Category: ideas | 想法 | 생각 | 考える

Ideas were at the at the heart of why I started this blog. One of the first posts that I wrote there being a sweet spot in the complexity of products based on the ideas of Dan Greer. I wrote about the first online election fought by Howard Dean, which now looks like a precursor to the Obama and Trump presidential bids.

I articulated a belief I still have in the benefits of USB thumb drives as the Thumb Drive Gospel. The odd rant about IT, a reflection on the power of loose social networks, thoughts on internet freedom – an idea that that I have come back to touch on numerous times over the years as the online environment has changed.

Many of the ideas that I discussed came from books like Kim and Mauborgne’s Blue Ocean Strategy.

I was able to provide an insider perspective on Brad Garlinghouse’s infamous Peanut Butter-gate debacle. It says a lot about the lack of leadership that Garlinghouse didn’t get fired for what was a power play. Garlinghouse has gone on to become CEO of Ripple.

I built on initial thoughts by Stephen Davies on the intersection between online and public relations with a particular focus on definition to try and come up with unifying ideas.

Or why thought leadership is a less useful idea than demonstrating authority of a particular subject.

I touched on various retailing ideas including the massive expansion in private label products with grades of ‘premiumness’.

I’ve also spent a good deal of time thinking about the role of technology to separate us from the hoi polloi. But this was about active choice rather than an algorithmic filter bubble.

CMOs
Premature obituaries of CMOs

Almost 11 years ago business academic Dominique Turpin wrote an article describing CMOs as ‘dead’. Turpin worked at the IMD business school in Switzerland and the article was a classic bid for thought leadership.

Alicia Tillman, CMO at SAP AG until 2021, at the time of writing CMO at Delta Airlines

It’s just the kind of thumb-stopping headline that drives readership of LinkedIn content where it was published.

… the decline in the CMO’s influence is alarming, especially at companies that claim to put the customer first but in reality are product-driven.

True, some companies have marketing in their DNA, especially firms that had a visionary founder with a great understanding of the customer. Examples include Ingvar Kamprad at IKEA or the late Steve Jobs at Apple.

But these are exceptions. The norm these days is that the CEO sets the overall strategy, the R&D and innovation teams design the product, and the CFO determines pricing and departmental budgets. No wonder some CMOs feel unloved and are considering a career change
Dominque Turpin – The CMO is dead (August 21, 2013)

Turpin goes on to explain what he believes that there are four causes, that together result in no CMOs.
- Most CMOs aren’t focused on planning and delivering customer value
- Short-termism has meant that organisations have become CFO-focused – a la ‘Neutron’ Jack Welch’s perception of shareholder value, rather than a balanced scorecard approach
- Marketing impact is hard to measure
- Organisations lack a clear understanding of what marketing is
Instead Turpin wanted to create a CCO role – chief customer officer. He saw that this role could sit with the CEO, the CFO or the former CMO. While the CFO as CCO might take the fuzziness out of marketing as Turpin put it, there would be a tension between their natural ‘ neutron Jack Welch’-nature and being customer-centric. What about the CEO? Turpin pointed out that they tend to come from engineering or finance. Both are efficiency focused disciplines with incremental short-term views. Again both are barriers to customer-centricity and would be largely blind to long term effects.

3G Capital

Move forward six years and a CFO-driven approach to running Kraft Heinz by 3G Capital saw a massive destruction of value some $15.4 billion from the $50 billion paid to buy out the business in the first place. The quarterly dividend got cut and shareholders filed lawsuits. The founder of 3G Capital talked extensively about the GE Way driven by Jack Welch as a key influence on their approach.

Scott Galloway

Professor Scott Galloway is a serial entrepreneur who is provocative, interesting and often right.

On CMOs Galloway said

“If you’re the CMO that shows up and says ‘I need more budget so that I can do a brand identity study, can spend money on advertising and get invited to great conferences and hang out with people who are more interesting and better looking than me by spending media dollars that are less and less impactful’ then you’re like the second lieutenant in Vietnam — you’re dead in 18 months or less,”
Scott Galloway

There is a lot to unpack in that statement, but it doesn’t spell the end of the CMO or advertising.

