Higher Education and Pandemic Inspired Digital Transformation with Dr. Marek Kowalkiewicz, Part 1

In Part 1 of this episode, we take a deep dive into pandemic inspired digital transformation within higher education with Professor Marek Kowalkiewicz of the Queensland University of Technology.  We discuss how universities are rapidly adapting to educating students during a pandemic and how many of the technologies adopted and lessons learned will permanently impact the way education is delivered.  Also covered is how the pandemic may change the global higher education market, competition for students, and university business models.

 

Watch Part 2 of my interview with Professor Marek Kowalkiewicz here.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

The Pandemic-Induced Digital Transformation in Higher Education

Both students and universities have been deeply involved in digital transformation since the beginning.  In fact, the origins of the internet can be found in the labs of great research institutes and universities, and Facebook was first conceived by students at Harvard University. 

As students and university staff (and the rest of the connected world) rapidly adopted these internet-based, wireless, mobile and cloud-based applications in their personal lives, they also recognized the value these innovations could offer all aspects of operating a university.  Software solutions for enterprise resource planning systems, facilities management, course management and enrollment systems were all rapidly implemented, and classroom and teaching technologies followed slowly behind.  

Many universities and professors have moved slowly to implement and employ teaching and learning technologies.  This slow adoption, however, is rapidly changing as a result of both competition and the global Covid-19 pandemic.  The pandemic has reprioritized just about everything.  Every university today is now upgrading and rethinking operations and classroom strategies.

While one might guess that universities and staff are the source of reluctance to move into the digital era, often it is students and parents that are hesitant to embrace online learning environments.  They want more and expect more from an expensive investment in a university education.  Dr. Jack Crumbly, Associate Professor and Management Department Chair at Tuskegee University explained to me that parents are often looking for universities to do more than just educate their children.  They want help transforming them into responsible and self-sufficient adults.  Students, on the other hand, are looking to leave the house and to develop an active social life where lifelong personal and professional networks of friends and relationships can be established.  All of these motivations point to a need and desire for a continuing if not enhanced physical presence.  

The key theme I keep hearing from all of my interactions with university staff is the desire for great "experiences."  Parents want to invest in a university experience that will help transform their children. Students also want a transformational experience, although their motivations, and the types of desired experiences are likely different.  Let's not forget that educators themselves want a better teaching experience and all of this still needs to be operated on a budget.

The big want for many institutions of higher learning today is for better physical experiences enhanced by digital technologies, rather than replaced by them.  This guidance should give focus to entrepreneurs and innovators.

Once the massive pandemic-induced learning curve becomes manageable for educators, then serious optimization and improvement will become their focus.  Look for a great deal of accelerated innovation in the near future from higher education, and a complete rethinking effort around operating models and budgets.  

Watch for my new interview series on Higher Education and Pandemic Inspired Digital Transformation later this week.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

The Mindset of a Digital Winner


I recently presented my views on how to succeed as a digital leader to over one hundred retail executives in Asia.  They seemed to find it useful, so now I am sharing them here in an article format in the hopes that others might benefit.  The content is my synthesis of findings that are derived from many different research projects and hundreds of interviews I have conducted with executives.

Digital winners think differently about digital innovations.  They quickly recognize how new innovations can offer benefits. They expect and look forward to finding and capturing competitive advantages in new trends and technologies.  They expect, at a higher level, to receive positive ROIs from their investments in new innovations.  They are both more optimistic and enthusiastic about emerging technologies and possibilities.  They are honest about their digital maturity, and where they are failing to keep up with change.

Digital laggards, on the other hand, are slower to understand how new digital innovations might be useful.  They often suffer from normalcy bias.  They often underestimate the amount of change that is occurring in their industry and with their customers.  As a result, they underestimate the amount of work and resources they need to invest in order to keep up with the cadence of change. They are reluctant to invest in new technologies, fearful of making the wrong moves, and they believe they can delay action today and catch up with digital leaders in the future.

