Jaffe Juice

Ay! Corona!

Have you ever heard of the VUCA acronym? With gratitude to Wikipedia:

VUCA is an acronym – first used in 1987, drawing on the leadership theories of Warren Bennis and Burt Nanus – to describe or to reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations. It has subsequently taken root in emerging ideas in strategic leadership that apply in a wide range of organizations, from for-profit corporations to education. 

Well, we’re certainly living through a steaming pile of VUCA right now, with worldwide fears of COVID-19 or the virus known as Corona, continuing to wreak havoc with the global economy, much as a gale-force wind might take joy at abusing a tumbleweed.

The fragility and arguably the weak façade of what might have been called “confidence” is somewhat thrown out the window when the world order, norms, standards and practices we perceive as business as usual get turned on their heads.

Volatile? Certainly! Uncertain? Totally! Complex? Unfortunately! Ambiguous? Can you repeat the question again?

Need proof? How about the fact the S&P 500 went from a record high to a greater than 10% correction in just 6 trading days! 

The crazy thing is that this was all predicted and Dean Koontz’s 1981 book contains the evidence. Truth is stranger than fiction, right?

That’s not really what I’m talking about at all. Instead, I’m referring to the ability to imagine and realize your deepest, darkest fears AND THEN to prepare and plan for them. Dehydrated water tablets and Zombie Survival Kits aside, I’m alluding to strategic planning in an era of short-termism, risk-aversion and constant disruption. 

It isn’t really feasible or even acceptable to be caught unawares anymore. We simply have to be able to scenario and contingency plan for these “uncontrollable” moments. You might have heard me reference my son’s soccer club’s motto, “control the controllables” in the past. Our challenge of course is that we can’t even do that! When I reference digital disruption, customer obsession, talent resurrection or corporate citizenship, how many of us can truly say we’re killing it at digital, customer centricity, employee engagement and purpose? These are all controllables and they are the bridge to being able to realize and effect and meaningful for of competitive advantage and differentiation. 

I developed the survival planning canvas to make sure none of this comes as a surprise to you anymore. By looking at your competition “3D” across incumbents, challengers and incubators for example, nothing is unpredictable – or as unpredictable as before. 

The survival planning canvas anticipates Corona – perhaps not in name, but certainly (hat tip: @cliveburcham) in the recurring theme of change.

Corona is not the first external curveball and it won’t be the last, but right now, it is causing extreme damage – some fleeting but some lasting – on entire companies, industries and even countries.

Bellweathers like Apple, Marriott, Microsoft and Nike are warning now about missed earnings. The list is long and growing. Entire conferences and festivals like Mobile World Congress have been scrapped. So it’s not hard to see how any company or industry that has its equity in China and/or the travel and tourism space – either directly or indirectly – are feeling differing amounts of real pain.

And spare a thought for the beer brand, cursed with the same name!

And then there’s the cruise line industry. Sorry to pick on one in particular, but this is a beleaguered business that continues to be plagued (sorry about the pun) by negative publicity and horror story after horror story: most recently the Corona-haven, Diamond Princess. Robotic bartenders might have seemed like a gimmick at the time, but ironically might be the only way of getting a drink when the real bartender is under quarantine. 

Has this industry evolved enough? Have they innovated quickly enough? Why do they seem to find themselves in the eye of the storm on a regular basis? 

To be sure, there will be opportunities. Like Purell for example. Or even the home connected fitness business, but these are short term bumps that over time don’t make a dent on the sands of time and forces of change. 

So if you are a company feeling the pressure right now, you are not alone. Take solace in that, but at the same time, the sooner you come to terms with the fact this is business as usual now, the quicker you will be able to react or “proact”, adapt, evolve and ultimately transform.

Here’s a free friendly tip: stay away from Twitter and your real-time witty tweets. Instead, focus on a new kind of brand safety. Take “brand protection precautions” that earn the right to survive each and every day. Complete your Survival Planning Canvas. Embrace your heresy. Prepare a growth plan that has its foundations in VUCA. Live every day as if it was your last. That’s the new cost of doing business. That’s the new currency of success. That’s what it takes to win in a world where Corona is sadly not a beer consumed at your leisure on a tropical island.

Pelot-on or Pelot-off?

