At this year’s upcoming WOBI World Business Forum in New York join us to hear from Zoë Chance. The two-day November event, brings together thousands of business leaders to be inspired by some of the world’s most renowned speakers from business and beyond. Immerse yourself in new ways of thinking that challenge your current mindset Only a few spaces remain for our 2 day tour! https://newyorkstudytour.com/

Zoë advocates for “Timing”  how the timing on when to influence is just as important as how. “Observation” You need to observe the individual, but also the environment around the individual, in order to successfully exert influence. “Understanding” You need to first understand what influences you in order to influence others and most importantly “Ease” Ease is probably the biggest influence of all.

Here is Zoë’s TEDx talk How to Make a Behaviour Addictive at TEDxMillRiver

Zoë Chance examines persuasion and decision-making through the lens of behavioural economics. Her work is focused on helping good people and businesses do good in the world. A professor at the Yale School of Management, her MBA elective, How to Make Behaviour Addictive, is one of the most in demand courses at the school. Chance is currently writing a book on influence and persuasion, scheduled for release in 2020.

Passionate about turning knowledge into practice, Chance’s research has been published in top academic journals and influential business media such as the Harvard Business Review, The New York Times, The Wall Street Journal, The Economist and the BBC. Her 4Ps Framework for Behaviour Change is the foundation for Google’s global food guidelines, helping 60,000 people make healthier choices every day. She also collaborates with various industry partners through her work at Yale’s Center for Customer Insights.

How do we influence?

Zoë will share her insights on how to Mastering Influence and Persuasion

• Crash course on behavioural economics: the real drivers of people’s decisions and behaviour are not what you would expect
• How to connect more authentically, communicate persuasively, employ principles of motivation, and better understand how people make decisions
• Expand from the interpersonal to the interpersonal – from influencing the self to influencing consumers and society
• Discover and develop your own style of influence, and use this to influence behaviour by shaping the contexts and environments in which decisions are made

Zoë was a Brand Marketing Manager working for Matelle for Barbie, enjoyed hearing all about the research and insights presented she wanted to learn to help people make better decisions. After studying at Harvard in marketing and behavioural economics she completed her PhD research and realised I “it was naïve to imagine anyone can change how people make decisions—but that if we can understand how they make decisions then we can have a better hope of influencing them”.

At Yale School of Management, Zoë created a course that brought together her research on behavioural economics, and experience in marketing, sales, and negotiations, and public speaking. 

If you look at almost any firm that has disrupted not just its competitors but its entire industry, it’s likely they were innovating on the dimension of ease. 
Here is a Q&A with Zoë on advice for marketers to help us better identify those moments and influence those moments?

Zoë: People are busy, and their attention is so scattered. So how can you stop wasting marketing dollars on messages that never even get seen or read or opened? Behavioural economists ask, what are people already paying attention to?

The Yale Center for Customer Insights did some work with a large media company. They have a paywall subscription service where you can read a certain number of articles free every month, and then when you try to read another one, you get blocked. They told us a huge number of people were hitting the paywall in the morning, but then weren’t buying the subscription.

The problem was that in the morning, people are in a rush to head off to work or get kids ready for school. Their attention is elsewhere, and they won’t spend time entering credit card information and all that.

When this company paused the paywall in the morning and kept it for the afternoon, subscriptions increased a tremendous amount because people who were checking the news in the afternoon were looking for a break from work. When you hit the paywall, you see the subscription process as a productive distraction, “Oh, well, now I have to enter my credit card information so I can download this really important article.”

In a way, although you can’t control that person’s perception, you’re actually manipulating the environment around them in order to set them up or match what you’re trying to achieve with what they’re trying to achieve. Can that ever go too far?

Zoë: Much of the time I’m on a soapbox trying to persuade brands to make it as easy as possible to do business with people. Make it as easy as possible to take the next step, wherever you are on the customer journey. Amazon has done phenomenally well with this, but in one situation, they made it too easy.

Do you remember the Dash button? A physical button programmed to order one specific product, and you put it somewhere in your house? It seemed like a good idea, but it hasn’t panned out that well. And one problem was the buttons made it too easy to order products. Even small children could do it—and they did.

If you were able to give someone a challenge or an assignment that would get them to really start to appreciate some of your teachings and learnings, what might that ask be?

Zoë: It would be the challenge I start my MBA class with. It’s a 48-hour challenge. In the first 24 hours you say “no” to every request. In the second 24 hours, you say “yes, and—” agreeing to others’ requests and adding your own request of something that would make you happy.

This challenge reveals a lot about your own habits that’s gone under the radar. For many, many, many of us it’s much harder to say no than we realize. We have beliefs that other people won’t like us if we say no, or we’ll ruin the relationship or something. As a result, we end up getting so much of our time and attention sucked away by being unwilling to say no. But practice shows you that other people are okay with you declining respectfully. Learning to say no can be transformative.

The “yes, and” piece helps us practice imagining how could the world be even better. What does that look like? And people are surprised to discover we can actually improve our relationships and deepen our relationships by asking people for other things. If we tell ourselves asking is always selfish, then we’re shutting down a lot of possibilities. That’s the 48-hour challenge.

Aptly named Mastering Influence and Persuasion, for MBA students and also for executives from all over the world. It went really well except for one thing: the standard influence techniques I was teaching. Like scarcity, social proof, and commitment and consistency.

Students and executives would tell me, “We can’t use those influence techniques on the people that we most need to influence.” Arm’s-length transactional tactics may work sometimes with customers, but not with our colleagues, and not with our kin.

That’s what set me off on this journey of trying to figure out how we can influence those we respect and care about—which means influencing in ways we’d want to be influenced ourselves. And of course, customers prefer more respectful influence strategies too.

This is a fully immersive experience in this dynamic city which will help you take your Business and personal development to the next level! Join us for 2 days.

Get your tickets-  2 day Study Tour

https://www.eventbrite.com.au/e/new-york-study-tour-express-2-days-tickets-75547296999?utm-medium=discovery&utm-campaign=social&utm-content=attendeeshare&aff=escb&utm-source=cp&utm-term=eventcard

To learn more about the Business Innovation and Leadership New York Study Tour head to https://newyorkstudytour.com

Look forward to seeing you there!

Cheers,

Angela Mellak

Founder Digital Women’s Network

Founder- Digital White Space

M:0466619631

E. hello@digitalwomensnetwork.com

Level 3, 162-168 Collins Street, Melbourne VIC 3000 

Do or Do not, there is no try!

Zoe Chance | Author, Assistant Professor of Marketing | Better Influence, Yale School of Management

The post How to master influence and persuasion- with Zoe Chance appeared first on Women's Networking Events - Melbourne.

Here is a bit more on Kory. As the Global Practice Leader for Organisational Development at Franklin Covey, Kory focuses on creating cultures of great confidence, developing great leaders and extraordinary productivity in people, teams and organisations. Kory has more than 25 years of experience in business, during which she has incorporated a unique perspective with a holistic view of organisational development.

