Archive for the ‘Branding’ Category

Jam For Japan

Saturday, March 10th, 2012

Sometimes simple games are the best way to engage in complex problems.

The Musicians Institute, or, as we like to call it, ‘Rock ‘n Roll U.,’ in Hollywood, is a trade school with 1,500 aspiring professional musicians from around the world as its students, and super-skilled music pros on its faculty. It is owned by Mr. Shibuya from Japan. Mr. Shibuya’s daughter, Coko, is president of the school. It is a very cool space. One of my favorite places to hang out when I’m in Hollywood. Musicians on every corner, in and every hallway, talking shop. Classes where the teacher sits at a drum kit on a riser, and the students all have drumsticks and pads at their desks. Guitarists jamming under stairwells between classes. People sharing beats over lunch. Interact with this environment and you cannot help but feel better for having done so.

Because the Musicians Institute has its roots in Japan, last year’s earthquake/tsunami/nuclear disaster shook the school, especially Coko and Mr. Shibuya, like the hand of God. Ever since the day of the disaster, March 11, 2011, it has been MI’s clear intention to raise money for the relief effort.

But how?

There had been a lot of talk about what shape a fundraiser might take. A concert?—the obvious idea. But still a lot of questions and vagueness. And then we came up with a game. We called the game Jam For Japan. The objective: Raise money to buy music instruments for children who ‘lost their music’ the Great Disaster. Give relief in the form of music. Donate happiness, in the form of a guitar, a saxophone, band uniforms, teaching, to the children who had been visited by so much sadness in the past year. 18,000 people died in a single day, remember. The tornadoes back near my hometown in Indiana killed 39 people last week. Imagine 460 such tornadoes hitting the same area in the same day, you get an idea of just how much sadness there has been, and how the region was devastated.

With the game defined, the project took off. Relief International soon joined Jam For Japan as our charity partner. We invited lots of talented people to play along.
We set a date: March 10, 2012.JamForJapan_tee3_crop

The Jam For Japan concert is today! 4 to 8:30 PM at the Musicians Institute in Hollywood. We have already raised over $50K, which is double the $25K goal we’d set, so we have made the concert free, though you really should reserve a seat via EventBrite iif you plan to come.

We’re kicking it off at at 4 PM with a taiko drum core, Kishin Daiko, performing on Hollywood Blvd. Later, Elan Atias is going to play on the main stage. In between, there will be lots of cool stuff, including a work of 3D pavement art by Tracy Lee Stum and a children’s music workshop conducted by the Lil Big Ups Rubba Band Band Man, Lonnie Marshall.

#sxsw peeps, buzz it up, please!!!!! Clint! Jay! Scott! Leora! Taylor! Sloane! Shira! Do your things.. Domo arigato!

The Rudy Defense

Monday, December 19th, 2011

When my son, Adam, was 12 years old, his AAU basketball team played in a tournament in Las Vegas. The boys were having a hard time in the tournament, and their coaches wanted them to stay upbeat. So on the morning of the tournament’s final day, the coaches lined up a conference room at our hotel and played the classic sports movie “Rudy” during the team breakfast. This put everyone in a good mood. The boys were getting up to leave the room and I said, “Wait a second, everybody stay in your seats,” flung open the door and announced, “Boys, meet the real Rudy!” I will never forget the looks on the faces of that team and those coaches when my pal bounced into the room. I guarantee that no one remembers what happened on the basketball court in that tournament, and that everyone remembers the pep talk they got from Rudy, about aiming high and never giving up. This post is written in gratitude for the gift Rudy gave my son and his teammates that day…

GameChangers - 031

Rudy and me a couple of years ago at Notre Dame

A story broke last week about Rudy Ruettiger, title character in the film, Rudy, running afoul of the SEC because of a sketchy foray into the beverage business a few years ago. Rudy is a friend of mine, and has been since our days at Notre Dame. And I can tell you this:

My path crossed Rudy’s a couple of times when he was involved in the ‘Rudy Revolution’ (name of the drink) fiasco. I actually drank a couple of cans of the stuff. (It was okay, on a par with other energy drinks, taste-wise.) He believed in his beverage with the same fervor he has for everything he does. Rudy, as we all do, may have human failings, but lack of conviction isn’t one of them. Naivete might be his failing in this instance, but it’s not a crime.

And while I don’t know any of Rudy’s partners in the drink project, what kinds of promises they made investors, or how they spent the money they raised, I can tell you that Rudy himself was focused on manufacturing and marketing the drink. Never once did he talk to me about stock, or about how his partners were raising money. He was all about the drink.