It is fascinating how much the mindset of leaders determine whether a company will be successful or not.  More than products, services, technology platforms, funding, talent, ambition and creativity - it's mindset that often has the biggest impact.

Digital winners in retail watch for emerging and moving customer interaction points where they can meet with and address the needs of their customers.  These interaction points are constantly on the move.  In recent years we have watched them move from brick and mortar stores to websites, mobile  apps and then on to social media sites, podcasts, YouTube, TikTok and other digital influencer-oriented sites.  Digital winners will be where their customers are moving.

The future is too complex to predict accurately, so digital winners invest in understanding and anticipating a range of possible future scenarios.  Digital leaders will then develop playbooks for how best to win in each of the scenarios and create sense and respond strategies that help identify when and which future scenarios morph into today’s reality.

Middle managers often share how difficult it is to interpret an executives’ words, intent and guidance related to digital transformation.  When an executive says we must “innovate and transform,” it is critical to follow up with a clarifying doctrinal statement shared with everyone.  If the focus is digital transformation, then let's call it a “Digital Transformation Doctrine” that clearly and concisely defines “what, why and how” an organization should understand and respond to it.  The agreed upon doctrine will then influence the development of specific business strategies and tactics. 

Increasingly digital winners win because of information dominance.  When a competitor invests in seemingly unassociated programs and services, ask yourself what data will those programs and services provide today and how can it be an advantage?  Amazon Prime and Walmart+ are good examples.  Investing in understanding your customers better is a good investment.  Look for adjacent market data, or combinations of different data sets that help you see new and different patterns.  Winners thrive in taking action on data patterns only they see.

Speed is an important physics concept and an important business concept as well.  It just keeps popping up in my research.  Is your transformation speed aligned with the speed of changing consumer preferences?  Misalignment equates to lost business for you and more business for competitors.  Capture the speed of change and use it as an advantage.

Simplify to achieve speed and control.  Complexity is the enemy of agility, and acts as poison from the past.  Simplify to achieve speed and let leaders focus on customers, employees, high level doctrines and strategies rather than tactics. 

How fast can you take meaningful action on new data?  What is your speed to action (STA)?  What is your speed to action relative to your competition? How fast are you expanding into adjacent markets and industries, or how fast are they expanding into yours?

How much change can your organization manage in a given time frame?  How do you even measure an organization’s capacity for change?  I propose a need for a unit of measurement called “Transformative Energy Units (TEUs).” All activities either increase or decrease TEUs and knowing how much is available to work with is essential.  Leaders must understand how much change their organization has the energy to make.  They must recognize how to refresh and resupply TEUs in their organization to ensure they don’t exhaust their people and lose their talent.

How digitally friendly is your business model?  I have seen many legacy companies struggle with digital transformation because of friction related to traditional ways of conducting business, compensating sales teams and working with channels.  Of all the things that can negatively impact your business - don’t let it be your model.

Reconnaissance scouts have been used in military organizations for centuries as a way to gain greater insight and make better decisions.  Innovations and proof of concept projects provide businesses with similar benefits.  They allow leaders to make better decisions and investments on insights ahead of competitors.  Advantages in insight lead directly to advantages in business.

Today it is very difficult to build a successful business in isolation.  Investors want start-ups to invest in their unique differentiators, not on aspects of the business that can be shared across ecosystem partners.  Think about the thousands of businesses partnering with Amazon and using their logistics infrastructure and marketing engines.  Smart leaders identify and participate in winning ecosystems that provide shared business value, platforms, systems, functionality and data. As ecosystems expand, they can in themselves become a competitive differentiator. 

Digital winners do not expect or wait for a return to status quo.  Digital winners expect perpetual change and accept they will never return to a past state.  Digital winners learn to manage in ambiguity?  They create an environment that is future focused, where tomorrow’s opportunities are being anticipated and prepared for today.

Digital winners automate and execute change faster than their competition.  Winners have both the agility and the ability to quickly change course and align with fast evolving customer behaviors and preferences faster than their competition.  Avoid partners, suppliers, channels and ecosystems that may limit your ability to be agile.  The future is different, so never lock yourself into today.