Combining her experience as an executive with her roles as a senior consultant in Leadership and the Global Practice Leader for Organisational Development at FranklinCovey, Kory doesn’t only understand strategy and the key principles to building great systems, leaders, and cultures of success, but can also offer practical solutions that facilitate the behavioural changes necessary for the desired results.

Here Scott Miller sits down with bestselling author and productivity expert Kory Kogon to talk the future of productivity and practical advice for getting things done.

Kory is the coauthor of the Wall Street Journal bestseller The 5 Choices: The Path to Extraordinary Productivity, and before taking on her role at FranklinCovey, Kory was the executive vice president for global operations at AlphaGraphics, Inc. for six years.

Building a Culture of Extraordinary Productivity

• Buried Alive: The State of 21st Century Productivity
• Learning the organisational processes that provide consistency in filtering the important from the less or not important and create a culture of productivity
• Turning planning and technology into a productivity engine
• The “brains” and “body” to get the right things done: The “5 energy drivers” that ensure sustainable mental and physical energy

Learn cutting edge and innovative ways to build Business success by getting clear on your own ambitions and business alignment and gain a greater understanding of what is the most important aspects in business right now! 

This is a fully immersive experience in this dynamic city which will help you take your Business and personal development to the next level! Join us for 5 days or just 2 days.

Get your tickets- 

2 day Study Tour

https://www.eventbrite.com.au/e/new-york-study-tour-express-2-days-tickets-75547296999?utm-medium=discovery&utm-campaign=social&utm-content=attendeeshare&aff=escb&utm-source=cp&utm-term=eventcard

5 Day Study Tour

https://www.eventbrite.com.au/e/5-day-new-york-study-tour-for-business-innovation-leadership-tickets-64647676942

To learn more about the Business Innovation and Leadership New York Study Tour head to https://newyorkstudytour.com

Look forward to seeing you there!

Cheers,

Angela Mellak

Founder Digital Women’s Network

Founder- Digital White Space

M:0466619631

E. hello@digitalwomensnetwork.com

Level 3, 162-168 Collins Street, Melbourne VIC 3000 

Gain practical skills and global insights to improve your business or career, there is ONLY HAVE 30 SPACES AVAILABLE – TICKETS SELLING FAST! Invest in your development and join us to Network with a select group of business influencers, c-suite peers lead by Australia’s Global Business Innovator – Tony McGinn OAM.

The post Building a Culture of Extraordinary Productivity with KORY KOGON appeared first on Women's Networking Events - Melbourne.

Simon has been described as “a visionary thinker with a rare intellect,” Sinek teaches leaders and organisations how to inspire people. His bold goal is to help build a world in which the vast majority of people wake up every single day feeling inspired, feeling safe at work, and feeling fulfilled at the end of the day. Simon is the Author of three best-selling books and is fascinated by the people that make the greatest, lasting impact in their organisations and in the world. Over the years, he has discovered some remarkable patterns of how they think, act and communicate and the environments in which people operate at their natural best. 

His unconventional and innovative views on business and leadership have attracted international attention. From American Airlines to Disney and MARS, from big business to entrepreneurs to police forces, Simon has been invited to meet with an array of leaders and organisations in nearly every industry. He has also had the honour of sharing his ideas at the United Nations.

The things I love about hearing Simon speak is that as a fellow marketeer he speaks my language and truth. I adore to see the passion behind how fundamentally he is driven by his cause – in changing the world – he invites us all to think different, challenge ourselves to be better versions of ourselves in order to help each other. Delivered via trust, authenticity and most of all respect for all other humans.

He helps individuals and businesses to think differently, he articulate the steps and speaks the truth about leadership, courage and emotions and human condition. I love how he provides simple and clear examples of how organisations need to change the way they do things, to always appreciate from the customer up and that manager are here simply to help support their staff. All leadership is here to serve, empower and help – which in-turn ultimately supports customers and drives business growth. 

There is a better way and here in Australia being a big island removed from much of the tough global pace, we need to embrace new and better ways to embrace the future and remove the fear of change. We all need to follow the passion that drives us. From my own perspective hand on heart I just love my job and I am honoured to support the people that I work with and manage. As I’m driven by my just cause to help people connect with brands and businesses that are delivering greatness- I get to help companies find and articulate their why and provide experience for customers and staff, whilst improving how they deliver their services and products via marketing and digital communications. I can’t wait to see Simon this November at the New York Study Tour.

Here is my wrap up taken from what I’ve read and watched of his “Infinite Mindset”

How do you win lots of battles and yet loose the war?

It begins with understanding the Playing field, generally there is a beginning, middle and end. However in an infinite game their are known and unknown players, rules are changeable and the rules are to propitiate the game or stay in the game as long as possible. When we pit a finite play with a finite player the system is stable- Football lis stable

When we pit an infinite player with an infinite player the system is also stable. The Cold War was stable as we could not have a winner or a loser and what happens is, one just drops out as they lack the resources or the will to continue to play. They run out of the will or resources, yet the game continues with or without them. The player just leaves the game.

Problems arise when you pit a finite player with an infinite player – one is playing to win and one is playing to keep playing. They make profoundly different choices which ultimately results with the finite player finding themselves in a quagmire. Running through will and resources trying to win. For example, the Vietnam war, the USA was fighting to win, north Vietnamese were fighting for their lives, the US ran out of will and resources they were fighting the wrong game.

This gets us thinking about context – business, politics and education.

“What game are they playing?” There is no such thing as winning in business, there’s no such thing as winning global politics, definitely no such thing as winning in Education.

Yet, if we listen to the language of too many organisations they don’t know the game they are in.  They talk about “being the best”, they talk about being number 1. They talk about beating their competition. They talk about the salaries people could earn. Yet if people aren’t taught at university how to think differently, how to challenge the norm and be inventive where will they learn this?

The problem is there is no such thing as coming first, any metrics that we choose, where that be ranking in a magazine that has made arbitrary choices about how to rank your Universities or colleges – You had no say in, or another university that declares they are number 1 in x and number one in Y (all the while we haven’t agreed on the timeframes or metrics). It is just all smoke and mirrors- if you are playing by these rules it becomes more and more difficult to maintain the resources to say in the game. Money is becomes more difficult which now seems to be the primary objective which it never was.

Even the will of the people to commit their blood, sweat and tears to see your organisation advance into the future- the staff, the teachers and even the students will stop.

A couple of years ago I was speaking at a Microsoft education summit and Apple education summit. The vast majority of the senior executives at Microsoft spent the vast majority of their time presenting talking about how they were going to beat Apple. 

At the Apple conference 100 % of the senior executives spent 100% of their presentations talking about how they were going to help teachers teach and how they can help students to learn.

One obsessed in where they were going, one was obsessed with their competition- not hard to guess who was in a quagmire!

