The First 3 Weeks of the 2012 NFL Season Were Brought to You by Schlitz Beer-Early 1970s Formula

The National Football League’s (NFL) petty 2012 lockout dispute with the NFL referees union has officially ended. Not a moment too soon: The “real” referees will return to officiate all Week 4 games – just in time for the early Thursday Night game – rescuing the rest of the football season from further tarnish, embarrassment and harm at the hands of incompetent replacement referees.

Source: Bleacher Report

Before the 2012 season began, players and analysts warned NFL Commissioner Roger Goodell that the poorly qualified fill-in referees would lose control of football games. They did. The rightful outcome of games would be altered by poor calls and non-calls. Oh, were they ever. And repeated failure to call serious personal fouls would put players at needless heightened risk of serious injury. Sadly, and most unacceptably, that happened as well.

I thought, what other organization, #1 in its field, has ever made such a major non-forced mistake, causing highly visible, self-inflicted harm? My answer rewinds back to my freshman year, Intro to Business, first case study: Schlitz Beer in the 1970s. Once the #1 beer in America, as equally an iconic brand as Budweiser, Schlitz proceeded to lose nearly all of its value by that decade’s end, thanks to inexplicable, self-induced sabotage of its own product.

The NFL’s decision to install replacement referees was a “Schlitz Mistake.”

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Innovative Companies Don’t Have Employee “Sediment”

I really liked this tweet by Sandy Kemsley ūüėĄ¬† As Sandy noted, someone¬†clearly intended to comment on the need to monitor employee sentiment – and yet, the more I thought about it, the more I realized companies should monitor employee “sediment” too.

Somehow the above reference to sediment¬†triggered a memory (from ‘sediment’ to ‘dirt’ ‚Ķ ‘soil’ ‚Ķ ‘plants’) of an article I read about “potted plant syndrome” in the workplace:

There was a boss who complained that everyone around him was a “potted plant.” He couldn’t understand why his managers wouldn’t take charge of an idea or come up with solutions. In his management meetings, if a manager suggested how to handle a problem or come up with solution, he would tell them how they could do it better or differently. Or, he would argue that they were wrong.

He didn’t realize he was killing commitment and innovation.

The boss was a one-person idea prevention department. His staff was tired of standing out with an idea only to get it shot down, so they stopped offering them. The oblivious boss had sown a staff of “potted plants.”


And now a quick true story of employee ‘sediment’…

A business professional (we’ll call him “Rick”) met with a company leader to discuss¬†how he wanted a certain SaaS tool¬†to work. Rick listened and asked questions, teasing out from the leader the specific desired outcomes and results he was looking for. In the course of the conversation, the leader drew his thoughts and answers to the questions on a whiteboard.

The next day, Rick presented the plan describing how the actual production implementation¬†would work, delivering the end results the leader had described. Rick’s¬†plan included a time-saving idea involving a simple update to certain existing data that would provide the desired end results much more quickly with fewer workflow steps. Even better, Rick also noted a flaw in one of the leader’s primary assumptions as to how the solution should work; however, Rick’s proposed data update would resolve that issue as well.

Instead of¬†being pleased, the “leader” was angry!¬† “I told you exactly what I wanted!” he sputtered. “What is this?!”

leader-air-quotesAnd only then did Rick realize the unfortunate reality that the “leader” never wanted Rick to propose an innovative solution; no, the “leader” wanted Rick to merely replicate his desires, wishes and assumptions, exactly as instructed on his whiteboard… flawed assumptions be damned.

Did this “leader” want fries with that?!

Keeping his incredulousness – and that¬†snarky fries remark – to himself, Rick simply obliged and completed the project to the “leader’s” exact – and faulty – specifications. Sure enough, the system processes the “leader” had mandated proved to be so needlessly complicated, the end users rarely followed them.

Not long afterwards, Rick, not terribly interested in becoming a “potted plant,” chose to move on… to much greener pastures.

If a company doesn’t want “potted plants” for employees, they should stop burying their ideas.

Monitor employee sediment, indeed.

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‚ÄúI‚Äôd Like to Have an Argument, Please‚ÄĚ ‚Äď An Innovation Message from Monty¬†Python

The Impact of Imagination Level on Product Marketers and Managers

Today’s Best Marketing Organizations Run Like Winning Football Teams

Football-and-MarketingI read a great Ad Age article,¬†Four Talent Categories You Need to Win in a Connected World,¬†by Chris Kuenne. Recognizing that many marketing organizations still cling to “old school” marketing and PR, Chris Kuenne provided a timely description of the must-have¬†talents, skills and attitudes found in today’s leading¬†marketing organizations that actively contribute to business¬†growth and success.