Digital winners really understand what their customers want.  Based on this insight they employ the right philosophies, designs, systems, technologies and business processes to provide it.  They look for and find competitive advantages in their user experiences, personalization and recommendation engines, business operational tempos, process automations, omnichannel interactions and experiences, analytics and information logistics.

Rapidly evolving and expanding privacy laws reinforce the importance of keeping existing customers enthusiastic and loyal.  Customers are willing to share a great deal of personal information about their preferences and buying habits in exchange for fair value.  Digital winners honor loyal customers by continually increasing the value they provide.

Digital winners consider the lifetime value of their customers.  They create individual profit and loss statements (P&Ls) for each customer.  This provides them a long-term view and understanding of past, present and future value.  A loyal customer is more than a one-time transaction of a $5 product.  With today’s predictive analytics, a $5 purchase today can be considered one installment of a $200,000 lifetime transaction value.  Given this recognition, what incentives can you customize and personalize today to help capture the full lifetime value?

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Learning Content Strategies from the Best with Jenn VandeZande SAP's Editor in Chief for SAP CX

A couple of weeks ago I had the pleasure of spending time with and from learning from SAP’s Editor in Chief for SAP Customer Experience, Jenn VandeZande.  We talked all about thought leadership strategies, working with influencers and other fascinating topics.  Here are some of the choice excerpts edited for readability.

KRB: Jenn, tell us about your thought leadership approach and strategy.

JV: Thought leadership means discussing current trends in a way that is relevant to the market now, and in the future.  I also focus a lot on evergreen content and making sure that we're not putting a timeline on content that we publish.  In addition, I want to be inclusive.  I purposely recruit women and people of color to be thought leader contributors, previously there were just a lot of white men sharing content on the site. I think that to be relevant we must include everybody, and in order to do that we need to be purposeful about recruiting and encouraging them to share.

KRB:  Let’s talk tactics as an editor.  Do you ever feel it would be simpler to just write all the content yourself?

JV: As an editor my job is to polish up the ideas of other people. I think it's rewarding to see other people’s ideas come to life. Some of the most meaningful feedback people have shared is how I have been a source of encouragement to them. I love writing, but my job is to help them shine.

KRB: In my experience leaders often volunteer to write content, but rarely follow through with their commitment.  Why does that happen?

JV: I think that especially this year priorities have shifted so quickly.  What might have been relevant before, just isn’t relevant now, or the content just isn’t right.  Also, some people think writing is easy, everyone will love it and it will go viral.  I have received emails from content writers asking me to make it viral.  It doesn’t work that way.  It takes a ton of work and customization to optimize a piece.

KRB:  I have a rather loose strategy for article writing.  I write as I am inspired with new ideas.  What’s your strategy?

JV: It’s not just what you find interesting or think should be a priority.  It's what your readers are thinking about. I will always look at the search terms on our sites. Covid-19 really changed how we worked, scheduled and published content. We had to adapt our strategy to address the content needs and interests of our readers.

KRB: Let's look back over the past ten years, how have you seen thought leadership and content strategies evolve? 

JV: Ten years ago, thought leadership was still very much part of corporate communications.  You'd have somebody in the C-suite drafting the messaging and giving it to spokespeople. I think thought leadership today is now more customer oriented. It’s about what the customers are interested in, and what they're searching on.  Today thought leaders look more diverse. They are more diverse. So, it evolved from a traditional corporate messaging function to be a really important part of demand generation, sales and keeping customer trust.

KRB:  There are a lot of people like me that have been writing and sharing business and technology strategies for a long time.  What are your strategies on how to differentiate your content and stay above the noise?

JV: That's the tough part of the job.  When I get content submissions, I ask what purpose does it serve? Is it what our audience wants and needs?  I think understanding our audience is very important and I dedicate a lot of time to that.  I review our search histories.  I want to know how people got to our site, and what they're looking for along the way.

