Spotlight

Industry 

Supply Chain - In our recent survey of over 80 leaders within the supply chain and logistics sectors, we've uncovered a range of key insights that shed light on the current landscape, emerging trends, and valuable learnings that are shaping the industry's trajectory. The survey primarily focused on the freight forwarding sector and its related challenges, along with significant shifts influenced by the ongoing market dynamics.

TLDR

• Manual Processes Prevail: Despite technological advancements, the first mile in freight forwarding remains manual, leading to inefficiencies.

• Cost-to-Serve Matters: In a commoditised industry, container pricing is set by the market. Forwarders focus on optimising cost-to-serve and efficient hand-offs.

• Shifting Mindsets: Customers now embrace change, seeking solutions for efficient planning, reduced warehousing, and maximised container use.

• Tech's Impact and Challenges: Technology brings both valuable data and noise. Digitisation is progressing, but data-driven decisions are still evolving.

• Post-COVID Landscape: Freight rates fluctuate drastically due to pandemic effects. Industry faces challenges in rates, competition, and supply chain disruptions.

Manual Processes and Industry Complexity:

One prevailing theme that emerged from the survey is the persistence of manual processes, particularly in the first mile of shipments. Despite the evolving technological landscape, the first mile remains largely manual, creating inefficiencies and room for errors.

Changing Mindsets and Customer Expectations:

An encouraging trend highlighted in the survey is the evolving mindset of customers. More enterprises are embracing change and seeking solutions for efficient shipment planning, reduced warehousing inflow, maximised container utilisation, and decreased returns. This signifies a significant shift from the past, where such considerations were not as prevalent.

Technology's Impact and New Challenges:

The advent of technology and data has ushered in a new era of possibilities and challenges. While technology has provided more valuable information, it has also generated a deluge of noise. The ability to sift through this noise and extract meaningful insights becomes pivotal. Customers, although increasingly sophisticated, are not yet fully digitised. While documents may be digitised, a substantial portion of decisions is still made via communication platforms like calls, WeChat, and WhatsApp. True digitisation necessitates data-driven decision-making, something that is still evolving in the industry.

Post-COVID Market Dynamics:

The survey underscores the dramatic impact of the pandemic on the market. The fluctuation in transpacific container prices over the years, from a modest $2k to a staggering 10x increase, and then a subsequent decrease, highlights the market's instability. The chaos in the recent period and the inventory glut, particularly in the US, have further intensified these challenges.

Challenges and Expectations Ahead:

As the industry navigates these changes, several challenges lie ahead. Freight forwarding faces a steep decline in rates, prompting concerns about sustaining employment levels. The competition's race to the bottom on prices and the impact of interest rate rises further complicate matters. Customers, on the other hand, are grappling with reduced pricing, intense competition, and a need for discernment when selecting suppliers.

Anticipating the Full Report:

With these insights forming the cornerstone of our survey, readers can expect the forthcoming full report to delve deeper into these trends and challenges. Offering key strategies for success The report will explore case studies, strategies, and actionable recommendations for industry players to navigate the evolving landscape successfully. By leveraging the survey findings, our aim is to equip decision-makers with the knowledge needed to make informed choices and drive sustainable growth in this dynamic sector.

The full report is due beginning of October.

To receive an early copy, reach out to us here.

I want early access

The Leaders Digest

What's weighing on the minds of those leading the organisations of today. 

The CEOs blueprint to perpetual transformation:

In today's world, organisations must be constantly transforming to remain competitive. This requires a culture of change, robust risk management, and significant investment. By investing in the right capabilities and building a culture of transformation, organisations can position themselves for success in a world of constant change. In a world of perpetual disruption, incremental and iterative change is no longer enough. Organisations must embrace a culture of transformation that encourages risk-taking, risk management and learning.

Below is a key excerpt from our latest insights into perpetual transformation.

The CEO's Role in perpetual transformation

The journey through the various facets of perpetual transformation has revealed a landscape that is both complex and exhilarating. From the importance of culture and collaboration to the need for agility, future focus, and more, the process of perpetual transformation demands a multi-dimensional approach. At the helm of this intricate and dynamic journey stands the CEO, a pivotal figure whose role in leading perpetual transformation cannot be overstated.

In addition to the key attributes of an exceptional transformational leader, there are clear steps that those who apply this model well take.

1. Setting the Vision
   ‍Perpetual transformation begins with a clear and compelling vision. The CEO is the visionary, the one who sees beyond the present, understands the possibilities of the future, and articulates a path that inspires and motivates. This vision is not a vague or grandiose dream; it's a strategic roadmap that aligns with the organisation's values, goals, and potential.
   ‍‍

2. Cultivating a Supportive Culture
   ‍As explored in the earlier chapters, culture is at the heart of perpetual transformation. The CEO is the chief culture officer, shaping an environment where innovation, collaboration, learning, and risk-taking are not just encouraged but celebrated. This includes fostering a sense of psychological safety, where people feel free to express their ideas without fear of ridicule or punishment.
   ‍‍

3. Aligning Resources
   ‍Transformation is not merely a conceptual exercise; it requires tangible resources. From investments in technology and training to the allocation of time and talent, the CEO ensures that the organisation has what it needs to embark on the transformation journey. This is a strategic alignment, where resources are not scattered but focused on the areas that will have the most significant impact.
   ‍‍

4. Leading by Example
   ‍The CEO embodies the values and principles of perpetual transformation. Whether it's a willingness to learn, a passion for innovation, or a commitment to collaboration, the CEO's behaviour sets the tone for the entire organisation. This leadership by example creates a ripple effect, influencing attitudes and actions at all levels.
   ‍‍

5. Balancing Continuity and Change
   ‍The CEO's role in perpetual transformation also involves a delicate balance between continuity and change. While driving transformation, the CEO must also ensure stability, maintaining the core strengths of the organisation even as it evolves and grows. This balancing act is a subtle art, requiring insight, judgement, and strategic finesse.
   ‍‍

6. Engaging with Stakeholders
   Perpetual transformation is a shared endeavour, and the CEO plays a central role in engaging with various stakeholders, including employees, customers, shareholders, regulators, and more. This engagement is not a one-way communication but a dialog, where insights are gathered, expectations are managed, and relationships are nurtured.
   ‍‍

7. Embracing Ethical Leadership
   ‍As noted in the discussion on future focus, perpetual transformation carries ethical responsibilities. The CEO must lead with integrity, considering the broader impact of transformation on society and the environment.

