Making collaboration magic

By Heidi Sundin and Hamish Anderson

For centuries we believed ‘knowledge is power’.  In the 21st century the belief is shifting to recognise that ‘collaboration is power’.

Isn’t it ironic that it has taken until the 21st century for a term which is derived from Latin to rise to such prominence. We have finally moved into an era where there is growing understanding of the magic that collaboration can bring in creating ideas, actions and momentum to solve issues, large and small.

Collaboration is more than an alliance, relationship, network or a partnership. Meaningful collaboration arises from the coming together of people with greatly differing experiences and views, united by a common mindset and goal.

Hamish and I have both worked in many different types of collaborations and in our experience the coming together of different knowledge sets, organisations, groups and individuals enables a process of discovery that spans disciplinary divides; and ultimately one that creates something unique. So, we thought we’d share with you our views on the key ingredients to making collaborations successful.

Common purpose

From the outset it is important to be really clear about the common purpose the collaboration is working towards. Of course individual parties may have specific goals and interests in participating in collaborative efforts, but we believe there needs to be an overarching common goal.

There may be times in collaborative processes where the different interests of participants are in conflict, so having clarity over ‘why’ you are collaborating and your common purpose can break down impasses, and bring discussions back to the reason you’re all there.

Rules of engagement

Collaborations often involve different organisations, groups or people who come together to share IP, ideas, and engage in various ideation processes. To ensure there is mutual benefit from the collaboration (in whatever form that benefit takes) it is essential that you determine the rules or key principles of engagement.

What we’ve found works well for us is to adopt the principles: ‘openness’ ‘curiosity’ and a ‘high level of debate’.  As collaborators we acknowledge that from open and rigorous debate better solutions will emerge. Part of signing up to these principles is that debate is always about the interrogation of ideas not about the person putting them forward.

Being open

If we wanted to get to an answer that we already ‘kind of knew’ there would be little point in collaborating. For collaborations to be successful, the people within them must be genuinely open to pushing the boundaries – committed to discovery and the belief that through sharing they will arrive at an answer they never could have in isolation.

Trust in your collaborators

Sharing brings some vulnerability. There are different types of trust: contractual trust, competence trust and goodwill trust. In collaborations, a higher reliance on competence trust (trust that the individual / collaborator has the abilities to perform the task) and goodwill trust (trust that the individual has the intent to perform the task) will more likely lead to better outcomes as they provide a platform for more open and creative engagement.

Trust in the process

The process of discovery and invention can take you down uncomfortable paths that you may not have arrived at alone. To uncover the gold that comes from collaboration, give yourself over to the process, rather than fixate on the immediate solutions and outcomes.

Utilise new tools available

Collaboration is not just a talk fest, and it’s important to capture the thoughts, ideas and decisions as you go. If you cannot get into the same room, there are many online cloud based collaboration tools that can be used to bring your teams together in a virtual space and record the process. Consider using tools such as: Stormboard,  Confluence, Trello and Google Drive – these tools allow the collaborative team to brainstorm, organize, prioritize ideas, create a shared workspace to chat, share documents, work on documents together and move things along.

Bringing it together

Collaboration is magical. By working together collaborations provides us a powerful process of discovery to take knowledge and creativity to a new place.

Those who do not believe in magic will never find it.” – Roald Dahl

Collaboration is about achieving something purposeful – be it a specific outcome, open innovation, or the skill of collaboration itself – but for long lasting collaborations we believe that a large part of it should also be fun! So, above all else, we encourage you to incorporate fun, joy, and energy into your collaborations.

About the authors

Heidi Sundin is a management consultant working with businesses to drive growth. Her approach is to collaborate with leaders and teams to develop customer centric tailored solutions. Her experience spans creating transformational programs and change across corporate, professional services, academic, government and the non-for-profit sectors. 

Hamish Anderson is the Founder and Director at Mesh Consulting. Hamish is passionate about pushing the envelope and has a track record of success across offline & online marketing, strategy development, customer acquisition, web, SEM, social and content development.

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Is marketing wagging your strategy? Top tips for ensuring strategic alignment of your marketing strategy

By Heidi Sundin and Hamish Anderson

Irrespective of the industry you work in, or the size of your organisation we believe it is critical that your go-to-market and indeed your marketing strategy, plans and initiatives are aligned with your business strategy.

Recently we’ve observed a number of clients and organisations present with a similar challenge – they are keen to build a new marketing strategy or go-to-market strategy, yet they wish to do so without having clarity on what they are trying to achieve as a business.

Why is this an issue?