Pax Americana to Pax Australis

In this post Galloway taps into a wider criticism that we’ve seen of American marketers over the past few years. When I was in college American professors and marketing thinkers set the tempo for the profession around the world. As Mark Ritson recently wrote

In the 20^th Century marketing was American. The discipline, the theories, the textbooks, and the approach. To arrive at Wharton in 1994 was to see a future that was not just untenable in the UK, it was one nobody back home was even aware of. Marketing was a decade ahead of anything in the UK. The American marketers I met, academics and practitioners, were so advanced it made my head spin.
Mark Ritson – Effectiveness ignorance has left American marketing lagging behind the rest of the world (Marketing Week)

Text books by the likes of Philip Kotler and David Baker, were perceived wisdom of old white academics. None of this thinking was evidence-based; beyond anecdotal successful case studies.

One of the ‘secrets’ that marketers and CMOs at large FMCG companies like Mars, Proctor & Gamble, Kellogg’s and Unilever had was access to Australian based marketing science research. This was primarily via their long-term sponsorship of the Ehrensberg-Bass Institute in Adelaide, Australia.

This body of research in turn shook up wider marketing thinking when Professor Byron Sharp published How Brands Grow. (There were other important works as well such as the UK based publications from the UK’s Institute of Practitioners in Advertising – notably The Long and The Short of it and Effectiveness In Context).

While marketing outside the US was shaken up by the works of Sharp and Binet, the US continued onwards in its marketing the way it always had.

Mark Ritson’s recent column on the state of American marketing caused international furore in the marketing community, despite Marketing Week being a UK-only publication. Ritson complained about American marketers lack of awareness about the importance of marketers effectiveness.

This comment on Mark Ritson’s post sharing the article, while humorous has a lot of truth in it:

Okay, okay. Stop throwing big words like vituperative and effectiveness at us simple-minded Americans. Sure, we handed the keys of marketing over to software engineers at the turn of the century. Maybe that led us to a fair bit of myopic strategery here in the very exceptional United States of America.

Based on the comments I’ve read, when asked to define effectiveness the answer provided is essentially #IYKYK. Why let a golden opportunity to school American marketers on the wise ways of the world beyond our ample shores slip through your fingers?

I don’t care if you call it Marketingwirksamkeit or efficacité du marketing, what matters is more than just numbers on the scoreboard, but how the points were won. Just the other day I was reading a scholarly piece on the effectiveness of meme marketing by the faculty of Griffith University in Queensland. It hit me. My American, effectiveness ignorance has blinded me. I now lag behind the rest of the world.
Michael Simmons, Sendofy

While the US obsessed over marketing technology, the rest of the world was attempting (imperfectly) to more knowledge about marketing efficiency and the marketing technology stack. Having worked in the technology sector, it was the last place I would have gone for marketing lessons. At best, marketing as a function was sales support.

A case in point in this mis-application of focus was the relative performance of this year’s Super Bowl advertisements. I realise that this delve into marketing efficiency has at least made the case for a dramatic change in US-based CMOs. But not so fast, CEOs don’t think that their CMOs and marketing teams are performing that badly.

CMOs: from the dog house to the boathouse

American agency Boathouse have been doing an annual survey of CEO attitudes to marketing and their CMOs. The third edition of this survey was published in January this year.

Some of the highlights of the report include:
- CEOs identified what they want their CMOs and marketing teams to address: driving growth, market share/sales, differentiation, improving brand reputation, and “transforming company narrative.”
- 49 percent of CEOs believe their marketing team is “best in class.”
- 40 percent of CMOs are rated “best in class.”
- One point I found quite interesting was that half of CEOs believe the short tenure many CMOs have “is a sign of success, not failure.”
- CMOs’ perceived trust with C-suite stands at 43 percent and 41 percent with the CEO. This has doubled over the three years that Boathouse has been running this research project
- In a bit of an odd note: CEOs believe CMO loyalty is growing, stating that “in a dramatic shift from 2021, the CEO’s perception of CMO loyalty is growing, [as] 8 in 10 CEOs perceive CMOs would take a bullet for them (up from 3 in 10 in 2021).”
- 76 percent CEOs are “integrating A.I. into their organizations” and 90 percent believe that 90 percent of their CMOs are engaging with AI for the benefit of the company in areas such as “content, analytics (about two-thirds), and customer experience or research (half).”
TL;DR CMOs don’t sound as if they will be disappearing in the next 18 months or so as Galloway believed.