The CEO's role in perpetual transformation is multifaceted and profound. It's about more than decision-making or administration; it's about leading with vision, courage, empathy, and wisdom. It's about creating a space where perpetual transformation is not a project but a way of being, where the future is not a distant target but a living reality.

You can access the full analysis by clicking the link below.

Full report

Latest Insights

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• The CEOs blueprint to perpetual transformation
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Recent Case Studies

• At one manufacturer, we helped build an analytics growth engine capable of transforming the way they interact with customers. We designed a new go-to-market model leveraging analytics and customer insights to drive sales and marketing efforts boosting overall profitability by 18% and quarterly sales by 35% in the first 12 months.
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• In 6 weeks, we helped a data-driven hedge fund cut their annualised cloud costs by more than 25%, improving OpEx and directly driving increased profitability.
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Want similar results? Reach out to find out more.

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A break in the rain for what feels like our last day of summer. So i thought i’d write this from the garden. Let’s jump in.

Spotlight

Industry 

Logistics - Getir’s corporate restructure.

In the corporate world, one of the key levers to cost reduction often seems to be reducing the number of employees. However, as we reflect on the continuous transformation and growth journey of businesses, it becomes evident that headcount reduction must be seen as a final measure, not an immediate solution.

Why the Last Resort?

Headcount reduction is not just about numbers, these are people we’re talking about; therefore it's an action that bears significant implications. Firstly, it often leads to a decline in morale and productivity among the remaining workforce, breeding a culture of insecurity. Secondly, it can result in a loss of valuable institutional knowledge and expertise. Lastly, it may tarnish the company's reputation, making talent acquisition and retention an even more challenging task.

Strategising Before Cutting Headcount

It’s therefore wise to consider other avenues to enhance efficiency and reduce costs before making the drastic decision of headcount reduction. Here's a look at the potential alternative strategies:

1. Trimming Non-Essential Expenses: Re-evaluating budgets and cutting back on non-essential costs like travel and entertainment can create a significant impact.

2. Renegotiating Supplier Contracts: Engaging suppliers to renegotiate terms can lead to cost savings without impacting the core structure of the organisation.

3. Streamlining Processes: By eliminating redundant processes and improving workflows, companies can increase efficiency without compromising human capital.

4. Technology Investments: Deploying technology to automate and optimise can generate long-term efficiency gains.

When the difficult decision to reduce headcount does become necessary, it must be undertaken with empathy and fairness, with proper severance and support to assist the affected employees. Something we seem to have forgot in the last 18 months.

A Closer Look at Getir's Restructuring

Getir, the Turkish grocery delivery service, recently announced a workforce reduction of 10%, or 2,500 jobs, as part of its restructuring. This decision, as stated by the CEO Nazim Salur, is aimed at positioning the company for long-term growth, by investing in technology and entering new markets.

The context of increased competition and regulatory challenges must be recognised. But Getir is not alone; other tech startups like Bolt, Klarna, and Robinhood have also made similar moves.

This trend may reflect a maturing tech industry, and the increasing pressure to demonstrate profitability. Nevertheless, the lesson that headcount reduction should be a last resort remains paramount.

The Leaders Digest

What's weighing on the minds of those leading the organisations of today. 

Data quality inside global multinationals:

A CEO's Guide to Market Studies And Insight-Backed Decision Making

In our ever-globalising business world, decisions are no longer confined within national boundaries. Operating at an international scale introduces complexities that can confound even the most advanced companies. One of the persistent challenges that looms large is the quality of data and the hurdles it presents when using it to drive strategic decision making. Our experience with a leading global manufacturer catering to the marine industry, seeking to penetrate the Southern Mediterranean and North Africa region, offers an instructive illustration of this challenge.

The Global Data Puzzle: Understanding the Terrain

Data quality issues are no longer confined to isolated incidents but form a labyrinthine challenge for organisations aspiring to go global. The market study began with an ambitious aim, but the conflicting information and inconsistencies across nations posed challenging obstacles. Execs must recognise this terrain, understanding that global scale operations demand more than merely extending domestic strategies.

The Process of Validation: Constructing a Trustworthy Foundation

To navigate the complex data landscape, a robust process of validation was initiated:

• Multiplicity of Sources: Drawing from various data sources across different nations, seeking to triangulate information and verify accuracy.

• Local Expertise: Leveraging insights from local experts to comprehend regional variations and validate conflicting data.

• Industry Collaboration: Working with industry stakeholders to ensure integrity in the analysis.

This validation process wasn't just a procedural necessity; it formed the bedrock of our strategic approach. It's a lesson that resonates with CEOs; the quality of decisions is directly tied to the quality of data

Example of a data validation model

The Strategic Imperative: Aligning Data with Action

The issues surrounding data quality were not just problems to be solved; they were opportunities for strategic alignment. By resolving these challenges, the manufacturer was able to construct a clear and informed roadmap to success. For CEOs, the alignment of data with actionable insights is a strategic imperative. Understanding the nuances of data quality and leveraging them to make informed decisions sets the stage for intentional global expansion.

A Holistic Approach: The Convergence of Data and Strategy

The study culminated in a comprehensive analysis that shaped the client's approach to new regions. This wasn't just about resolving data inconsistencies but constructing a strategic narrative that resonated with global complexities.

• Age of Data: Recognising its historical evolution and legacy, much like the organisational maturity.

• Size of Data Complexity: Indicating the current scale and intricacy of the global market.

• Evolution of Information: Representing natural, progressive development and integration of insights.

• Revolution in Decision Making: Marking transformative changes in leveraging data for growth.

Conclusion: An Approach Grounded in Reality

Embarking on this data-driven journey is a navigational endeavour, mirroring the complexities of global innovation initiatives. It offers a roadmap to align organisational capabilities with global dynamics. It's an approach grounded in strategic foresight, resonating with the challenges and opportunities of contemporary business leadership in a global context.

For CEOs venturing into international markets, the lessons gleaned from this market study offer invaluable insights. They reinforce the importance of data quality, the complexities of validation, and the integration of data into strategic decision making. Navigating the data labyrinth often seen at multinationals is now a necessary component of effective global leadership.

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Your Questions Answered

Have a burning question? - hit reply or email us here.

"How would an insurance company effectively leverage AI and GPT as an internal tool to enhance employee productivity and decision-making, aligning this transformation with our current strategic goals and ensuring our data integrity?"