The incontrovertible truth (to use a phrase from Rudy the movie) is that Rudy, his partners, and their investors were flying into the teeth of a market locked up  by Coca-Cola and the other beverage giants, and $11M–the ‘profit from their scam’ according to the SEC—is not anywhere near enough money to impact that market, especially one jammed with so many other competitors trying to get a piece of a lucrative pie. I personally know three other groups that were trying to launch a new drink in that same time frame, and all three investments tanked.

I know that, based on Wal-mart’s response to their initial pitch, Rudy’s team spent lot of time and money re-concocting Rudy Revolution to be a nutrition drink instead of an energy drink, which was their original intention. After which Wal-mart rejected them again, this time because they could not manufacture in sufficient capacity to be a Wal-mart supplier. I know that Rudy’s team had trouble trying to get even short runs of manufacturing, as bottlers were working in round-the-clock shifts just to meet demand for Monster, Rockstar and other established brands. Rudy told me his team was desperately trying to make output deals so they could get distribution, and were getting nowhere. I know that a potential partnership with a North Carolina bottler fell through because Rudy’s group and the bottler could not, together, raise the money to build and operate a new plant devoted solely to making Rudy Revolution.

The reality: any business plan that trades on the fame of a minor sports celebrity and banks on Wal-mart distribution is a lousy business plan, but if lousy business plans (and all their fictions) are illegal, most MBA schools should be on 24-hour lockdown.

I last saw Rudy a couple of months ago in Vegas. He told me at the time that he’d settled up with the SEC, so the reality is that this story is old news. In fact, Rudy did the honorable thing.

My intuition is that the SEC went after Rudy because he’s not politically connected, and an easy target. Nabbing a naive public figure like Rudy is a lot simpler, and plays a lot better in Forbes, than taking on Wall Street and the banking industry, where the ‘pump and dump’ heists are worth billions and the criminals are shrewd and politically connected, and much less inclined to settle up honorably. Right SEC? The bigtime miscreants, for whom $11M is probably the cost of one U.S. Senator’s election, are still in the game.

The Cynical Girl

Friday, September 30th, 2011

Laurie Reuttimann came to my attention a couple of years ago when I was looking for gamechangers in the HR field and her blog, Punk Rock HR (tagline: “Teamwork is for suckers.”), snagged my attention. Her stuff was hilarious, honest, and in an envronment that can be obsessed with compliance and normative behaviors, breathtakingly contrarian. She retired Punk Rock HR in June, 2011, and today, goes by the handle of Cynical Girl. CynicalGirlHeader1

I could give you a million reasons why Laurie Reuttimann is a gamechanger, I’ll give you one. She understands the difference between business objectives and business outcomes. So often, we muddle the two, and think they are the same thing. They are not.CynicalGirlHeader2

Laurie’s objective with ‘The Cynical Girl game’ is to,”build a portfolio career. You should build one, too,” she writes in her last Punk Rock HR post.

The outcomes will be things like people changing their own games, finding work, passing her links around, friending and following her online, sharing an occasional smile, and using our newfound cynical outlooks to not automatically buy into the bullshit, especially our own.CynicalGirlHeader3

Objectives are singular. Outcomes are infinite. Focus on objectives to realize outcomes.

Or don’t. The Cynical Girl doesn’t give a damn. She’s too busy babysitting cats to babysit you.CynicalGirl1

Why Arianna Is Only Half a Player

Wednesday, September 21st, 2011

She sold her HuffPost to AOL for $315M, and didn’t offer as much as a thank you note, forget about any money, to the people who, like myself, had posted most of the content that created the value behind her brand.

Today, the HuffPost ran this headline:HuffPostGameChangers1

GameChangers LLC owns the trademark ‘GameChangers’ in 17 different trade categories, including business education, seminars, improvisation for business, training, etc. I’m not going to say that HuffPost’s repeated use of the phrase ‘Game Changers’ in its editorial violates our trademark (though I implied it in a snarky comment on her story today). And I don’t know for sure, the difference, litigationally speaking, between ‘GameChangers’ and ‘Game Changers’ with the words spaced. We don’t own the phrase, didn’t coin it, and lots of people use it–including every sports announcer who ever lived, and the Bloomberg Network, which DOES for sure tromp on our trademark (but how are we going to sue or even slow down a billionaire politician’s billion-dollar company in the legal arena? If you’ve got ideas, let me know.)

