By now even the playlist had a premonition of my fate at dinner and offered something utterly therapeutic. In the form of ” Tujse Naraaz Nahin Zindagi Hairan Hoon Main ” from Masoom. If innocence in its purest virgin form could drum up a reservoir of guilt, nothing could have explained better. A stark reminder that our collective memory always tends towards amnesia and erasure especially of periods scarred by shame. The human propensity for appearing rather than being. How one of your biggest assets ie a smile can appear as a burden of liability. मुस्कुराऊं कभी तो लगता है जैसे होंठो पे क़र्ज़ रखा है. Whoa!
The future happens slowly..and then all of a sudden. In his fabulous 1926 novel The Sun Also Rises, Ernest Hemingway famously wrote that bankruptcy happens in two ways: “gradually and then suddenly”.
Some years back Andy Grove( ex-CEO, Intel) had introduced the concept of strategic inflection points in his seminal book Only the Paranoid Survive where he explained that a strategic inflection point is ” a time in the life of a business when it’s fundamentals are about to change “.
A change in the business environment that dramatically shifts some elements of your activities, throwing certain taken-for-granted assumptions into question is an inflection point. Someone, somewhere, sees the implications, but all too often they are not heard. That someone might be you!
Whether you are a powerful CEO or someone far lower down in the pecking order, not seeing the unfolding inflection points(or blind spots ) are dangerous.
What is the case we are making here? Too many managers develop strategy while focusing on problems in the present and that is especially true in the times of a crisis(like the Covid 19 pandemic that we are presently pulverised by). Lets call it ‘ missing the wood for the trees ‘. What I am trying to argue here is that leaders instead should imagine the future and work backward so that they build their organisations and brands for the new(emerging) reality.
Even during a crisis, developing a ” future-back ” mindset can spur innovation and growth.
So, in order to build strategy, start with the future.
Let’s take a look at a few examples of brands and organisations that have used the ” future-back ” approach to stunning effect.
Back in the late 90’s and the turn of the millennium, Intel was ruling the roost. With a market share well over 70%, the brand was well and truly in the driver’s seat(apart from being inside millions of computers) with the Pentium Processor going from strength to strength. At the height of that market dominance, Andy Grove took a visionary punt and launched a brand to compete against its very own Pentium– that was the Celeron range of Processors. What he did was to see the future being dominated by cheaper, faster processors( Moore’s Law ) and he did not want Intel to lose out on the potential opportunity that lay ahead of them. That saying Andy Grove was visionary would be an understatement and how prescient the observation in his book ” When spring comes, snow melts first at the periphery, because that is where it is most exposed “, bears testimony. Intel Inside. Meets Intelligence and Insight!
Take another example of the ” future-back ” approach that Reed Hastings, Founder/CEO of Netflix adopted to reach where it is today. At the height of their DVD rental business success, they ventured into streaming(encouraging both cannibalisation and migration of their existing subscriber base) anticipating that the medium to long term future of in home entertainment will hinge on that. Not just that, look at their understanding of the competitive landscape- it went well beyond the typical television broadcast networks and cable TV of the day. They distilled the big picture into getting their prospect’s time and attention. Broadened the eco system significantly. Rather made it a category by itself. So, in effect, the competition included time their viewer/s spent going to movie houses, eating out, entertaining friends and family, travel and holidays etc etc. By wearing a different lens and examining a hitherto unseen/untried approach, helped them immensely in becoming the brand they are today.
No conversation about a ” future-back ” model and a vision preceding strategy would be complete without talking about Steve Jobs and Apple. Back in the day, the way they disrupted music consumption and music distribution through iTunes and iPod is now part of folklore. They did not wait for either the market or the customer to tell them what is needed. They took moonshots( it’s in the culture), created highly desirable products that the customer never knew they wanted or would need and generated unprecedented gravitas, and the rest they say is history. Apple as a brand and Steve Jobs as a leader was always seeing around corners, anticipating trends and operated at the intersection of a new future and non articulated consumer need and desire.
Let me add here. ‘ Customer knows best ‘ is a whole load of balderdash. If organisations were to depend on customers to know what is needed, there would not have been any Post It Notes(3M), Fax Machines(Xerox) and many of today’s incredibly successful brands like Amazon, Tesla, Netflix, Airbnb, Uber, Zomato etc. The onus and responsibility of drawing the future and working backward from there is fully on you, your brand, your organisation. So, don’t run away from it. Take it head on.