Incorporating AI, specifically LLMs and GPT within an insurance company will be a transformational endeavour to say the least. One way to view this would be through the Two Phases model - Two major phases are crucial in any business transformation, each containing two stages. So applying and adapting this framework would be a good place to start. Given the promise and potency of AI, we’ll use this as the trigger for the transformation:

Two Phases of Transformation

Phase 1: Cost Reduction

• Stage 1: Trigger

  • AI and GPT as Catalysts: The decision to employ AI and GPT emerges from the need for enhanced efficiency, productivity, and decision-making capabilities. Recognise this adoption as a catalyst that triggers the transformation, aligning it with industry shifts or performance needs.

• Stage 2: Operational Turnaround

  • Process Optimisation: AI and GPT can be instrumental in process optimisation, reducing operational costs through automation and predictive analytics.

  • Data Integrity: Ensuring data quality and security will be vital for the success of AI-driven initiatives, integrating data governance within the operational transformation.

Phase 2: Growth and Innovation

• Stage 3: New Strategy, Vision, or Business Model

  • Strategic Alignment: Develop a new vision or strategy that encompasses AI and GPT as central elements, aligning them with your current goals and future growth paths.

  • Employee Engagement: Foster a culture that supports AI-driven innovation, through training and change management strategies.

• Stage 4: Adaptive Innovation

  • Continuous Improvement: Create an environment that promotes continuous learning and adaptability, ensuring that AI and GPT usage remains agile and responsive to market changes.

  • Innovation Ecosystem: Establish partnerships or collaboration with technology providers and innovators, nurturing an ecosystem that supports ongoing innovation.

Utilising AI and GPT as the trigger for transformation in your insurance company requires a well-structured approach, aligned with the phases of Cost Reduction and Growth and Innovation. By understanding the stages of Trigger, Operational Turnaround, New Strategy, Vision, or Business Model, and Adaptive Innovation, your company can orchestrate a transformation that not only enhances productivity and decision-making but also aligns with strategic goals and fosters a culture of continuous innovation. This approach ensures that you are not among the 85% of transformation efforts that fail but instead pave the way for sustainable success in a rapidly evolving market landscape.

The Nugget

W.A.L.D.O., an innovative open-source AI base-model designed for the detection of land-based objects through various aerial devices like drones, satellites, helicopters, and planes. Not the only one of its kind, but an interesting demonstration of its application.

https://aircortex.com/

Object detection models have the power to transform a number of industries. Some more obvious than others. In mining and energy, it enables real-time surveillance, site exploration and environmental compliance. In keeping with this weeks themes, in logistics and supply chain, it aids in route optimisation and efficient inventory management. Whilst in insurance, it contributes to precise risk assessment, underwriting and disaster response. There is waitlist for W.A.L.D.O. but there are many alternatives.

How can we help you?

Get in touch with our strategy practice.

As always, thank you; and see you next Wednesday.

// N

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A key topic is decision theory today and how when applied correctly can create value at scale. However, when incorrectly applied can end up costing lives.

Spotlight

Industry 

Cloud Computing - The data centre business, now with a market size exceeding $250 billion, has been predominantly dominated by titans such as AWS, Google and Microsoft Yet, the market's lucrative potential and the integration of data-driven technologies across industries have now caught the attention of Tesla.

Key Developments:

1. Tesla's Announcement: The automaker has recently made headlines with its declaration to build “1st of its kind” data centres. The nature and specifics of what sets these data centres apart remain undisclosed.

2. Acquisition of Existing Infrastructure: Tesla’s decision to acquire pre-existing data centres, especially from Twitter in Sacramento, is a pretty classic example of decision-making under uncertainty. Post Musk's takeover of Twitter, a significant shift occurred in the latter's operational expenditure. Conversations are also ongoing with Prime Data Centres for a potential takeover of another facility previously used by Twitter in the same location.

Implications and Speculations:

• Synergy with Tesla's Vision: Tesla’s foray into the data centre market may align with its broader mission of promoting sustainable energy. The company could be exploring innovative ways to make data centres more energy-efficient or leveraging its prowess in renewable energy sources, battery storage solutions, and cooling technologies.

• Diversification and Expansion: As companies like Amazon and Google diversify their portfolios, Tesla's move into the data centre space may be a strategy to tap into new revenue streams and bolster its technological infrastructure.

• Potential Competitive Edge: If Tesla can combine its expertise in energy and engineering, they might be forecasting a high probability of establishing a competitive advantage in the data centre sector, especially if they introduce groundbreaking innovations.

Tesla's foray into the data centre sector can be interpreted as a series of calculated risks and evaluations of potential outcomes. Each strategic move reflects an intricate balance of probabilities, from market capture to technological innovation. Given Tesla's history of pushing boundaries and the vast potential of the data centre market, their choices will undeniably be a focal point for analysts and industry stakeholders alike in the forthcoming months.

The Leaders Digest

What's weighing on the minds of those leading the organisations of today. 

Subjective Expected Utility and Decision Theory.

When making decisions at a board level, a number of risks and biases tend to be at play, one such area of decision theory that often leaves organisations making one bad decision after another is that of Subjective Expected Utility. 

Subjective Expected Utility (SEU) represents an integrated approach to decision-making, combining probabilistic estimations with the perceived utility or desirability of potential outcomes. At its core, SEU is the product of the probability of an event occurring and the subjective utility (or value) associated with that event.

A really enlightening example of this and how troublesome it can be we can take from Aviation.  

Consider Hapag-Lloyd Flight 3378 that in 2000 set off from Crete heading for Germany. The aircraft encounters a number of faults along the way and as a result is fast running out of fuel mid-flight. The pilot had ample opportunity to divert the plan to Zagreb but decided to divert to Vienna where the airline had a presence and would more easily be able to deal with the fallout of impending emergency. The pilot was a veteran of the Airline and was acutely aware of the commercial pressures of minimising delays and maintenance costs to the airline. 

The decisions the pilot took were subjective and not objective and had dire consequences. 

• Vienna: The probability of making it to Vienna from the pilots perspective was 100%, and the subjective value assigned to landing there is 10/10, representing his awareness for the airlines presence at Vienna and how much he would prefer this option. Hence, the SEU is 1000 (100% x 10).

• Zagreb: Similarly, the probability of landing in Zagreb was also 100%, given the fact they flew right over it, but the subjective value of landing there is perceived to be half that of Vienna at 5/10. This results in an SEU of 500 (100% x 5). 

In the captains mind, going to Vienna was clearly the right choice based on their mental model. In this situation at no point did the captain carry out an objective analysis of the true chances of making to Vienna and their thinking was further clouded by another area of decision theory - planned continuation bias (which is pretty self explanatory). Under the conditions and stresses laid upon the Captain, their familiarity with the existing plan, however objectively unachievable it was, was worth more to them than the alternative. 