So unless you’ve been living underneath a media-free rock for the past week, you should be aware of the kerfuffle in a kettle or tempest in a teapot about the holiday Peloton commercial. 
  
The backlash has been pretty unanimous with allegations including “tone deaf”, “dystopian”, “Black-Mirroresque”, â€œhorror movie”, sexism and spousal abuse.
 
Why? Because we’re looking at an already thin woman who has been gifted a bike by her husband because apparently she needs to lose weight. Just look at her in the commercial…she looks terrified, right?

Or as @clueheywood put it:

Look I don’t want to be “The Peloton Ad Guy” anymore but the newest commercial about the vlogging 116 lb woman’s YEARLONG fitness journey to becoming a 112 lb woman who says “I didn’t realize how much this would change me” is just ri-god-damn-diculous. Come on.

This video spoof from Eva Victor (@evaandheriud) has actually been viewed almost as much as the original commercial (roughly 4 million at the time of writing this article.)
 
And it doesn’t stop there, the press or “earned media” has been prolific, from mainstream media to “off-broadway” lists like this one.
 
To add insult to injury or perhaps I should say fuel to the fire, Peloton’s “apology” has been panned:
 
"While we're disappointed in how some have misinterpreted this commercial, we are encouraged by--and grateful for--the outpouring of support we've received from those who understand what we were trying to communicate."
 
Critics, crisis communication professionals and social media elite have offered up their 2c with advice to the tune of:
 
One is to actually apologize: We were surprised by some of the responses to our holiday ad. In retrospect, it’s clear that some people found it sexist and misinterpreted the dynamic between the woman and her husband. We made a poor choice in how we portrayed this dynamic, which was supposed to show an uplifting journey. We apologize for offending people and airing the insensitive ad. In the future, we’ll include a diverse set of women in the group that vets ads here in the hopes of projecting a more positive and inclusive set of messages that are consistent with how Peloton actually feels about its customers.
 
Another is to vigorously defend yourself: Although our ad apparently offended lots of people, it reflects our values and we continue to be proud of it. A woman encourages her husband to buy her a Peloton in her journey to fitness. After hard work, she accomplishes her goals. It makes no difference what size and shape the customer is tous — we want to encourage everyone to take charge of their wellness journey and improve. We’ll continue to do all we can to encourage everyone to take charge of their fitness, and we hope you will join us in that.
 
As an aside, the original video on YouTube has 8.6K Thumbs Ups, 15K Thumbs Downs and comments are turned off.
 
So what do I think? Do you care? I will do you the service of not rehashing all the noise from the Interwebs. Instead, I’ll try and give you some original thoughts.
 
Personally, my wife said she’d love it if I would buy her a Peloton bike for the holidays and she definitely doesn’t need to lose weight. Speaking of which, does the commercial mention anything about weight loss? It doesn’t. 
 
Regardless, this is one big FAT #firstworldproblems debate about nothing.  Peloton is a kick-ass product. I don’t have one. I wish I did. Everyone and I mean everyone who has one loves it carnally. It is a bit of a cult and that’s ok. Maybe that’s why comparisons to the move “Get Out” have been made, but that’s it…
 
Honestly, the only misstep in this commercial is the disconnect between the strategic brief and the creative execution. The clear objective was to introduce Peloton as a gift for the holidays. At $2,245 a pop, it’s one hell of a gift!
 
Looking back now, it’s easy to see an execution where the husband (let’s make HIM overweight) sneaks down in the middle of the night to ride the bike.
 
Ultimately, it comes down to this. On the downside, Peloton saw $942 million in market value wiped out in a single day amid backlash to its controversial holiday ad (PTON) or $1.5bn in 3 days. That puts them back at the same level as…wait for it….November 27 (or thereabouts). In other words, just off their all time high.
 
On the upside, we’re talking about an earned media jackpot. 
 
Remember, this product is great. Keep reminding yourselves that. This product is incredible. People swear by it. Peloton has disrupted the entire gym industry and even the specialists like Soul Cycle, Joyride (less so with CyClub â€“ that’s my sister’s cycling club in London, which is awesome!)
 
The only advice I would give is to everyone BUT Peloton. I’m with Bill Maher on this. We need to get a grip on reality and maintain a degree of perspective. The political correctness and sensitivity right now is in danger of spinning (I made a funny) out of control. 
 
