIGN

LAUNCH MEASURE

ITERATIONITERATIONITERATIONITERATION

HOW CAN PLANNING LEAD WITH BOTH/AND THINKING ?

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“ ”

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-SPOT THE

POLARITIESLEARN CRITICAL RELATIONSHIPS

SEE THE FULL PICTURE

CREATE OPENNESS TO MULTIPLE, EVEN CONTRADICTORY WAYS OF THINKING

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ACTIONSWHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE?

WARNINGSHOW DO WE KNOW WE ARE IN DANGER?

ACTIONSWHAT DO WE NEED TO DO TO STAY

UPSIDE AND AVOID DOWNSIDE?

WARNINGSHOW DO WE KNOW

WE ARE IN DANGER?

THE GOAL OF BALANCE

THE FEAR OF IMBALANCE

UPSIDES

DOWNSIDES

UPSIDES

DOWNSIDES

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WE ARE IN DANGER?

THE GOAL OF BALANCE


INSPIRING AND ASPIRATIONAL

BRAND TAKES LEADERSHIP POSITION

EMOTIONAL AND FULFILLING

APPLY TO EVERY PART OF BUSINESS

DOWNSIDES DOWNSIDES

QUICK WINS

HAPPY STAKEHOLDERS

EASY TO DEFEND/EVALUATE SUCCESS

STEAL SHARE

PURPOSE PROFIT

LOWER APPEAL VALUE-CONSCIOUS CONSUMER

LESS TANGIBLE AND PRACTICAL

KEEPS YOU FROM DOING PROFITABLE THINGS

TAKES TOO LONG

UPSIDES UPSIDES

GREED CAN TURN OFF CONSUMERS

DILUTES BRAND, LEADS TO QUESTIONABLE DECISIONS

SHORT-TERM THINKING

KILLS CULTURE

GOOD GUY WINS, CONSISTENTLY

FLAWED AND UNSUSTAINABLE SUCCESS

GET AUTHENTIC BUY-IN

SET MEASURABLE GOALS

OPERATIONALLY FULFILL PURPOSE

SET COST BOUNDARIES

DON’T ACT RANDOMLY

TIE EVERYTHING TO A “WHY”

SET BOTH SHORT-TERM AND LONG-TERM METRICS

THINGS FEEL THIN

DELUGED WITH QUESTIONS

HIGH OPPORTUNITY COSTS

NO CLEAR CTA’S

SLOW MOVING

LOSE GOOD PEOPLE

WAR-LIKE LANGUAGE

BUY SHARE INSTEAD OF EARNING IT

PAVLOVIAN CONSUMERS TRAINED FOR THE DEAL

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WE ARE IN DANGER?

THE GOAL OF BALANCE


INSPIRING AND ASPIRATIONAL

BRAND TAKES LEADERSHIP POSITION

EMOTIONAL AND FULFILLING

APPLY TO EVERY PART OF BUSINESS

DOWNSIDES DOWNSIDES

QUICK WINS

HAPPY STAKEHOLDERS

EASY TO DEFEND/EVALUATE SUCCESS

STEAL SHARE

PURPOSE PROFIT

LOWER APPEAL VALUE-CONSCIOUS CONSUMER

LESS TANGIBLE AND PRACTICAL

KEEPS YOU FROM DOING PROFITABLE THINGS

TAKES TOO LONG

UPSIDES UPSIDES

GREED CAN TURN OFF CONSUMERS

DILUTES BRAND, LEADS TO QUESTIONABLE DECISIONS

SHORT-TERM THINKING

KILLS CULTURE

GOOD GUY WINS, CONSISTENTLY

FLAWED AND UNSUSTAINABLE SUCCESS

GET AUTHENTIC BUY-IN

SET MEASURABLE GOALS

OPERATIONALLY FULFILL PURPOSE

SET COST BOUNDARIES

DON’T ACT RANDOMLY

TIE EVERYTHING TO A “WHY”

SET BOTH SHORT-TERM AND LONG-TERM METRICS

THINGS FEEL THIN

DELUGED WITH QUESTIONS

HIGH OPPORTUNITY COSTS

NO CLEAR CTA’S

SLOW MOVING

LOSE GOOD PEOPLE

WAR-LIKE LANGUAGE

BUY SHARE INSTEAD OF EARNING IT

PAVLOVIAN CONSUMERS TRAINED FOR THE DEAL

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WORKSHOP OUTPUTS

@BRMURPHY

[email protected]

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