At the end of my time Microsoft, they kindly gave me a zoom which was at the time their answer to the iPod touch, its beautifully made and worked great. So when I finished at apple I was chatting to Employee number 54 to be exact! I couldn’t help myself and told him that Microsoft gave me their Zoon and stirred the pot to say it is so much better than your iPod touch- and he said I have no doubt- the conversation was over.

The infinite player understands – sometimes your competitor has the better product and sometimes you have the better product. Sometimes you’re ahead and sometimes your behind both there is not such thing as best of first or beating your competition. There’s only ahead and behind- the reality of an infinite game is you are only competing against yourself, the objective everyday how do we become a better version of our own institution this year to how we were last year. 

How do we improve the quality of our culture?

How do we improve the quality of the way we provide the services we claim to be providing? 

We have to be constantly improving, improving, improving like there is no end game. It’s a game of constant improvement. Which means if we have to completely rethink about leadership for the infinite game- how should we be leading for the infinite game?

How do we improve ourselves that is the main point- of being in the infinite game as we don’t have the same metrics as everybody else and were not necessarily playing to the same ends.

There are 5 elements to the infinite game;

Just cause (why does your organisation exist?- each organisation is different cultures there are cultural norms that wrap around sense of purpose, cause or belief.) A just cause is so just you would willingly sacrifice to be a part of it, turn down higher page job, willing to go on trips work later hours but it feels worth it. Apple believed people can set up to big brother – that’s why it attracts creative and thinkers. It’s not about achieving a goal, it’s not about winning, it’s about the milestone on the journey. We sometimes us vision, it’s nothing to do with vision of a dollar amount- Great organisations understand their just cause- they are so just that people would be willing to sacrifice to see the advancement of that cause. ‘Believe in what you’re doing “ vision of the future that does not yet exist- the people you want to attract believe your vision of the future. Because they want to be around people that want to build that does not yet exist- or you will be judged on superficial things.) shortermism. Just causes are things we believe in- people before profit. Gives our lives and our work meaning. We don’t have to create a vision we have to find a vision. 

Trusting team– it’s all because of the people, we can tell when someone is working on commission vs someone who enjoys what they do. People who love their job, higher order thinking. Managers ask how staff are doing, if they need anything to help me. I feel I can be myself, we feel we can make mistakes our bosses – create an environment my staff can work to their natural best and people can trust each-other- trusting teams. We rely on leaders setting the culture. We need teams that can put there hands up and say I need help without any fear without retribution (lying hiding or faking) they will not Amit – guess what happens to organisations that don’t have trust? They have people that turn up to work everyday lying hiding and faking. United airlines is a perfect example, a few years ago everyone remembers the story about how a passenger was dragged off the aircraft with broken nose, concussion teeth. The staff 100% knew that was the wrong thing to do, to stand by and not step in. They all stood back as they feared getting in trouble more than the feared doing the right thing. They stood back and watched. People need to feel safe, and agency to be. Who benefits customer and company. We know that our sense of enjoyment from our work, doesn’t come from work life balance or how much yoga we do. Our sense of enjoyment stress we have is all about our sense of control -when we feel we have control over our job, if control is taken away from us- that what increases stress dramatically for human beings. If you want to have an infinite game you must have trusting teams.- people willing to help each ire of admit when they have things wrong- only if the organisation gets things wrong.

Worthy adversary/rival – first you must identify a company or an individual who is better than you, this helps you to identifying your own shortcomings or weaknesses. Seeing all of their strengths are all of my weaknesses. It’s much easier to hate than admit weaknesses, but this is the opportunity. When someone that is better than you in your industry or better in your company. It’s not that we should try to beat them, you should learn from them admire them, respect them, study them, as they are revealing our weaknesses it gives us the tools to improve. The game is not to beat them, its to stay in the game as long as possible. Apple initially had IBM then they dropped out the game then they had Microsoft -now its google and facebook interns of privacy- a worthy rival gives us the opportunity to see their strengths and identifying how we can improve. They give us tool to better ourselves and our companies. Healthy competition allows you to see yourself and to work harder to be the best you can. It’s not about creating internal competition, rivals are good, better leaders I want to be like that person or business- they make me insecure they are so good. A tool for constant improvement. Fall behind this year and work and work, create an organisation that will outlast, this is about building strong foundations looking long term. In the short term money is simply fuel for the car, we don’t buy cars to just make the car go, we don’t buy cars to buy more fuel. We own cars to go somewhere . It’s the same thing as an organisation- organisations exist to advance something – the money is simply there to make things go. We are seeing this horrendous fear to bring money in at the expense of something else – THERE IS AN EXCESSIVE AMOUNT OF SHORTERMISM and MASSIVE amounts of rationalising – “it’s just the game we are in, we just have to do it. If we don’t somebody else will.”

Existential flexibility /Relaxable playbook they players disappear, can you stay in the game? The capacity dramatic shift in strategy because you find a better way to exist. Apple in the 80’s they were doing well and one day they visited Xerox park, they showed the leadership team this new graphic interface – you just use a mouse and click on folders. You didn’t need to learn code to operate the computer. Steve jobs cause was to empower people to stand up to big brother this is way more powerful to fulfil that cause, he understood that more people would have access to the technology as they don’t have to learn a computer language. So he said immediately we have to invest in this graphic user face thing – and one of the executives said “the voice of reason” we can’t- we have already invested millions of dollars and countless man hours in a completely different direction, if we do this we could blow up the company. Jobs said better we should blow it up than someone else. That decision was so profound it became the macintosh, a technology that is so profound that the entire windows software is designed to look like a macintosh. It’s the reason we all have computers in our homes today because of that decision. The outside world you look crazy to abandon something that is working and chase something that may not – but to the person driven by just because it’s so easy for them that staying on the path they are on will lead to death. This decision is the obvious choice and the money means nothing. Because it means survival and the ability to continue to thrive. Existential flexibility George Eastman was also a visionary, decided he wanted to be an entrepreneur wanted to be a land prospector and he was told take a camera to prospect the land. So he didn’t go on the trip but took up the hobby of taking pictures, so created a plate to then he created the film. Flys to UK to a technology show to showcase is film and it was a huge hit. But nobody bought one, for professionals the quality was not high enough. So unlike every other entrepreneur instead of going back and making it 100% – he was committed to his just cause “he wanted to make it easier for the rest of us” and knew there is an entire market that doesn’t care about the quality of the pictures- it was the average person. Because of George Eastman we all take pictures of our families on holiday. He went on to create Kodak. Went on to be one of the richest people in the world up there with the rocker fellas he passed away in 1935. The company he started however in 1975 invented the digital camera- when the young man showed to executives- they complained about the quality then said nobody wants to look at the pictures on a screen. Then they suppressed the technology for fear it would cannibalise film sales. They were the company that made all the chemicals, film, the paper all the all the cameras and they couldn’t imagine how to reconfigure the whole company for something different. They gave themselves 10 years and knew that someone would figure out the digital camera. And they did nothing over the 10 years. Yes the new technology emerged. Then they made billions of dollars licensing their patients to the digital camera and then when there patients ran out three years later they went bankrupt. Because they didn’t have the capacity for existential capacity, if your not willing to blow up your company the market will do it for you. Limited runway. They had the just cause, they chose to abandon the cause, they chose to do something finite to protect the certainty of the future vs doing something that they know is the right thing to do in the long run. That’s the capacity for existential flexibility.

