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Antony Mayfield

Antony Mayfield's Public Library

  • We're looking for a higher degree of consolidation to make integration and interdependence more effective," said Mr. Pritchard. "How it manifests itself across the holding companies—I don't know."
  • What he does know is that more agencies will rebundle capabilities such as "creative and media, influencers and digital and production and shopper [marketing]" for individual brand needs. There will be dedicated client teams and a greater degree of open-sourcing of talent and capability.

      

  • Agencies' traditional differentiator, their creative output, is now something that can be sourced from anywhere, said Mr. Pritchard.

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    • The Gist Of What I Learned

      1. The simplest platform to create a bot on today is Telegram. Using Bot Platform 2.0 you can set up a basic bot in minutes thanks to the BotFather. There’s even inline keyboard functionality and if you’re not a programmer you can get guided through the setup process using Manybot.
      2. Unsurprisingly, crafting compelling conversational flows is really hard. Probably the hardest part of the entire process. Being able to add flair, intrigue and personality is a different skill set than is typically found in Silicon Valley. Companies who gets serious about messaging will need to hire storytellers, comedians, and Hollywood types because strong narratives will make or break these products.
      3. Selecting and investing in tools that offer cross-platform functionality provides the most bang for your buck.
Apr 28, 16

Participation in a panel on Silicon Valley gender and diversity issues should be an easy way for a white, male tech mogul to win a few brownie points. via Pocket

Apr 07, 16

The unsurprising link between authorship and espionage The unsurprising link between authorship and espionage:

‘Hemingway’s concept of operations was to “pretend to be fishing, wait until a German submarine came alongside to buy fresh fish and wate…

  • Apart from this headline figure, one of the most interesting aspects of Scott's market mapping was the way in which he has restructured it from last year. Scott used a 'stack' metaphor for his 2014 and 2015 mapping that positioned infrastructure and platform systems at the bottom and experience and operations applications on top, understandably reflecting a belief that in most organisations martech would coalesce around a single platform (with some notable large players competing for that role) augmented by an assortment of specialised applications and services that might plug into that platform. But as Scott notes, that dominant single platform approach has largely not materialised (albeit the exception being in smaller companies that are more likely to have a single solution).
  • So instead of the stack metaphor, Scott has reconfigured his mapping around 6 marketing technology capability clusters...

     

    Capability_clusters_martech_2016

  • ust over a year ago when I researched this topic, I found that the general method for dealing with disruption was developing pockets of innovation inside a company using labs or incubators to prime the innovation pump. Today, when I explore the same issues, I’m finding that companies are taking a much more comprehensive approach that has to do with reviewing every department and business process in the organization.

     

    The issue with the lab or incubator concept is how you move the kind of innovative thinking from that internal innovation test bed into the organization at large. The reasoning behind isolating innovation was sound enough, because those fledgling ideas would very likely be sucked up into the vacuum of existing business policies where they get lost forever in a haze of bureaucratic negativity. If you want to kill innovation, you just keep saying “no.”

  • Aaron Levie, CEO at Box is co-teaching a course this semester at Stanford with professor Rob Siegel called The Industrialist’s Dilemma where they explore the kinds of issues large established organizations face as they maneuver through these massive changes
  • Executives require a particular set of skills and approaches as the organization shifts:

     

    Digital CIO mIndset slide.

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Mar 11, 16

"There is a kind of success that is indistinguishable from panic." “There is a kind of success that is indistinguishable from panic.”
- Degas via Tumblr

  • IBM’s internal digital agency Interactive Experience (iX) went on an acquisition spree last week hoovering up three digital agencies: two in Germany and one in the U.S. It’s the first time iX — the biggest global digital agency network, according to AdAge’s Data Centre report, with 2015 revenues at $1.9 billion (not bad for a 2-year old) — has turned to acquisitions to boost its digital agency capabilities.
  • In short, IBM wants to own customer experience. “The word ‘experience’ is the North Star that guides all we do,” said Candy. “It’s what’s driving digital transformation. That’s because more and more industries are becoming commoditized at their core, and the only way to drive competitive differentiation is through experience.”

     

  • On stage Zuckberg, who has his own MWC keynote on 22 February, said: "Pretty soon we’re going to live in a world where everyone has the power to share and experience whole scenes as if you’re just there, right there in person.

    "Imagine being able to sit in front of a campfire and hang out with friends anytime you want. Or being able to watch a movie in a private theatre with your friends anytime you want. Imagine holding a group meeting or event anywhere in the world that you want."   

  • Virtual reality isn't Zuckerberg's only big developing tech project though, with AI also a focus. Sadly on that score they seem a little behind their competitors, in some respects: his company lost a long-running battle with Google to develop an algorithm that is capable of beating top human players at the ancient Chinese board game Go. 

  • At the end of 2015, estimates showed that 3.2 billion people were online. This increase (up from 3 billion in 2014) is partly attributed to more affordable data and rising global incomes in 2014. Over the past 10 years, connectivity increased by approximately 200 to 300 million people per year.

     

  • Read the full State of Connectivity report here.

  • Today, one can date ‘mobile’ to before iPhone and after iPhone.  But the interesting thing, looking back, is that before the iPhone, it didn’t really feel like we were desperately in need of some catalytic event. As a professor at university once told me, ‘people in the ‘Middle Ages’ didn’t know they were living in the ‘Middle Ages’’. It felt like we were making steady progress. It wasn’t clear at all that we were waiting for a new class of device, with a new approach, that would transform the mobile internet from a segment of telco revenue into a near-universal experience that would become the main part of the internet itself. 
  • As an aside, I remember sitting in a yacht* in the harbour in Cannes in, I think, 2004, hearing a senior exec from Motorola explain how hard it was to put hard disks into phones, because people accepted an iPod breaking if they dropped it but not a phone. Meanwhile, Apple was already moving onto flash storage)
  • All of this is the background for what happened to Nokia and RIM from 2007 to, say 2010. As we all know, the senior management at both of these (and elsewhere) laughed at the iPhone, seeing only the 'minimal' parts of the MVP and not realising that it reflected a fundamental shift in the tradeoffs that were possible and that consumers would choose. But the other reason for this failure to see the threat was that their own 'smart' products seemed to be doing really well. This was much less visible in the USA because, for all sorts of reasons, Nokia's products and indeed most of the best products on the market in Europe (let alone Japan) were not available there. So Steve Jobs and his team hated their phones much more than Europeans - their phones weren't as good. Again, in hindsight, it's clear that the quality of the user experience on S60 had been in decline, and that Nokia lacked the skills or structure to fix it or to deliver Meego/Maemo. But at the time, Nokia and Blackberry seemed to be doing great. Sales of S60 and Blackberries grew strongly for over two years after the iPhone was first announced. That was how long it took for the iPhone to fix the issues in the MVP and get widespread distribution, and for the first Androids to start appearing. Then, within a quarter of each other, sales went away at both companies (only one of which wrote a 'burning platforms' memo). And of course at that point it was far too late. 

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