About funnyyoushouldask

I’ve always been intrigued by brands and the roles they play in our lives specifically and in society generally. I provide brands and organizations with strategic advice, processes and new ideas in order to make better business decisions with regards to this. I’m in commercial creativity, but am often refered to as a planner or strategist.

Along the way, I’ve had the pleasure of working with companies such as H&M, FedEx, Rusta, Dustin, Virgin Atlantic, Reebok, Adobe and many others. Types of projects include service design and branded utility, new brand development, social media strategies (often entailing organizational change management) and advertising. Even a bordello… I’ve built up a fairly broad set of skills and experiences by having collaborated or been a part of places like gyro.com, dga.se (formerly gyro stockholm), Medieinstitutet, doberman, Tre Kronor Creative/Tre Kronor Media, Hyper Island (Collaborator, Master Classes)

Find more about me on:

Here are my most recent posts

misstag och lärdomar – en podcast

Misstag har det länge snackats om. Ord och utryck som fail fast och fail forward har inte sällan använts väl flyktigt och utan någon riktig substans. Förhoppningsvis låter inte FM (Fredric Marcus, Creuna) och jag som två ytliga signalförstärkare av detta, utan att vi når lite djupare. Det var i alla fall vår intention.

Misstag, och framför allt misstagets positiva effekt lärdomen är helt avgörande. Mer så än någonsin tidigare. Det går för fort för att veta. Vi måste förhålla oss till okunskap och komplexitet med hjälp av misstag och lärdomar. Denna förmåga är bland det viktigaste ett företag kan träna på idag. Det är definitivt kopplat till digitaliseringen och den tekniska utvecklingen med alla effekter på samhället som det för med sig, men det handlar inte om teknik utan om företagskultur och ledarskap. Detta är en aspekt som faller inom ramen för det vi på Co:LabX lägger mycket tid på, nämligen innovationskraft, förmågan att arbeta på nya sätt och i det stora förändra ett företag. Lyssna vetja. Hoppas något intressant landar. Tack till DIK – Det kreativa facket för inbjudan.

the fallacy of thinking about doing

Theory and knowledge isn’t real. That’s why we always look for empirical evidence. It’s also why you would never qualify as a car mechanic having only read about engines. You need to get a feel for things. You need to practice doing. Doing the actual behavior we’re studying, trying to fix or do more of. Don’t really know what to think about this:

When I ask him how he knows what he knows about these new platforms, he says, “I’m not active on social media; I am a student of it,” and waves an arm at a wall of his office covered in dozens of color printouts of pie charts, tables, line graphs full of digital metrics—proprietary information that he asked remain off the record. “I spend a lot of time thinking about the trends that are reshaping our industry. I spend a lot of time talking to people on the front line of those trends,” he tells me, “and a big part of my job is making sense of that.”

– Arthur Gregg Sulzberger of NY Times, in Wired

Why cut off some of your senses? Thinking about doing things does not provide sufficient understanding of the doings studied. The most bewildering part of this is why on earth, given there’s no cost associated with it (only learnings and benefits), would you not throw yourself out there to feel what it is we’re dealing with? Beats me.

Journalistic nuggets beginning of 2017

2017 means yet another year for journalism to find its way forward. A subject I love a little extra. It’s a little messy to say the least. So many wonderful things and opportunities from a technological point of view, and from another we have increasing scepticism towards media, a president down right fighting a war on them and then my favorite one (given my focus on digital and business transformation) around workflow, processes and its own perception on journalistic work. A few nuggets that recently struck me.

From The Washington Post came this fact checking plug-in for tweets by Donald Trump (for chrome here). Funny and handy in itself given how much he twists facts, but the phenomena beyond Trump is thought worthy from a facts relationship point of view. Interesting because it’s an extreme version on “the news/article/post vs. stream scale”.

Add to this the issue of comments. The value (and risk) of them, and the need for very different view on, and workflow for, journalism. Niemanlab shares a study on comments. It’s a good place to correct errors and clarify stories. If comments were a piece of the article or whatever the format of the piece might be. Both from a reader/recipient perpective and journalist/producer perspective. For reader/recipients as a natural continuation of an article/post and a producer as equally much of ”the job” to populate.

The report says the Times isn’t doing enough to build reader engagement; “our richest community engagement right now” is in “nooks and crannies” like Well posts and recipes. “The Times experience doesn’t get more interesting or valuable as more of a reader’s friends, relatives and colleagues use it. That must change.”

A block from Nieman’s summary of the New York Times 2020 report that came out early 2017, indicating how to develop NY Times digital first (what else..). A quote that’s basically an expression or statment around how to look at journalism from a network/social perspective.