Courageous leadership (willing to sacrifice the short-term for the long term- profoundly believe in cause.) leadership not rank- authority but we wouldn’t not follow them. Leadership is the acceptance of the awesome responsibility to create an environment for people to work at their natural best. The senior people are to take care of the people who work in the organisation. If they feel their needs are met and the organisation has their interests in mind, they will follow the leaders and believe in the just cause. If they don’t feel their backs are not protected or they will do what the culture provides them- they protect themselves from you the company and not a leader (these leaders are just people with titles just the rank and authority).

Think about what your legacy is, do you want to be known for how much money you raised- Top fundraiser or do you want to be known for the service you provided to the people who followed you to support your just cause? make a difference?

We all need to ask ourselves how do we become a better version of ourselves?

Join us Tony McGinn and the amazing cohort of leaders wiling to challenge themselves and hear first hand this November Simons’ thoughts of how to Lead with an Infinite Mindset, Simon will also look at;

• Unraveling the link between biology, anthropology and great leadership
• Why great leadership transcends authority: Understanding the behaviours, values and characteristics of true leaders
• The Infinite Game: Players come and go, rules are changeable, and there is no defined endpoint
• Understanding the mindset to stay ahead and outlast any competitor

November 18-22nd 2019 at the New York Study Tour

Imagine getting a clear perspective on your ambition, defining your business and career objectives and creating strategies to achieve that success all in 5 days! 

Digital Women’s Network and Tony McGinn invite you Join them in NYC for the NEW YORK STUDY TOUR and achieve all this and more in 5 days that will help you each year of success in the future. 

It’s 5 days of Jam- Packed Learning, networking, strategy building and gaining insights from the most brilliant minds on the planet !

Phase 1 (pre-tour workshop): Mindset & Mapping your journey. 

Phase 2: Five day Study Tour in New York. Including: Ambition Alignment Workshop; Effective Networking Workshop: Attend the World Business Forum (WOBI) Conference: Business Strategy Masterclass; Leadership Speaking Workshop; and of course sightseeing around NYC and drinking and dining in the most exclusive bars and restaurants this city has to offer.

Phase 3 (post-tour) Refresh & Integration Workshop.

Learn more at https://newyorkstudytour.com

Learn more at https://newyorkstudytour.com

The post Simon Sinek, Infinite Mindset appeared first on Women's Networking Events - Melbourne.

So here we are with three big reasons to join us as we take you on a journey to discover, learn, and grow in the heart of the most competitive City on the Planet.

1. Get into the ‘New York’ state of mind

The Big Apple boasts of a thriving business community and is regarded as the world’s most innovative incubator for businesses. 

As home to a large population of exceptional tech and creative talent, this is where the big industry trends get formed. This tour will bring you front and centre to business innovations as you discover and learn about them from the world’s most progressive minds over five days (November 18th-22nd 2019)

Being the ideal destination for ambitious and creative leaders CEO’s and Business Owners searching for transformative professional growth and development, New York is where you’ve got to be to stay ahead of the curve! 

2. Get a once in a lifetime experience

It may be hard to carve out the time to attend a personal development course because your plate is always full and you’re constantly chasing that never-ending to-do list. But there’s nothing more hindering to your personal or business growth than letting go of brilliant opportunities like this one.  

The New York Study Tour with Digital Women’s Network offers a uniquely personalised experience to align your business and career ambitions through our exclusive pre- and post-conference Business Masterclasses with Tony McGinn from The McGinn Partnership. Plus, you will network with like-minded industry professionals. You will also get first-hand knowledge of what it takes to adapt, innovate, and thrive in today’s ever-changing business landscape. 

3. Gain a brand new perspective 

In this Digital Era in many cases, much of what we do and our interactions with people become restricted to the screen in front of us. This tour encourages you to step out of your “day-to-day grind” and embrace change as a catalyst for business growth and innovation. 

Immerse yourself in innovation hear from the worlds leading minds with us at the World Business Forum conference featuring the most incredible line up over two days these ten leaders will blow your mind. 

SIMON SINEK, JIM COLLINS, HAL GREGERSEN, KORY KOGON, IAN WILLIAMSON plus, GARY HAMEL, ZOE CHANCE, MARCUS BUCKINGHAM, JANET YELLEN & RANDI ZUCKERBERG 

The prep work, pre-masterclass, networking, and hearing from these leaders will spark your creativity, take home a renewed approach that will bring a new-found perspective and energy to your work from one of the most dynamic cities in the world.

There you have it — three solid reasons to be part of the New York Study Tour this November. Grab this opportunity to be the change you’ve always wanted to see!

Find out more at https://newyorkstudytour.com/ to join us for this personalised and very Exclusive Business Tour. 

The post Three Compelling Reasons to Be a Part of Our New York Study Tour 18-22 November 2019 appeared first on Women's Networking Events - Melbourne.

Simone Biles recently attempted a triple double flip which made history in gymnastics. She is the first woman in history to have made the flip. 

Biles attempted to do the impossible. 

Impossible is categorized as unknown, the unseen and the undone. 

Impossible is nothing, If it hasn’t been done before, push the boundaries and make it happen. Tony McGinn OAM invites you to join him to accomplish the impossible, in the Big City where everything is Possible. Join him and the Digital Women’s Network to attend the 5 Day Tour to NYC, learn from the world’s greatest minds and broaden your horizons. 

Learn more about Tony McGinn and https://themcginnpartnership.com/  or https://www.linkedin.com/in/tonyjmcginn/

Book Now Tap the link to Exclusive tour only 30 places avail! head to our bio for the link or head to our website www.newyorkstudytour.com 

https://www.eventbrite.com.au/e/new-york-study-tour-for-business-innovation-leadership-tickets-64647676942

The post It’s not impossible it’s just that no-one has done it yet.. A quote from Tony McGinn OAM appeared first on Women's Networking Events - Melbourne.

• Women hold 13.7% of chair positions and 25.8% of directorships and represent 17.1% of CEOs and 30.5% of key management personnel (WGEA 2019).
• 35.2% of boards and governing bodies have no female directors. By contrast, only 0.9% had no male directors (WGEA 2018, Australia’s Gender Equality Scorecard).

Here are some insights and thoughts of Samantha’s first-hand experience in creating systemic change in the Royal Australian Air Force. 

How do we remain feminine and be equal/in charge and respected? 

I think we first need to acknowledge and be comfortable in our own skin. You’ll never lead to your potential if you are grappling with trying to fit in and adapt = that takes energy.

Where do we as Females go it wrong or get it wrong? 