I do know that last year my HuffPost producer, Willow Bay, brought up to Arianna the HuffPost’s use of the ‘Game Changers’ branding and proposed a conversation between the two of us about a possible collaboration. Nothing. Zippo. We shouted into the maw and got nary and echo.

In improvisation, we honor taking. You’ve got to take strongly, and politeness has nothing to do with it. Be aggressive. Play hard. Go for it. Claim turf. ‘Take care of yourself first,’ in the words of the legendary teacher, Mick Napier.

The thing is, we honor giving, too, and if anything, we honor it more. Yes-and. Connect. Make others look good.  Share the narrative. Give gifts.  Politeness, the consideration of others, has a lot to do with it.

One without the other makes you only half a player.

This is just my experience speaking, it does not represent any kind of larger dataset, for all I know Arianna has given $314M to Sloan-Kettering Hospital since February. It is pretty direct experience, though, so it must mean something. What it means to me is that Arianna is Half a Player. She’s fantastic at taking, and needs to work on her giving.AriannaHuff1

Text Exchange

Friday, September 16th, 2011

Yesterday, a friend who designs sustainability strategies for large municipal groups passed along this classic text exchange he had a couple of weeks ago with a buddy who was attending a seminar in Los Angeles. GCTxtExchngB The endorsement is clear enoug. That’s not the ‘business end’ of the text, though. The business end is explicit in the last two lines. What you did was great. What is that you do?

Defining GameChangers value proposition so that we can arrive at a fair trade with our clients has been one of our biggest challenges, because our process morphs around whatever problems we are hired to help solve. The problems themselves are wide-ranging and often, at the beginning of the process, can be deeply rooted in the client’s culture, which can make our process fluid, because we have wander a bit to discover a direction. Sometimes what we are given by our clients are symptoms, not causes. To solve their problems, we have to discover why things are the way they are. That takes some exploration. Only then can we co-create a process that addresses the problem.

Last year, for example, we were asked by a manufacturer to help with its innovation process. “We are weak in that area, help us get better,” is essentially what we were told by the company’s leadership. It was only through a series of improvisation exercises and activities that we began to see a pattern…the company culture was one of impatience, and the most impatient people in the company were in Operations. Time and again, we would see members of the Operations team express their impatience. They didn’t listen. They scripted outcomes. They judged others while remaining oblivious to their own (often sub-par) performance.

It turned out that the Operations team was so good at their jobs, and their personalities so forceful, that the entire organization (20,000+ employees globally) was essentially moving at their tempo, and wheeling around their processes. This meant different things to different divisions, most of it related to missed opportunities to innovate. Because to the Operations team the only ‘better’ was ‘faster and cheaper,’ that became the organizational definition of innovation. The company’s problem wasn’t, as its managers said, that it was weak in innovation. The problem was that it was defining (i.e. allowing its Operations team to define) innovation in a way that weakened the company and made it less competitive, its brands less marketable.

Had we defined GameChangers as an ‘innovation company,’ I’m not sure we would’ve gotten to the problem (and the subsequent solutions) the way we did. I don’t know if the Operations people would have even been in the room.

Our value proposition boils down to this: We are a communication company. We use improvisation to help clients improve communication. Improved communication results in:

-better collaboration and alignment;

-faster solutions;

-meaningful innovation;

-more opportunity recognition and activation;

-deeper audience engagement and customer co-creation.

How’s that?

De-Severance

Tuesday, September 13th, 2011

Dr. David Boje, the author of Storytelling Organizations, is on the faculty in the College of Business at New Mexico State University, and he is also a skilled blacksmith, who comes up with many of his ideas while he’s working in his forge. Among his creations are kung-fu swords forged using 1075 high carbon steel. Boje uses the phrase ‘de-severance’ to describe the work of the blade. By this, he means that the purpose of the blade is not cleaving, but connecting–connecting fire and steel, art and craft, action and purpose, history with the moment of creation. The act of de-severance connects a blacksmith in Las Cruces, N.M. in 2011, with every other blacksmith who ever forged a blade at any time, for any reason.

As you go about your business today, wielding a sword forged by your your authority, your education, your responsibility, your intelligence and experience, don’t think of this sword as a severing device that you use to slice, dice, and eviscerate. Don’t go medieval on anyone’s ass, or be chopping off  heads to generate fear among the populace. Instead, think of this sword of yours as a de-severing device, a weapon of compassion, one that joins–SwordsCollage1

the fire of purpose with the steel of structured action;

the art of entrepreneurship with the craft of leadership;

the genius of others with your own;

your history and your future;

your intuition and your intellect;

your character and your role;

your brand and your customers.