Let’s call this what it is, not the smartest move from the marketing department, but certainly not malicious. 
 
Peloton does not need to advertise. If ever there was an example of a company that embodies the principles of Z.E.R.O. or Flip the Funnel, it’s this one. Embrace that and leave the advertising to the companies that really do need to put lipstick on a pig!

PS If you like articles like this, please consider signing up for my almost weekly newsletter at http://www.josephjaffe.com

Sharenting Shmarenting

The New York Times posted a fake news video about a new buzzword that is sure to give “woke” and “ok boomer” a run for their money as candidates for Merriam-Webster’s’ word of the year.

It’s “sharenting” and before I “share” the definition, I will say that I am guilty as charged.

Sharenting (noun)

When parents overshare photos and other data about their children on social media.

The video profiles “first generation children that inherited a social media presence, and privacy risks, they didn’t ask for.” As a former strategic and account planner, I do appreciate this unique positioning and perspective of “unwilling inheritance.” That said, I also push back on the idea that this poor generation has been forced to accept their smart phone and all the accouterments that go with it.

You’ll get no opposition on the privacy component from me of course.

One of the kids in the video explains that the reason she is upset by this is because of “how aware I am of the implications of the digital footprint” and then proceeds to explain that in France, kids can sue their parents for sharing too much about them. Honestly, part of me wishes we could be back in a time where corporal punishment was considered to be a sign of good parenting. I’m kidding, but if this kid is so concerned about her “digital footprint,” perhaps she should have her phone taken away and go on a strict digital detox diet.

Yeah, right. Like that’s going to happen any time soon.

OK, let’s take a step back and let me share the data points. They’re all very salient.

• By age 5, the average kid has 1,500 photos of them online
• Over 90% of American children have a social media presence by age 2
• By 2030, parents sharing about their kids online could account for up to 7 million incidents of identity theft and over $800 million in online fraud

Now let me make a few value statements:

• Old fogeys like you and me (I’m assuming you’re not a first generation inheritor) don’t really have a clue what we’re doing with social media
• Young bucks (first generation inheritors) don’t have a clue what they’re doing with life
• Both groups don’t have a clue about the long term implications that will come from things like constant exposure to mobile phones around your brain, heart and groin; addiction and moreover the impact on interpersonal relationships, connection in general, psychosis and social related disorders. Just look at the massive epidemic of gun-related violence in the United States if you need any proof.

Perhaps we can learn from each other?

To their credit, First Generation Inheritors (or FGI’s) have naturally and innately figured out an acceptable operating system and/or rules of engagement associated with social media. Look at your teenager’s Instagram account for example:

• Pretty much all of them are private. You didn’t need to tell them to do this.
• You may very well be waiting (and waiting and waiting) for them to accept your friend request and if not, you’ve probably created a fake account so you can stalk them (admit it!)
• They have a sum total of 3 photos on their entire Instagram account. By contrast, I have 1,902.
• A birthday greeting or congratulations is done via disposable story versus any permanent posting (which anyway would be deleted – see the earlier point)
• They are incredibly deliberate and almost Machiavellian in terms of what they post; who is in the photos; who is tagged
• The captions to the photos are almost in code. Esoteric and bizarre, but not as bizarre as…
• …the comments which are basically as insightful as watching paint dry and yet, they are equally deliberate.
• There really is no bad news (or if so, it’s delivered via code)

In the me-too era, where consent has to be explicit, unambiguous and vocal, FGI’s demand the same when it comes to sharenting. It is “about the asking” and without it, kids demand veto power.

I won’t lie. I’ve run into this with my kids and after countless battles, I inevitably back down. I now have to ask. I don’t believe I need to, but I think that ship has sailed.

Honestly, I don’t think either side really knows what the hell they are doing. The only thing I can say is that neither side is right. And neither is wrong either. Moreover, this isn’t binary at all. This isn’t about right or wrong. This is about compromise and balance. 

While I wrote a fair amount of this piece with intentional snark, sarcasm and irreverence (that would be the stuff you gasped at most likely, including - but not limited to - the fake New York Times quip because I might have had a different opinion to the one being presented - HA!), I did it to make a point. I’d rather take the side of the FGI’s than their parents’. I think we owe it to our kids to help them figure it out and learn from and with them. I think the technology providers need to be a lot more proactive in terms of helping us figure this out as well.