KRB: As a futurist, I write a lot about things people haven’t yet thought much about or searched on.  How would you optimize new and unfamiliar content?

JV: My initial thoughts are - what does it mean for my audience?  What will my audience be looking for?  If they are new to a topic – what questions will they need to ask going into their first meeting on the subject? Put yourself in their shoes and create content for them. That’s how you do it.

KRB: If someone wants to be a business and or technology thought leader - what advice would you give them? 

JV: You have to get in the trenches and really experience things firsthand. Don't think your views are always right. A really good mark of being a thought leader is having an open mind and being able to evolve your position.  Keep an open mind and be in the trenches. Get your hands on the work. Don't assume anything. And always, always, always fact check.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

PART 2: A Pandemic's Impact on Innovation, Industry and the Future with TCS Expert Ved Sen

A few weeks back I recorded two fascinating interviews with TCS digital transformation and innovation expert Ved Sen.  This is the second interview (watch the first interview here)  that focuses on strategies for innovating.  We look at how to organize for innovation, and also how to scale innovation within an organization.  

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Retail and a History of Paying for Ignorance

During the Cold War the armies of East and West faced off along thousands of miles of borders with tens of thousands of tanks, artillery units, defensive positions, guns and soldiers.  The costs for supporting these defensive postures were enormous.  Nations invested hundreds of billions of dollars over the years maintaining these positions, not to counter a known threat, but to prevent an unknown threat.  They were investing in ignorance - a lack of knowledge.  They spent massive amounts defending against the unknown - everywhere.  That expenditure was an ignorance penalty.  A penalty, so huge, it negatively impacted the economic futures of many countries.  

Businesses that operate in the dark, and have not digitally transformed fast enough, are also paying an ignorance penalty today.  The ignorance penalty is the cumulative effect of conducting business without digitally derived data providing precise insights and knowledge, and without the ability to act instantly from afar.  In markets where all competitors are equally paying the ignorance penalty, competition is not impacted.  However, when a few companies decide to digitally transform to reduce their ignorance penalty, then competitive markets are very much disrupted.

When some competitors are stuck paying a very expensive ignorance penalty, and others aren’t, a competitive gap quickly opens.  We see this in the form of Amazon and other digitally transformed retailers precisely marketing personalized products to individuals, while traditional stores spend massive amounts marketing generic products to regions filled with unknown customers.

The ignorance penalty rate is high enough that it will bankrupt many companies required to pay it.  In my research, I see data that suggests laggard companies (those slow to digitally transform) believe they can afford to pay the ignorance penalty for a few years while slowly preparing to digitally transform in the future without suffering unduly.  This, however, is what we call digital delusion. 
  • When the retailer, Sports Authority, filed for bankruptcy analysts stated it was due in large part to their slow response to digital commerce competition.  The ignorance penalty bankrupted them.  
  • When the retailer, Aeropostale, filed for bankruptcy analyst reported they were not able to keep up with the speed of their more digitally enabled competitors. The ignorance penalty bankrupted them.
  • When the retailer, British Home Stores (BHS), filed for Administration (UK’s version of bankruptcy), analysts reported they were "very slow to embrace digital transformation, and their products were no longer relevant.”  The ignorance penalty bankrupted them.
The need to stay competitive by digitally transforming does not wait for budget cycles to finish, 5-year plans to be accomplished or alternative strategic priorities.  Your competitors certainly aren't waiting.  Digitally transformed competitors are rapidly propelled forward by new digital insights and knowledge integrated with agile business systems capable of responding to the new information in real-time.  

Businesses have a choice to pay the ignorance penalty, or use the money today to invest in digital transformation - either way, it will be payed.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Facebook's Infodemic on the Pandemic

I am a long-time technology enthusiast, analyst and futurist, and love to discuss and write about the positive impact emerging technologies offer humanity.  That said, we can’t be blind to the negative impacts as well.  Facebook’s algorithms are increasingly showing up as the source and amplifer of many false and misleading postings that are widely distributed and promoted causing serious consequences for us all.  The sheer volume of false information being distributed today by Facebook algorithms is overwhelming the truth.