It’s easy to see how this cascade of thinking can lead someone to an undesirable or on this instance, an unsafe outcome. 

But these sorts of decisions happen all the time in business.

SEU, when misinterpreted or improperly applied, can negatively impact board-level decisions. Here's why:

• Subjectivity can skew perspectives: Large capital projects or transformations are typically multifaceted. The subjective utility assigned by different stakeholders might vary, leading to biased perspectives. For instance, a board member with a personal inclination towards a particular project might attribute a higher utility to it than its actual organisational value.

• Over-optimism and Confirmation Bias: If board members are overly optimistic about the outcomes of a project, they might overestimate the probabilities, leading to an inflated SEU. This becomes perilous, especially when the stakes are high.

• Dynamics of Group Decision-Making: Board decisions are collective. Differences in subjective utilities among board members can create conflicts or lead to decisions that serve the interest of a vocal few, rather than the broader organisation.

That said, SEU is not entirely doomed. Applied in the correct setting with the right parameters and objectives and it can be highly successful. 

Amazon's Product Recommendations

Contrastingly, when applied in certain operational contexts, SEU can be extremely potent. Consider Amazon's product recommendation engine:

• Data-Driven Probabilities: Amazon estimates the likelihood of a product being purchased by a user based on historical data and browsing patterns. This provides an objective probability.

• Utility Valuation is Clear: Amazon assigns utility based on potential revenue generation from a product. The integration of this clear utility metric with purchase probability guides the recommendation engine.

• Scalability: For digital giants like Amazon, SEU allows for scalability. The method can be applied to millions of products and billions of users simultaneously, optimising revenue streams in real-time.

The success of SEU is entirely contingent on the context. While it can drive precision and scalability in algorithmic contexts like Amazon's, it requires a discerning approach at the board level, ensuring that subjectivity does not cloud judgment or lead to decision-making pitfalls.

The key takeaway for business leaders is to understand SEU's strengths and limitations and to ensure that its application is tailored to the intricacies of the specific decision-making scenario at hand.

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The Nugget

Stills.com

A very visually strong alternative to the likes of i-stock and unsplash. For retail brands and those selling via e-commerce platforms, art direction has been a key driver for engagement and carefully curated imagery is closely correlated with interrupting the habitual scrolling of users, leading to better sign-up rates and increased conversions.

How can we help you?

Get in touch with our strategy practice.

See you next Wednesday.

// N

P.s. Don’t forget to check out The Nadella Effect, a deep dive into the strategies and frameworks used at Microsoft in one of the most successful turnarounds in corporate history.

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A couple topics, but a lot of meat on the bones. You’ll want to hit save on this one.

Spotlight

Industry 

Entertainment - Clearly embracing the future, Disney's task force targets AI's integration across its vast empire. Interestingly for Disney, an institution famed for taking generational length stances, this step into the AI realm may seem quick to capitalise on a trend but it’s more than just exploration; it's a strategic leveraging of existing strengths. The success of Disney+ symbolises their adeptness in digital transformation. As a trusted source in travel, movies, and shows, they're no stranger to technological integration. Disney's rich trove of digital assets forms a fertile ground where new technology can multiply value. Their established reputation and deep reservoir of content provide not-so-secret advantages, setting the stage for a seamless and potent incorporation of AI across their portfolio.

It's a classic Disney move, innovating without losing the essence of their brand.

Cloud Computing - Amazon Web Services (AWS) is a powerhouse within Amazon, accounting for approximately 16% of the company's revenues but an impressive 71% of its profit. Reflecting on their recent earnings update, it’s hugely interesting to recognise the strategic mastery at work. Without initially turning a profit, and without a specific vision to become a leader in the cloud industry, Amazon was able to seize an emerging opportunity.

Amazon built this lead through three key strategies: 1) Developing cloud tech to optimise internal costs, creating a robust capability; 2) Gaining insights into innovation maturity cycles, allowing them to predict future cloud development stages; 3) Maintaining a laser focus on delivery. Leveraging these strengths, Amazon accelerated the cloud development cycle to the utility level of maturity, becoming the pioneer in offering cloud as a service. Their approach was marked by intelligent pragmatism, a deep understanding of innovation, and effective execution.

The company had wisely positioned itself with the necessary resources and capabilities to take full advantage of the situation, showcasing the importance of readiness and strategic agility.

The Leaders Digest

What's weighing on the minds of those leading the organisations of today. 

Organisational Readiness for Innovation

In today's business landscape, the rapid speed of technological development—with AI adoption in particular—poses both a significant opportunity and a complex challenge for CEOs. The acceleration of advancements calls for a robust understanding of an organisation's growth stage and readiness to innovate. Two tools can provide crucial insights in this context: the Greiner Growth Model and the Organisational Maturity Model.

The Greiner Growth Model delineates distinct stages of organisational growth, from creativity to collaboration. Each stage represents a different facet of development, complexity, and innovation potential. Comprehending where your organisation currently resides within these stages is paramount. It's not merely an academic exercise but a strategic imperative that can shape how innovation, such as AI is truly leveraged, adapted, and integrated.

The Organisational Maturity Model takes this analysis a step further, aligning growth with maturity through five key dimensions: 1) Age of the organisation, reflecting its historical evolution and legacy; 2) Size of the organisation, indicating its current scale and complexity; 3) Evolution, representing the natural, progressive development; 4) Revolution, marking radical, transformative changes; 5) Growth rate of the industry, aligning with broader market dynamics and trends.

By synthesising these dimensions, you can construct a comprehensive view of your organisation's maturity, allowing for a tailored approach to innovation. Understanding the current stage and size offers a foundational perspective, setting the stage for an intentional innovation journey.

Embarking on this analytical process is a strategic endeavour. It offers a roadmap to navigate the complexities of most innovation initiatives, in particular AI integration, ensuring alignment with organisational capabilities and industry dynamics. It's an approach grounded in strategic foresight, resonating with the challenges and opportunities of contemporary business leadership. Definitely worth trying out!

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• The Nadella Effect: Turnaround strategies for laggard leaders.
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Your Questions Answered

Have a burning question? - hit reply or email us here.

The question below came from a client and has been anonymised and abridged.

“As we're expanding our product line to new international markets, we've been facing challenges in understanding diverse customer needs and leveraging our existing data. We need to respond to regional preferences without losing sight of our core offerings. How can we systematically analyse and adapt our product features to satisfy both our domestic and international customers?”