Perhaps we need a United Nations of Social Media or judiciary system to create and enforce rules of engagement. What is acceptable? What is unacceptable? What is up for debate? It would change based on age of course. It could even become part of a contract when a kid is given a phone and therefore, include things like screen time.

I welcome you to weigh in with your perspective. Post comments and suggestions where appropriate on what you believe these rules of engagement should look like. I also invite FGI’s, as well as their parents, to post rebuttals or builds on top of this conversation starter.

I don’t welcome being shamed into wanting to share photos of my family with my friends and family, but at the same time, “a million of my closest strangers” should not be afforded that same luxury and the last time I checked, that is called Instagram or Facebook and has become a new normal that in reality is anything but…

To note: I vetted this first with my college daughter and my wife 

PS If you like articles like this, please consider signing up for my almost weekly newsletter at http://www.josephjaffe.com

Jaffe Juice #186 - Egghead, Egglikes and Egglogos

Been a little quiet for the past month as it was holidays and all. Plus I started another podcast (a spiritual one) and most importantly, I've been in full-on editing mode for my new book, "Built to Suck" (March, 2019)

Felt inspired to do a new show this morning and keeping to the format of one discussion topic (roughly 10 minutes) and then Winners and Losers, Rant of the Week, listener comments/questions etc.

In this episode, I discuss the imminent Bezos divorce and what that will mean for both Jeff Bezos and the future of Amazon.

In Winners & Losers, I give the American Egg Board the +1 for @world_record_egg's successful attempt at dethroning Kylie Jenner's most liked Instagram post ever. The irony of course is that they probably don't even know about it!

My loser is Mastercard for their groundbreaking new logo and what this says about them and their future.

Listen direct here or subscribe here.

The 100 Day Challenge: Are you Marketer enough?

How was your year?

Be honest.

Awesome?

You shattered your KPI records? You delivered more from less and more with less? You found inefficiencies and eliminated points of friction across your marketing communications and consumer journey? Your agency brought you bold, fresh, new and innovation ideas? Your procurement department saved you some money without hampering or hindering your creative process? You successfully experimented with several emerging platforms and exciting early stage startups? You attracted and retained talented young Millennials to move your brand forward?

You did? TERRIFIC! You rock! You don't need to continue reading, but I would love it if you would comment below and share your success stories, best practices or next practices and some key learnings with the rest of us constituents.

We need more people like you to step up and share. We need leaders who are gracious enough to help raise the collective bar or rising tide in order to evolve our industry.

For everyone else (and I have a sneaky feeling it's the overwhelming majority), I have some bad news and good news. They're actually both the same: everyone else is in the same boat. So you're not behind but you're not ahead either. That's either exceptionally frightening or empowering depending on how you look it. If the former, you run all the risk in the world to be disintermediated by a direct competitor or even a startup. If the latter, you have everything to gain by making the first move (first mover advantage is not a myth; it's very real)

The choice is ultimately yours.

And the real good news is that there is still time! Not much, but enough to make a difference.

So here's my challenge to you: you have roughly 100 days left in the calendar year. Do something. Do something you've never done before. Not because you can, but because you have to. Actually you can and you should. Maybe you have some of those yummy use-it-or-lose-it funds left over in your budgetary coffers. Maybe you don't, but let's be honest, you can find it if you really want to.

This isn't about money. And besides, it's not yours anyway; it belongs to your shareholders, so why not repay their loyalty with a proof of concept that demonstrates you are genuinely committed to changing with the times.

I can't believe I'm actually quoting #DJT, but "what the hell do you have to lose?" Seriously, what do you have to lose? At worst, you might make a few embedded stalwarts a little uncomfortable.

So take the 100 day challenge, commit to a "Test 'n Learn Combo" (it's #4 on the McDonalds value menu); invest in a pilot or "experiment"; make a commitment to doing something you've never done before (here's the kicker) in a category you unequivocally know (beyond a reasonable doubt) is already - or will soon become - a mission critical sector for your business.