C-suite without powerful CMOs get punished.

You could argue that CEO are the ultimate arbiters of CMO success, failure and tenure. But the reality for public companies is the large investors who can vote the CEO of most companies out of office. The key influencer in this decision process is the equity analysts who sit within, or advise client organisations such as fund managers.

Even if CEOs don’t think that their marketing is important enough to have a CMO, their shareholders will. Equity analysts have indicated that they rate brand strength and marketing as more important than reported profit, or leadership quality.

Given that most of the c-suite can’t speak or do effective marketing, they really need their CMOs. Companies like 3G Capital and Reckitt Benckiser have been punished in public markets for failing at marketing, despite operational and financial excellence. Unilever has been punished for its focus on ESG at the expense of brand building and is even under regulatory investigation.

More information

“You’re Dead In 18 Months Or Less”: Scott Galloway On The Future Of CMOs – B&T

UPS’ Removal Of CMO Role Reveals The Real Problem Facing The C-Suite

Boathouse CEO Study on Marketing and the CMO | Boathouse

Fortune 500 companies are cutting CMO jobs | Fortune

The Unspoken Truth About CMO Churn | AdWeek

Marketers, investing in market research is not superfluous | Marketing Week

Gartner Survey Shows 73% of CMOs Will Fall Back on Low Risk, Low Return Strategies for 2021

9 recent CMO departures that point to the radical transformation of marketing | Marketing Dive

Mark Read: CMOs have become too much like chief communications officers | PR Week

Coca-Cola’s decision to scrap the CMO role for a CGO should begin to pay off anytime soon | Observations In Marketing | The Thinking Marketer
March 21, 2024
Brand clichés

Brand clichés have been in the background of my career in agencies, all the way through. I am sure that brand clichés will continue long after my career is over.

I started off writing copy for technology clients. Short pithy marketing copy and longer thought leadership pieces, opinion editorials and white papers.

Back when I first started working on technology, media and telecoms brands we had a raft of clichés. These brand clichés were in the product and vendor descriptors.

Broken technology marketing

These weren’t the most sophisticated brand marketers. Marketing was sales support. There maybe some brand equity at the corporate brand level. But that was often down to user passion, rather than skilful brand marketing. You can still see that mindset at work in ingredient brands like AMD, Broadcom, Intel, MediaTek, NVIDIA, Oracle or SAP.

Created using Dall-E

Part of this was down to history, marketers were often engineers who had been promoted out of pre-sales consulting. Their corporate and product communications was often run by people who were ‘vested’ having worked early on in the companies life in an admin role. A personal assistant or an office manager, probably with a liberal arts degree from a university or community college.

The modern iteration of this dearth of marketing experience is the broken adtech space and a legion of growth hacker profiles on LinkedIn. Once you understand this broad brush picture of the technology sector the brand clichés start to make sense.

Technology brand clichés

A leading… – we compete in the following market for sector, but there isn’t anything to separate us from our peers. High fives happen in the office if we end up in the right part of the Gartner Magic Quadrant reports.

Best – Someone somewhere said that they thought we were better than our competitors based on their particular view at that time. We’ve paid an analyst firm a large amount of money for digital reprints where they said it. We will give you this as PDF if you give us all of your personal information and opt-in to being in constant contact with our marketing automation application.

Best-of-breed – we cobble together bits of technology from a number of sources, all of which are good. We usually have competitors who are vertically integrated and do everything reasonably competently in-house. It tells you more about market dynamics than it does about benefits. See ‘end-to-end’ used by vertically integrated businesses.

… compatible – usually a hygiene factor in areas were there are clear open standards like email and web browsing. It used to be that back-in-the-day a peripheral that was Mac compatible would cost double the price of PC compatible products. USB was a major change in this. Where there aren’t open standards, then beware of ‘lock-in’ where you get bled dry by vendors, rather like the Mac users of old. A second aspect of compatability is where vendors built super-standards on top of the ‘open standards’. Adding additional features over the top, if they can get their client to adopt them it can increase lock-in without having to go to the hassle of creating a completely bespoke standard. For example, POP and IMAP email doesn’t support being able to delete an email after you’ve sent it, unlike sending email from and to a Microsoft Exchange email server.