While we debate the vision vis a vis strategy and the “ future-back ” model to a ” present-forward ” one, do be aware that a vision is like an ‘ impressionist painting ‘ and NOT a ‘ photograph ‘. A photograph captures what there is already, there is NO speculation, hedging, punting and imagining the non existent. A vision on the other hand is similar to an impressionist painting in the sense that it is visualising what could/should be, what will/can be or what may/may not be. It is taking a shot at the future and setting the road to travel back from there.
To be blunt, getting through this tricky process of envisioning the future begins with confusion, experimentation and a touch of chaos followed by a single minded determination to make progress against an overarching goal. And an approach that futurist Paul Saffo recommends as creating as many forecasts as possible, fail as quickly as possible and vitally ” to hold strong opinions weakly “.
Another valuable perspective on this chaotic period of thinking is offered by Nassim Nicholas Taleb in his book Antifragile: Things That Gain From Disorder. Anything that has more upside than downside from random events(or certain shocks) is anti fragile.
Rita McGrath, Columbia Business School professor and business consultant recommends a ‘ discovery driven approach ‘ to anticipating the future and you can dive deeper into her thinking and recommendations in BrandKnew on these links https://www.brandknewmag.com/thinking-innovation-driving-growth/ and https://www.brandknewmag.com/discovery-driven-digital-transformation/ .
It was the 4th of February, 2014. Satya Nadella was announced as the new CEO of Microsoft, the third chief executive in the company’s history, following Bill Gates and Steve Ballmer. Recognising that most of Microsoft’s woes at the time were a function of an approach that was ” present forward “, the first thing he did was to tell everyone in the organisation ” We are going to be moving away from a know it all organisation to a learn it all one “. Looking back on how well Microsoft is doing now compared to 2014, bears testimony to the potential for organisations in adopting a ” future-back ” model.
Brands that didn’t heed the ” future-back ” model and met their fate inspite of being market leaders once upon a time include the likes of Blockbuster, Kodak, Nokia, Toys ‘R’ Us.
There are other industries very ripe for the picking to drive home further the point of vision preceding strategy. The pharmaceutical sector for instance. Based on empirical evidence, learnings from past epidemics like SARS, Ebola, Swine Flu, emerging lifestyle patterns and the accompanying chronic diseases that it helps manifest(diabetes for one), a pharma company can seize opportunities and address customer pain points that will occur in the future. An example that is worth looking at is the pharma giant Roche. Which saw huge potential in the ” future-back ” approach. That helped revive it’s struggling diabetes unit. The company ingeniously paired the mySugr app (which it had acquired in 2017) with Roche’s Accu-Chek Guide glucose meter, thereby allowing diabetics to have a different, gamified experience to managing their condition. By logging in their blood glucose levels, completing tasks and challenges, users can “tame their diabetes monster”. It’s a totally different approach(at least for the pharma sector) which forecasts that “the way forward will mean selling a total experience, not just a product.”
Rather than look at Fall of 2020 or Spring of 2021, Universities/Colleges will be best served to go further down the road and see how do we cope, prepare and anticipate learning and training needs in the near distant future and move backward from there. With the current Covid-19 crisis having caught a lot of educational institutions severely under prepared and like a deer in the headlights with no werewithal (and mindset) for virtual/online delivery, the time is now, to graduate, to look into the future.
So, ‘ where do you go from here ‘? Or, rather, I should be asking ‘ where are you coming back from ‘ ?
PS: For leaders and organisations wanting to undertake ‘A back to the future voyage ‘, the video on this link https://www.groupisd.com/phewturecast/ can be a starting point.
If you are one of the marketers who embraces convention, no one will point a finger at you if you were to follow the norm that has been practiced for years. Build/produce/manufacture, brand, market, sell. Justified linear thinking.With strong empirical evidence( I mean brand and business success) to boot.
With so many years of conventional wisdom( that also is the wisdom of the crowds that drive collective bias) in the ring, it would have been a really uphill task for any brand to alter(let alone disrupt) the narrative. But there is something about audacity and moonshots that make them perfect partners in rhyme.
I devote this blog post predominantly to understand marketing from a new lens- the one that brand Tesla is scripting so brilliantly. Directed by Elon Musk(Iron Man). Allow me to go back a few years.
