So. The death of Kodak isn’t just symbolic but an even greater catalyst (as if it were needed) for account handlers to reinvent & remaster themselves in 2012. I’ll be posting next week on a few of the values that I think define our discipline in 2012 & hope to then take these points of view into a wider audience.
Kodak’s problem wasn’t just a case of reinventing it’s core business. It actually invented digital photography back in 1975. The didn’t even have a case of ‘marketing myopia’ – i.e not asking the question ‘so what business are we actually in’. No – it feels like anything poor old Kodak could have done would have been the equivalent of ‘rearranging the deck chairs on the titanic’.
David Taylor has a lot more on this here.
The old theme of it’s not ‘what business you say you’re in but the business that your customers tell you that you’re in’ has never been truer than here. Did Kodak stop listening? Or did it just not know how to manage the change of it’s core? Was the pace of change just too fast? It was hardly like a tech meteorite wiping out an obsolete platform which is why the argument of marketing intertia is tricky to buy. Did they offer ‘drill bit’s’ where the customer was looking for something to make holes? Was that really the issue? Or did they fail to ‘lean in’ & take control of the crisis much like the way Eric Hirschberg explains in the way the leak over MW3 was managed.
This ‘leaning & listening’ seems be what defines another L in the multiverse.
And for the modern account handler it’s setting up the conditions so that the team can ‘lean in’, ‘listen’, react, pro-act, reinvent & help build relevance for a client’s brand in the multiverse. This is the way that we’ll help guide our clients through the complex choices they face today & help generate strategies & ideas that exist in realtime, are human, connective & that constantly reinvent themselves as they spread.