We may perceive our environment to be a mans world. In my experience it is the fact that I felt as though I stuck out. And when you stick out, you don’t get the luxury of a bad day, or a good day for that matter, when you stick out, good performance, and poor performance blends in with all performance. And this is a constraint within our organisations. 

What gave you the courage to want to make a changes in the RAAF?

A supervisor who enabled the change to be articulated and developed and ultimately supported.

What drove you to take the action?

The knowledge that if I did nothing, then nothing would change.

Is it women that perceive there is a glass ceiling?

No. But it does depend – how’s that for a non-committal answer?! I feel there are a number of barriers to the progression of women into senior leadership positions. A report released yesterday actually by Rapid Contact into defence Industry, found not only does recruitment pipeline need addressing, the progression and retention required a big focus.

Are women still cutting other women down to reach their own goals?

I don’t believe so – maybe some still feel as though they are surviving, and not able to thrive. Only when given opportunity to thrive can you truly help others.

Here is Samantha speaking at the World Economic Forum earlier this week.

We are delighted to host Samantha Freebairn for a very interactive dining event at Grossi Group Venue – Merchant on Collins Street.

JOIN US FOR SOME GROSSI HOSPITALITY

THREE COURSE DINNER

WEDNESDAY JUL 24, 2019

6PM-9:00PM

AT GUY GROSSI’S MERCHANT 495 COLLINS ST, MELBOURNE VIC 3000

DARING TO LEAD CULTURAL CHANGE, WITH SAMANTHA FREEBAIRN

WWW.DIGITALWOMENSNETWORK.COM

TICKETS;

https://www.eventbrite.com.au/e/dare-to-lead-cultural-change-tickets-62246410690

Tables of 10 can be purchased however tickets are now limited, get yours before we sell out.

Earlier in Samantha’s career, she worked as an Air Force Pilot, flying both combat and on humanitarian relief missions. As a highly skilled pilot, Samantha was the first woman in Australia to instruct pilots in the C-17A simulator.

As a Gender Diversity and Inclusion Advocate, Samantha wrote the RAAF policy which enabled her and other women the ability to return to operational flying positions after having children.

Later Samantha was employed as the Operations Flight Commander for 36 Squadron and their fleet of eight C17 Globemaster aircraft.

In 2014, Samantha won the QLD Telstra Business Women’s Award in Business Innovation for her Graduate Pilot Scheme, which incentivises military aviation to women who had never previously considered it. Increase in Female pilot numbers had been stagnant for over 30 years, Samantha’s new initiative resulted in successfully doubling the number of Female pilots in the Air Force in a two-year period.

• 2016, World Economic Forum, Young Global Leader most influential global leaders under 40 years
• 2014 QLD Telstra Business Women’s Award winner, Business Innovation (Graduate Pilot Scheme)
• Wing Commander, Pilot, Royal Australian Air Force
• First Women in Australia to instruct pilots in the C-17A simulator
• Gender Diversity and Inclusion Advocate
• Currently the Deputy Director of the Australian Air Force Cadets aviation and Women’s Leadership Specialist

Never be afraid to speak up and challenge the group norm and unconscious biases. “Samantha Freebairn”

Samantha’s Education & Qualifications include;

• Bachelor of Science degree,
• Masters of Management in Leadership,
• Certified Workplace and Business Coach
• Graduate of Harvard University (John F. Kennedy School of Government) ‘Global Leadership and Public Policy for the 21st Century’ program.
• Operational C-130H Hercules Pilot
• C-17 Globemaster pilot

Today Samantha is a keynote speaker, Wing Commander, Pilot for Royal Australian Air Force (RAAF), World Economic Forum Global Leader, Telstra Business Woman, Gender Diversity and Inclusion Advocate, Mentor and Women’s Leadership Specialist the Deputy Director of the Australian Air Force Cadets aviation activities, works and a Business Coach a busy Wife and Mother of two..

The post Our sit down with World Economic Forum Global Leader, Wing Commander for RAAF Samantha Freebairn appeared first on Women's Networking Events - Melbourne.

Our Daring to Lead Cultural Change event is born from Samantha’s first-hand experience in creating systemic change in the Royal Australian Air Force. Samanthas work has been globally recognised in 2016 by the prestigious World Economic Forum, where she was identified as a Young Global Leader, and Most influential global leaders under 40 years old; for her outstanding leadership drive and qualities. Further her entrepreneurial flair has also been recognised Across Australia by Telstra in 2014 by taking out the QLD Telstra Business Women Award for Business Innovation of the Air Force’s Graduate Pilot Scheme.

We hope you can join us;
DARING TO LEAD CULTURAL CHANGE
WEDNESDAY JUL 24, 2019
6PM-9:00PM
INTIMATE DINNER AT GUY GROSSI’S MERCHANT
495 COLLINS ST, MELBOURNE VIC 3000
TICKETS ARE SELLING FAST;
https://events.humanitix.com.au/dare-to-lead-cultural-change­
https://www.eventbrite.com.au/e/dare-to-lead-cultural-change-tickets62246410690­

https://youtu.be/_nzah964_Sg­

Samantha is one of the top Pilots in the World, hear her from this week speaking in China;

Earlier in Samantha’s career, she worked as a Air Force Pilot, flying both combat and on humanitarian relief missions. As a highly skilled pilot, Samantha was the first woman in Australia to instruct pilots in the C-17A simulator.

As a Gender Diversity and Inclusion Advocate, Samantha wrote the RAAF policy which enabled her and other women the ability to return to operational flying positions after having children.

Later Samantha was employed as the Operations Flight Commander for 36 Squadron and their fleet of eight C17 Globemaster aircraft.

In 2014, Samantha won the QLD Telstra Business Women’s Award in Business Innovation for her Graduate Pilot Scheme, which incentivises military aviation to women who had never previously considered it. Increase in Female pilot numbers had been stagnant for over 30 years, Samantha’s new initiative resulted in successfully doubling the number of Female pilots in the Air Force in a two-year period.

• 2016, World Economic Forum, Young Global Leader most influential global leaders under 40 years
• 2014 QLD Telstra Business Women’s Award winner, Business Innovation (Graduate Pilot Scheme)
• Wing Commander, Pilot, Royal Australian Air Force
• First Women in Australia to instruct pilots in the C-17A simulator
• Gender Diversity and Inclusion Advocate
• Currently the Deputy Director of the Australian Air Force Cadets aviation and Women’s Leadership Specialist

Samantha’s Education & Qualifications include;

• Bachelor of Science degree,
• Masters of Management in Leadership,
• Certified Workplace and Business Coach
• Graduate of Harvard University (John F. Kennedy School of Government) ‘Global Leadership and Public Policy for the 21st Century’ program.
• Operational C-130H Hercules Pilot
• C-17 Globemaster pilot

Today Samantha is a keynote speaker, the Deputy Director of the Australian Air Force Cadets aviation activities, Women’s Leadership Specialist and works and a Business Coach.

