The Simple Act

Companion planting is a term often used in gardening. 

It refers to the act of sowing certain types of plants in close proximity, so they may benefit from each other's unique offering, and thus grow sustainably. Giving and receiving in tandem.

An example of this is the ‘3 sisters': corn, bean, and squash plants. When planted close together:

• Corn offers a physical support structure 

• Beans provide nitrogen

• Squash covers the soil to prevent evaporation and weed competition 

Ecosystems thrive when plants collaborate rather than compete.

And this is not dissimilar to the dynamics of a brilliant team or community.

Everyone has something to give. Therefore, give, and provide the platform for others to do the same.

When was the last time you met with your customers face to face?

Not learning about them through a trend report, or analysing their usage behind a screen. 

But hearing them share their experiences in first person, noticing the micro-interactions displayed as they use your product, seeing the emotion expressed as they explore the journey that you crafted.

Most of us may have seen the recent articles about Airbnb’s growth since shifting to a model focused on brand building. But beyond campaigns and design refreshes. This approach was fuelled by the fact that they maintained close contact with their community through a willingness to meet and hear from the individuals that form it.

In a world where everyone wants to be heard, positioning yourself as the brand that listens becomes a key distinguishing attribute.

Is your business regenerative?

The definition of regeneration is to regrow (new tissue) after loss or damage.

It’s a great attribute to have.

One that signals a sense of longevity, sustainability, and resilience. 

For this to happen on a regular basis, there must be a process in place to facilitate it.

There must be an intent to nurture the new

And a willingness to recognise its importance to the future.

So ask yourself:

Does my business act as fertile ground for growth?

Is my business set up to undergo renewal, should it be necessary?

Are we doing enough today to develop our tomorrow?

A 5 star experience is the expectation.

That just means the product you made performed as it should.

How many times have you given an Uber driver 5 stars for simply picking you on time and dropping you off at your destination?

The transition from a good experience to an exceptional one starts when you begin to consider what a 6,7, and 8 star offering looks like.

That should be the bar, or rather the platform.

Ultimately this takes patience.

It takes empathy.

It takes a willingness to dig a little deeper, go a little further.

Something not every brand is willing to do.

Many companies do digital, few are actually digital-first organisations; despite the claims.

To be digitally-led is to see technology as a key driver in achieving your strategic aspirations. Developing products that leverage it’s capabilities to deliver incremental impact for customers, long-term.

It is to constantly operate in beta mode – fostering a culture of learning that permeates throughout the business.

And to ensure cross-functional connections are seamless, with each part of the business maintaining an appreciation for the opportunities offered by technology.

Ultimately, operating as a digital organisation shouldn't be an initiative solely governed by the CTO or CDO. It’s an ambition that should be shared throughout the whole company, and shape every decision that you make.

A key element of being efficient is minimising waste.

This is often overlooked.

Though it is important to highlight what you should do.

It is just as pivotal to identify what not to do and what to stop doing.

Clear the road, make room for what matters, and avoid unnecessary pivots.

“Hold the problem you’re solving tightly, hold the user tightly, hold the solution you’re building loosely” – Michael Seibel

Building for a fleeting 'why' is like aiming at a moving target.

What [we’re building] and how [we build it] is subject to change, it’s inevitable.

But why we’re doing it shouldn’t.

That’s what we’re solving.

That’s our North Star.

If we agree that the why should remain consistent, ensuring that it feels right to start with becomes all the more important.

For most brands, a new store is simply another touch-point.

But for those that live in the area, it’s much more.

The most impactful retail locations put the life that surrounds the building before it’s infrastructure,

positions the brand as an extender of the local culture already fostered,

and goes beyond procurement to provide a hub that gives more to the community than it takes.

“First life, then spaces, then buildings…” – Jan Gehl (Danish Architect)

The Genius Bar isn’t just a nice to have for Apple, it’s an integral part of their brand experience that says to the customer  “we hear you, and we care". It mitigates the risk of purchase and fuels customer satisfaction.

Often, we attribute the affinity for companies like Apple and Nike to the great work they do pre-purchase. But don’t always speak about the positives of their post-purchase experience. For most brands the service is great, until you have a query, until your product acquires a fault, until you have to make a return. Then you begin to see how much they really value customers, or rather how much they don’t.

The prerequisite for efficiency is direction. Hence why strategy is so important.

Once you have a plan in place you can run with conviction;

reassured in the fact that you're competing in the right race.