Filed under: 2026, A Bit Of Inspiration, Advertising, Agency Culture, Ambition, Aspiration, Attitude & Aptitude, Audio Visual, Authenticity, Bands, Cannes, Comment, Communication Strategy, Community, Complicity, Content, Context, Corporate Evil, Creative Development, Creativity, Culture, Differentiation, Diversity, Effectiveness, Egovertising, Emotion, Empathy, Entertainment, Friendship, Influencers, Interviews, Management, Marketing, Music, Perspective, Planners, Planning, Point Of View, Relationships, Relevance, Resonance
Following on from Wednesday’s post …
One of the great pleasures that walking has given me is listening to podcasts.
To be honest, prior to walking I never really enjoyed them.
Sure, part of that was because the podcasts available in the early days were – generally – fucking terrible, but more than that … I just have always enjoyed the act of reading.
Still do.
But the beauty of a podcast is it lets me take my mind off the pain/boredom of walking and instead, let’s me lose myself in the joy of the story. And because I have an addictive personality, it means I rarely stop walking until I’ve heard the end of whatever the hell I’m listening too. Podcasts have literally ensured I’ve walked hundreds of kilometers further than I would otherwise have walked.
However for me to really love a podcast, it needs to be about true stories.
Don’t really care what – or who – the subject is about, it just has to be real.
Interestingly, the companies/individuals who do them best – or at least in terms of what I find ‘best’ – are the ones who have always told stories. Who know the craft of it. Who appreciate the importance of space and pace. Who see is as an expression of who they are, rather than simply the business they’re in.
Which is why I have recently been enjoying Rockonteurs with Gary Kemp and Guy Pearce.
Rockonteurs is a music podcast, hosted by ex-Spandau Ballet guitarist Gary Kemp and session bassist, Guy Pratt. Each episode hears them listening to different icons from the music industry. Not just in terms of artists and performers … but producers, promoters, songwriters and managers.
Now obviously I love music and a lot of the people they interview are individuals from my era … but that’s not why I like it or why you should listen to it.
The thing that stands out most of all is that regardless of decade, genre, country-of-origin, level of success … there is a camaraderie, respect and overall interest in what each person has done and how they approached it that is severely lacking in our industry today.
Right now, in our industry, it feels like everyone is desperate to be seen as ‘the ultimate one’.
The person with all the answers.
The person with all the knowledge.
The person who defines how everything should be done.
There’s not much humbleness in our industry these days – and what there is, comes across as contrived-as-fuck.
That doesn’t mean people shouldn’t be proud of what they believe or what they’ve done … but it does mean they shouldn’t speak with a condescending tone or a desire to belittle or destroy anyone who thinks differently to them.
But it’s happening all the time.
Sure, some of that is amplified by the Linkedin algorithm – not to mention the conference industry – that rewards this sort of bullshit … but everywhere you look you see and hear people making some pretty outrageous, self-serving, blinkered claims.
What makes it worse is that in many cases, the things they feel OK with publicly judging/criticising/labelling are things they’ve never actually made/done themselves … though my personal fave is when you hear them repackage well established approaches/rules/campaigns and then try to claim they have ‘invented’ something new.
Even more bizarre is how this behavior is as prevalent with ‘senior leaders’ as it is with people just starting out … who you can at least understand are trying to stand out from a crowd of sameness.
Just last year, I listened to a very, very well-known and successful leader tell a global audience they had identified ‘the secret to success’ … without once acknowledging everything they said was [1] literally information that was decades old, [2] it is how good agencies have always operated.
Now I appreciate they have millions of dollars of reasons why they have to speak with the authoritative tone of God, but that doesn’t make them right – regardless how smart they may be – but what makes it sad is they have no willingness or openness to acknowledge there are other ways, even if they prefer/believe in theirs most.
And maybe that’s why I really enjoy the Rockonteurs podcast … because there’s none of that.
OK, I appreciate all the guests who appear have achieved a certain level of success, so there’s less to prove. I also accept many of the guests are looking back on their career – rather than ahead – so there is less of a commercial demand being placed on them to ‘win people over’. And finally, I completely understand all the guests have a direct connection to one – or both – of the hosts, so they’re talking to a friendly audience.