The post Meet one of the Top Pilots in the World and learn how she created change in the RAAF. appeared first on Women's Networking Events - Melbourne.

As a child, Samantha always wanted to be a pilot, she is grateful her upbringing didn’t discourage that interest and passion. Growing up with one sister, Samantha attended an all-girl’s school for her secondary education.

“This ensured I didn’t have a socialised or gendered view on what I could or should not do.”

All the leadership positions in her school were held by girls, and if you were good at something, it was expected you would pursue it. This provoked Samantha to focus on STEM subjects – traditionally seen as a “boy’s subject” – before eventually going back to her true passion and joining the Air Force.

I used to drive to my flying lessons on my L plates, I’d get in a plane and fly on my own but then my grandad had to sit beside me while I drove home.”

Today, the Ms Freebairn has her driver’s licence and she is now ranked as the most senior female pilot in the RAAF as evidence in her recent promotion to Wing Commander. Wing commander is a senior commissioned rank It ranks immediately above squadron leader and immediately below group captain.^[1] It has a NATO ranking code of OF-4, and is equivalent to commander in the Royal Navy and to lieutenant colonel in the British Army, the Royal Marines, and the US Army, Air Force, and Marine Corps.

As the only woman in my pilot training course in 1996, I spent the early part of my career trying to fit in and grappling with complex negotiations of femininity in a male-dominated environment.

Post flying the humanitarian relief mission with the Bali Bombings made Samantha see that being different is in fact the value she added. This has further driven her to focus on supporting aspiring women leaders to;

• Never be afraid to speak up and challenge the group norm and unconscious biases.

Ms Freebairn said she sought to encourage more women to join the air force after being the only woman in her graduate class of 1996. In 2013 Samantha developed a graduate pilot scheme for women. The scheme, run in partnership with the RAAF and Griffith University, grouping female students together to provide them with mentors, and in some cases can pays university fees.

2014 Samantha Freebairn Won the Queensland Telstra Business Women’s Innovation Award for her work to encourage more women to study military aviation rather than civil aviation.

I’ve seen the number of female pilots double in the last two years after it remained stagnant for more than 30 years before, knowing I’ve made a difference to the amount of women pilots coming through is amazing progress!

Following this in 2016 Samantha Freebairn whilst Squadron Leader in the RAAF was selected as a 2016 Young Global Leader by the World Economic Forum.

This honour is bestowed by the World Economic Forum each year to recognise the most distinguished leaders under the age of 40, nominated from around the world.

Mrs Freebairn’s selection is in recognition of her record of professional accomplishments, her commitment to society and her potential to contribute to shaping the future of the world through her leadership.

As an honouree, she has been invited to become an active community member of the Forum of Young Global Leaders for a period of five years. The community forms a unique global network of peers from diverse backgrounds and fields, with a highly visible opportunity to significantly impact world affairs and shape the global agenda.

https://www.weforum.org/agenda/2017/03/women-leaders-gender-gap/

Today Samantha is a keynote speaker, the Deputy Director of the Australian Air Force Cadets aviation activities, Women’s Leadership Specialist and works and a Business Coach. 

We are thrilled to have her join for our event DARING TO LEAD CULTURAL CHANGE
WEDNESDAY JUL 24, 2019
6PM-9:00PM 
INTIMATE DINNER AT GUY GROSSI’S MERCHANT
495 COLLINS ST, MELBOURNE VIC 3000

TICKETS ARE SELLING FAST;
https://events.humanitix.com.au/dare-to-lead-cultural-change
https://www.eventbrite.com.au/e/dare-to-lead-cultural-change-tickets-62246410690

WWW.DIGITALWOMENSNETWORK.COM

The post Navigating Leadership, with one of the top Pilots in the World. appeared first on Women's Networking Events - Melbourne.

In the lead up to our event 22nd May 2019, here is my sit down interview with the inspirational Katrina McCarter the Guru of Marketing to Mum’s. Please, e-meet (though I’m sure you may already have heard of her) Katrina McCarter, International speaker, Founder and CEO of Marketing to Mums

• Katrina has over 18 years sales and marketing experience working across diverse industries including grocery, hardware where she was always targeting mum as the purchaser this drove her to create the Bestselling book “Marketing to Mums’
• 2018 Finalist in B&T’s Women in Media Awards (Marketing category)
• 2017 Finalist in B&T’s Women in Media Awards (Entrepreneur category)
• #1 on Booktopia’s Business Best-seller list
• Book listed in ‘Must Read Australian Advertising and Media Books’
• Regularly speaks internationally – Moms & Marketing Conference (Paris 28/9/18) and M2Moms Conference (New York 3/10/18).

I am aware of the huge success you had with your online shopping website for mums called Bubbler.com.au. I believe you grew to a community of 150,000 mums before selling in late 2016, (amazing)

• What were some of your key learnings? What was the main focus of your business to grow it to such a large community?

Great question. I think I was only successful in growing my first business to such a large community of mothers was because I could really relate to them. I was in their shoes with three young children at home. I recognised their problems, motivations and wants. This enabled me to demonstrate a level of empathy which other big brands couldn’t. I was very connected with my community and this allowed my stay relevant with what we offered on our website. This deep level of customer understanding was an important factor in my success.

• What motivated you to start Marketing to Mums?

When I was running my first business, I quickly learned that brands were really struggling to understand mothers. They would lump them all together in one big group, perpetuate old stereotypes and wondered why their creative wasn’t being well received. I saw mothers becoming increasingly dissatisfied with the way they were being communicated with brands and, with that, I spotted a gap in the market and launched my marketing and research consultancy in late 2015.  I now support brands with education around mothers, research around their mothers and help them build a strategy which delivers sales growth and market share gains.

• What are some challenges facing marketers in 2019?

I think there is a great deal of pressure on senior marketers to deliver growth and this can be extremely challenging when your customers are changing so quickly and there are so many tools you could use. I see increasing overwhelm in the market as to where to start and working out what strategies will perform best for a brand. There is also increasing pressure on marketers to be able to demonstrate ROI for their marketing investments.  Successful marketers today are great storytellers who deeply understand and are connected to their customer. They are also happy to do things differently and are happy to take some risks.

• You teach at ADMA what are you seeing as the key areas of interest for students and companies?

Yes, I am the Instructor for the Digital Marketing Certificate and Digital Marketing Essentials courses for ADMA in Melbourne. Our first class always kicks off with understanding what the student’s current challenges are. In many cases, they’ve done their marketing degree but their digital skills are not up to date and this is what motivates them to enrol in the certificate class. In other instances, they are a senior marketing manager and managing all the marketing function but there are current areas they don’t feel strong in and I aim to fill that gap for them over the ten weeks we spend together.  Much of their initial interest lies in learning about the more technical aspects of paid advertising and search marketing however I feel that over the course this really expands.

• Can you please give us some insights into how you see the current digital landscape?