A recent research paper by the organization Avaaz titled Facebook's Algorithm: A Major Threat to Public Health, found that health misinformation spreading networks on Facebook appear to have outpaced authoritative health websites, despite the platform’s declared aggressive efforts to moderate and downgrade health misinformation and boost authoritative sources.  This finding suggests that "Facebook’s moderation tactics are not keeping up with the amplification Facebook’s own algorithm provides to health misinformation content and those spreading it.” In other words, Facebook’s amplification algorithm robots are battling and winning over their moderation robots that are trying to protect truth.  This is an important research finding, because when false information overwhelms truth on Facebook people’s lives are at risk.

This year in the month of April 2020, 82 websites, a relatively small number, that were flagged by NewsGuard for repeatedly sharing false information, received over 460 million estimated views on Facebook.  That is a massive amount of influence from websites already identified as regularly sharing false information.

The total estimate for the past 12 months is that false health information on Facebook was viewed 3.8 billion times across the five countries in the study — the United States, the UK, France, Germany, and Italy.  When false health related information is viewed that many times, a lot of people are going to believe it – with serious consequences.

I don’t believe Facebook is purposely trying to destroy the world, as they do need living, breathing, humans as users and customers. I just think they have created a Frankenstein monster and no longer have full control over it. Here is what Facebook says, “False news is bad for people and bad for Facebook. We’re making significant investments to stop it from spreading and to promote high-quality journalism and news literacy....our adversaries are going to keep trying to get around us. We need to stay ahead of them, and we can’t do this alone.” I just hope they realize that in a lot of documented cases, their adversaries are their own internal amplification robots and algorithms.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Our Minds on Facebook Algorithms


As a futurist, I write often about the advantages of digital transformation for organizations and how early adopters gain extra advantages that aren’t available to laggards. One of the best demonstrations of this point was when Brad Parscale, the digital director of Mr. Trump's 2016 campaign, shared that using Facebook was an important factor in their win.  In his words, "Facebook moved the needle for us."  He understood how Facebook's computer algorithms worked before others did.

Let’s pause a moment to define what computer algorithms are. A computer algorithm is software code written by people - in this case Facebook employees.  Algorithms consist of rules and code that enable software to perform automated reasoning.  How does Facebook use them?  Kevin Roose, a technology columnist for The Times, describes it as follows, "The platform [Facebook and its algorithms] are designed to amplify emotionally resonant posts, and people and organizations that are skilled at turning passionate grievances into powerful algorithm fodder win.”  

Facebook’s algorithms are programmed to amplify content based on these rules: controversy wins, and negative content beats positive content.  Facebook’s algorithms love arguments, debates and agitation.  Parscale understood this before his opponents.  A recent Forbes article also supports this view, "The recommendation algorithms on social media might be complex and somewhat mysterious, but they generally favor engagement; thus, controversy."  If you want to attract a mass audience on Facebook or many other social media sites be controversial - that's how the algorithms are programmed.  It's not truth or virtue, it's whatever causes audience engagement (i.e. high blood pressure).  Higher audience engagement, not surprisingly, equates to higher ad revenue for Facebook.

A Pandemic's Impact on Innovation, Industry and the Future with Author and TCS Expert Ved Sen

In this episode, I catch up with TCS’ innovation and digital transformation expert Ved Sen just 24 hours after his return from India.  We discuss the pandemic's impact on innovation, priorities, industries, and consumers around the world.  This future-focused deep dive discussion is special and gives insights into what is happening in Europe, Asia, and North America.