[Though I have to say the hosts aren’t great – sometimes bordering on annoying – as they often interrupt their guests in a desperate bid to either show public association with them or remind them that they too were once famous. It’s a bit yuck to be honest.]
But that aside, for an industry that still overflows with fragile egos … the one thing that came through once I’d listened to a few of the interviews – especially the first season – was how united they all were in terms of what they value/d … even though most of them all had radically different styles, views and interpretations of what that is and how to get there.
Underpinning this was that regardless on the level of success each guest achieved, they had been successful.
Maybe in terms of popularity.
Maybe in terms of a single song/album/concert.
Maybe in terms of their influence in a particular genre/fan of music.
Maybe in terms of simply having a career, despite never having a breakthrough hit.
But they had pulled something off against the odds and for that, there was something to hear, something to learn and something to respect.
That doesn’t mean they are not competitive.
That doesn’t mean they like everything each other does/did.
But it does mean they appreciate how hard it takes to make something you feel proud of – even if you don’t like it or understand it – and maybe, just maybe, if our industry adopted this stance a bit more, we’d not only be a nicer place to work, we might end up being a place that makes a lot more interesting work.
Because as I’ve said before [or should I say, what Ferdinand Porsche said before]: It’s better to mean everything to someone than be anything to everyone.
Check out Rockonteurs wherever you get your podcast.
I promise, whatever music you’re into.
Whatever era you’re from or adore.
There’ll be something you’ll like. And learn.
________________________________________________________________________
Please note:
There’s a public holiday here on Monday – I know, I know – so see you on Tuesday.
You lucky, lucky people – hahaha.
Filed under: 2026, A Bit Of Inspiration, Advertising, Attitude & Aptitude, Brand, Brand Suicide, Business, Career, Clients, Collaboration, Comment, Complicity, Conformity, Consultants, Corporate Evil, Creativity, Culture, Delusion, Distinction, Effectiveness, Egovertising, Freelance, Honesty, Individuality, Innovation, Insight, Leadership, Loyalty, Management, Marketing, Marketing Fail, Mediocrity, Perspective, Planners, Relationships, Relevance, Reputation, Research, Resonance, Respect, Standards, Strategy
OK, I’ve given you a couple of days of niceish posts to help ease you into the new year, so I think it’s time I write some stuff that lets out some of my seemingly endless frustrations – ha.
As we all know, there’s a ton of talk about the longevity of the industry with things like corporate consolidation, AI and processes and systems.
I get that and there should be that … but what bothers me is a lot of the conversations are not focused on what got us here.
Because for all the talk about the obsession with efficiency and the ‘illusion’ of effectiveness, what is rarely discussed is the lack of investment in training.
Don’t get me wrong,’outsourced, for profit’ training programs have their role and value in developing skills – even if many have been devised by people who have often never even worked directly in the industry, let alone made anything of note within it – but so much of this is about creating industry conformity, rather than creation.
Worse, it’s industry conformity often based on an individuals definition of what good work is … which is ALWAYS self-serving for them.
And while – as I said – it still offers some sort of value, it also actively devalues individual talent, potential, craft and creativity.
Or said another way, it allows all the things we are spending so much energy complaining about – to thrive.
Add to that too many people only wanting to develop in a bid to get more money – rather than more ability – and you can see how we got where we’re sitting.
But what bothers me most is how some companies are reacting and responding to this shift.
I don’t mean agencies – who, in the main, are not exactly shining with their ‘strategies’ – but companies.
Because for all the demands they have in terms of expectations and standards, they end up showing nothing really matters as much as cost and time.
Part of this is because – sadly – many companies don’t know the difference between quality and quantity.
Part of this is because – even more sadly – there is a lack of training in their organizations as well, so they’re only empowered to say ‘no’, rather than ‘yes’.
Part of this is – possibly most tragic of all – is that many companies have put themselves in a position where they have allowed procurement to be the ultimate decision maker – despite the fact the only thing most know about other industries is how to ‘compare prices’.
Case in point …
Recently I spoke to a strategist who is not just incredibly experienced, but is pretty incredible.
By that I mean the work they’ve done and the impact they have enabled.
And yet, despite all this, they’re finding it hard to find work … exemplified by recently losing out on a project where – objectively – they would be one of the most qualified people in the entire industry to do this job.
They didn’t lose out because they weren’t known.
