Not far short of three years-ago I published a piece on the Huffington Post which suggested that humans had moved from the age of the sword into the age of the printing press and were about to move into the age of the algorithm. The reason, I suggested, for why a particular form of technology came to shape an age was that each technology conferred an advantage upon an elite or institutionalised group, or at least facilitated the emergence of a such group which could control these technologies in order to achieve dominance.
This is why the algorithm will have its age. Algorithms are extraordinarily powerful but they are difficult things to create. They require highly paid geeks and therefore their competitive advantage will be conferred on those with the greatest personal or institutionalised resource – billionaires, the Russians, billionaire Russians, billionaire Presidents (Russian or otherwise). There is also a seductive attraction between algorithms and subterfuge: they work most effectively when they are invisible. Continue reading
I notice that I last posted in June last year and that this wasn’t even a proper post, just a reference to a speech I had given in Istanbul that was conveniently YouTubed. In my defence, I have been busy doing other things such as building a house and involved in an interesting experiment in online education. Interestingly, my blog views haven’t decreased dramatically over that time, which I think says something instuctive about the whole content thing. It suggests that content is not a volume game, where frequency or even timing of posting is key, rather it suggests that content is a relevance game that is not driven by the act of publication, but driven by the act of search. This is why content socialisation is far more important that content publication. As I have said before, spend only 10 per cent (or less) of your content budget actually producing content and the remaining 90 per cent on socialising that content. Socialised content is the gift that carries on giving. Once it is out there it will carry on working for you without you having to do anything else. And this socialisation has to start with an understanding of what content (information) people actually want from you – identifying the questions for which your brand is the answer. Remember, the social digital space is not a distribution space where reach and frequency are the objectives, it is a connection space where the objectives are defined by behaviour identification and response.
Here endeth the predictable critique of content strategies.
Given that it is still January I believe I have permission to resume posting with a 2017 prediction piece. I was prompted to do this by reading Ashley Freidlin’s extremely comprehensive post on marketing and digital trends for 2017. This is essentially a review of the landscape and it its sheer scale is almost guaranteed to strike terror into the heart of every marketing director. Perhaps because of this, Ashley’s starts with saying that the guiding star for 2017 should be focus, so in that spirit I shall attempt to provide some basis for focus. Continue reading
A few weeks ago I was in Istanbul speaking at the Digital Age Summit. A video of my presentation is now on YouTube and I have finally got around to posting it.
See also below the summary slide, which pretty much covers what I said. Some other soundbites include, why a mobile is not a channel but is a behaviour detection device, why consumers don’t want content, why marketing has been in the Ice Age and why the algorithm is the most powerful instrument of social control invented since the sword.
Also – check out the presentation by Matt Wallaert from Microsoft for a new way of thinking about your business / market and competition.
I especially like the idea of creating value by reducing levels of engagement, given the senseless chase for ‘engagement’ in social media. It correspond to my idea of a brand as a waiter – just tell me about the specials, take my order, bring my drinks but at all other times just stay out of my life – don’t think that because you are a waiter you have a right to ‘join my conversation’. (I don’t think I got into this in my presentation – there was probably already too much in there).
This excellent piece by Mark Higginson has galvanised me to write this post. I have done many posts previously on this, but they have tended to be too long, too short or just dealing with a specific aspect. So here it is – my shot at the definitive post that punctures the content delusion.
1. Consumers don’t want it
Find me the consumer who is saying “what I really want right now is another piece of content from my favourite brand”. That consumer does not exist. Ask consumers what they want from brands and they will certainly give you a list – but content will not be on that list. Don’t believe me here, believe the global PR agency, Edelman. They asked consumers what they wanted from brands and they came up with a list of 8 things. In essence what consumers were saying is “we want information (not content), we want responses, we want answers to questions, we want you to listen to us and give us an opportunity to be heard, we want you to demonstrate to us that you actually strand for something other than marketing b*** s**t.
2. The value creation model is fundamentally flawed
Let’s look the theory first. We have an industry that has been around in excess of 500 years that specialises in turning content into cash. This is the publishing and media industry. The model this industry has developed for doing this most efficiently involves creating revenue in two ways: subscription/purchase or advertising. Neither of these options are available to brand ‘publishers’ and in any case, this model is dying on its feet. So, as a toothpaste brand, if you think you can do a better job at creating value from content than the guys who have been doing it for 500 years, without recourse to the two most effective tools these guys have developed and in the face of an economic environment within which the ability to create value from content is collapsing – go ahead: make my day (and clean my teeth).
Now for the practice: it just doesn’t scale. Continue reading
A couple of weeks ago I stumbled across something called Google Big Query and it has changed my view on data. Up until that point I had seen data (and Big Data) as something both incredibly important and incredibly remote and inaccessible (at least for an arts graduate). However, when I checked-out Google Big Query I suddenly caught a glimpse of a future where an arts graduate can become a data scientist.
Google Big Query is a classic Google play in that it takes something difficult and complicated and rehabilitates it into the world of the everyday. I can’t pretend I really understood how to use Google Big Query, but I got the strong sense that I wasn’t a million miles away from getting that understanding – especially if GBQ itself became a little more simplified.