A weapon of choice isn’t the same thing as a choice of weapons. How you choose to use your weapon is way more important than what weapon you choose to use.

República Popular do Corinthians

Wednesday, August 10th, 2011

Map of the República

República Popular do Corinthians

Our friends at Flex Interativa in Brazil have launched República Popular do Corinthians. This is a beautiful game, as Brazilians call their beloved sport of football. It is a professional sports team’s fan site (Corinthians is the most successful and popular football club in Brazil) designed as a government, with elections, a constitution, currency and an architecture that seamlessly connects fans (citizens) and Corinthians F.C. (government).

The game will produce all kinds of positive outcomes like brand loyalty, merchandise and ticket sales, cross-platform connectivity, enthusiasm, dialogue, identity, community development, and unplanned business opportunities. In a networked world, the audience and brand co-create brand narratives, and a game structure like this is a great environment for that co-creation.

How to get elected to the Corinthians Congress

How to get elected to the Corinthians Congress

Ole! Ole! Ole! for Fernando Godoy and Flex Interativa. Play on!

Twitter Girls Un-Game

Sunday, July 31st, 2011

@davidgadarian called out the pattern on his Twitter feed this morning:  “#pleasestop I seem to be attracting a run of new followers who are young attractive and who have no profile descriptions…”  Me too.TwitterGirls1

A pattern defines a game. And while this game is more sophisticated than flat-out spamming, and probably gets a higher click-though because of it, it’s worse in a way, because it wastes the time it takes to actually see that it’s spam. I saw the same kinds of ‘Follows’ Gardarian no doubt did. The fictional females in question had reasonably believable names. They were following more than a thousand people, so it wasn’t one of the totally ‘empty’ profiles that often characterize Twitter spams. But when Yolande and Aura both have the same profile photo, you know the ‘un-game’ is on.TwitterGirls2

The tweets from these fictions had a kind of personality to them, touchpoints to popular culture.TwitterGirls6

A quick look reveals the commercial objective of selling new technology. Not that there’s anything wrong with selling technology, but to do it using fictions like these only calls the authenticity of the merchandise itself into question. Can I count on the reliability of a product when I’ve been tricked into it by a bot? Spam by any other name is still spamming. TwitterGirls4

I’d dig deeper into this to find out what agency is behind this faux cleverness, but I’ve already spent enough of my time and intelligence on it, and can only echo David Gadarian. #pleasestop! Brands who play inauthentic games like these are wasting time–their possible customers’ and their own. Deceitful narratives always come with a cost, and the biggest problem is that the deceivers have no way of knowing or controlling what that cost is going to be.

What is a Theme?

Monday, July 11th, 2011

SarahLawrence2Last week GameChangers got hired to conduct a ‘thematic exploration’ of a client’s brand. Most of us, at one time or another in our educational lives, if not our working lives, have had to wrestle with themes. What are they? And, when it comes to business, what purpose do they serve?SarahLawrence6

Themes are Big Ideas. That’s part of it, but only part of it–because ideas can get too big, and, like a balloon so large it cannot be inflated, they will never find their definition, nor serve their purpose.

‘Stardom’ is a Big Idea. So is ‘Food.’ They are not themes. They are un-inflatable balloons, weighted down with so much meaning we can never get them off the ground. What makes a Big Idea buoyant? What gives it definition and gets it off the ground? Explorability.SarahLawrence5

The Big Idea must be Explorable (by at least two people at any one time). When a theme is Explorable, we can map to it. It can help guide us, and give us our bearings. At any given time, we can assess our position with regards to it. Themes, by virtue of their Explorability, suggest action. We can do something about them, through them, with them.SarahLawrence3

‘Reality Show Stardom’ is a theme. ‘Food of Love’ is a theme. (‘Love of Food’ is another theme altogether.) When a Big Idea is Explorable, we can tell, and others can tell, objectively, whether we are engaged with the Big Idea or not. If we are studying dance at Sarah Lawrence, we are, in all probability, not exploring the theme of ‘Reality Show Stardom.’ It’s easy, by contrast, to imagine a hundred moves that do explore that theme. If we propose marriage over dinner, we’re sailing in the ‘Food of Love’ balloon. If we’re eating Cheerios and checking the box scores from last night’s game, we’re in a different balloon. Explorability gives Big Idea shape and definition, and carries us into new territory.SarahLawrence4

Which brings us to the business purpose of a theme:

The exploration of a Theme transports us. That, by itself, would be enough to make the exploration of a theme a valuable exercise. The buoyancy inherent in a Big Explorable Idea gives wings to our actions and adds to our sense of purpose. If a theme is strong, rather than get lost in the exploration of an idea,we have the potential to discover ourselves it it.

