There’s no telling what can happen beyond 18 months. But designers and managers can adapt, by embracing that in their innovation strategies.
Innovation success stories are all strikingly similar: a bright idea, supported by a zealot-innovator who sees it through. The windfall of goodies follows.
Managers routinely claim that their strategic planning process creates large, detailed documents, but often little else. It’s as if the process serves no purpose other than to create the plan, and execution is somehow separate.
Success will require CIOs and CMOs to partner and develop a transformation strategy to deliver digital customer experiences and digital operational excellence in support of customers.
I went on a holiday recently and wanted a phone that worked internationally. Simple enough, right? I got the phone but it didn’t work so I called customer service. They were very friendly and helpful, and got my phone working. Later I went to the site to check about the billing process. The information was there, but it took me a while to find it. When I returned the phone, I got a bill that I hadn’t expected so had to call customer service again. And again, the person was very helpful. Each interaction was good, but fundamentally I was dissatisfied with the service and, therefore, the brand.