I call it hybrid thinking
Since I started working in this industry, I have been lucky to work with lots of inspiring minds and highly diverse types of agencies. I have also found myself in very different roles: as a team player, as a sparring partner, as a co-creator, as a leader. Moreover, I have had the pleasure of facing an incredible variety of business and brand challenges across nearly all categories. All these circumstances, combined with a versatile mind, have shaped me into some kind of ‘hybrid thinker’. Hybrid Thinking is something that defines my professional identity and impacts my way of working. It allows me to quickly get a grip on any situation, to adapt various ways of thinking, and to tackle wicked business problems.
As a hybrid mind, I tame wicked problems for businesses, I reshape the future of brands and I aspire to co-create a better tomorrow for people.
For that reason, I offer four areas of expertise, Each area gives crucial answers to the most critical questions brands can raise.
Who are Why.
Who is the brand?
And What does it exist at all?
Every brand needs to discover what it truly stands for. And it has to state why it does exist at all.
I CREATE BRAND STRATEGIES.
It’s about meaning.
How does the brand look, feel, sound, smell, and taste like?
Every brand needs to express its character in an appealing way across all points of interaction.
I ENCOURAGE DESIGN STRATEGIES.
It’s about Attitude.
What does the brand narrate?
What’s the story it shares people with?
Every brand needs constantly to reinvigorate itself by offering relevant content and inspiring stories.
I UNLEASH CREATIVE STRATEGIES.
It’s about narration
Where & When.
Where and When does the brand connect with people?
Every brand needs to be experienceable. Ideally, it interacts proactively with people.
I CRAFT EXPERIENCE STRATEGIES.
It’s about interaction
Each organisation will require a unique set of solutions.
However, the ‘core process’ is often similar; working to uncover stakeholder goals, brand principles and suitable marketing and communications initiatives. This process assists in achieving organisational objectives and improves overall operating procedures.
1. Goal Setting
To move towards larger goals and measurable objectives with a sense of meaningful progress it’s imperative to document aspirations.
During this stage of the process we work with internal company representatives to set aspirational goals and measurable objectives. This is also an opportunity for internal stakeholders to align their company vision for a more united approach.
Human-centered design focuses on the end-user to uncover what they really want and perceive as valuable products and services.
By interviewing various external stakeholders, including current and prospective clients, consultants and candidates we can better understand brand perception, product and service requirements and desired value-adds.
You can gather data, but making meaningful sense of what is collected is the best way to effectively harness the information.
Understanding qualitative (experiential) and quantitively (statistical) data is a nuanced process of interpretation. Looking for trends in stakeholder feedback, gathering a baseline of customer satisfaction to grow from and identifying desirable engagement methods are additional benefits of this stage.
Creative problem-solving manifests in diverse ways for each organisation depending on their internal and external requirements.
This is where your key messages, your marketing collateral, different digital and in-person initiatives and channels such as web and social are determined. These specifications will inform design and consultant briefings.
You can have the best intentions, but without effective implementation your vision is likely to fall short during roll-out.
Exploring specialist consultants, briefing articulately, choosing providers and managing timelines and budgets can make or break marketing success. This process is managed from one key strategy and overseen by me if engaged to do so. A central strategist mitigates the need for repetitive ‘discovery sessions’ with each individual consultant as your objectives and planning has already been formally documented.
Making It Count
Even one small improvement can make a big difference when it comes to uplifting client conversion, customer experience and minimising resourcing.
If a system has a missing or weak link, the whole ecosystem suffers. This could be miscommunication, slow and outdated internal administrative processes, poor quality control or inconsistent client follow up. These are just a few of the potential pitfalls when it comes to operations planning.
The solution can range from basic system integrations to complete internal overhauls – either way, these undertakings are designed to improve overall effectiveness, efficiencies, employee morale and ensure you are servicing your clients as best as possible.