To support his key¬†point that “the old set of skills and conventional deployment will not work,” Chris Kuenne offered up a sports analogy:

In [American] football, everyone is a specialist with a distinct position and responsibility. Each player goes one-on-one against his opponent, helping the team advance the ball in a linear fashion down the field. Marketing over the past 50 years reflected this linear approach, in which a brand’s marketing plan specified a highly planned, seldom altered, set of initiatives‚Ķ Today marketing is closer to rugby. All players handle multiple roles, using many different skills…

I agree with Chris Kuenne’s historical and current assessment of the marketing function; however, today’s game of football is actually brimming with innovative tactics. I’m sure¬†that I underappreciate the tactics in rugby, but I see a lot of parallels between the practices of winning marketing organizations and winning¬†pro¬†football teams:

Transformation through Innovation. Both football and marketing have benefited dramatically from innovation. ¬†The “linear, seldom-altered” football game Chris Kuenne referred to actually¬†describes how football was played¬†over a century ago by such¬†feared college teams as the Army team and¬†its predictable but very successful smash-mouth running game.

And so it went, until Notre Dame, in 1913, unveiled an innovation that would transform the game: The forward pass (!), recently legalized but widely ignored. Quarterback Gus Dorais and future football legend tight end Knute Rockne led¬†Notre Dame’s surprise passing attack that¬†surprised and confused the Army Cadets. The Fighting Irish cruised to a 35-13 upset win.

At roughly the same time as Notre Dame’s game-changing¬†use of the forward pass, John Wanamaker, the pioneer of the department store, made his famous remark, “Half the money I spend on advertising is wasted; the trouble is I don’t know which half.”¬†Similar frustrations by marketers have¬†continued right up to present day!

Thankfully,¬†marketing innovations today¬†are replacing decades of linear, seldom-altered, interruption marketing with a still-evolving paradigm of content marketing, permission marketing and marketing automation technologies. The marketing function is undergoing its own¬†game-changing, “forward pass”¬†of¬†innovation and transformation.

Improvisation. In the football game of an earlier era, the coach’s called play was the play, no matter how obviously ready the defense was ready for it. Today’s football calls for champion quarterbacks to decipher disguised defenses in real-time and “call an audible” ‚Äď a quickly-improvised new play (Peyton Manning¬†turned this into part science, part theater throughout his career). Teammates must also recognize the need to improvise a play as well: wide receivers must know when to “cut their route” and expect a very quick pass in response to an anticipated¬† rush¬†on the quarterback.¬†The defense must be ready to change its coverages at a moment’s notice as well.

The old school coach’s “command and control” of a football game has given way to much more flexible play-by-play in response to real-time game situations. In similar fashion, members of winning marketing¬†organizations are afforded the autonomy, and have the skills, to make real-time corrections during¬†a marketing campaign or other activities, and do so collaboratively with others on the team.

An obsession for analytics. Today’s most effective professional teams ‚Äď not just “Moneyball” baseball – but pro football, basketball and hockey as well ‚Äď are utilizing data analytics in ways and depths unimaginable even a decade ago. Sports analytics can help predict future success on game day and optimize success off the field (e.g., demand-driven ticket prices, non game day function space usage). Celtics co-owner and venture capitalist Steve Pagliuca recently¬†called Boston “a new Florence” for sports analytics.

A similar analytic renaissance¬†within marketing¬†is now in full swing. I encourage you to visit Scott Brinker’s¬†Chief Marketing Technologist and start with one of Scott’s¬†all-time¬†favorite posts, Rise of the Marketing Technologist. The active use of analytics is a force multiplier for effective marketing as it is for successful sport teams.

Leaders with genuine¬†acumen and leadership skills. Chris Kuenne¬†provided advice to CMOs equally applicable¬†to football coaches when he wrote that leaders “must encourage collaboration across radically different temperaments, skills and backgrounds.” That’s an accurate description of football and marketing teams alike.

Just as¬†important are the coach’s/CMO’s own qualifications: how many, how much of “hard skills” ‚Äď the vital talents, skills and attitudes identified by Chris Kuenne ‚Äď does the leader in question really possess? Has the coach/CMO demonstrated his or her “soft skills” ‚Äď a proven ability to “attract, inspire and retain the best talent”? Coaches and marketing leaders alike can neither succeed nor even “get by” without these essential talents.

Put simply, authentic leaders, like champion coaches, attract and inspire highly talented professionals.  Poor coaches and poor business leaders repel talented people.

Pro football¬†fans will readily recall the unfortunate¬†failure of Minnesota Vikings coach Brad Childress, resulting in his high-profile firing during the 2010 season. Brad Childress’ implosion, summarized by Kevin Seifert of, should serve as a cautionary tale for those in any executive position who lack genuine leadership skills:

Childress had never been a head coach at any level. He had been the offensive coordinator of the highly successful Philadelphia Eagles, but coach Andy Reid called almost all of the plays over that period‚Ķ [As Minnesota Vikings head coach] Brad Childress had a distant relationship at best with players, feuding with most key veterans at one point or another. And his schemes were uninspiring and rigid, routinely minimizing the skills of talented players…¬†They felt neither inspired nor challenged.

Winning marketing organizations, much like the best football teams, are typically led by savvy, authentic leaders who encourage innovative thinking, seek out new analytic insights, understand key challenges and needs, and translate that understanding into new, engaging customer experiences that build new business. They are the ones setting new rules for marketing success.

