Great post from Gavin Heaton over at Servant of Chaos this week about the changing face of business management. Gavin mentions an emerging new breed of business leader that might sound a little familiar if you’ve been paying attention to what our little community of Marketing+ bloggers has been talking about these last few years. Check this out:
By far, the most radical transformation will be the one thrust upon us by the generational change that is now under way. With 60 million baby boomers about to be replaced by 60 million Millennials, the workplace will never be the same again. Managing the “knowledge transfer” that needs to take place over the next 5-10 years will be a fundamental responsibility of the Business Designer.
What is a Business Designer, I hear you ask? Per Gavin:
The Business Designer does not sit in a creative studio. Rather, she operates across business units — touching marketing, customer service and new product design. The BD has a finger on the pulse of finance and lives cheek-by-jowl with the legal team. There is the touch of the management consultant in the way that the BD navigates the org chart — but also the fervour of the evangelist. She may be T-shaped. She may be a green egg. But above all, she is an experienced business professional. That’s right — she knows how to get things done.
The BD will perform the important role of “change manager” or perhaps “transformation manager” — for the domino-like changes that will occur in every facet of a business will change the nature of the enterprise. What has been rough and ready in the consumer space will become refined and repeatable in the business world for the BD will select and orchestrate the practices, tools and approaches that correspond with a company’s business strategy. Of course, this will breed a whole new round of innovation in the technology space — we have already begun to see this with Yammer, the business version of Twitter.
And there will be a corresponding transformation in the process of business, and the goals and approaches of groups charged with managing brand touch points. This goes without saying.
What’s the difference between a Business Designer and a traditional business manager? The way I look at it, the difference lies in a handful of subtle yet crucial traits exhibited by this new biz whiz breed:
1. The T-shaped trait: These folks combine a strong mix of Marketing Management and Experience Design, and understand the importance of storytelling, Brand Strategy, and Experience Design. They are gifted strategists with extremely well developed creative, communications and context-building skills. They are intellectually curious, deeply entrepreneurial problem solvers.
2. The Green Egg trait: Process improvement, an eye to new markets and a passion for Innovation are their biggest professional drivers. These folks are agents of change. These are the people who will take your company to the next level in its evolution (if you let them).
3. The “good enough” aversion trait: These folks are way too passionate to tolerate a “good enough” mentality. Their job is about much more than turning a crank and picking up a paycheck. They’re change agents – not for the sake of change, but for the sake of driving to necessary leaps in a business’ evolution.
4. They ideation trait: These folks bubble over with ideas. They sketch a lot. They prototype. They like to test out their ideas. They seek out peers who can help them bring their ideas to life. They tend to be gadget and accessories freaks, even if they only own a few. They are designers at heart, if not technically in practice.
5. The connected trait: These folks have connected with their time. They understand the underlying strategic shifts going on right now that will change the landscape that your company operates in. They are good at connecting the dots: By being plugged-in to the world today in ways that most are not, they can clearly see what the business landscape will look like in two, five and ten years. This gives them the ability to be the architects of your company’s future. You may frown at their interest in social media tools like Twitter, Seesmic, Yammer and Facebook, but these are the tools of their trade: This is how they connect with their peers, with information, and with the shifting tides that will drive the market changes that will either sink or remake your business in the next decade.
Here’s more on that from Gavin:
We are also reaching a certain maturity in the way that marketers work with social media. There are now case studies on the effectiveness of social media, there are tools that help us measure and react to conversations and there are an increasing number of corporate roles for “community managers” or even “directors of social media”.
In this environment, the focus is no longer on learning the tools, but on refining the way that we interact with them. It is about bringing social media into our businesses, integrating it with our other marketing efforts and focusing efforts in a way that deliver business results.
Read the whole post here.
I am glad you brought up the notion of this new type of business leader, Gavin. I’ve been trying to put my finger on this for a few years now. Still not quite there yet… But for those of us living at the intersection of Business Management, User & Community Engagement, Marketing Communications, Product Design, Innovation, and the evolution of Social Media tools, starting to put a name to the thing is way overdue. With most business leaders spending at least 85% of their time turning the crank and making sure their businesses run properly, who is in charge of actually driving the business to its next evolution? Department managers? Sales? The COO? The CMO? 15% or less of a business leader’s day potentially devoted to improving – not just running – their business. Scary. In a rapidly changing world/economy/market, it pays to have at least one person (better yet, a whole team of them) a) focusing on what’s next, and b) getting the business ready for it.
Does the opportunity for such folks exist as a layer between the CEO and the other C-suite execs (CMO, COO, CFO, Manufacturing, Design Engineering, Sales, etc.) Is the role better suited to function as a team-based cluster of upper-mid-level Business Directors? Perhaps a Brand Czar who provides direction to all departments but answers directly to the CMO? Is there a better name for the role? Can this type of individual force an overhaul of the traditional corporate org chart?
Big tip of the hat for getting that discussion started, my friend.