Cutting edge – will be obsolete, but not just yet.

Disruptive – we have an incumbent competitor and we hope you’ll change for the sake of change.

Enabler – we provide part of what you need, but we know that the majority of IT projects fail to reach the objectives that businesses have in mind. A classic example of this truth would be the NPfIT (national programme for IT) done by the NHS, Post Office Horizon project or most implementations from the likes of Autonomy to Adobe Workfront.

End-to-end – usually followed by solution or solutions provider. This was trying to make a virtue out of vertical integration of the corporate parent (think about the way HP used to do everything from servers to printer paper), in a market that was likely orientated towards horizontal integration (a classic example would be Windows running on an Intel or AMD processor, or Google Android running on a MediaTek or Qualcomm processor). The reality is that it’s barely a feature, let alone a benefit.

Fastest – the devil really is in the details of fastest. The measure of speed depends on what you want to measure. In technology real world speeds are difficult to capture and you can’t benchmark across systems. Way before Volkswagen’s Dieselgate scandal chip companies like Intel and Nvidia were routinely doing conceptually similar design tricks to recognise and optimise for benchmarking tests, often to the detriment of real-world use.

First – this would be then followed by a really arcane descriptor. For example ‘Product X is the first tree-based database structure in cloud services that supports MUMPS database language instructions aimed at industry 5.0 applications’.

Innovative – we spent money on design and putting things together. Appreciate it. Often used to support disruptive.

… ready – usually this is about a technology that might be in the news but is years away from the standards being developed being ready for commercialisation, or the standards may not even exist. In 2023, we saw several blockchain based companies talk about their technology being metaverse ready. You can read here about how far away and uncertain that statement is. The reality is often that this is pure hype.

Scaleable – it will work with more of our stuff. It might even work with other people’s products. If by any chance your business grows, we want to sell more stuff.

Solution – a mix of web hosting, other vendors products, our products and consulting time as a kludge to make things work. Think of every collaboration in streetwear and luxury fashion that was a dog’s dinner – this is exactly the same, but in IT.

The world’s leading… – this might be supported by either market share data for one quarter’s sales, or a number of analyst reports. Basically ‘a leading…’ but with a bit more confidence. Usually you will find that the brand has some visibility within their market sector and is likely considered. So when green tech company 1pointFive announced an agreement with the Boston Consulting Group (BCG) – BCG was described as:

Boston Consulting Group (BCG), one of the world’s leading management consulting firms
1PointFive and Boston Consulting Group Announce Strategic Agreement for Direct Air Capture Carbon Removal Credits

Yes business people are likely to have heard about BCG, but that doesn’t mean that they would prefer to hire them over McKinsey, Teneo, Bain, Accenture etc.

Value-added – a synonym for expensive and complex.

Bland brand clichés

Now the key ones I see, tend to be throughout the brand book. A good proportion of the reason why these have become brand clichés is down to over-use. In a world where brands are the above average equivalent of the children in Lake Woebegon.

Authentic – we do what we say (most of the time). Unless it has implications for our bottom line. Often used interchangeably with principled and brand purpose. The latter two often look at higher order ambitions than the business.

Dedicated – more about the focus of the business than the quality of the product or services. Through to the 1980s in western countries, there were companies called conglomerates which were a mass of disparate businesses. Originally they may have started off as looking to integrate businesses into their offering. So if you sold hardware to businesses, you might want to provide software that those businesses would want. You might help them put it all together, which then meant you had a professional services business. All of this doesn’t come cheap, so you might add a finance business to help them spread the payments rather than an overly expensive bank loan. All of a sudden you are a conglomerate. Being a conglomerate makes it harder for you to focus on what you do well. Being dedicated means that in theory you have that focus.

Helpful – We do enough so that you will probably do business with us again.

Passionate – we behave in a professional manner. Basically they weren’t the guy in the coffee shop I went to on Saturday, where he let us wait in a queue to be served while he finished rolling out five cigarettes. He then asked ‘what do you want?’. He demonstrated authenticity, but not dedication or helpfulness.

