What aren't you seeing
This clever print campaign for Stihl hedge trimmers caught my eye, not only for its clever storytelling but for the fact that it could easily be used as a metaphor for not only the general state of our economy, but for many individual industries and for that matter businesses too.
Stihl - what aren't you seeing
I mentioned in an earlier post that current economic and political constructs were no longer performing. It seems to me that the sooner we stop letting these failing systems and processes hide the opportunity or insight that lies beneath them, the sooner we will be able to devote our collective energy, enthusiasm and talent on building something new. As command and control models continue failing to deliver innovation, passion or results, the challenge now falls squarely to us as individuals. If you've been looking for opportunity - now is certainly your time. The Kinko's story (at least in its early years) is perhaps one source of inspiration. Paul Orfalea the founder of Kinko's embraced a joint venture approach to growing his business. Local operators not only had permission to innovate, it was actively encouraged. Key learnings from each of his stores were then picked up by Paul and communicated to every other store in the group.
Stihl - what aren't you seeing
I mentioned in an earlier post that current economic and political constructs were no longer performing. It seems to me that the sooner we stop letting these failing systems and processes hide the opportunity or insight that lies beneath them, the sooner we will be able to devote our collective energy, enthusiasm and talent on building something new. As command and control models continue failing to deliver innovation, passion or results, the challenge now falls squarely to us as individuals. If you've been looking for opportunity - now is certainly your time. The Kinko's story (at least in its early years) is perhaps one source of inspiration. Paul Orfalea the founder of Kinko's embraced a joint venture approach to growing his business. Local operators not only had permission to innovate, it was actively encouraged. Key learnings from each of his stores were then picked up by Paul and communicated to every other store in the group.
I just go from store to store, see what they're doing right and then tell all the other stores about it.By adopting a culture of experimentation and continual improvement, Kinko's quickly put distance on every other competitor in their marketplace. Anything less would have relegated them to a me too player in a very competitive category. As advertisers reduce spend and agency revenues fall, we clearly have a choice. Either resign ourselves to a recessionary environment and take a completely defensive outlook on things; or recognise the opportunity we now have, to break the rules and really shake things up - for both ourselves and the clients we work with. If we are to accept this challenge, if we are serious about change, the first question we must learn to ask is - what aren't I seeing? Don't leave any stone unturned, don't accept any previously regarded "truth". Challenge everything, and listen really hard to your customers by being wherever they are. And enjoy the ride...