By all means, go it alone should you so desire. Or task it to one of your roster incumbent agencies if you are convinced they'll execute it "better, cheaper, faster." Or why not give a shot to one of the subject matter expert boutiques out there? (Evol8tion is one of them, but I would be just as happy to refer you to another company if you want a shortlist to choose from)

We can always come up with 100 reasons to say no, but why not force yourself to come up with one real reason to say yes. How about ushering in the new year with a win; a data point in a set that will help you triangulate and get to the future...fast...and even first.

How can you say no to that? It's rhetorical.

Will Apple pay the price for innovating too slow?

September 7th is the BIG day!

For what you may ask?

The announcement of the new iPhone 7, dummy!

Oh, yawn!

I guess the real question is whether we care anymore. Or maybe we care too much and just have lost faith with Apple to wow us with the kind of form and function that changed our lives and even the world with the initial launch of the iPod and ultimately iPhone.

As I write this, it's just over 24 hours to go before the "big reveal" (air quotes = sarcasm) and current rumors are slightly better camera, bigger screen coverage to the entire surface, wireless charging, some degree of water resistance and no headphone jack at all (WTF?)

So apparently, the force touch of the 6s didn't exactly set the world on fire. Shocker! What about the other features? I guess the bigger screen coverage is pretty cool although I do like the tactile feel of being able to press a button and have it perform the functions of a button. I'm not sure about the disappearing headphone jack...I absolutely welcome a world of no wires (I probably spend 2-3 hours a day untangling my current headphones); I'm just unclear about the practicality of sticking a bud in my ear and what happens if it falls out...the white wires serve that "safety net" function in a very low-tech way.

I actually think our friends at Samsung have done an exponentially (arguably explosive) better job at out-innovating Apple when it comes to mobile phones. From screen coverage to screen curvature; from retina scans to the stylus option; from wireless charging to wider lenses for selfies.

...but perhaps the one feature that to me becomes the killer app is a phone that doesn't break when you drop it and doesn't fritz when you spill water on it. For me, my nails on a chalkboard moment is seeing self-respecting professionals walking around with a screen so cracked it looks like someone hurled a rock at a mirror (and is subsequently enjoying bad luck as a result).

That accolade belongs to the Droid and Android OS.

Also, before we give too much credit to Samsung, they just recalled 2.5 million (yes, 2.5 MILLION) Galaxy Note 7's, so one step forward, one step back.

I guess the lessons for innovation are as follows:

1. If necessity is the mother of invention, why isn't practicality the father of innovation? Instead of innovating around the wrong features, why not fix the most basic pain points like screens that constantly break
2. When you look at the entire competitive set, I don't think there's any doubt Samsung has innovating the MOST....but is most necessarily best? First mover advantage is not the same as fast mover advantage (and visa versa)
3. Perhaps the real innovation is the new business model and revenue stream associated with pricing leasing models. It's allowed the likes of AT&T to deal direct with its customers and bundle in added value services like insurance (no more Applecare)
4. To that end, small businesses (startups if you like) have mushroomed around the service and repair friction associated with smartphones. Replacing your cracked screen or impotent battery is now truly "better, cheaper, faster."
5. Back to Apple. I don't think Cook v Jobs is necessarily the key barometer when it comes to actual innovation; I DO think it is the ultimate litmus test when it comes to PERCEIVED innovation and our tolerance for mistakes, marginal improvements, deception (delaying the release of key functionality) and getting excited about "meh" features like the launch of Siri. That's what Jobs did so well. In Steve, we trusted. I guess the learning is that you need a strong leader to steady a ship, even if it's bearing for turbulent waters...
6. The iPod saved Apple in my opinion. And the iPhone built on this success. Apple opened the walled garden associated with the iPod OS to welcome in the Microsoft Windows nerds and benefited greatly from the halo. They essentially swapped the walled garden of a device for an entire ecosystem. Right now, features like Airplay make interoperability a dream, but what happens when someone emulates, imitates or makes it likewise just as easy or even easier. Can we see a day where Apple everywhere is replaced with Amazon everywhere? We would be foolish to say no.
7. Back to Jobs. His arrogance was endearing. In his void, any remnant of arrogance is just annoying. Isn't it time for Apple to start listening to its fanboys and girls? Ask us what we want.
8. Or maybe it's OK if Apple looks to the competitive crowd and honors the adage, imitation is the sincerest form of flattery. Not to belabor the point, but PA-LEASE can we make screens unbreakable...or at the very minimum, less fragile!
9. To be clear, the takeaway for Apple is clear. Pick up the pace, lads. The "S" in your 6-monthly mega-announcements stands for "Shit" (sorry, no less eloquent way to put it.) If you can't innovate quick enough, then change and ultimately manage our expectations. Stop with the whole Orwellian Production under more secrecy than a plot twist on The Walking Dead. Let go of the black turtleneck sweater and tortoise shell glasses and just issue a press release. Or don't and renew your wows (get it?)
10. Maybe we've just come to the end of the line when it comes to innovation around a smartphone. I mean how much bigger can it get? How much better should the camera be? I don't believe that and I don't think you do either. I was watching 60-minutes recently and saw a scientist talking about CERN, The Large Hadron Collider, the Higgs boson or so-called G-d particle and when asked about what might be possible in the future which could include travel to other dimensions, teleportation or other episodes of Star Trek, his response was terrific: You know, if you had asked somebody in 1900, “Do you think we could take a device out of our pocket and push a button or two and talk to your spouse halfway across the world?”