We all know of Medium, but another service started by the founders of Twitter was Branch. I always thought that was way more interesting than Medium. Read a bit about it here (from 2012). It felt like an attempt, at least, to work out how comments/perspectives of high-profile people could blend with that of you and me, in relation to a subject, in some structured format (platform) beyond the original platform of a (news)post, for example. Still not cracked.

The threat of artificial intelligence more intelligent than ourselves

Detta med artificial intelligence va? EU-parlamentet släppte sin robotrapport. Massa möjligheter men också hot. Kill switch? Jo, det känns kanske tryggast så. DI Digital lyfter även denna biten:

Men utredningen belyser också att robotar kan utgöra ett potentiellt hot mot människor. Det finns en möjlighet att AI kommer att vara vida överlägsen den mänskliga intelligensen, heter det. Om det inte kontrolleras riskeras människans överlevnad.

från DI Digital

Jag slås av att vi också kan våga se det som så att om robotar blir mer intelligenta än oss människor så kanske vi har en bättre chans att överleva. För så intelligenta beslut har vi väl ofta inte tagit? Just a thought.

Do to get curious

TheFutureIsRepugnant_Keynes

Do you recognize yourself in the quote above? Some people admit to it, most people don’t.

It’s easy to keep reading and keep going to seminars and courses, in an effort to understand what to do in the future. If we could only get the hang of this digitalization thingy, we’d know how to change. I get to meet lots of people in the midst of those efforts, but we have no doubt reached a tipping point from ”what should we do” to ”how do we do that”. It is of course not evenly distributed yet, but the macro shift is indisputable.

This means the world now knows a whole lot more about what can be done and what’s possible. We’re familiar with a few “best practices” and cases of successful digital transformation. Now all that remains is to do it. Our Head of Digital has been here a while, maybe even a head of digital innovation. Question is – how do we do something differently in your organization? Not daily operations. Something different. How do you do new things? Here’s the new frustration, bigger than ever. But it’s the right one.

In a pre-workshop interview recently, I read this: ”I will be very impressed if I can walk away with concrete tools for changing things, or actually doing something different.”

This is why Co:LabX – where I spend most of my time since mid 2015 – is about helping companies practice doing things differently. We are an innovation partner and we design innovation processes, but what we really do is help companies practice doing new things, and with new people. The key to really start working on the future is to become more curious, and you become curious simply by doing.

We paint future scenarios, we apply lateral ideation methods to produce vast amounts of ideas and we produce prototypes to test in quick ways. But the most important thing is to foster new ways of collaborating in organizations. New types of personal relationships. That takes creativity. And like another workshop participant said: ”…but then it feels like we all have to be change change agents nowadays”. That’s exactly it, isn’t it?

Here, you can read more about Co:LabX, an innovation partner with equal focus on the what and the how.

mind expanding examples of objects with meta layers

IoT, voice, predictive search, contextual search and so on. In “the future”, lots will happen very differently. Part of that lot, are very simple and mundane interactions and tasks. These two videos help not only expand ones view of how these simple things will be carried out in ways that might still seem magical, but also provide proof of how imminent this magic is.

Here’s interacting with a knob that isn’t there, but the interaction with that non-present knob is physically there. Get it?

Build further on ordering coffee instantaneously from the coffee maker with “pre-emtive orders” and/or voice. “Buy more coffee”. Beep.

I can definitely dig that future.

competitive advantage – how we work

I’ve experienced it, you’ve experienced it. Everyone has. To some extent, we know what’s not working for us, but often we don’t act on it. Some times, in many organisations (if I extrapolate on my own and colleagues’ experiences) it’s even hard to get acceptance when fixing the problem.

The problem of working effectively. With concentration. Focused.

I believe that industries in which you live by people, their minds, creativity and collaboration – how we work is going to be the primary competitive advantage. It’s organizational culture of course. Orgs can get really good people. Many of them can. Some are more attractive and have more traction (HR and employer branding being more and more important). But over all, they get good people.

Is it better to have 50% better people or an organization in which people can be 50% more effective and just work better?

I’ve touched on it before in another post. I keep coming back to it.

Digital strategy deconstructed: key considerations, part. 2

This is the second part of a few, deconstructing and highlighting some important aspects of the concept of digital strategy and what to consider when approaching it. You’ll find part 1 here.

Part 1 was much about the power of words and definitions, and the need to actively reflect on this with the group responsible for thinking “digital strategy”. It also highlighted the power of using a networked perspective for understanding the integration, organisation wide implications as well as stakeholder alignment.

In this second part I’d like to touch on how brand culture and purpose matters greatly, and how reframing this, and ones market, creates a vantage point that fuels the thinking. I use two fairly well known examples to do this.

Ford manufactures cars, but a while back they redefined themselves as a mobility brand (actually, the original mission was to make America mobile, so not that drastic change…). What does that do? Obviously that depends. But there’s a number of things that fit very nicely together in business strategy, but I’d like to include it in digital strategy as we define that as broadly as strategic thinking in a digital (networked) world.