Trusted – customers pay us for what we do. Some of them do this on a repeat basis.

It’s even been spoofed in ‘The Bland Book‘ (PDF).

That’s me for today, happy St Patrick’s Day to my fellow Hibernians out there.

March 17, 2024
Six hundred pairs + more stuff

Six hundred pairs of Nikes in a custom-built house

The six hundred pairs of Nikes are owned by a Japanese lady who now is head of marketing for Ugg in Japan. Previously she’d spent over 20 years in sales and marketing for Nike. Her house was designed around her shoe collection and the double height ceiling in the room to host the six hundred pairs is worth watching for alone. There are more than six hundred pairs. Some of the stories about the six hundred pairs of shoes are fascinating such as how Nike Air Max 95s were responsible for thefts and muggings in Japan.

Tom Ford

Everyone needs a Tom Ford in their life. From personal life hacks to interior design and grooming all in the space of a few minutes. This sounds as if the interview as done around about the time that Ford was bowing out of his fashion and beauty businesses.

Gibbs SR toothpaste

Along with Close Up and Aquafresh; Gibbs SR toothpaste was one of the toothpastes I remember most from childhood. Unilever bundled it eventually into Mentadent and it was quietly taken off the UK market in 2018.

I didn’t realise that Gibbs SR toothpaste was the first advertisement shown on British television. UK law had changed the previous year allowing for commercial television. The creative behind the ad was Brian Palmer of Young & Rubican (now VML).

So, I was listening to the Uncensored CEO podcast Jon Evans when he had Les Binet and Sarah Carter on. One of them mentioned that the above ad was tested recently and scored top scores. It might be novelty, but is unlikely to be nostalgia that drove this test score. What’s more interesting it that Y&R managed to get the creative so high performing decades before the kind of tools that we have now.

Hyper-reality

Keiichi Matsuda took what Apple would call spatial computing to its logical conclusion in this 7 year old film HYPER-REALITY. There are a number of clever aspects to it. Watch when the device reboots in the supermarket and the glyph wearing criminal who escapes identification by the system.

In reality, hardware will restrict how useable that these products will be. Which is the reason why the Apple Vision Pro looks so cumbersome. More related content here.

John Glenn

Great interview with Mercury and Apollo programme astronaut John Glenn covering different aspects of his experience as an astronaut. We hear how astronauts became so involved in the engineering and safety aspects of the Mercury and Apollo programmes.

March 9, 2024
Razors for strategists

What are razors?

Razors are one of a series of tools that I use for problem solving. They sit alongside the idea of ‘chunking’ that is breaking a problem down into more manageable and solvable constituent parts. Razors aid in decision-making and analysis.

Razors are rules that guide your way through a problem, or ‘cut’ your way through a problem. They simplify, they not be right in all circumstances but are right in the vast majority of them.

They were first used by philosophers, but as we know more about the world around us, we have developed more razors and they have become more useful in a general context.

This is going to be hard, isn’t it?

Not really, we use razors in our lives all the time, often without thinking about them. The most famous one is Occam’s Razor.

Occam’s razor

pluralitas non est ponenda sine necessitate, “plurality should not be posited without necessity.”
Encyclopedia Britannica

Or to put in simpler terms, out of two or more explanations, the simpler one is mostly likely to be the right one. In certain circumstances what’s simpler is a matter of perspective and culture. Secondly, Occam’s razor prioritises simplicity over accuracy.

The classic example of Occam’s Razor failing is the classic crime fiction trope of the death that looks like a suicide and is considered by authorities to be one. Yet by dogged investigation, it is actually proven to be a relatively cleverly executed murder plot.

Other razors

Here’s some razors that I have found useful over time. A good many of them have come from fields beyond the study of philosophy.

Gall’s law

Gall’s law “A complex system that works is invariably found to have evolved from a simple system that worked.” John Gall was a modern-day renaissance man in turn author, scholar, and pediatrician. His law comes from a book he wrote as a critique of systems design: Systemantics: How Systems Work and How They Fail… When working on customer experience related work don’t try and cover every option first, build up complexity to cover all the options from a ‘simple system’. When dealing with clients, sell the simple system as baseline framework and see how you get on. Ironically, clients are more likely to buy the simple model and then build into it over time as an additional activity.