I’d like to answer this question from my client’s perspective. Clients say to me that they find the current digital landscape overwhelming. Many don’t have strong digital skills and they are finding it tough to keep up to date. These issues are particularly highlighted when these people are managing a market team. They feel that there are so many different tools and strategies which could be used but they need help understanding what will be most effective. I always bring them back to their customer. Typically, I start with an assessment to better understand where I think they have gaps or unmet opportunities. Then I undertake a research project to identify and understand their most profitable of the Mum market. I take my time in this stage as I need to understand their customer very deeply. I want to also understand their journey to finding the brand also. Once this is identified I can assist them to work out what are the best digital strategies they can employ as I have strong expertise around communication preferences of different segments of mothers based on my ongoing research into Australian mothers.

• What are the top trends for 2019/2020?

We are seeing kids and dads getting a growing voice in large purchasing decisions as younger Millennial families adopt a more egalitarian approach to parenting. Many brands need to be considering their strategy to reach these segments as well as mothers now and this means considering different digital marketing channels. A classic example is in the travel industry. Kids are shaking up the family travel market as we know it. They are heavily influenced by You Tubers they follow (from around 9 years of age) and they want to travel to places they’ve seen in their favourite You Tubers videos. So, we are indirectly seeing travel being impacted by You Tubers targeting tween and teens. Most travel companies aren’t considering this factor at all.

Amongst mothers, we are seeing a growing use of Podcasting which represents a great opportunity to get her uninterrupted attention. Brands could be sponsoring or looking to be featured on podcasts to build stronger, deeper relationships with mothers.

Another trend we are seeing is the return to minimalism. Marie Kondo has really led to enormous change as mothers are looking to simplify their lives. It’s about quality over quantity, particularly amongst Gen X mothers in Australia right now.

Mums are also rewarding brands who demonstrate diversity, sustainable business practices and bring more fun and playfulness into their brand communications. It means there needs to be a rethink about how you are communicating with mothers.

Digitally speaking Mums in Australia are still lovers of Facebook, although we are seeing increasing use of Instagram as younger women become mothers. YouTube is overlooked in my opinion and I am also seeing a return to greater use of Google advertising as brands become dissatisfied with their results from Facebook advertising.

• Last we spoke you had recently returned from a speaking tour in Paris and New York – what were some of the key global insights you can share?

I am writing about this at the moment in my book. I speak in the US each year and last year I also had the opportunity to share my research about Australian mothers. I have found that there are some insights which are universal. Brands still don’t understand mothers in enough depth and this means they are wasting much of their marketing investment with poor marketing channel selection. Many brands are continuing to perpetuate old stereotypes. There is a growing dissatisfaction with brand communications amongst mothers across the world which many brands have not woken up to. Globally, I see that opportunities within the Mum market abound. Whether that be in exploring poorly catered for sub-segments of the Mum market, to launching into other geographic markets, there are plenty of opportunities for brands to drive sales, profit and market share.

• What’s next for Marketing to Mums?

I am currently writing my next book which is pitched at Board Directors, C-Suite and Senior Marketers. The book helps answer the question of ‘Where can I get growth for my brand over the next decade?’. I highlight the enormous financial opportunities which abound in key sub-segments, geographic locations and industries. It will launch in October.

I’m also very committed to my podcast which I launched late last year. Marketing to Mums the Podcast helps marketing professionals improve their communications and sales to mothers around the world. I’ve had the wonderful opportunity to interview global brand leaders, leading researchers and best-selling authors to share the latest insights about mothers.

We are delighted to host at Digital Women’s Network, Katrina McCarter on the topic of the ever-changing digital landscape! On the night we will explore what all business should be doing digitally, unpack the landscape, explore design thinking and its application. Discuss the digital trends, tools, service design, digital innovation and customer data strategy. Hope that you can come along and hear more from Mark and our incredible line up of speakers including;

• Mark Cameron Digital Strategist, keynote speaker, media commentator and CEO W3 Digital
• Katrina McCarter, International speaker, Founder and CEO of Marketing to Mums
• Lisa Wade Founder and Principal of CareerXD.com
• Angela Mellak MCIM, Top 3# Australia Linkedin Influencer, Anthills Judge top 100, Marketing Strategist Co-Founder and Digital White Space and Founder of Digital Women’s Network.

Join us to network the evening away, meet like minds and enjoy the Grossi hospitality.

• Arlechin.
• May 22nd 2019
• 6-8:30 pm
• Mornane Pl, Melbourne VIC 3000 (in the alleyway just behind Grossi Florentino)
• Nibbles provided by Grossi!

Looking forward to seeing you there!

https://www.eventbrite.com.au/e/how-to-keep-up-with-the-ever-changing-digital-landscape-tickets-58364636198?aff=erelexpmlt

The post Here is my sit down with the guru of Marketing to Mum’s appeared first on Women's Networking Events - Melbourne.

Mark has worked on a vast array of digital and customer focused projects including major political elections, global brand strategy, innovation strategy, transformation initiatives, and digital product development a few of the things you may know Mark by include;

• Digital strategy columnist for BRW for over 5 years.
• Columnist for Major Australian magazines Marketing Magazine and CMO.com.au.
• Columnist for global publications such as Marketing Week and Smart Data Collective.
• His writing has also been featured in The Australian Financial Review, The Age and the Sydney Morning Herald.
• The only person in Australia to be certified as an Experience Economy Expert, the framework that brands like Lego, Ikea and Disney use to develop and commercialise their customer experience.

Please tell us about your journey, how did you get into Digital?

• I started my career in an advertising agency in NZ, the office Jnr. I worked my way up and then went off to design School. After school started some early website roles, in the early ’90s before Google was a thing! Then joined hyperactive which was eventually bought out by Accenture. By this time (mid to late 2000) I had quite a few big web projects under my belt and in 2001 came to Melbourne for a bit en route to my big role in New York, but then September 11 happened and everything stopped. I was doing freelance work for some well known FMCG clients and stayed in Melbourne, 2003 joined Working three. By 2007 I took it over and over the years through a few iterations I’ve turned it into a digital transformation agency. Working with companies such as SAP North America, GSK, AustraliaPost and Telstra.

I understand you are a certified Experience Economy Expert, that you were the 225th person in the world to earn that title — and the first person in Australia. How did you get this qualification and what drove you to get certified? can you share with us some of the key concepts?

• Few years ago whilst working with SAP in Nth America, met a guy called Joe Pine he is the author of Mass customisation and the experience economy (He coined both these phrases).

Joseph Pine II is an internationally acclaimed author, speaker, and management advisor to Fortune 500 companies and entrepreneurial start-ups alike. In his speaking and teaching activities, Mr. Pine has addressed both the World Economic Forum and TED, and is a Visiting Scholar with the MIT Design Lab. He has also taught at Penn State, Duke Corporate Education, the University of Minnesota, UCLA’s Anderson Graduate School of Management, and the Harvard Design School. He serves on the editorial boards of Strategy & Leadership and Strategic Direction and is a Senior Fellow with both the Design Futures Council and the European Centre for the Experience Economy, which he co-founded. For more, see www.StrategicHorizons.com.

