Though not by design thus far, I have actually been expanding on the 4P (planning to add one more) framework I wrote about in Agile @ Scale. The attempt is to help me navigate the concept of brand in a rapidly changing landscape. The Change Imperative tried to showcase some of the possibilities of these dynamic shifts, and Revisiting Brand Purpose dwelt upon purpose in the framework. This post is on platforms. Though media platforms have been around for a while and have been utilised by brands, and the internet, mobile and different OS can also be treated as platforms, I’m choosing to focus on the brand/ organisation as a platform.
Thus far, the organisation as a platform has been built to leverage scale for competitive advantage. But technology and open platforms are easily on their way to make scale matter much less. As this post succinctly states, connections weigh more than efficiency now. So how can the organisation move towards connections?
My thought process on this was probably started in Social’s Second Chance. Social tools and platforms have brought the brand into full contact with the user and have caused paradigm shifts in not just marketing but across the organisation. This deck makes an insightful point that traditional marketing structures are dialectic in nature while social platforms are dialogic. That explains why brands are using social mostly as media and trying to frack it, despite there being better ways to approach it, even in the context of marketing. Experience > exposure is a lesson yet to be learnt.
Among other reasons, one of the big factors that are contributing to a resistance in truly embracing social in entirety is a fear – loss of control. This is a great read on designing for the loss of control and my biggest takeout from it is where it quotes from ‘The Power of Pull‘ – “shaping strategies” on the individual, institutional, and societal level.
I think there’s tremendous scope in rethinking the brand/organisation as a platform. In the bid for competitive advantage through scale and efficiency @ scale, it is possible that the organisation/brand has chosen to see value very myopically – as a transaction. What if the organisation transformed itself around connections – connecting employees to a sense of purpose, partners to the kind of work they’d want to associate with and its own narratives with that of the consumer’s? Of course there’d be transactions involved too, but how about engaging each in a way that understands and works with the unique value in every interaction within the context of a shared purpose?
(Arguable) I think efficiency lays more stress on methods, but engagement has the potential to focus on principles. Profitability at any cost vs value creation as a means to profitability. The choice might actually make the difference between survival and irrelevance.