This is definitely something that resonates with the strategic challenges many global organisations are grappling with today. The complexities of cultural nuances, customer segmentation, and the vast amounts of data available can be addressed through a tailored solution.

An oldie but goodie, the Kano Customer Satisfaction Model, updated to account for new technologies and newer ways of thinking can be integrated with the latest data analytics. This will allow us to categorise and understand the basic, performance, and excitement factors of your product across various markets.

I’ve popped a standard model below for reference.

We may also consider a nuanced approach, customising the Kano categories to specifically align with your industry and the unique attributes of each regional market. This might involve introducing additional categorisations or subtly altering the existing ones to reflect the localised customer insights.

Furthermore, considering globalisation and cultural influences, the Kano Model can be adapted to acknowledge the cultural variables that drive satisfaction in different markets. This involves not just translating the model but understanding the underlying expectations and preferences within each culture.

By synthesising these elements, we can create a dynamic and culturally intelligent framework to drive your product strategy. This tailored solution aligns with a path forward that is not only data-driven but also rooted in a deep understanding of customer needs, both domestically and globally.

The Nugget

The Ride of a Lifetime

A book this week and sticking with the theme of Disney, a fantastic look into the journey of Bob Iger’s rise through ABC and later Disney. If you haven’t read (or listened to it) - some incredible stories, and lessons in how to rise through the ranks and eventually lead one of the world’s biggest brands. From one of the most successful CEOs ever. IMO go for the audio book.

How can we help you?

Get in touch with our strategy practice.

See you next Wednesday.

// N

P.s. Don’t forget to check out The Nadella Effect, a deep dive into the strategies and frameworks used at Microsoft in one of the most successful turnarounds in corporate history.

Subscribe to Special Reports

In February 2014, Satya Nadella became the CEO of Microsoft, inheriting a company that many believed had lost its edge. The real innovation engine in Microsoft seemed stalled, and a fundamental transformation was clearly required. But rather than relying on big, sweeping changes, Nadella's approach was both nuanced and relentless. It was a "perpetual transformation journey" that shifted the company's perspective from a short sprint to an ongoing marathon of continuous evolution. This intriguing transformation, driven by strategic vision, agile execution, and a renewed sense of purpose, marked a new era for Microsoft and still provides a compelling case study for leaders and organisations aiming to adapt in a rapidly changing world; almost ten years on.

On that cold day February day when Satya Nadella stepped into the role of CEO at Microsoft, the company was navigating a labyrinth of challenges. The once unassailable giant of the tech world was grappling with a rapidly shifting landscape, defined by an industry pivot towards mobile and cloud computing. Amid this seismic shift, Microsoft's rigid, entrenched culture and lack of agility were hindrances rather than strengths.

One of the most interesting observations was that Nadella's ascension to leadership was not marked by a single, sweeping act of transformation. Rather, it was an ongoing series of subtle, persistent actions that began to shift perceptions both within the company and outside of it. These were not grand gestures or dramatic announcements, but a collection of consistent steps forward, all pushing towards a singular vision.

Under Nadella's stewardship, Microsoft began to redefine itself, moving from a company deeply rooted in personal computing to one at the forefront of the cloud revolution. He championed a "cloud-first, mobile-first" strategy that fundamentally changed how Microsoft did business. This was not simply a change in focus; it was a reorientation of the company's entire ethos.

In a world rapidly shifting towards a digital economy, Nadella recognised that the old paradigms were no longer suitable. The company's legacy of innovation was not to be disregarded, but there was a pressing need for evolution.

Over the horizon

A huge part of this saw Nadella utilise the three horizons model. The three horizons model is a growth strategy framework developed by McKinsey in the early 2000’s that you can use to visualise the future of your organisation. In summary, the model’s key benefit is that it provides a common way to talk about and understand different kinds of growth.

The Three Horizons Model

One important thing to note about the three horizon model is that it doesn’t factor the type of innovation you’re doing. In fact, it has nothing to do with that. I.e. product market penetration, market development, or product diversification – means you’re most likely talking about Bansi Nagji and Geoff Tuff’s ambition matrix.

Nadella used the three horizons framework to help him prioritise Microsoft's investments and focus on the long-term. He divided Microsoft's businesses into three categories:

• Horizon 1: This category includes Microsoft's core businesses, such as Windows and Office. These businesses were generating steady revenue and profits, but they are not growing as fast as they used to.

• Horizon 2: This category includes new businesses that are still in the early stages of development, such as Azure and Teams. These businesses were not yet profitable, but they had the potential to be major growth drivers for Microsoft in the future.

• Horizon 3: This category includes emerging technologies that had the potential to disrupt the industry, such as artificial intelligence and quantum computing. Even now these technologies are still in the early stages of development, but Microsoft have been investing in them for years staying ahead of the curve.

One critical observation however, is that in 2023 the three horizons model is a little dated. A great review in the HBR states that traditionally (over the last 23 years) horizon 3 innovations take years to develop, whilst in todays world thats just not true anymore.

In fact, the speed of deployment of traditionally horizon 3 innovations, strategies and capabilities have been a devastating upset to the staus quo. Some real world examples being: Airbnb, Uber, SpaceX, and Tesla > horizon 3 disruptions using existing technologies, deployed in super short timeframes.

Hearts and minds

The essence of Microsoft's transformation lay not only in technological advancement but also in a profound shift in cultural values. The old guard, siloed and fiercely competitive, had to give way to an organisation that was nimble, collaborative, and focused on the customer. By articulating, activating, and embedding this new culture across the organisation, he aimed to inspire and guide the company's transformation journey.

This was a monumental task, and the process was fraught with challenges. Resistance was met within the ranks, both subtle and overt. A sense of trepidation permeated the corridors of the Redmond headquarters. However, Nadella's leadership was marked by an inspiring vision, paired with a calm and considered approach. He was neither a tyrant nor a dreamer, but a realist with an extraordinary ability to inspire his team.

Those familiar with Nadella's philosophy know that he prioritised the company's purpose or mission as a fundamental part of the transformation process. This mission, to "empower every person and every organisation on the planet to achieve more," is the guiding principle behind every product built and technology incubated at Microsoft.

Nadella knew that the most sophisticated algorithms and platforms would be of little use if they did not meet the real needs of the customers. Thus, a reimagining of customer relationships was undertaken. Partnerships were nurtured, feedback was sought, and the voice of the customer became a guiding force.

