No amount of sophistication is going to allay the fact that all your knowledge is about the past and all your decisions are about the future.
— Ian E. Wilson  
 

Marketing + Strategy

 

New Voodou always says that marketing is about three things: 

What do you know about you?
What do you know about them? 
What do they know about you?

Strategy calibrates and aligns them for success.

 

To succeed in the current economy and position for the future, it is critical that firms align marketing resources with business strategies. Now is always the time to evaluate marketing goals, organization, roles and responsibilities of the team, as well as the challenges and opportunities of the workplace. 

 
 

The New Economy

During the 2016 election cycle, there was a great deal of talk about the economy—missing jobs, unfair trade agreements, income inequality—and what to do about these very valid concerns. What seemed to be missing from the debate was a discussion of the economic reality that most of us experience every day. We are living at the threshold of a new economic order defined by platforms, networks, and connectivity made possible by rapidly evolving technologies and our sometimes uneasy embrace of them.

Preactive Strategies

The real question is whether anyone is thriving at this point—not just inching back but actually winning new and interesting work, adding significant staff, and growing revenues. If so, how did they do it? Not surprisingly, a number of firms at all sizes used the slowdown to figure out how to speed up.

The Hinge

The correlation between business cycles and the demand for talent and leadership in professional services firms seems obvious. We all know that, when times are good, firms are hiring; when the pipeline slows, so does demand. As we reach the other side of our latest recession, the question is: How can we leverage talent strategies in order to offset the business cycle?

Small Firms Act Big

Conversations with innovative small-firm leaders around the country, most often the founders and owners, revealed a distinctive mindset marked more by “Why not?” than “Why?” Few of the strategies deployed by these practitioners could not be adopted by larger firms.

 

Hard Changes

Over the last few years, I have had several of my clients ask me about leadership transitions. This is not my area of expertise. Ask me about branding, media relations, content development or even about workplaces or urbanism or healthcare design. But don’t ask me who is going to take over your architectural practice.