They didn’t lose out because they weren’t available.
They lost out because the company thought they could ‘hack the system’ by hiring someone who had worked at the same company as the strategist in question, who was asking for a much lower fee.
Now I get – on face value – that sounds a smart move.
Except that was the only requirement for hiring this person.
They ignored the fact these strategists didn’t work in the same office.
They ignored the fact these strategists didn’t work on the same clients or category.
They ignored the fact they never worked or interacted together.
They ignored the fact one strategist has led work, the other has just supported it.
They ignored the fact one strategist has 16 years of experience, the other has under 5.
They ignored the fact one strategist is at a ‘head of planning’ level, the other is ‘strategist’.
I should point out this does not mean the strategist they chose isn’t good – I know who they are and they have some interesting perspectives – but their experience, context, exposure to senior leaders and overall ability is miles off what the other strategist in question has to offer. There is literally no comparison.
Now this is not their fault … with time, I imagine their abilities [like all of us] will increase dramatically, or it will if they are exposed to people who are willing to develop them, rather than expect them to just execute which sadly – even if they had a full-time job – is increasingly seen as a ‘cost’ rather than an investment … but while I have no desire to deny anyone the ability to make a living [especially young talent who have been forced out of jobs because of costs, workload or mental health] everyone is going to lose here.
Everyone.
The ultra-qualified strategist has to look for another job.
The strategist who has been hired is going to only execute based on their frame-of-reference and standards which, as I pointed out, is not what a job of this magnitude requires. And that’s before we even consider how much this job could hold back their development because they’re not being paid to learn, they’re being paid to do.
The company ends up having a solution that doesn’t liberate the opportunity they have … or the issues they need to contend with.
Of course, where you work has a huge impact on how you grow … and the place both these strategists worked, is excellent.
But there’s a massive difference between being there a few years and many years – not just in terms of the work you do, but the challenges and growth you are exposed to – and so when companies choose to deliberately ignore this … be it for cost, convenience or control reasoning … not only are they undermining their own business, they’re undermining the potential of the person they hired and so we all end up contributing to the situation we’re complaining about while also being blinkered towards.
Train properly.
Pay properly.
Place value on experience, standards and craft.
If you don’t, the position of mayhem that we’re in now will be seen as one of the golden ages of where we’ll end up.
Happy New Year … hahaha.
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So I know that I’ve only just got back to writing this blog after being away for my eye-op, but today is going to be the last post of this year. Yes, it’s earlier than it normally is. Yes, I will miss reporting on some stuff like the shitshow that was Fuck Off And Pie ’25 [which happened yesterday and was renamed to ‘Fuck Off And Die’ … because the theme was ‘hot spice’] but there’s 2 main reasons why I’m ending this year’s blog today:
1. My eyesight is still pretty bad so typing takes me a bloody age. [Don’t get excited, this blog will be back when I’m back – which is the 19th Jan – over a month away]
2. It’s Otis’ 11th birthday tomorrow and so the rest of this week is all about him.
That said, this will be a long post … not because it needs to make up the 5 weeks or so this blog will be quiet or because I think people want to read what I’m spouting [let’s be honest, does anyone even read this blog anymore?!], but because it serves as a reminder for me of what I’ve done over the past 300+ days.
The reality is, while this years been dominated by my health, it’s been a generally good year.
Yes, there have been some incredibly hard moments … from the tragic passing of 8 people I knew and cared about – that bizarrely all occurred around the same, short period of time – that still deeply affects me to this day through to the individual I once valued and respected highly, who ended up showing me how fragile trust becomes when someone stops meeting you with the same honesty, then denies it, takes no accountability for it, then runs from it.
But even with all that – and it was pretty shit, made more painful by the fact I was contending with my own health dramatics – I feel very fortunate that I still experienced more high points in 2025 than sad. And given how tough this year has been for so many people, I appreciate how fortunate I am to say that.
And what high points they were …
Getting Bonnie … who has not just added such joy to the family, but has helped Otis in ways we could only dream of.
Watching the family thrive, shine and be happy makes everything worthwhile.
I got some lovely new tattoos.
Finding a brilliant new school for Otis that specialises in kids with his particular contexts and conditions.
Seeing some old friends I’ve not seen for years … topped-off by not just seeing Paula after 2 years away, but speaking with her at Cannes, which was extra-special.