Hanlon’s razor

Hanlon’s razor – “Never attribute to malice that which can be adequately explained by stupidity.” Probably more useful when pondering third party actions rather than strategy in depth, but nonetheless very useful to bear in mind in work circumstances. It featured in joke book Murphy’s Law Book Two: More Reasons Why Things Go Wrong: Bk. 2 compiled by Arthur Bloch and was attributed to Robert J. Hanlon. It probably won’t get you promoted, but might keep you sane.

Hick-Hyman law

Hick-Hyman law – the time it takes for a person to make a decision is a function of the number of possible choices. Psychologists William Edmund Hick and Ray Hyman, found that increasing the number of choices will increase the decision time logarithmically. This one is handy for bearing in mind when thinking about customer experiences and engagement strategy. There is such a thing as the tyranny of choice for consumers.

Hitchen’s razor

Hitchen’s razor – what can be asserted without evidence can also be dismissed without evidence. Christopher Hitchen popularised a version of a latin proverb in his book God Is Not Great: How Religion Poisons Everything. Quod grātīs asseritur, grātīs negātur – what is freely asserted can be freely deserted. This works quite nicely with Sagan’s standard below in terms of providing evidence. Storytelling and narrative is important, but so is evidence for the deductive leaps sometimes involved.

Hofstadter’s law

Hofstadter’s law – “It always takes longer than you expect, even when you take into account Hofstadter’s law”. Gödel, Escher, Bach: an Eternal Golden Braid by Douglas Hofstadter is a book about the nature of “maps” or links between formal systems. Hofstadter posits that understanding these maps could be the answer to what we’d now call general artificial intelligence. Where Hofstadter’s law comes in terms of being useful for strategists is in assessing the scope of unusual or bespoke strategic asks prior to the start of a project.

Sagan’s standard

Sagan’s standard – extra-ordinary claims require extra-ordinary evidence. This was popularised by Carl Sagan’s documentary series Cosmos. Sagan had also used it in essays for various publications, which were collected in the essay compilation Broca’s Brain. It encapsulates similar ideas by thinkers over the centuries. I have found this particularly helpful when reviewing colleagues decks that make big deductive leaps. The narrative might be compelling, but make sure the right amount of proof is in the right place.

Sturgeon’s revelation

Sturgeon’s revelation – ninety percent of everything is crap. The Sturgeon in question reviewed science fiction and noted that while the genre had its critics one could see a similar distribution of quality in other genres and fields. George Orwell and Rudyard Kipling made similar observations but Theodore Sturgeon got the credit. When you see mediocre advertising being derided in some LinkedIn post or other, bear in mind this observation. As for Sturgeon, while he was highly regarded in the early 1960s as a science fiction writer and script writer for the original Star Trek television series – his memory primarily lives on through his revelation.

Twyman’s law

Twyman’s law: “Any figure that looks interesting or different is usually wrong”, an extension of the principle that “the more unusual or interesting the data, the more likely they are to have been the result of an error of one kind or another”. The Twyman in question is Tony Twyman, was a veteran market researcher in the UK. For strategists that erroneous piece of data can be like a shiny metal object to a magpie. Look at how you can verify it further and if it can’t be done, seriously consider walking on by – particularly if it fails under Sagan’s standard as well.

Vierordt’s law

Vierordt’s law states that, retrospectively, “short” intervals of time tend to be overestimated, and “long” intervals of time tend to be underestimated. It’s named after Karl von Vierordt who was a 19th century German medical researcher whose body of work spanned research into blood flow and also psychology. It is worth bearing in mind and testing, particularly when you are relying on a small number of qualitative research interviews.

More related content here.

March 6, 2024
February 2024 newsletter – No.7
February 2024 newsletter introduction

Welcome to my February 2024 newsletter which marks my 7th issue. I hope that your year of the dragon is off to a great start.

The number 7 is a bit of a mixed bag, depending on how you look at it. In the old testament, the 7th heaven is where God’s throne is, alongside the angels. It had been considered a place of happiness, hence Gwen Guthrie’s Seventh Heaven. In Mandarin, the number is considered generally a positive thing, the number is a homophone for ‘arise’ and ‘life essence’. But that’s only half the story.

