The Learning Lab
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The document outlines tools and services designed to enhance learning effectiveness in marketing organizations, highlighting issues such as a focus on efficiency over effectiveness and a tendency to cling to familiar practices. It emphasizes the importance of effective feedback and understanding complexity to improve learning and adaptation. The primary goals include reducing learning time, increasing shared knowledge, and fostering deep understanding to drive creativity and organizational success.
The Learning Lab
- 1. The Learning lab A set of tools and services aiming at improving the learning effectiveness or marketing organizations
- 2. I have noticed… • Efficiency not effectiveness is the ruling criteria • Reacting vs. steering • Short-term vs. long-term focus • Clients stick to the familiar without taking risks
- 3. • Efficiency not effectiveness is the ruling criteria • Reacting vs. steering • Short-term vs. long-term focus • Use of predetermined solutions without knowing the problem • Clients stick to the familiar without taking risks I have noticed… Symptoms
- 4. The root cause? Lack of effective feedback Complexity makes it hard to separate effects Cause and effect are distant in time
- 5. Uncertainty The problem it generates Inability to Learn and Understand
- 6. No wonder marketers… • Focus on what they know for sure: how to cut costs and save money (efficiency vs. effectiveness). • Wait for something that is certainly threatening before acting. Rather than sticking to a path that has no clear end (reacting vs. steering). • Have a hard time waiting patiently for efforts to build up with the hope of improvements in the distant future (short-term focus vs. long term goals). • Find refuge and comfort in past ideas and actions that feel familiar and unthreatening.
- 7. A set of tools and services aiming at improving the learning effectiveness or marketing organizations
- 8. System Dynamics A computer simulation and modeling technique for framing, understanding, and discussing complex issues using quantitative and qualitative information The methodology Jay Forrester
- 9. Potential Customers that may consider Allstate + + New policies due to price messaging + Quoting Allstate Expecting Big Savings + Price messaging ad awareness + 0 8 16 24 32 40 48 56 64 72 80 88 96 104 Time (Week) Quoting Allstate Expecting Big Savings Shoppers Considering Allstate Total new policies Dissatisfied + - Negative feedback loop: depleting the pool of potential customers - Total new policies + New policies non related with price messaging Shoppers Considering Allstate + New policies
- 11. Fuel 1. Effective learning drives performance overtime. 2. Accelerated learning separates successful companies from the rest. 3. True organizational learning occurs only when individuals’ knowledge becomes shared knowledge.
- 12. Our goals maximize what is to be learned1. reduce the time it takes to learn2. increase the amount of shared knowledge3. Deep Understanding
- 13. Believe We believe that deep understanding drives creativity. Creativity is the logical conclusion of brilliant thinking – Mark Tutssel, CCO, Leo Burnett Worldwide
- 14. Purpose Accelerate the collective understanding of brands and people.