Business Managers Can Learn a Lot from Data Scientists

Source: (CC)

In a recent thought-provoking TDWI article, David Champagne informed readers of The Rise of Data Science: a discipline of emulating the scientific method when analyzing data, in a conscious and laudable effort to ensure objectivity and avoid poor analytical practices.

As I had just recently blogged on¬†the Texas Sharpshooter Fallacy, a type of flawed analytical logic business intelligence users might fall into, David Champagne’s article caught my attention.


From David Champagne’s article:

Back in the “good old days,” data was the stuff generated by scientific experiments. Remember the scientific method? First you ask a question, then you construct a hypothesis, and you design an experiment. You run your experiment, collect and analyze the data, and draw conclusions. Finally, you communicate your results and let other people throw rocks at them.

Nowadays, thanks largely to all of the newer tools and techniques available for handling ever-larger sets of data, we often start with the data, build models around the data, run the models, and see what happens.¬† This is less like science and more like panning for gold…Perhaps the term “data scientist” reflects a desire to see data analysis return to its scientific roots…

Barry Devlin, in his business-focused commentary on David Champagne’s article, noted the worlds of science and business have rather different goals and visions,¬†which I interpreted as data science might offer limited benefit to business managers.¬† But perhaps the best practices of data scientists have a lot more in common with those of¬†business managers after all,¬†in light of¬†some commentary I came across on effective business decision-making.¬† That commentary gave¬†high praise to the manager who utilizes the scientific method in the decision-making process. The author was not a technologist, but rather:¬†Peter Drucker, the father of modern business management.

Revisiting Peter Drucker’s writings on¬†effective decision-making process¬†will show surprising similarities to¬†the best practices of data science, and yield beneficial insights for business managers seeking to make more effective, data-informed decisions.

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Become a Crow / Fierce Competitor in Business: A Users Guide

Venture capitalist and entrepreneur Mark Suster once shared an awesome pearl of business wisdom (via Kellblog): In a strong wind, even turkeys can flyin his blog post of the same name.

This insight came from¬†Mark Suster’s¬†colleague Ameet Shah,¬†a co-worker¬†at Andersen Consulting¬† in the late 90’s.¬† Andersen Consulting was the largest independent consulting firm at the time, but amid scores of existing competitors and newly-funded Internet consulting startups…

…the market seemed crowded and our leadership position that had been built over many years seemed to not matter any more…[But] Ameet said to me, “Ah, I’ve seen this many times before. ¬†See, Mark, in a booming market you can never tell the winners from the losers. ¬†In a booming market buyers aren’t very discerning and companies that have weaknesses can mask them…Andersen Consulting always gains market share in down markets. ¬†That’s where the companies who are [only] good at marketing tend to crumble…Don’t worry, we’ll be fine, just wait for the next downturn.”¬† That had never occurred to me.¬† In other words, in a strong market, even turkeys can fly.¬† (emphasis added)

A company that works to “gain market share in down markets” and seizes “the next downturn” as an opportunity is most certainly the opposite of a “flying turkey” business.¬† I’d call it a “crow” business, referencing the amazing adaptability and intelligence of crows, as I have blogged previously.

I also suggest reading Jeffrey Fox’s book, How to be a Fierce Competitor: What Winning Companies and Great Managers Do in Tough Times¬†–¬†a great user’s guide on how to become a “crow” business.

Read on for a review of this great book along with more insights from Mark Suster’s great blog post.

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“Where’s Mike” Happy Fun Contest Winners

Quick follow up: The photo taken by¬†David Meerman Scott during his¬†great Jan. 6 BPMA presentation (see next post) reminded me of a “Where’s Waldo?” picture, so congratulations to Dan McCarthy and Howie Lyhte who took me up on my challenge to find me in that photo.¬† Since they¬†both dropped me an email quite quickly (with my correct location),¬†I declared them both winners.

For those of you playing at home, I am a couple of rows in front of the post holding my book with a thumbs-up.

Dan and Howie will receive David Meerman Scott’s new book we’re all holding up in the photo, Real-Time Marketing & PR, plus a great bonus book I will be reviewing here soon: How to be a Fierce Competitor by Jeffrey Fox. Enjoy, guys!

Happy New Year: Top Blog Posts for 2010

I hope you have a very happy, healthy and successful 2011!   Thank you very much for reading this blog, whether this is your first visit or one of many. 

Here are the three most popular blog entries of 2010, with a new year’s resolution to write many more in the new year!¬† Please enjoy.

UPDATE:¬† Moments after tweeting¬†my resolution to blog more often in 2011, I¬†see I am being held accountable (!) by¬†WordPress’ PostADay /¬†PostAWeek Challenge.¬† OK, WordPress, count me in … for the PostAWeek, that is!


The most popular post overall during 2010 was actually a 2009 post: 

Poor Communication can Scuttle Effective BI, Your Personal Brand, and a Simple Bus Ride 


Top 3 most popular posts added in 2010:

1.  Not All Interruption Marketing is Bad 

2.  Play the Product Marketing Game Like a Chess Grandmaster

3.¬† Animal Metaphor Farm: Don’t be a “Gorilla” or “Eagle” in Business … Be a Crow