It’s the 4th of April, 2016. The Tesla Model 3 is being launched in the US. It sports a price tag of US$ 35,000 and bookings can be made with a U$1,000 down payment. Then history unfolds. A whopping 276,000 cars were booked(read pre-sold) on the day, probably a first ever in automotive marketing . And Tesla gathered US$ 276 Million in upfront cash. And here’s where the story gets interesting. There was not even a model car ready. All the sales happened courtesy a few photographs of the Model 3. That’s it. There’s more. There was not even a single car that had gone into production. The first promised schedule for delivery of the Model 3 was late 2017, that was a good 18+ months away. Tesla had disrupted automotive marketing on it’s head and how.
Let’s try to understand more of the phenomena that is brand Tesla.
- Tesla’s $0 marketing budget is incredibly awesome marketing
- Tesla Motors has no advertising, no ad agency, no CMO, no dealer network. And that’s no problem. – AdvertisingAge
- If you drop by the Tesla forums, you’ll see a community of passionate fans discussing how to market Tesla better. There are over 55,000 people subscribed to the /r/teslamotors subreddit. The brand has clearly struck a chord with its fans.
- Tesla fans are crazy advocates. They attach deep emotional significance to the car. They’re not just paying for a mode of transportation, they’re paying for a slice of the future.
- Prior to the Model 3 launch, Tesla had introduced the P100D Ludicrous– a luxury model priced over US$ 80,000(base level) with upgraded versions well over US$ 100,000. The marketing masterstroke was in the message conveyed. ” While the PD100 Ludicrous is an expensive vehicle, we want to emphasise that every sale helps pay for the smaller and more affordable Model 3 which is under development. Without customers willing to buy the expensive Model S and X, we would be unable to fund the smaller, more affordable Model 3 “. This is brand positioning at it’s masterful best, making a luxury purchase almost into a charitable act.
- Every element of the Model S – from the recharging technology to the drag coefficient of the car – is presented as the pinnacle of research and engineering.
- By eschewing marketing completely, Elon Musk is actually communicating that Tesla is focused on ground breaking technology.
- Tesla the brand transcended from being just another automotive player in the business to encompass economics, politics, world power to have global energy NOT driven by oil. In the process, creating the marketplace, the eco system where they are the game. As also the game changer.
“ BMW has a marketing department called engineering.” – Seth Godin
These things obviously don’t bother Musk too much. If one were to give him an advertising budget, he is sure to divert that into production. And the final result: an even more incredible car. And inspite of NO Advertising, he gets the world talking about his brand, especially the people who matter.
How does Tesla manage to do all of this free of cost which other brands would spend millions to buy?
First, build something that matters to people. Then, tell a story that resonates with people. Just like iPhones/iPod and Steve Jobs, electric cars are a great story. The greatest stories are aspirational, representing the triumph of passion, conviction, persistence and diligence.
” I know a lot of very wealthy people. Most of them made their money in technology. I don’t think Bentley or Rolls-Royce is anywhere near the top of very many of these people’s idea of an impressive car. A Tesla is more like it “. – Jimmy Wales, on Quora
This sort of advertising is earned, not bought.
You earn this sort of attention by making something truly newsworthy. Or saying something newsworthy.
” The public tends to be, as they should, interested in things that are precedent and superlatives.” – Elon Musk
Musk is all over YouTube. The media is chasing him nine to the dozen. Why? Because he is always working on cool, fascinating, path breaking projects.
Musk is a CEO who understands the power of showmanship(tonnes of interviews, cameo roles in films and media appearances.
Just Google ‘ Elon Musk says ‘and you will get the most quotable of quotes that media loves to lap up and carry forward.
The Hyperloop is something that Musk is NOT planning to make but delivers great PR for him as a tech visionary.
At most times,Tesla has more orders than they can build – that in itself is great marketing.
Tesla has demonstrated that brands and organisations can move on from a Build/produce/manufacture, brand, market, sell model to that of a brand, market, sell, build one. Welcome to the next normal.
As William Gibson would say, “The future is already here – it’s just not very evenly distributed.”- which will be nothing like what we have experienced before, we’re all going to be completely re-evaluating so many aspects of our lives: education, medicine, work, social responsibility, inner calling, the list goes on. And under the aegis of the Covid 19, all of this is happening remotely right now. And the question for a lot of companies and brands is going to be: Now that this shift has happened, am I still relevant? Does what I do still make sense? Am I serving an essential function, especially in a time when everyone is being careful about their finances?
Answering in the affirmative will separate the men from the boys. Wanted. More Musketeers!