Building a marketing strategy without taking the time to develop clarity on your business objectives, strategy and plans can lead to a number of issues, particularly for organisations in a growth phase. Some of the issues that result from this void of an overall business strategy when developing a marketing strategy are:

The risk of becoming master of none: When focused on growth it can be exciting to see so many opportunities – different customers, new product and service lines, and new markets and adjacencies to move into. Yet trying to be all things to all customers, when resources are limited due to management bandwidth, capital constraints, access to talent and the ability to recruit at the pace of growth can create significant issues. Making courageous strategic choices to prioritise opportunities and be selective in defining who you are, what you stand for, and which customers & markets you serve will allow you to be more deliberate and targeted with your marketing strategy.

Confusing your customers: With your business strategy missing in action the related risk that arises is the sending of mixed messages to your customers or perhaps worse – not reaching them because the channels you’re using are not suited to where your customers are. Without a clear customer segmentation strategy – you risk not understanding their needs, meaning it is more challenging to tailor and deliver your value proposition to them.

Confusing your teams: Creating an outstanding customer experience requires collaboration across all areas of the business. Alignment is key. Across the business; sales and marketing, operations departments, accounts and finance, IT and innovation, human resources all need to work together to ensure that the internal culture and all customer touch points are consistent in providing an excellent brand-true experience.

Often called omni-channel marketing, it is no longer the remit of the marketing team alone to implement this seamless customer experience, rather, it is the role of the marketing team to create demand and then provide internal support and education across the business. An overarching and aligned business strategy enabling the focus on customer related processes, systems and culture initiatives is also required.

Resources across the organisations, not only in marketing, need to be aligned to what your organisation is trying to achieve overall – otherwise you will see various teams across the business all running in different directions and potentially working against each other. Greater alignment will allow your teams to all work towards providing your targeted customers with your promised value and experience.

Missing your goals: Measuring the success of marketing initiatives should be focused on whether they are helping to achieve your business goals? How do you know if the strategy is successful if your goals have not been clearly defined?

Building a marketing strategy with your business strategy missing is like the tail wagging the dog – marketing has to ask the questions that the overall business strategy should be clarifying.

Our top tips for strategic marketing alignment

Here are our top tips to bring better strategic alignment for the development of your successful marketing strategy. 

Make it a two-way street: If your organisation has a strategy team or consultant – ask to meet with them to gain a central view as to what the organisation is aiming to achieve in the long run and the other core business priorities currently underway. Not all organisations will have a dedicated strategy team, particularly small to medium businesses – so in this case, talk to the MD or General Manager to understand what the priorities are. As a marketing professional your role is also to engage your leadership and colleagues on what the latest trends are – you can play a role in helping the leadership to stay focused on the market, be across the trends and provide data to help make some of these critical strategic decisions. 

Know your industry and influence strategic choices: Marketing plays a key role in not only supporting the business strategy, but also informing it. By using data insights, customer feedback and research marketing should play an active role in advising the leadership or strategy team on key markets and customer segments. Key questions to raise with the leadership may be: Is Pareto’s law at play? Should you refine your targeting? Where are the areas of highest growth and profitability? What is the lifecycle of the industry? Where are the knowledge gaps – what does your market not know they don’t know? The strategic marketing imperative lies not in telling the audience what the business wants them to know, but rather in realising what the market needs to know (which they do not currently) and delivering to it.

Know your why: Make marketing meaningful. You can’t be everything to everyone, clarity of what markets you are playing in and why is critical to avoid confusion with your customers and ensure targeted key messages. If your business or leadership have not clearly articulated your why – suggest a workshop or other activities to help crystallise the broader ‘why’. The ‘why’ of the organisation then becomes central to your messaging to customers.

Know what you mean by success: Define how marketing campaigns and other initiatives success supports organisational success. If the two functions are moving independently of each other, success will be accidental at best. Ensure the business is also set up to support marketing success. It is integral that you define what success looks like above and beyond the obvious – spiked sales, improved ROI, lower acquisition costs etc. It is just as important to mitigate negative ramifications from “success”. Consider things such as the safeguards you have or need to build in to ensure delivery times remain constant, or that customer service does not suffer due to increased demand.  

In many ways it surprises us that strategy can sometimes forget the customer, just as marketing strategies can be developed in isolation of a business strategy. For true success we encourage you to take a deliberate approach to ensuring alignment.

Let us know what else you do to ensure strategic alignment of your marketing strategy.

About the authors

Heidi Sundin is a management consultant working with businesses to drive growth. Her approach is to collaborate with leaders and teams to develop customer centric tailored solutions. Her experience spans creating transformational programs and change across corporate, professional services, academic, government and the non-for-profit sectors. 

Hamish Anderson is the Founder and Director at Mesh Consulting. Hamish is passionate about pushing the envelope and has a track record of success across offline & online marketing, strategy development, customer acquisition, web, SEM, social and content development.