The mobility brand Ford saw the number of 16 year olds who get their first car drop considerably. More numbers are showing the same changes in demand. But if you’re not in the business of selling cars, but rather mobility, there’s another side to that.

Ford partnered with Zipcar which offers a subscription based model for access to mobility, in the form of cars. This could have been done without Zipcar. It is now done in different shapes and forms by many car manufacturers (I recently saw that Audi pushes micro-sharing experience, collective access to Audi cars)

Zipcar bought by Avis, but what if Ford bought it? Making money from providing mobility services in Volvos, BMWs etc? Competitors become collaborators. The revenue model drastically different. Not switching, complementing. All facilitated by new, networked, technology. But, more importantly: new self perception on behalf of the brand. The organisation, and how everyone sees value creation.

Slideshare: Part 2 touches on slide 5-7

reframing the market and the business

Product development vs business development. A networked perspective can dramatically fuel the thinking in business development. Looking at the brand, its purpose and meaning in peoples lives, is an important part of digital strategy. It might make it inseparable from business strategy, that’s fine. That’s actually just right. And here’s also where it becomes something bigger than a digital thing. That’s important, because when it’s a business matter, and even a cultural matter, you (still) have a better shot at getting more people excited and onboard.

The vast majority still don’t feel ”digitally savvy” and hence exclude themselves from ”digital” projects. Many are literally scared of it. But cultural transformation, processes, thinking about markets and business – there’s where you might find those people.

I’ve jotted down some thinking on meaning markets before. In the case with Uber, on slide 6, they think of themselves in a number of ways appart from ”taxi company”. One is as a logistics platform. What makes sense when you’re a logistics platform? Partnership with destinations. An open API. Revenue sharing between company and private drivers carrying out the transportation. All of the things that any taxi company could have done, but didn’t. Because their culture, self-perception and view on value creation, doesn’t allow for it. That’s right, it doesn’t allow for it. That’s how strong impact culture has on ideas. It’s back to definitions in a sense.

  • Always include, and even describe, your digital project/initiative as a (organizational) cultural one. You benefit from appealing to people who dislikes and even fear digital.

  • Rethink your market. Do the product vs. meaning exercise. What is your product? What is the meaning of you, and that product/service, in peoples’ lives? Then think about what your market really is. I’ve heard Unilever is very much in ”home care”, aiming to ”free up family time”. So how about a global platform for subscription based home-cleaning, laundry service, laundry pickup etc?

  • See also a method called Jobs To Be Done. This is not equating an initiative around digital strategy with innovation, but it is highlighting the perfect occasion for truly taking a stab at preemptively exploring ”how the business might change”.

OK. So two posts in and still no focus on media channels, social platforms and communication. I don’t think the next one will be either.

Digital strategy deconstructed: key considerations, part. 1

In a previous post about a digital marketing lab in Singapore, I realized I should probably structure and share some of my thinking and learnings having discussed, presented, debated, consulted on, workshopped around and taught digital strategy.

So, the reason for this first of a few posts is for a number of reasons:

1) Deconstructing a couple of slides used in workshops and talks, in order to structure what I believe is often overlooked and missed. It’s good for myself to do it.
2) If we’ve had a workshop together or if you listened to a presentation I gave – Hello! Here are some things we touched on if you feel like a refresh or if there was a language/speed problem. You should have the full presentation already.
3) Basically, why not share it beyond rooms of people.

So here goes number 1.

The first, and most important, thing to reflect on when approaching digital strategy

the blogpost Can you invent something new if your words are old, Deborah Mills-Scofield highlights the power words have over us. She’s a consultant in innovation. But not only in innovation is that important. It goes for politics, pedagogy, and our dear subject digital strategy.


Part 1 touches on slide 2-4

Because – what do we think when we think digital? Words and definitions, knowingly or not, frames and maybe even dictates, how we think. And how we think, well, that very much guides what we do and don’t do. As Kevin Spacey put it, TV is simply episodically punctuated video streams. From that, what can you (and disruptors did) imagine?

Add to that, you’ll be in a room of people, perhaps from different parts of and organisation with different agendas, ambitions and painpoints. This further necessitates a discussion around, and a common view on, what it is we’re digging into.

– So, what would you say digital strategy is (yes, that’s how rudimentary my question is)? Take 3 minutes and try to articulate it concretely. Write it down if it helps.
Silence, looks, twisting in the chair. A few smiles. More looks.
– Would you care to go first?
– Hrm, well. It’s about how we communicate with the different target groups in different channels and social networks.
– OK, good. And what did you write down?
– Well, I don’t know. I wrote that it’s basically everywhere around us. It’s everything today.
– Wow, that’s quite all encompassing and massive. Personally I can nod to that. You?
– Actually, I would say that it’s our future business. Our business strategy.
– OK.