But the transformation was not limited to product strategy; it extended to the very culture of the organisation. Nadella worked tirelessly to reshape Microsoft's culture, once seen as competitive and combative, into one that was more collaborative and inclusive. He fostered a culture of learning, encouraging employees to embrace a "growth mindset" – a belief in the capacity for continuous learning and improvement.

MIT Teaching and Learning Lab

This cultural shift made room for innovation to thrive. It spurred the development of groundbreaking products and services, such as the Azure cloud platform, the Surface line of devices, and Microsoft Teams, that have re-established Microsoft's position as a technological leader.

Nadella's leadership also marked a sea change in Microsoft's relationships with its competitors. Under his guidance, the company adopted a more open and cooperative stance, fostering partnerships and collaborations that would have been unthinkable in the past. This strategic shift not only allowed Microsoft to leverage external innovation but also contributed to improving the company's image in the wider tech industry.

A new leadership model

Nadella revamped the leadership model itself. In an environment of constant change, leaders need to be transformational. To this end, he and his leadership team developed a leadership model centred around this vehicle for change. The goals were clear: to create clarity, generate energy, and deliver success. These principles have shaped the transformative story of Microsoft.

To identify a trend and make a strategic bet on it is the first step. As discussed, Nadella chose to leverage the trend of cloud computing, despite Microsoft's relatively weak position at the time. However, a leader must also unite different factions within the organisation towards a common goal. Here, Nadella’s principle of 'diversity in counsel and unity in command' was crucial. He fostered diversity within the ranks during decision-making processes but ensured unity in execution once a decision was made.

One innovative strategy was to shift from one-on-one negotiations, which were prevalent under previous CEO Steve Ballmer, to collective discussions. Nadella insisted that any significant issues should be brought to the weekly leadership meeting. In practice this was a 6 hour meeting. Every Friday. Like clockwork. And it was mandatory. This ensured that crucial debates occurred in a collective setting, resulting in company-wide alignment.

No man is an island

The results of Nadella's leadership have been clear. Since he took the helm, Microsoft has seen a remarkable resurgence. The company's stock price has soared, it has regained its position as one of the world's most valuable companies, and it has established a strong foothold in the highly competitive cloud market. Moreover, it has done so while fostering a culture that values learning, innovation, and collaboration.

Now whilst the value a transformational leader like Nadella creates is hard to quantify, one this is for certain. The execution was a team effort.

Amy Hood, Microsoft's CFO, played a pivotal role in the company's transformation under Nadella. She proposed a shift in the performance metrics used by the company, from traditional financial metrics to power metrics. Power metrics focus on long-term transformational objectives, such as customer satisfaction, employee engagement, and innovation.

This shift in metrics was important because it helped to align Microsoft's employees and stakeholders around a common goal. It also helped to focus the company's resources on the things that were most important for its long-term success.

For example:

• Customer satisfaction: Microsoft has made significant investments in customer satisfaction. In 2014, the company's Net Promoter Score (NPS) was 34. By 2022, it had risen to 60. This is a significant improvement, and it is a testament to Microsoft's focus on customer satisfaction.

• Employee engagement: Microsoft has also made significant investments in employee engagement. In 2014, the company's employee engagement score was 67. By 2022, it had risen to 85. This is a significant improvement, and it is a testament to Microsoft's focus on creating a positive and productive work environment.

• Innovation: Microsoft has also made significant investments in innovation. In 2014, the company spent $10 billion on research and development. By 2022, it was spending $20 billion on research and development. This is a significant increase, and it is a testament to Microsoft's focus on developing new products and services.

The shift to power metrics has helped Microsoft to transform into a more customer-focused, employee-engaged, and innovative company. As a result, the company has become more successful and competitive.

In conclusion

Perhaps the most significant achievement of Nadella's tenure is not something that can be quantified in revenue figures or market share. It is the profound shift in perception that Microsoft has undergone. The company that was once seen as a relic of a bygone era of computing is now viewed as a forward-thinking leader in the technology industry. This transformation in perception, driven by Nadella's persistent, consistent leadership, is perhaps his most enduring legacy.

In examining the transformation of Microsoft under Nadella's leadership, one is struck by the power of steady, persistent action in driving change. It serves as a powerful reminder that transformation does not always come in the form of dramatic gestures or sweeping reforms. Often, it is the result of a series of small, consistent steps, each one building on the last, towards a defined vision. Satya Nadella's tenure at Microsoft is a testament to the power of such an approach.

In sum, the Microsoft transformation story is a testament to the power of continuous evolution, clear vision, and dynamic leadership. It's a tale of an organisation that recognised the need for change, embraced it, and embarked on a transformative journey that has redefined its trajectory.

// N

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Spotlight

Industry 

1. Retail - Richard Dickson's tenure as president and COO of Mattel was marked by strategic ingenuity and a commitment to innovative leadership. His development and launch of the Mattel Playbook, a brand-building approach, not only strengthened Mattel's power brands but accelerated the company's transformation in a competitive marketplace. As he steps into his new role at Gap Inc., one can anticipate that Richard will once again apply a thoughtful blend of foresight, strategy, and operational acumen to forge a path towards growth and success. His ability to align innovation, design, and brand marketing with an overarching corporate vision reflects a leadership style that is both adaptive and grounded in principle. CEOs and business leaders would do well to study the nuance of his approach, where strategic leadership is not just about charting a course but cultivating a dynamic ecosystem that thrives on creativity and execution.

2. ESG - ESG ratings, have again been called into question with Scientific Beta's revelation in the Financial Times which demonstrates inconsistencies and misconceptions, where even highly-rated companies are not necessarily aligned with lower pollution. Aside from an overhaul of the rating systems used, companies really shouldn’t see this as a deterrent but as a calling to elevate ESG commitments beyond what is in essence, just window dressing and into the very essence of business strategy. I often see successful leaders embrace a comprehensive approach that integrates environmental, social, and governance considerations, aligning them with their organisation's core values; this integrity is what resonates with all stakeholders.

Technology

AI - In yet another turn of the generative AI screw, step forward Gen-2 from Runway Research. An image to video AI that if executed effectively, could lead to the creation of higher-quality content at potentially reduced costs across many organisations with mid to high content marketing budgets. The allure of reducing the need for extensive human intervention, time-consuming manual design processes, and expensive equipment. In a commercial context, it may allow businesses to produce more engaging and visually appealing content, thus potentially attracting more viewers or consumers.

In turn, this could lead to increased revenue through more effective advertising, greater audience engagement, or new product offerings based on the refined technology. It may also provide a competitive edge to those who adopt it early and integrate it effectively within their business models. The ability to produce smoother and higher-quality videos with better control and lower latency could redefine industry standards and expectations, fostering innovation and potentially reshaping the economic landscape within content creation sectors.  