So no to point 10, but maybe or yes to the title of the article.

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Making Mistakes...On Purpose

Discountinue (no, this is not a typo)

Well actually it was originally a typo but then Yogi Berra style, it made complete sense.

Let me explain...

A week ago, we had an offsite at Evol8tion. Actually it was an offsite follow up to our previous offsite...so kind of like off-off-Broadway if you follow me.

One of the action items on the agenda was to review our latest iteration of what we call a cost-benefit evaluation for pilot programs. Over the last 5 years, we've conducted over 60 pilot programs with early stage startups and/or emerging technology platforms on behalf of our clients and without exception, it always comes back to one question: how do we know if we were successful?

In other words, an output (the world of test 'n learns with its partner in crime: hard measurement KPI's) versus an outcome (behavior change, change management, learnings, moving at the speed of startup etc).

So we developed a simple template to help our clients evaluate whether their experiments were 1) BIG L'S, 2) small l's, 3) small w's or 4) BIG W'S.

Today I'll focus on the 1st item: The Big L or BIG LOSS. The F word....FAILURE.

I won't bore you with the conditions, questions, criteria or checklist we use to determine one from the other (and besides, that's part of our secret sauce), but sufficed to say one thing rings true every time: how do we - corporations/big business/multinationals/blue chip brands - become more comfortable with not being perfect. In other words, failing!

Startups are all too used to failing. And when they do, they fail fast. And they learn fast. They adapt. They come back stronger than ever before. They pivot. 

Brands...not so much.

Failure is never really failure when it's a means to an end. And that is really commensurate with the strategic recommendation that comes from a "BIG L" or failure, namely to discontinue.

You tried it out. It didn't work for you - your brand, your Business Unit, even your company. Perhaps the startup in question was just the wrong partner. Or perhaps you were. Perhaps your vertical just isn't suited for this approach. Or perhaps the specific emerging technology just isn't a good fit.

So you discontinue. You live to fight another day. And you do it with your head held high. With dignity. Respect. And most importantly, budget. You never bet the farm. You didn't put all your eggs in one basket. You never got burnt. And hopefully you did this way ahead of your fiercest rival or competitor.

Wait, that doesn't sound like a loss at all, does it?

This is the "discount" you receive for moving quickly, test and learning...to fail fast and more importantly, fail smart.

Whereas the premium you are used to paying ("Advertising the premium you pay for being unremarkable" - Seth Godin) is essentially an opportunity cost with a tight and shrinking budget and an opportunity lost in terms of sticking to the status quo; rapid prototyping, experimentation in digital innovation and ultimately well structured and calculated risk taking is a an opportunity gained where even the worst case scenario (the big "L") has a remarkable silver lining.

Innovation is quite binary if you think about it: either stuff works or it doesn't. And when it does, you "rinse and repeat" or "scale with success". And when it doesn't you "pivot" or "discontinue" - I mean, "discountinue."

And so the next time, you stick your neck out and don't exactly come out on top, instead of waiting for the guillotine to fall, pat yourself on the back for having taken another step towards a future which is a little less uncertain, scary and unknown.

In a world where the only constant is change, doesn't it make sense to invest in the future at a discount?

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Captain, The Holodeck is ready for you (AKA Has Virtual Reality hit its Tipping Point?)