And that presents the opportunity to create a world where the ability to play with data is a competence that is available to everyone. Google Big Query could become a tool as familiar to the business world as PowerPoint or Excel. Data manipulation and interrogation will become a basic business competence, not just a rarefied skill.
The catch, of course, is that this opportunity is only available to you once you have surrendered your data to the Google Cloud (i.e. to Google) and paid for an entry visa. As it shall at the base of the Statue of Googlability that marks the entry point to the US of D:
“Give me your spreadsheets, your files,
Your huddled databases yearning to breathe free,
The wretched data refuse of your teeming shore.
Send these, the officeless, ppt-tossed, to me:
I lift my algorithms beside the (proprietary) golden door.”
And the rest, as they say, shall be history (and a massive future revenue stream).
It may be difficult to see a connection between the launch of YouTube Red (a subscription paywall behind which its ‘content stars’ have now been imprisoned), the Council of Trent in 1545-63 and the Index of Banned Books (or indeed between the social media ‘Reformation’ and the Protestant Reformation). But there is a connection and it is to do with institutional reactions to new forms of disruptive technology and a desire to shore up established vested interests.
Looking first at the Council of Trent. This was one of a series of crisis meetings convened by the Catholic Church to try and deal with the pesky Protestant Reformation which was threatening its authority in large parts of Europe. An aspect of this that was especially irksome was the new-fangled technology of printing, which had allowed Martin Luther et al, as well as some other awkward geeks such as Galileo, to spread their ideas far more extensively that would have been possible in the good-old days of the Inquisition. In fact one of the most significant aspects behind the success of the Protestant Reformation was its adoption of this new communications technology and a recognition of its power to disrupt established institutionalised interests (i.e. the Roman Catholic and Orthodox Church).
The Roman Catholic Church could not deny or seek to eradicate this new technology, but it could try to appropriate its power and control its output – hence the Index of Banned Books. This Index was an attempt to define and promote only content that supported institutionalised political vested interests (the Roman Catholic Church). YouTube Red, on the other hand, is an attempt to define and promote only content that supports institutionalised commercial vested interests (Google and the advertising industry). Continue reading
TechCrunch Disrupt is “the world’s leading authority in debuting revolutionary startups, introducing game-changing technologies, and discussing what’s top of mind for the tech industry’s key innovators.” It ran its 2015 show in San Francisco a couple of weeks ago and Carole Cadwalladr from the Guardian/Observer wrote this excellent piece entitled “Is the dotcom bubble about to burst (again)”.
As well as the bubble angle, Carole also focused on the disrupt angle implicit in the event’s title and noted the extent to which the D word is inserted into all the pitches. The logic here appears to be: 1) look at the businesses that have become successful and that we wish to emulate 2) identify a common characteristic of all of these success stories, i.e. that they were all disruptive 3) reach the conclusion that disruption is therefore the key to success.
Wrong conclusion. Continue reading
Last week the BBC looked at artificial intelligence and robotics. You could barely move through any part of the BBC schedule on any of its platforms without encountering an AI mention or feature. A good idea I think – both an innovative way of using ‘the whole BBC’ but also an important topic. That said I failed to come across any piece which adequately addressed what I believe is the real issue of AI and how it is likely to play-out and influence humanity.
True to subject form, in the BBC reporting there was a great deal of attention on ‘the machine’ and ‘the robot’ and the idea that intelligence has to be defined in a human way and therefore artificial intelligence can be said to be here, or to pose a threat, when some machine has arrived which is a more intelligent version of a human. This probably all stems from the famous Turing test together with the fact that most of the thinkers in the AI space are machine (i.e. computer) obsessives: artificial intelligence and ‘the machine’ are therefore seen to go hand in hand. But AI is not going to arrive via some sort of machine, in fact it will be characterised by the absence of any visible manifestations because AI is all about algorithms. Not algorithms that are contained within or defined by individual machines or systems, but algorithms unconstrained by any individual machine and where the only system is humanity itself. Here is how it will play-out. Continue reading
My thanks to the team at Digital Doughnut for drawing my attention to this relatively new report by eConsultancy and Quantcast. It is called ‘Programmatic Branding: driving upper-funnel engagement’.
I read the report and it gave me a vivid reminder of a feeling from my agency days where you find yourself in a conference room (probably in New York) listening to a presentation about ‘the new big thing’ (albeit presented in such a way as to suggest that this is not sufficiently new that you shouldn’t already know quite a lot about it) and find yourself struggling to resolve two competing reactions. The first is panic: OMG, the fact that I can barely understand what this guy (probably a guy) is talking about shows that I am just so out-of-touch I may as well resign right now. The second is: OMG I suspect this guy himself barely understands what he is talking about and is just making up a whole new set of words to either disguise his ignorance or take something which is actually very simple and make it sound incredibly complicated. Experience has shown that the latter usually prevails. Continue reading
It has just been announced (in a Tweet of course) that Twitter CEO Dick Costolo has stepped down, under pressure from investors, because of a perceived failure to either grow the user base or revenue sufficiently.
The real issue here is what is this a failure of. Is it a failure of management to grow users and (advertising) revenues, or it is it a failure of expectation on the part of investors? I tend to see it as the later.
Twitter has the same problem that Facebook has in that the ‘clever’ chaps on Wall Street who had to stick a number on it when it started to prospect for investment used the wrong model. Continue reading