There’s a second big reason that Themes are important to business and brands: Themes are the glue that bind your brand to your customers. They are common ground that you explore together. Social media are the mechanisms, a garage full of vehicles, so to speak. Themes define the conceptual, physical and virtual territory you and your customers can explore together.

The narrative belongs to the customer. By exploring Themes that are authentic to your brand and relevant to your customers, you increase the probability that your product will play a meaningful role in their lives.

All photos in this post are from http://www.slc.edu/graduate/programs/dance/

All photos in this post are from http://www.slc.edu/graduate/programs/dance/

Is Your Outfit like Prince Harry’s?

Monday, June 27th, 2011

As a former drum major for the Jasper (Indiana) High School Marching Wildcats, and a former member of Notre Dame’s famed Irish Guard, I am a more-than-casual observer of ceremonial garb. Been there. Wore that. It was impossible to avoid images from the recent Brit Royal Wedding, and with my background, it was hard to ignore Prince Harry’s deal that day. There haven’t been so many knots and braids in one outfit since the Throne kept a hangman on the payroll. Check it:PrinceHarryOutfit1We are always looking for metaphors that convey the value of improvisation in business, and this is a biggie, because Prince Harry’s outfit is the exact opposite of improvisation. It is the result of centuries of scripting, hierarchical thinking and deeply coded institutional memory. And it prompts a good question: In what ways do yours and your organization’s communication practices resemble Prince Harry’s outfit? (And what are you going to do about it?)

Are your epaulets–whatever you ‘carry on your shoulders’–tied so heavily to obligations that it causes you to bend over in your carriage with eyes down instead of keeping your spine straight, and your vision up the road? Look at those braids and ropes latticed into Harry’s epaulets! They used to pay Houdini big money to escape from messes like like that.

What kind of collar do you wear? Is it stiff and tight like Harry’s ? Does it restrict your range to the ‘Voice of the Monarchy’ that His Hankness has been taught to repeat? Or is it loose and open, so that your voice can express all the colors and range of the voice of an opera star like Juan Diego Flórez?

Does your outfit sport ribbons and medals that require a degree in Heraldry to interpret? Or do you walk into scenarios unadorned, prepared to adapt to whatever best suits the situation and the problem at hand?

And speaking of hand…does your outfit give everything and everyone the white glove treatment–no dirt, and no skin except for a penny-sized patch in the fat of your palm? Or is your sense of touch free to achieve its full potential? In a digitally-mediated world, touch is a hugely appreciated experience.

If you put a lid on your outfit, do you do it in an old-school marching band style like the unfortunate Harry, who presumably had no choice in the matter? Or do you make it a lid that people might actually choose to wear themselves? Can you imagine a non-Halloween event where you’d want to wear a lid like Harry’s?

Now..in contrast with the Best Man’s outfit, take a look at what Pippa Middleton, the Maid of Honor, is wearing:HarryPippa1

Everything about Pippa’s outfit contrasts with Hank’s. It is open, subtle, simple, and elegant. For such a momentous occasion, it is surprisingly casual. Most of all, what comes through is the personality of the wearer. There’s nothing in its design to distract us from her Pippa-ness, which is downright lovely, even the tension around her mouth, which says she’s putting up with the pomp, maybe she’s even amused by it, but she’s not reveling in it.

Who’s playing a role and who is showing character?  Who is trapped in the past and who is living in the moment? Who is free to move, and who is tied down by an institution? Who’s going to look good in shoes or barefoot? Who could go for a swim without drowning? Whose attire wouldn’t damage you physically you if you slow dance together?

Improvisation results in an outfit like Pippa’s, one that best suits the occasion, and shows you in your best light.  A totally-scripted outfit like Harry’s sits around in the closet, waiting for an occasion to suit it. That’s a lot of overhead. Unless you’re His Royal Highness Prince Henry of Wales, you probably can’t carry it. And even if you can, why would you want to?

It was like this, see...

It was like this, see...