普段はイノベーションを起こすことが難しいと思っているのなら、世界的なパンデミックの最中にそれをやってみてほしい。それを許せば、まさに敗北になりかねない。しかし、イノベーションが簡単なものであれば、誰もがそれを行うだろう。
この20年間、大きな変化を遂げ、イノベーションを受け入れなければならなかった2つの業界は、消費者向けパッケージ商品（CPG）とメディア業界であった。私はこれらの業界の変貌を目の当たりにしてきた。これらの分野におけるビジネスおよび製品リーダーとしてのキャリアを通じて、私はそれなりの挑戦と危機に直面してきた。
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:
意味のある変化を促す
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.
コントロールできることに集中する
No one can control the advertising market. No one can control the economy. Don’t fret over the things that you cannot influence.
それよりも、課題を克服し、効果的にコミュニケーションをとり、問題を素早く克服することに集中したほうがいい。そして最も重要なのは、目標を共有し、小さな成功を祝うことに集中することだ。感謝はとてもパワフルな感情なので、毎日必ず感謝の言葉を伝え、その場で部下を励まし、彼らが素晴らしいことをし続けるようにしましょう。
臨機応変に対応する
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.
人間関係＋情熱＝成功
確かな人間関係の構築と情熱を持つことが成功の鍵だ。私はCOVID-19が広まるまで、この2つがどれほど重要であるか気づかなかった。社会的距離の縮め方によって他人を見る目が制限される一方で、友人、同僚、顧客との強固な関係は、現在の現実の重荷を和らげてくれる。
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.
あきらめない
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.
変化そのものが、乱気流、不確実性、無秩序を受け入れることを必要とする。不確実性と未知のものからこそ、真のイノベーションが生まれるのだ。この危機の中で私たち全員がコントロールできることのひとつは、イノベーションそのものをいかにリードし続けるかということだ。
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.”
COVID-19の後の人生は、確かに新しい現実に満ちているでしょう。あなたはそれをどのように望みますか？
A version of this article first appeared in AdExchanger’s Data-Driven Thinking Column on April 30, 2020.