Warp speed and Teleportation  may not quite be ready for Prime Time (or the Prime Directive), but the Holodeck appears to be gearing up for launch.

Last week, Evol8tion took one of our clients on a curated 2-day tour in Los Angeles of the Virtual Reality (VR) space. During this window, we visited various studio, tech companies and startups that are currently innovating from the front-lines and "imagineering" the future of VR.

1. So does VR "change everything"?
2. Will the VR industry ever get ahead of the perceived number 1 challenge of having to put on a headset (see: 3DTV)?
3. How is this different to the failed attempts of the past (see: Second Life)?

Are any of these questions actually relevant?

My belief has always been: if you want to understand technology, you have to experience it yourself. You simply have to roll up your sleeves and get your hands dirty. You can't read about it in a book. You can't trust your agents or agency to deliver an informed "POV" (unless of course they are bona fide subject matter experts.)

So unless you've tested out the technology and applications yourself (and no, a quick demo at SxSW does not really count), you really need to park your opinion at the door of ignorance before opening your giant yap and passing any premature judgement.

When you look at progress and in particular with innovation itself, it's important to recognize the "failed attempts of the past" all played a part in paving the way for their successors. Timing and luck are both important contributors and factors in combining to deliver an idea that sticks or tips. In other words, Pokeman Go has Minecraft to thank, which in turn has Second Life to thank for doing the thankless job of pioneering.

(not your problem I know, but still...)

As for the headsets, I don't think it's a stretch to imagine a time where they don't exist or if they do, they are no more intrusive (culturally, socially, behaviorally)  than reading or sunglasses. I'm actually not sure this is even a "thing" to be concerned about as a barrier to entry.

It might even be a necessary precursor to fool your brain into accepting you're somewhere else, which is a primary characteristic of the space.

In any event, Google Cardboard and the equivalent sells for around $10-15 on Amazon.com

For what it's worth, it's pretty insane to think of the sum total of the progress to date in a VERY well funded space as a hodgepodge of duct tape and chicken wire via cobbled together Samsung phones that snap into headsets or modified or hacked cameras that look like Battlebots and Go Pro had an unholy union...

We are literally at the infancy or dawn of a new era...

The transformative or perhaps a better word is transcendent experience that comes from stepping into a Futuristic kitchen (Job Simulator on HTC Vive), avoiding a Blue Whale under the sea, standing next to American Ninja Warrior's Vertical Wall or hanging out in a Tibetan hut is worth it.

These were some of my more memorable VR experiences. Oh, and also being teased by Nina Agdal as part of SI's Swimsuit VR Edition which was - ahem - fairly interesting (note to self: do not watch this EVER in front of other people, especially clients!)

I also enjoyed whizzing around a track with a fan blowing air into my face to simulate the whoosh of being in a racing car.

The list goes on. And that's the point.

Each time you experience a different interpretation or application of a narrative, evolved and adapted to an immersive and pervasive presence, it opens a multitude of possibilities for new use cases.

In some cases - such as travel & tourism - I would be as bold as to say that they should cut their entire advertising budget in favor of VR. I'm not exaggerating here. Hey, I did write "Life after the 30-second spot" and Z.E.R.O. Paid Media as the New Marketing Model after all.

In other cases, such as Consumer Packaged Goods, it's a little more challenging. I said, challenging; NOT Impossible.

And if all else fails, you can always resort to brilliant creative such as this one:

..or this one

I heard a great quote from the tour that sums up the world we came form versus the one we are heading towards: Create the Experience or Experience the Creative. It's not an either/or, but in fact an "AND" - so why wouldn't you proactively do both?

Perhaps this is why Robert Scoble jumped ship from reality to virtual reality.

Perhaps this is why Google has a Global Evangelist for VR

Perhaps this is why LA is a VR hotbed of growth and investment?

If you are wondering what all the fuss is about, perhaps you should take a tour (virtual or otherwise) to experience this phenomenon first hand and decide for yourselves if this is hype or hope? Perhaps you'll want to take a voyeuristic route and watch from the sidelines, which ironically is kind of the VR point, but not especially beneficial in terms of first mover or competitive advantage.

Every journey begins with a step and now you can take that giant leap for marketingkind. No really, you can actually step on the moon! Or climb Everest!

