Se pensate che innovare sia difficile, provate a farlo durante una pandemia globale. Se lo permettete, può diventare una vera e propria sconfitta. Ma se l'innovazione fosse facile, tutti la farebbero.
Negli ultimi 20 anni, due settori che hanno attraversato cambiamenti enormi e hanno dovuto abbracciare l'innovazione sono stati quello dei beni di consumo confezionati (CPG) e quello dei media. Ho visto le loro trasformazioni in prima persona. Nel corso della mia carriera di leader aziendale e di prodotto in questi settori, ho affrontato la mia parte di sfide e crisi.
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:
Ispirare un cambiamento significativo
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.
Concentrarsi su ciò che si può controllare
No one can control the advertising market. No one can control the economy. Don’t fret over the things that you cannot influence.
È meglio invece concentrarsi sul superamento delle sfide, sulla comunicazione efficace e sul rapido superamento dei problemi. E, soprattutto, concentrarsi sulla condivisione degli obiettivi e sulla celebrazione dei piccoli successi. La gratitudine è un'emozione così potente, quindi assicuratevi di ringraziare ogni giorno e di incoraggiare i vostri collaboratori in questo momento, in modo che continuino a fare grandi cose.
Essere adattabili
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.
Relazioni + passione = successo
Costruire relazioni solide e avere passione sono le chiavi del successo. Non mi ero mai reso conto dell'importanza di questi due aspetti fino alla diffusione della COVID-19. Mentre le misure di allontanamento sociale hanno limitato il modo in cui possiamo vedere gli altri, le relazioni forti con amici, colleghi e clienti alleggeriscono il peso della nostra realtà attuale.
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.
Rifiutare di arrendersi
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.
Il cambiamento stesso richiede l'accettazione della turbolenza, dell'incertezza e del disordine. È dall'incertezza e dall'ignoto che emerge la vera innovazione. Una cosa che tutti possiamo controllare in questa crisi è il modo in cui continuiamo a guidare l'innovazione stessa.
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.”
La vita dopo il COVID-19 sarà sicuramente piena di nuove realtà. Come desiderate che siano?
A version of this article first appeared in AdExchanger’s Data-Driven Thinking Column on April 30, 2020.
