Se você acha que inovar pode ser difícil normalmente, tente fazê-lo durante uma pandemia global. Se você permitir, pode se tornar completamente derrotista. Mas se a inovação fosse fácil, todos a fariam.
Nos últimos 20 anos, dois setores que passaram por tremendas mudanças e tiveram que adotar a inovação foram os setores de bens de consumo embalados (CPG) e de mídia. Eu vi suas transformações em primeira mão. Ao longo de minha carreira como líder de negócios e produtos nesses campos, enfrentei minha cota justa de desafios e crises.
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:
Inspirar mudanças significativas
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.
Concentre-se no que você pode controlar
No one can control the advertising market. No one can control the economy. Don’t fret over the things that you cannot influence.
Em vez disso, é melhor se concentrar em superar os desafios, comunicar-se de forma eficaz e superar os problemas rapidamente. E, o mais importante, mantenha o foco em ter metas compartilhadas e comemorar pequenas vitórias. A gratidão é uma emoção poderosa, portanto, não deixe de agradecer diariamente e incentivar seus funcionários no momento, para que eles continuem a fazer grandes coisas.
Seja adaptável
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.
Relacionamentos + paixão = sucesso
Construir relacionamentos sólidos e ter paixão são as chaves para o sucesso. Eu nunca havia percebido a importância desses dois fatores até a disseminação da COVID-19. Embora as medidas de distanciamento social tenham limitado a forma como podemos ver os outros, relacionamentos sólidos com amigos, colegas de trabalho e clientes aliviam o peso de nossa realidade atual.
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.
Recuse-se a desistir
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.
A própria mudança exige a aceitação da turbulência, da incerteza e da desordem. É da incerteza e do desconhecido que surge a verdadeira inovação. Uma coisa que todos nós podemos controlar durante esta crise é como continuamos a liderar a própria inovação.
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.”
A vida após a COVID-19 certamente será repleta de novas realidades. Como você deseja que elas sejam?
A version of this article first appeared in AdExchanger’s Data-Driven Thinking Column on April 30, 2020.