Indications of 7’s unlucky nature include the seventh month in the lunar calendar being a ‘ghost month’. In Cantonese, it is a homophone for a vulgar way of saying penis. I hope your February wasn’t a dick of a month.

For film buffs it’s almost 28 1/2 years since the transgressive crime thriller Seven was released. It was a break out hit and became the seventh highest grossing film of 1995, behind Die Hard with a Vengeance, Toy Story and Apollo 13. It beat out other films like Braveheart in box office earnings, but Braveheart ran away with the Oscars.

Let’s hope that feng shui master Michael Chiang is correct in terms of the positive energies from the year of the dragon.

New reader?

If this is the first newsletter, welcome! You can find my regular writings here and more about me here.

Things I’ve written.
- FOOH – and the ethical and marketing challenges it presents with a thought experiment harking back to the golden age of pornography.
- Technonationalism – how current technological developments mirror the cold war and the 20th century Asian economic miracle.
- Innovation signalling – how innovation is used by brands for show, rather than for genuine progress.
- Pipes by Yahoo – a remarkable web service that also causes us to reflect on the post modern web of today.
- Hong Kong measurements – how something as simple as measurement units are a melding of culture, history, modernity and politics in a time of change.
- Y2K was always more than a fashion phase, but it seems to have faded from the zeitgeist which means the fashion takes have no context. Here’s a bit of context for you.
Books that I have read.
- What the Taliban Told Me by Ian Fritz. Fritz writes really, really well, otherwise I probably wouldn’t have been able to complete his personal memoir about his upbringing, service in Afghanistan onboard an AC-130 gunship and depression. In some ways it reminded me of Jarhead – Anthony Swofford’s memoirs of his life up to the time of being in the US Marines during the first Gulf War. Swofford’s book came out a decade and a half after his service. Fritz’ book feels much more immediate and without the flashes of humour and beauty that was in Swofford’s book.
- Leftover Women: The Resurgence of Gender Inequality in China by Leta Hong Fincher. This was originally written in 2016, but has been updated to incorporate changes over subsequent years. It shows how government policy, ethnographic-nationalism, law enforcement, the legal system, collective punishment and community pressure is applied on modern women. I still find the content covering domestic violence shocking. This isn’t the China of Mao where in theory women hold up half the sky, instead it seems to be on a trajectory that would eventually see it closer to Mao’s view of China’s population, or Ceaușescu’s Decree 770 and ot h er associated pro-natalist laws. This is a world away from the equally oppressive one-child policy, which had been brought in to deal with population related problems from the Mao-era.
- The Big Book of Cyberpunk edited by Jared Shurin. I am huge fan of cyberpunks better known authors: William Gibson, Neal Stephenson and Bruce Sterling. This collection of 100+ stories written by authors from 25 countries is a mixed bag, but that’s no bad thing.
Things I have been inspired by.

~~J Walter Thompson~~ ~~Wunderman Thompson~~ VML Intelligence launched their annual Future 100 report. It’s a great read and its continuity over the years makes it stand apart from the plethora of trends reports that get published every year. Their trends which intersect luxury and health are particularly interesting:
- Althluxe
- Bioharmonizing spas
- Longevity resorts
- Idyllic idleness
Author Cory Doctorow’s essay for Locus magazine plays devil’s advocate in considering the future of the crypto-based ecosystem and artificial intelligence is well worth a read. Doctorow speculates on what kind of bubble artificial intelligence is likely to become and the effect that its deflation may have. He draws on the outcomes of tech bubbles in the past including the dot com bubble and the telecoms bubble that accompanied it.

Just Conecting published a report on what seems to work on LinkedIn. It’s an interesting snapshot of what works at the moment, I am sure things will change over time as the algorithm evolves. Much of the focus seems to be orientated towards personal branding over business brands.

Over at Japan House, I marvelled at the exhibition Ainu Stories: Contemporary Lives by the Sara River. The Ainu are native to Japan’s northern islands and have survived for millenia in the extreme cold. Historically they were discriminated against, but now there is an appreciation of their culture. The art pieces on display are unique in their design, but share the attention to detail one sees in other Japanese work.