A typical conversation about the word digital and digital strategy. Often taken for granted as self explanatory and clear. Not so clear anymore.

Some people implicitly are talking about communication and channels, while others seem to understand it as something that’s basically everything. While some are very clear about the fact that it’s the future business strategy. Digital definitely affect communication and the communication landscape, but maybe that’s communication strategy that just happen to be hightly “digital” today? And surely we can agree that “digital” is effecting more or less every aspect of society today, and hence is everywhere. As a consequence it has to be taken into account when thinking about ones (future) business model, revenue models and business strategy. It’s all obviously correct, but until the whole room realises this, and recognizes the complexity (but also opportunity) in this observation, getting constructive and solution focused is useless.

The reality in which we strategise is networked. Networked is a very useful word as opposed to digital because it more clearly stresses the fundamental shift, change and impact (probably not the originator, but the guy I associate with stressing the benefit of using networked is Mark Comerford, @markmedia) in a way that we can feel and see as we mention it. If I’m in a store shopping and I’m all connected – is there brick and mortar vs e-commerce? Yes. Is there offline vs. online? No. From a networked perspective, that dichotomy is flawed and reframing this makes all the difference.

This is why the great variety in response to digital strategy is so natural. We see it from different angles. It’s like the proverbial elephant and the blind men. PR people see one thing, service design folks another and e-commerce managers yet another, and so on. The solution to this is to discuss ones business and reality from a networked perspective. This way, you’ll see the integrated and holistic nature of digital strategy.

These two activities are my suggestion for a start.

  • Mind the words you use (in general) in this case digital strategy specifically. Dig deeper into what we take for granted (I’ll touch on that again from another perspective). Understand the lens through which you see the concept, and understand what you don’t see.
  • Approach the project as strategic thinking in a networked world. That means departments, stakeholders, business units and even the business model itself, will reveal those clear connections and the need/power in approaching everything as an integrated totality. This can come across as massive and frustrating, but it’s also where the true power of a digital strategy lies.

More on that in the next post. Thoughts and comments are more than welcome.

online mobile in offline and why it’s wrong

Margot Langsdorf from PSFK on Vimeo.

A good reminder of a few things. There’s not offline and online. Connectivity is simply a new dimension and mobile is hence about mobility. Which means there’s confusion to be experienced when/if working on mobile strategy and digital strategy and social strategy. Maybe it’s best to just talk about strategic planning and thinking for being real world ready…

The holistic approach to digital strategy is simply about the real world

In the article Why Nordstrom’s Digital Strategy Works (and Yours Probably Doesn’t), from Harvard Business Review, the three authors (from MIT Sloan School of Management, MIT Sloan’s Center for Information Systems Research and University of Texas at Austin) stress the fact that although a great number of respondents (in their research) expect competitive advantage from SMACIT technologies (Social, Mobile, Analytics, Cloud, IoT) – it’s unlikely to happen. Those technologies are rather minimum requirements, and highly available to boot.

The trick lies in how you combine, deploy and use them. Yes, that’s when you add a strategy behind it all. But as is often the case with strategy – it’s mostly a word used (bantered) and rarely a concept well practiced. Reasons being lack of a true aim, a real problem to overcome, no sober discussion around strengths to focus on and weaknesses to accept, overly unrealistic expectation (feels good and looks good, but doesn’t help with crafting strategy that actually helps) etc. So it’s unlikely to happen not because it can’t happen, but because the concept of strategy is so poorly practiced.

The Nordstrom example they use highlights the difference between disparate initiatives in different parts of an organisation – masquerading as digital strategy – versus a coherent and holistic approach that realizes that a powerful digital strategy that actually accomplishes something has to take the full picture into account. Not mobile. Not social. But how everything fits together in the real world, and in real situations, with the business in the center.

This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes. Most retailers will struggle to do this because they haven’t architected their product or customer data for easy access by the new digital capabilities. Without those core capabilities, integration with and among new digital capabilities is virtually impossible.

  • building integrated…
  • data accessible
  • processes
  • easy access
  • integration

Notice how all of that has nothing to do with technology and everything to do with how people are going to work with it. And that demands understanding why it’s needed at all (what can we do better, i.e. what problem do we have today). These aspects revolve around the business, they highlight the importance of stakeholder alignment, cross departmental understanding, processes etc.

The authors sign off by suggesting that we Develop a strategy for succeeding in the digital economy—a purpose that leverages your unique capabilities and responds to market opportunities. Then grab every technology that takes you there.

And thinking about how to succeed in the digital economy is, of course, equally thinking about how to be real world ready. So if strategy is a word that sets the wrong tone and triggers the wrong associations – just make it about the real world.