평소에는 혁신이 어렵다고 생각했다면 전 세계적인 팬데믹 상황에서 혁신을 시도해 보세요. 혁신을 허용하면 완전히 패배할 수 있습니다. 하지만 혁신이 쉬웠다면 누구나 혁신에 나섰을 것입니다.
지난 20년 동안 엄청난 변화를 겪으며 혁신을 수용해야 했던 두 가지 산업은 소비재(CPG)와 미디어 산업이었습니다. 저는 그 변화를 직접 목격했습니다. 이 분야에서 비즈니스 및 제품 리더로 일하면서 저는 수많은 도전과 위기에 직면했습니다.
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:
의미 있는 변화 촉진
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.
제어할 수 있는 항목에 집중
No one can control the advertising market. No one can control the economy. Don’t fret over the things that you cannot influence.
그 대신 문제를 해결하고 효과적으로 소통하며 문제를 빠르게 극복하는 데 집중하는 것이 좋습니다. 그리고 가장 중요한 것은 목표를 공유하고 작은 승리를 축하하는 데 집중하는 것입니다. 감사는 매우 강력한 감정이므로 매일 감사의 말을 전하고 직원들이 계속해서 훌륭한 일을 할 수 있도록 매 순간 격려하세요.
적응력 확보
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.
관계 + 열정 = 성공
탄탄한 관계를 구축하고 열정을 갖는 것이 성공의 열쇠입니다. 저는 코로나19가 확산되기 전까지는 이 두 가지가 얼마나 중요한지 깨닫지 못했습니다. 사회적 거리두기 조치로 인해 다른 사람을 만날 수 있는 방법이 제한되었지만 친구, 동료, 고객과의 돈독한 관계는 현재 현실의 부담을 덜어줍니다.
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.
포기하지 않기
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.
변화는 그 자체로 난기류, 불확실성, 무질서를 받아들여야 합니다. 불확실성과 미지의 영역에서 진정한 혁신이 출현합니다. 이 위기 속에서 우리 모두가 통제할 수 있는 한 가지는 혁신을 계속 주도하는 방법입니다.
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.”
코로나19 이후의 삶은 분명 새로운 현실로 가득할 것입니다. 어떻게 되기를 바라시나요?
A version of this article first appeared in AdExchanger’s Data-Driven Thinking Column on April 30, 2020.