Whatever you do, I would caution against ignoring VR. You do so at your peril. I would recommend you frame your perspective against a blue ocean of possibilities versus searching for research or best practices. In a world of test 'n learns, it's time to focus on the learn part.

Sure you might have bigger fish to fry, so don't bet the farm unnecessarily on VR (especially if you're in the toilet paper business). For everyone else, there is a pretty robust and fertile sandbox to dream...or even daydream. 

VR is not the next big thing. It's an evolution of the last big thing. And that is in of itself, not a small thing.

The Agency is Dead. Long live the Agency!

My brother-from-another-mother, Mitch Joel (a 2-time best-selling author with 6 Pixels of Separation and Ctrl-Alt-Delete, as well as a successful entrepreneur, having recently sold his agency, Twist Image to WPP) get together once a month to do a healthy debate about the state of the agency business, creativity, innovation or whatever is on our mind. We put this out on our respective podcasts (Jaffe Juice and 6 Pixels of Separation.)

We are now bringing this to life...by pitching a live panel at next year's SxSW Interactive Festival in Austin, Texas...and we need to rock the vote! 

Here's Mitch's blog post, which is so perfect I have essentially cut and pasted the whole damn thing :)

How will agencies attract and retain talent, when so many young marketing professionals are working for major brands, startups or companies like Snapchat?

It's time to debate, resolve and figure out the future of the agency model. Are you with me? Are you ready for a heated conversation? The venue has already been determined, but an event of this magnitude will not happen without your vote! We are hoping to make this happen at South by Southwest 2016... but it can't happen WITHOUT YOUR VOTE! 

Here's the set-up/context:  

Do you believe that if David Ogilvy or Bill Bernbach were alive today that they would be quaking in their boots? Right now, they're probably rolling around in their graves at the current reality. Is it possible that their beloved agencies could very well be a thing of the past? The world has changed so much. Today, Cannes Lions is run - not by creatives - but by the Facebooks, Twitters and Googles of the world. Can agencies survive this perfect storm? Will they prove to be the consummate cockroaches, and adapt... or will they die a slow and painful death (and will anyone notice or care)? Jaffe and I will argue the pros and the cons, and make the case as to the rise, fall and possibly even the resurrection of the endangered species known as "The Agency." We may even add some very special guests to this lively conversation.

Will you help us out and vote for this event to take place?

Joel and I will also answer the following questions:

1. How will agencies win the talent wars, when so many young stars are joining startups, tech companies, publishers or going to work directly for brands? 
2. What will agencies need to do to survive, as it relates to investing in technology, doing startup collaborations and/or seeking out new revenue streams? 
3. What's the best way to connect and build relationships with agencies (as a startup, vendor, tech provider), or is it better to go direct to the client?
4. What are the forces at play that are working against the agency model?
5. Which agencies have done the hard work of future-proofing their business models?
6. How will the major advertising and communications networks adapt?

Now, it's your turn.

Will you please support this panel by heading over to the SXW panel picker and voting for it (you will need to register regardless if you are planning on attending the event or not)?

I will also ask that you share this out with your network as well. There are also direct Facebook, Twitter and LinkedIn buttons on the panel page.

Mitch and I know that this will be an exciting event, so we are very hopeful that you will play a small role in making it happen, by voting for us and sharing it with your community.

• We will be looking to add in a few surprises / easter eggs into the panel i.e. surprise guests.
• In addition we are thinking about a meet-up/event later that night so we can continue the conversation post-panel.
• Even if you can't make, we'll make sure there is a streaming solution so you can "beam in"

Let's make this happen!

2 episodes of Jaffe Juice - The New Marketing Podcast on Tech, Talent and Creativity

Hello strangers...

How about 2 episodes of Jaffe Juice - The New Marketing Podcast for the price of Z.E.R.O.? No actually, zero.

Plus you get Mirum's Mitch Joel as value add.

The first episode is #179 where we discuss the Wall Street Journal article, Tech Firms Pull Talent Away From Ad Agencies. 

You can listen live by left clicking or download by right clicking here

The second episode is #180 where we do an armchair quarterback deconstruction, unpacking, post-mortem of Cannes 2016. And yes, there is some bitterness, jealousy, cynicism and good old fashioned ranting as well. 

You can listen live by left clicking or download by right clicking here

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