The images below was originally generated using MidJourney before being turned into a video using Gen-2. As you can see the possibilities for marketing are near endless.

The Leaders Digest

What's weighing on the minds of those leading the organisations of today. 

Reviewing cyber security strategies

In an era marked by interconnectivity and ubiquitous digital transformation, the pressing concern over cybersecurity stretches beyond the borders of traditional high-risk sectors.

A great piece in the HBR on 4 Areas of Cyber Risk That Boards Need to Address looks into the issues of pursuing comprehensive cyber security above all else and off the back of that, I had the chance recently to catch up with Joshua Gibbs, Chief Executive Officer of Tribe Security who shared some ideas on some of the misconceptions organisations tend to have when facing security threats.

Today, industries once believed to be immune or of lesser interest to cyber attackers, such as healthcare, manufacturing, and hospitality, find themselves grappling with the realisation that it's not the nature of the business, but the vulnerability that entices malevolence.

In the pursuit of comprehensive cybersecurity, many companies have found themselves heavily constrained by limited resources and talent. A common fallacy, and a "hallmark of Cybersecurity marketing," is the packaging of a single tool with the lofty promise that it offers 'Complete protection.' This perception is not only misleading but dangerous. Joshua was very clear. "an effective cybersecurity strategy relies on competent personnel, a solid understanding of the uniqueness of the organisation, and board-level buy-in."

It's a grievous misunderstanding, particularly within sectors not traditionally seen as cyber-targets, I’ve seen first-hand how poorly cyber security strategies are pulled together at many mid-market organisations. In large part because they are mid-market. Particularly so in sectors where the perceived threat of breaches and attacks are lowest. Some organisations operate under the misconception that they "are of no interest to attackers." As Joshua put it, the reality, however, is that attackers, especially those motivated by financial gain, "build their strategy not around individual sectors, but around vulnerability." No matter the industry or service, if the underlying IT and technology can be exploited, it becomes an attractive target.

The emphasis, therefore, must not be on finding a one-size-fits-all solution but on crafting strategies that recognise the unique challenges and risks inherent to each organisation and sector. The focus must shift from illusionary complete protection to a holistic approach that embraces understanding vulnerability, education at the board level, investment in competent personnel, and an adaptable strategy that evolves with the changing landscape of cyber threats.

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• The Nadella Effect: Turnaround strategies for laggard leaders.
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Your Questions Answered

Have a burning question? - hit reply or email us here.

Just the one this week - but a great one!

“What are some good steps to consider when trying to retain employees post acquisition?”

In the wake of acquisitions, an undercurrent of unease often stirs within the workforce. Employees' eyes wander to external opportunities, their minds open to new professional landscapes. It becomes incumbent upon the leaders within an organisation to swiftly act, anchoring these key individuals to the company's future.

The process of retention, although conceived at the organisational level, must resonate on a personal note with each employee. It's a grave misunderstanding to think that financial incentives alone will tether talent to your firm.

Inclusion in the integration journey, empowerment within their roles, and thoughtful, individualised attention frequently carry more weight than mere fiscal rewards. Such an approach recognises the multifaceted nature of professional fulfilment and anchors employees not only with financial bonds but with ties that touch upon deeper, intrinsic values.

Calling from our Employee Retention Playbook..

..Navigating the unsteady seas of an organisational merger or acquisition, it's vital to establish firm leadership roles with alacrity. Indecision on the structural helm can render alternative employment a siren's call. Bearing this in mind, we have outlined a measured, three-phased approach to integrating and retaining key personnel.

Phase 1 (Pre-Close)

The earliest dialogues shape the leadership's horizon, usually defining the roles for the top two to three individuals within each organisation – possibly extending to five to ten in larger firms.

Prior to the public announcement, the identification of the executive ensemble is pivotal. These leaders will stand on the public stage on announcement day, heralding a new era. As part of the intricate architecture of the deal, specialised retention strategies and packages will be devised for these pivotal players.

Before closing, the senior leadership will delineate their direct reports and forge a retention strategy, enlisting the expertise of HR.

For Phase 2 (15 Days Post-Close) and Phase 3 (30 Days Post-Close) feel free to reach out and we’d be happy to discuss further.

The Nugget

OSINT Framework

Information flows rapidly and seemingly without boundaries, the thirst for knowledge, unquenchable. Enterprises, both large and small, are on a constant quest to unearth insights that could fuel their growth and innovation. Here, Open Source Intelligence (OSINT) emerges as a protagonist.

OSINT is the collection and analysis of publicly available information from various sources, such as websites, social media, government publications, and more. It's a practice deeply rooted in the philosophy that knowledge should not only be sought behind closed doors but also in the open arena where collaboration thrives.

The OSINT framework, a systematic approach to gathering and analysing this publicly available data, acts as the compass guiding this exploration. With structured methodologies, it sifts through the vast ocean of information, making the complex appear not only manageable but extraordinarily lucid.

For businesses, the implications are profound. In a real-world setting, the OSINT framework can be a lifeline for market intelligence, risk management, and competitive analysis. Picture a scenario where a company leverages OSINT to uncover market trends, thereby steering its product development in a direction that resonates with consumer demands. Or consider a firm that utilizes these insights to gauge potential risks in an emerging market, equipping itself with the foresight to navigate unseen obstacles.

Feedback is always welcome.

See you next Wednesday.

// N

P.s. This Sunday we’ll be exploring the moves Alex Cruz took at British Airways back in 2016 to turn around the struggling national carrier, increasing passenger numbers by a third and revenues by nearly as much. Unheard of in the airline industry.

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Spotlight (what’s been top of mind this week)

Industry 

1. E-commerce - Reverse logistics has become increasingly crucial for businesses seeking to fine-tune their e-commerce supply chains and secure a competitive edge. It's quite evident why this is the case, as returns policies rank among the top three decisive factors for European consumers when making online purchases. (Statista) Embracing the intricacies of reverse logistics can undoubtedly pave the way for enhanced efficiency and customer satisfaction in the realm of e-commerce.

2. Manufacturing - The momentum of China's manufacturing sector is experiencing a deceleration, an issue covered by the Financial Times. The intricacies of the country's economy are facing headwinds due to the lingering effects of the COVID-19 lockdown in Shanghai, alongside the persisting trade tensions with the United States. As a result, the global manufacturing industry is feeling the adverse consequences of this downturn.