 

Interview Questions and Answers: Q1: What is it like to do international travel in the age of COVID? What was your experience? A1: 0:52 Q2: What is the mandate of your group there? What are you tasked to do? A2: 2:26 Q3: How do you see the Covid-19 pandemic really affecting digital transformation? A3: 5:06 Q4: What industries do you see that are really being impacted the most, right now, due to Covid-19? A4: 11:07 Q5: How do you see that impacting the world of the future of work? How did TCS address this change in the work environment? A5: 17:40 Q6: Consumers are changing their buying behaviors, what are you seeing from your perspective? A6: 25:26 Q7: What technology did you have your eye on and how has it changed after the pandemic? A7: 31:17
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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

The Politicization of Everything

We find ourselves today in a hyper-politicized environment that business leaders must recognize, understand and be prepared to address.  Increasingly a business’ brand, mission statement, identified purpose, marketing themes, suppliers and the executive team’s social media activities are all being scrutinized to reveal political positions to either support or oppose.  Whether intended or not, or true or not, claims made by pundits and popular social media influencers can quickly lead to market segmentation that may have a direct impact on a business.  

Prudent business leaders will think through these issues before they happen.  They will want to discuss the most likely trouble spots and identify the most likely scenarios and impacts.  The goal of these exercises is to create a playbook on how best to respond when it happens.  When it happens, the speed at which it can impact your business necessitates foresight and planning.

Earlier this year in Boise, Idaho, new owners of a pizza joint immediately faced a huge challenge as a result of the pandemic.  Not only did the pandemic shut down restaurant dining, but disagreements with the staff led to a walk-out, public protests and a social media campaign that politicized the disagreement.  No one wanted or expected these challenges.  No one was prepared and everyone suffered.

In another local Boise, Idaho, example, a beloved French bakery received threats as a result of asking customers to wear masks.  This was widely reported in the news and on social media and much of the community united in support.  The baker had no desire to be involved in politics, but politics found her.

Some businesses embrace selling to a subset of the market that closely identifies with a well understood political persona.  Other enterprises and brands, however, wishing to maximize their market size and potential, attempt an apolitical position.  

In the past marketing messages and positions could be closely controlled.  Today, in a world of “cancel culture” where just about everything can be politicized, it’s wise to prepare.  It is shocking how many objects and brands have already been politicized.  
  • Tire brands
  • Shower heads
  • Medical tests
  • Rice brands
  • Toilet flows
  • Masks
  • Church attendance
  • Sports brands
  • Hospital vacancy rates
  • Vegan food
  • Live wrestling
  • Fried chicken brands
  • College football
  • Mortality Rate Data
  • Pandemics
  • Pancake syrup brands
  • Disease names
  • Automobile brands
  • Craft and hobbies store brands
  • Hotel brands
  • Pizza joints
  • Definitions of fact
  • Social media platforms
  • Theology
  • Borders and Walls
  • Photos in front of church buildings
  • Vaccines
  • Sustainability 
  • Plasma treatments
  • Sneaker brands 
  • Home improvement store brands
  • Birth certificates
  • Medicines
  • Nutritional supplements
  • CDC 
  • News channel brands
  • FDA
  • University brands
  • Hawaiian shirts
  • Canned bean brands
  • Brutality
  • Historical monuments
  • Recreational equipment and clothing brand choices
  • Playing sports during a pandemic
  • US Postal Service
  • US Census
  • E-commerce sites 
  • Newspaper brands
  • Scientific methods and processes
  • Voting methods 
  • Opening Schools
The ubiquitous nature of social media and social media influencers has resulted in an environment whereby businesses are always just a tweet away from chaos.  Businesses must understand this reality and have a plan.

Are you willing to take political positions with your business?  Will supporting or opposing a particular politicized issue help or hinder your business?  Is your target market aligned with a political position?  Does it align with your organization’s?  How does your leadership team and employees feel about it?  Are they both in agreement?  Is it possible to remain apolitical on an issue?

I believe social media and social networks are now a permanent fixture in our society, as such, it appears this challenge will be here for the foreseeable future.  Choosing how to position your business in a politicized environment has now become both a reality and a priority.

Very funny video on Cancel Culture in 1238 AD.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Interviews with Kevin Benedict