The Science Museum has an amazing exhibition on: Zimingzhong 凝时聚珍: Clockwork Treasures from China’s Forbidden City. Prior to the opium wars, UK craftsmen created fantastic clockwork-powered creations that were given as gifts to the emperor of China. The exhibition finishes on June 2, 2024. I went during Chinese new year. I came away with a refreshed appreciation of modern watchmaking complications, in particular devices like ‘minute repeaters’.

NS Lyons magnus opus The China Convergence is read by Regina Doman. Lyons’ premise is that western systems have converged with China’s approach to governance due to the rise of the technocrat. In this respect his perspective is similar to that shared by documentary maker Adam Curtis. Like Curtis, Lyons’ The China Convergence asks uncomfortable questions of us. Are we basically a less extreme version of the same system to the presses of mass and scale?

While we’re talking China, I can recommend the China Update YouTube account that provides a concise summary of Chinese business news and economic analysis garnered from a wide range of Chinese and western business publications.

Finally, IPSOS ongoing collection of reports this time reflects on the power of nostalgia. This time focusing on youth culture from cottage-core, Barbie mania, vinyl to vintage technical clothing and streetwear and the underlying drivers behind it. Why Nostalgia Is So ‘Fetch’ Right Now by Samira Brophy is well worth a read.

2023 Global Trends Report by ACROSS Health is a great census of healthcare professional media preferences and insight into omnichannel communications trends for pharmaceutical marketing. It is good reading and indicates that pharma clients who have an excessive efficiency bias and want to go to digital-only customer journeys will be left behind by peers taking a mixed approach.

Things I have watched.

Agent Hamilton – Carl Gustaf Hamilton is a Swedish answer to James Bond or Jack Ryan. Hamilton was the main character in a series of books written by a former investigative journalist, Jan Guillou, who served time in Sweden for exposing illegal intelligence operations. Guillou wrote the first Hamilton book in 1986 and the last one in 2012.

Blake and Mortimer – if you’re a fan of TinTin, you’ll like Blake and Mortimer as both come from the French -Belgian comic tradition. This cartoon series is based on the adventures of an eminent Scottish scientist and a British military intelligence officer in mid-century Europe. It’s nice light entertainment and I can recommend the graphic novels as well of which there are now 30+ stories including the Before Blake and Mortimer off-shoots. The authors have also wrote other excellent series like XIII.

Useful tools.

Audio Hijack 4.3

Rogue Amoeba’s Audio Hijack has been a mainstay on my Mac for far more years than I care to mention. It was great for everything from recording conference talks to putting together quick and dirty talk tracks that concepting films can be cut too. Version 4.3 features OpenAI’s Whisper transcription software that can cater to transcribing dozens of languages. I have found it better than tools like Otter.ai for me.

Krisp

Krisp.ai is a freemium service providing intelligent noise cancellation, call transcripts and meeting notes all in one. It works with Teams, Google Meetup, Slack and Zoom.

Obsidian

Just like Evernote back in the day, Obsidian has become a bit of a cult app for those that find it really useful. At its heart, it is a note taking and writing application. It will sync between desktop and mobile devices, but that costs $8/month – which is expensive. I haven’t been using it beyond a quick trial, as I have a well-defined set of tools that I use and Obsidian didn’t really slot in well. But I can appreciate the value of it to others. One thing I would be leery of, if you are moving to Obsidian is the cottage industry in snake oils salespeople hawking the ‘ultimate’ online course for Obsidian. Instead check out Obsidian’s own community pages of courses.

Todoist

Todoist is a shareable to do list that places it somewhere between quick and dirty project management and personal productivity. I am giving it a try following a recommendation from a friend. It’s not about whether products like this are good or not, but usually if it fits into your style of working, so your mileage may vary.

Personal Update.

More details on the awards here.

The sales pitch.

Now taking bookings for strategic engagements (from the end of April onwards) or discussions on permanent roles. Contact me here.

More on what I have done to date here.

The End.

Ok this is the end of my February 2024 newsletter, I hope to see you all back here again in a month. Be excellent to each other.

Don’t forget to share and subscribe!

Let me know if you have any recommendations to be featured in forthcoming issues.
February 28, 2024