• We kept in touch and Joe reached out and asked me to come to the US and get certified, at their offices called Strategic Horizons LLP, a thinking studio dedicated to helping businesses conceive and design new ways of adding value to their economic offerings.
• They only accept 4-5 people a year, I went through the process it was pretty amazing. The way they broke down the approach is incredible, they turned “experience design” into an experience itself, getting you to look at who are your actors, what is your stage, what is your script? They really think of all the elements involved in the process of developing the experience.
• They have a different angle from many other academic approaches on how to make the customer experience and experience of design understood and accessible. In recent years it has become very academic, Joe and his business partner are turning this on its head to make it accessible and easy to understand, as in order for it to get the traction it needs business leaders need to easily get it!

Tell us more about your design lead philosophy?

• Happy to answer that from the perspective of Digital Transformation. First Let’s unpack what Digital Transformation means, it means different things to different people and it continues to evolve. The language has changed and the meaning has morphed, Digital Transformation was initially very technology lead. Initially, it was all about cost out of a business “how do we keep wages flat” or “reduce headcount with Digital Transformation. Then it became Digital Transformation which was all about the customer- the customer marketing tools – marketing automation, personalisation etc.
• In recent times particularly after businesses have found out more about their customer, its focus is now all about business transformation. Most importantly how businesses can find new ways, what is the business cadence in a rapidly evolving market? The business model revolution as opposed to doing things faster- marketing, accounting etc. Its all about how can we reinvent our business around a digital world?
• A design lead approach means you have to break through the entrenched ideas and old thinking that “they can control this (their brand externally), and control that”. Corporate culture wants to jump to the solution. In the past companies identify a problem then rush to develop the solution, you start working on the solution sometimes for years and don’t fix the problem or it can take years to get any traction with the solution as it’s not really solving the problem.
• With a design lead approach, you investigate more than before you go back to the problem, you go back to the customer and you ask questions and take the themes that emerge and continue to dig beneath to uncover the real issues.
• From the designer thinking, he/she wants to spend time unpacking the problem, because if we really understand the problem the solution should be self-evident.
• For many businesses, it can feel like you’re in research for a long time, but once you get momentum developing the solution is fast and most importantly effective.

One of my favourite quotes in life is “the same consciousness that created the issue can’t solve it”- Everything is about the customer experience, whom do you see doing this really well? who do you see is really stuck and why?

• Nike plus is a great example globally of how they putt the customer experience first- the brand is all about performance, so they merged the digital world and created an ecosystem all the way to the Apple Watch.
• Locally I think Grilled is doing customer experience really well.
• Many brands in Australia a confused about customer experience and price. Price (price beat) is a hygiene factor, for instance when you go into Bunnings the best part of the experience is the service, not the price guarantee, how they deal with your issues and returns and of course the sausage keep you coming back!
• Many companies are really getting lost, they are trying to boil the ocean instead of just think of the 1-2 things they can do better than anyone else.
• Australian Retail has maintained a level of complacency and arrogance for a very long time. They have been singing “our economy is doing fine” and did nothing for years! Now its catch up time and they are trying to make everything work, racing up the personalisation curve and data curve and inevitably what happens is they do nothing well.
• Business in Australia have held off investing for a long time, I really noticed when working with the US, they were in pain, the GFC but they are in a state of acceptance. They know they needed to look at everything in a new way and 90% of things they take on test and trial possibly will fail but the 10% of things they do would do the opposite and would be amazing. The most exciting part is during the process it changes the culture, re-sets is so much so it builds the foundation for the next 50 years of business.
• Australia, however, is now trying to leapfrog, we need to accept that we need to fail. The burning platform hasn’t been here that’s why complacency has been alive and well. Intergenerational conversations are going on but really the issue here in Australia is fear of change.
• We have had growth year after year- why change!

Nothing breeds innovation like a necessity- if the burning platform is not there they don’t change.

• I am however really encouraged in hearing at a board level the patterns in the US are starting to happen here. High performing CEO are being asked about their customer strategy, boards are demanding their CEO have a forward plan and true customer and digital strategy this risk of not having forward-looking plans is too much of a risk and in many cases, they push the CEO out. It needs to be all about new ways of working, ensuring sustainability and reducing risk.

2017 You stated in one of your blogs “Developing capabilities now, both human and technological, that create focus and velocity among the resources and processes within your organisation has to be a priority. ” What in this still as relevant today? What are the current opportunities?

• More in focus now is what is your operations model, is it less of the old model “command, control and extract as much value out of your product as possible”
• If your market is moving you become nowhere fast. The question is how do you improve the business cadence and respond to a dynamic environment? How does the organisation work in a dynamic environment- You still need structure and process but you need to fatten out the organisation and build in things like continual customer enquiry.

Its key to knowing what your customers are actually saying. What do they want?

• The Banks just worried about their NPS score and look at what happened there! NPS is the only old metrics the boards tick off. You need a deep down into what is your customer trying to tell you?
• Imagine if the banks knew this? maybe we wouldn’t have needed a royal commission- if they would have listened they would have known.

Beyond Social platforms, mobile apps, analytics, understanding customer journey and the performance of services what do you see as the top trends are for 2019/2020?

• Trends are going to be what the software companies want us to buy; AI, “machine learning cut up”, marketing automation, more optimisation. It’s going to come thick and fast product, service platform and rammed down our necks!
• However, the big trend is happening at the board level. They are looking at how do we structure an organisation that is sustainable and growth focused. The businesses should be thinking deeply about who is the customer- who are you serving. For instance the old thinking from an Education standpoint, who were they selling to? originally it was academic, then it moved to the student however it’s really the Industry that is bidding for the students.
• People are having to learn to deal with that balancing and ambiguity, boards are getting their arms around the new thinking and are expecting their teams to be all around changing the way the organisation works.

We are delighted to host at Digital Women’s Network, Mark Cameron on the topic of the ever-changing digital landscape! On the night we will explore what all business should be doing digitally, unpack the landscape, explore design thinking and its application. Discuss the digital trends, tools, service design, digital innovation and customer data strategy. Hope that you can come along and hear more from Mark and our incredible line up of speakers including;

Katrina McCarter, International speaker, Founder and CEO of Marketing to Mums

Lisa Wade Founder and Principal of CareerXD.com

Join us to network the evening away, meet like minds and enjoy the Grossi hospitality.

• Arlechin.
• May 22nd 2019
• 6-8:30 pm
• Mornane Pl, Melbourne VIC 3000 (in the alleyway just behind Grossi Florentino)
• Nibbles provided by Grossi!

Looking forward to seeing you there!

https://www.eventbrite.com.au/e/how-to-keep-up-with-the-ever-changing-digital-landscape-tickets-58364636198?aff=erelexpmlt

The post Here is my insightful chat with Mark Cameron appeared first on Women's Networking Events - Melbourne.