Too Much Too Little Too Late.

Way before social media the new CEO of the agency I was working at was full steam ahead with the company transformation. ‘So this year we’re changing the way we do your reviews. In addition to your job performance it will also include feedback from associated departments. This means the brand managers and their teams will be giving feedback on you. That will be interesting’

I felt slightly sick. This was not good. The media team and the brand teams were not friends. We had weekly meetings to discuss budgets ( theirs) and acquisition targets (ours) and that was where the interaction ended. We saw them as having a slack work ethic ( didn’t do the insane hours we did) and  spending money on sites and faffing with creative just wasn’t as important as negotiating big money deals and sweating over ROI ( I know…I was young) No big surprises re my flaws – horribly magnified by others feedback ( three people saying the same thing is hard to argue with)However, along with the hard stuff came insightful contributions from people which highlighted my strengths. Some smartie even suggested we limited  publisher interactions to three days to get a break from negotiating with espresso-fuelled early risers in the USA after a ten hour day. We never considered that. We worked on the same floor week in week out on the same clients yet kept our views about each others working practices to ourselves. Only when we were formally instructed we contributed.Too much too little too late.

Communication in Work  

The technology we have today would have never had me sleepless with stress of that 360! There would be groups for my brand managers to make sure they had the latest opportunities  – ‘Publisher A is releasing new inventory – any extra budget?’ There would be texts to get things done (lunch on me if you get my campaign finished) and there would be more awareness on if we were doing what we could to support other departments, (Yes I’m on track to deliver your projections as promised)  Businesses have given consumers a range of digital channels to support communication and interaction and we’re not shy when it comes to using them. We rate, review, comment, share, recommend and suggest. We take on brands and businesses when we think they’re in the wrong. We’re open about what we like, we’re helpful on forums offering advice and support to other consumers.Our contribution leads to improved services, new products, loyalty and better business. Now the way we communicate internally is changing. In HR Technology – Ten disruptions on the horizon  Bersin predicts change in 2016 as HR departments redefine their departments and tools.

  • Old HR technology is being replaced and its easier to prove ROI

  • Talent management is being redefined – video learning, recruitment software

  • The market for feedback, culture and engagement is here

  • Maturing Market for Employee well being

  • People Analytics – tools which flag recommendations based on behaviour

  • The rise of the app – Appification has arrived

Disruption of the Information Hierarchy

Organisations embracing technology is good news, waiting out service agreements and contracts has kept a lot of them on the back foot. Stuck with a perm when everyone has moved on to GHDs! The adoption of new technology will change traditional management and comms structures as will the communication practices of people who grew up using social media who favour authenticity, brevity and 24 hour access.The focus on a sense of purpose, people and sustainability will demand more channels to support them. People already in the workforce have been straddling two technological realities – external communication where apps and networking sites foster autonomy and internal comms which have set structures and limited choices and a work etiquette. A community management approach with a wider range of tools, information sources and interaction opportunities will facilitate co-worker relationships, self development and innovation. (Holocracy has gone one step further and replaced traditional management hierarchies with a peer to peer ‘operating system but the pain and cost is a commitment which needs consideration)

Personalising Digital Preferences

My consumption of information has changed over the last few years along with everyone else.I prefer podcasts to webcasts, formulaic newsletters no longer reach my inbox, I prefer closed groups to general ones (there is a commitment to contribute not just observe) and I watch a lot more video ( snapchat / interviews/events ) I have a way of getting and communicating info which works for me.

  • I can plan time away from screens

  • I network with people happy to contribute headspace ,

  • I cut out non stimulating information

  • I access richer more informative data

This is the key for businesses gaining ground on the same engagement levels enjoyed in the B2C arena. Access to a common communication technology toolbox, autonomy to set up personal networks within a business with common goals and shared objectives.

Michelle Morgan of VMA Group talks about businesses already dipping into B2C talent pool to address comms concerns ‘There is a demand from directors for digital experts and enthusiasts who have a background in internal and external communications and marketing comms’. So hopefully we’ll start to see increased engagement through personalisation of information enabled by the adoption of tech tools tools like miituu (audio/video/text/images) How would you like to receive your company news? Listen to it ? Read about it? Watch it? Which are you most interested in hearing about? Production? Sales? R&D? If business don’t offer this the risk is it will naturally happen outside the business which is a lot of lost learning and smart innovations.

How RGU Students used miituu to get to BrewDog 

**The feedback BrewDog generated from students about their marketing has led to an on site visit. Feel free to contact for Case study.

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