Wenn Sie glauben, dass Innovation normalerweise schwierig ist, versuchen Sie es einmal während einer weltweiten Pandemie. Es kann geradezu niederschmetternd sein, wenn Sie es zulassen. Aber wenn Innovation einfach wäre, würde sie jeder machen.
In den letzten 20 Jahren haben zwei Branchen einen enormen Wandel durchgemacht und mussten sich der Innovation stellen: die Konsumgüter- und die Medienbranche. Ich habe ihre Veränderungen aus erster Hand miterlebt. Im Laufe meiner Karriere als Unternehmens- und Produktführer in diesen Bereichen habe ich viele Herausforderungen und Krisen erlebt.
During the 2008 financial crisis, I was in the middle of creating a product to democratize market intelligence across CPG and retail. Our goal was to make all front line sales more successful by using better insights with lower friction. When I look back on that innovation I see it as an inflection point for many underlying technological changes, such as the rise of the iPhone and a shift from on-premise to cloud computing. A key lesson I took away as a leader from that experience was the need to build in resiliency for change.
In my current role as the general manager of Nielsen Advanced Video Advertising Group, we were in the early stages of our recently announced addressable TV beta program when the world went on lockdown due to novel coronavirus (COVID-19). My team and I had to go into crisis mode. I often say a big part of my role is crisis management with an eye toward innovation. But never did I expect that would involve me leading a global team from my dining room table with two new co-workers, my 8 and 13 year-old daughters. I also didn’t expect that I would be helping my team see the positive in a pandemic as we identify innovative solutions (like a virtual beta lab) to keep our beta program going. But transformations like these are how we serve our clients as they seek much needed flexibility to navigate the uncertainties of the upfronts. Now, more than ever, I remind myself daily to be flexible, be nimble to adapt and to embrace the change.
Business leaders are navigating incredible uncertainty. It is in these times that staring into the face of adversity is the best preparation to ensure future success. Here are a few ways I have tried to innovate through this crisis with my team:
Sinnvolle Veränderungen anregen
Don’t underestimate the importance of connecting to the heart before connecting to the mind. To move people, we have to tell a story that makes people feel something. When faced with a crisis, don’t forget that teams and customers will prioritize what’s important. You have to continue to provide purpose to your team and to your customers.
Konzentrieren Sie sich auf das, was Sie kontrollieren können
No one can control the advertising market. No one can control the economy. Don’t fret over the things that you cannot influence.
Stattdessen ist es besser, sich darauf zu konzentrieren, Herausforderungen zu meistern, effektiv zu kommunizieren und Probleme schnell zu überwinden. Und vor allem sollten Sie sich darauf konzentrieren, gemeinsame Ziele zu verfolgen und kleine Erfolge zu feiern. Dankbarkeit ist ein starkes Gefühl. Sagen Sie also täglich "Danke" und ermutigen Sie Ihre Mitarbeiter, damit sie weiterhin Großartiges leisten.
Anpassungsfähig sein
Adaptability is an everyday thing. What you think your business is today will be very different three years from now. You’ll only get there if you are willing to adapt based on learning and embracing change. You have to be willing to set aside your preconceived notions from prior to COVID-19 hitting. Remember: Do not be afraid to explore and learn the unknown.
Beziehungen + Leidenschaft = Erfolg
Der Aufbau solider Beziehungen und Leidenschaft sind der Schlüssel zum Erfolg. Mir war nie bewusst, wie wichtig beides ist, bis ich von COVID-19 erfuhr. Während soziale Distanzierungsmaßnahmen unsere Sicht auf andere eingeschränkt haben, erleichtern starke Beziehungen zu Freunden, Kollegen und Kunden die Last unserer aktuellen Realität.
And if we are not passionate about what we are building, we’ll fail. Encourage your people to feed their passions; it can lead to so many positive outcomes to accelerate an innovative environment.
Nicht aufgeben
Stop focusing on the end goal and concentrate on what’s next. This is a critical part of successful innovation, especially during a challenging climate. Don’t forget that teams are more motivated to keep going if leaders can give them hope and inspiration. In a time of crisis, don’t forget how much your team needs you to bring your optimism and energy every day – their own energy levels and motivation will reflect yours.
Der Wandel selbst erfordert die Akzeptanz von Turbulenzen, Unsicherheit und Unordnung. Aus der Ungewissheit und dem Unbekannten erwächst echte Innovation. Eine Sache, die wir alle in dieser Krise kontrollieren können, ist die Art und Weise, wie wir die Innovation selbst weiter vorantreiben.
As leaders, an important aspect of driving innovation is to lead with an insurgent mentality. At Nielsen, we know the importance of using data and facts, free from bias or fear to guide our decisions. Help your teams channel their energy and focus their priorities on what will be important to the business and will make a difference in a post COVID-19 world, and also help your clients drive growth and lean into the opportunities that arise from a crisis. During challenging times we must avoid being risk-averse, gun-shy and resistant to change. As the great Jack Welch said, “Face reality as it is, not as it was, or as you wish it to be.”
Das Leben nach COVID-19 wird sicherlich mit neuen Realitäten gefüllt sein. Wie wünschen Sie sich diese?
A version of this article first appeared in AdExchanger’s Data-Driven Thinking Column on April 30, 2020.