3. Life Sciences - Precision medicine, an innovation bridging healthcare and business, personalises treatments using unique patient data. This groundbreaking approach is unlocking unexplored market opportunities, revolutionising care, and introducing a novel business frontier in healthcare. Through embracing precision medicine, businesses can tap into a rich vein of potential, offering unique value, fostering loyalty, and treating previously untreatable conditions, thus catalysing new avenues for growth and innovation.

Technology

1. AI - Multimodality has been a real area of interest of late. Particularly for its applications in areas such as customer service. Multimodal combines multiple AI models into a single system, enabling it to learn and reason from diverse data types for improved performance. I.e. a multimodal AI system trained on text, image and voice data can excel in tasks like machine translation, image classification, and natural language understanding. Taking our example of customer service, a customer facing a payment issue can can write in and submit images about what they're facing or even speak using their voice and the AI can analyse the spoken content, and combine it with the text and image data to offer a comprehensive understanding of the customer's problem. Establishing trust and building CLV for a fraction of the cost.

2. Cloud (and AI) - Amazon, Microsoft and Google all announced new AI powered features to their platforms this week. Allowing businesses to immediately tap into the power of AI. Google's GCP announced a new natural language processing (NLP) API enabling customers to integrate verbal communication into their AI products. AWS, announced Lex which too allows for conversational AI. and Microsoft's Azure launched Cognitive Search, enabling the use of AI into the search functions of apps built with Azure which include Real Madrid. All three, drastically amplify their customer interaction and foster innovation, thereby catalysing growth in today's digital economy.

3. ChatGPT (still AI) - ChatGPT Code Interpreter Model is out of Alpha and into Beta and interprets, analyses, and generates human-like text, empowering non-tech professionals to validate data with ease. It's an inclusive revolution in data analysis. For example, administrators can now translate complex datasets into comprehensible reports for CEOs on the fly. Barriers between technical expertise and business acumen are blurred, democratising data and offering novel insights for strategic decision-making. The takeaway - training on the applications of AI need to happen across the organisation for the benefits to be felt the most. 

The CEO Digest (a thought for you leaders)

What's weighing on the minds of those leading the organisations of today. 

Algorithmic decision-making

A really interesting paper published by a long time collaborator of mine Isabel Fisher PhD, Reader in Information Systems at Warwick Business School, with whom I’ve had the pleasure of working with the last few years on both teaching and research projects, looks into the uses algorithmic decision making.

The paper explores the potential of AI in grading high-stakes assessments, with a specific focus on the case of AQA (Assessment and Qualification Alliance), the largest exam board in England. It discusses the ethical, practical, and technological challenges and risks associated with algorithmic decision-making in education.

For me, the take aways were that AI and algorithmic decision-making in the world of education presents both opportunities and challenges. Leaders must first tackle the issue of accuracy. AES tools, for instance, while efficient, have inherent limitations - they can't comprehend essay content like a human does. The risk of inaccurate grading is real; even the usage of impressive but empty words can manipulate some AES systems. The solution? A proactive approach towards understanding these systems, identifying potential weaknesses, and ensuring they're addressed to maintain assessment integrity.

Fairness is another critical factor. Just like their human counterparts, AI systems aren't immune to bias, though it may be more elusive and difficult to identify. The research sheds light on this, highlighting an AES system bias against male upper elementary students. This is a clear call to action for educational institution leaders. They must be vigilant of such risks, taking steps to ensure their AI tools are fair and unbiased. This could mean using diverse training data sets or conducting regular audits to detect and rectify bias. In a nutshell, accuracy and fairness are non-negotiable in our quest to integrate AI into education.

Latest Insights (published research and content)

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• Q2 Data Landscape Report
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• Insight-led Decision Making: A paradigm shift for CXOs
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Your Questions Answered (the Ronseal of titles)

I asked a few of you if you had any interesting questions ahead of this publication with the view to tackle them here. Below are a couple that got the gears turning. If you find this useful and want to send in your own questions - just hit reply to this email or email us here and i’ll pick it up.

Tips to align distinct cultures after a merger?

Merging organisational cultures is more than just a challenge - it's a wealth of untapped opportunity for those willing to strategically navigate it.

The crux of successful integration lies in a thorough cultural assessment. Delving deep into the values, beliefs, and norms of both organisations lays the groundwork for a solid, well-informed integration plan, highlighting the commonalities and distinctions that need to be reconciled.

In guiding employees through this change, clear communication is essential. Leaders need to paint a vibrant vision for the post-merger future, outlining the benefits and potential outcomes. This will transform apprehension into anticipation, aligning employees with the shared objectives.

Successful cultural integration is a team sport. Inclusion is key - bring stakeholders from both sides into the process, granting them the power to help shape their new workplace culture. Foster collaboration across diverse teams, creating a fertile ground for organic relationships and unity.

It's beneficial to establish a network of "culture champions" - agents of change who disseminate the newly merged culture, ensuring its propagation throughout the organisation.

Finally, remember that cultural integration is a marathon, not a sprint. It demands patience, a readiness to adapt strategies as the integration unfolds, and a commitment to continuous refinement.

How to effectively communicate a new strategy?

A little less comprehensive - I’ve always encouraged focussing on clarity and simplicity, ensuring that the same straightforward message is consistently shared across all channels. Frame the strategy with a compelling narrative, engage your audience through interactive dialogues, and secure visible endorsement from leadership. Lastly, don't forget to repeat and reinforce the strategy regularly to aid understanding, acceptance, and execution throughout your organisation.

The Nugget (of pure gold, hopefully something new to you)

Meta Ads Library

The Meta Ad Library, with its vast database, serves as a goldmine of insights for businesses. By revealing ad trends and competitor strategies, it informs smarter campaign planning. Simplicity and transparency are its strengths, breaking down complex ad data into understandable narratives. A business can leverage these insights to make well-informed, strategic decisions, positioning itself competitively in the digital marketing landscape. It truly democratises advertising knowledge, contributing significant value to your business.

That’s a wrap on issue #001. Feedback at this stage in invaluable. I’d love to hear your thoughts. Was it too long? Certain sections not of interest? Do you have any suggestions for new sections? Feel free to reach out.

See you next Wednesday.

// N

P.s. I’ll be writing some additional content which you can find in the section Special Reports. In the interest of email hygiene you’re not subscribed to this be default. So if you want, you can subscribe by clicking the link below.

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The first special we’ll be looking into the exact steps Satya Nadella took at Microsoft in developing the macro strategies that changed the perception of Microsoft with their customers and competitors and the leadership tactics implemented to drive the cultural change they were in such desperate need of.