Getting a new car … which I appreciate is as indulgent as hell, but it made me very happy until I had to stop driving it because of my eye. Fucking karma, ha.
My Life Vs Time thing that seemed to touch the nerve of a lot of people all over the place.
Wednesday, September 24th … where I found myself sitting on the steps outside Wieden+Kennedy Shanghai on a very warm night – around midnight – chatting to someone I’d met on that trip that turned into one of the seminal memories and moments of my life, despite the fact all we did was chat for a couple of hours and I’ll never see or talk to that person again. But grateful for that moment.
Talking of Wieden+Kennedy …
I went back to see them after 8 years and not only was it lovely – and surprising – to see some old faces, I got to leave some new stickers all over the place.
Now back to other stuff …
I bought a suit. A good suit. Which surprises me as much as it likely shocks you.
Seeing Ange Postecoglou get fired after 39 days of destruction and arrogance.
Working on some incredible projects for people who are truly wonderful, talented and creative humans.
Being overwhelmed with the kindness and generosity of people and clients in relation to my health and wellbeing … with special thanks and gratitude to Peter, who – on behalf of his clients – organized the surgeon who invented the surgical procedure I was going to have, to be part of the team who took on the drama and trauma of my operation. While we are still waiting to see if it was as successful as we all hope, I know I would not be even in this situation without him, the surgeons, the medical staff, my GP – Stephen Sohn – and the optician at Specsavers in Glenfield Mall … who all contributed to this having a shot of a happy ending.
Hanging out with some of the most famous and talented people in the World. Yep … at various points in the year, I found myself having dinner with a music/fashion superstar, an international model, one of the World’s most famous and iconic humans, a Hollywood screenwriter, the family behind one of the World’s most powerful and desirable Italian luxury brands, some Rock Gods and – on a wild 16 hours in NYC – gatecrashing the birthday party of the wife of one of the music industry’s most famous managers where I spent the evening sat between the wives of 2 different Rockstars who were so welcoming and epic before Taylor Swift entered the restaurant. [Culminating in a gift from one of them which was their way of telling me I was now ‘family’, which still blows my mind]
Having Metallica come to NZ after over a decade away, including a cup of tea at my house for some special guests.
Travelling a lot … including FOUR visits to my beloved China where, on one trip, I got to show some of my Colenso colleagues around for their first time there.
Talking of Colenso ….
We made some properly good work [of which, I’m particularly proud of the Family Roast stuff we did for Medibank for a whole bunch of different reasons and you can see the ad here, and the game here] , launched the brilliant ‘Dream Bigger’ book, won a bunch of international awards [though seeing us not win, we should have, was annoying – ha] and got to host/meet Fergus and his OnStrategy podcast in NZ.
In addition, while it was sad to see Martin and Augustine leave Colenso, I got to see them do great things on their new adventures while also getting to welcome James and Miz – who fitted in like they had been here for years. [Not to mention the wonderfulness of the team at large, who kept me learning, thinking]
As you can see, that’s a lot of good things … more than I probably deserve … but I am grateful for all of them.
Almost as grateful as I am for my son Otis.
Tomorrow, he turns 11. ELEVEN!!!
How the fuck has that happened? And while he has gone through many schools and classes in Shanghai, LA, London, Hundson and Auckland … the fact he is about to end his ‘primary school’ journey seems particularly momentous.
And yet, despite all these changes … and despite his dysgraphia challenges … he has handled it all so brilliantly of which one thing I am very proud of, is his ability to express when it is all getting too much for him.
I appreciate that may sound weird for a parent to be proud of … but I am.
Because if he feels comfortable enough to say when stress and anxiety is beginning to take hold, not only we can help him deal with it – in collaboration with his teachers who have generally been very supportive – it means we have created an environment where he feels safe and seen, and that means the World to us. And hopefully to him too.
He’s such a good kid, surrounded by other good kids.
Cheeky, mischievous, supportive, funny, passionate, compassionate. honorable, curious and independent.
And while they will all be going to different schools in the new year, I am confident they will maintain their friendship. Part of that is because of the way New Zealand works … but part of that is because of the bond they have. One built on more than just proximity, but a real connection based on shared interests, values and energy.
It took me a long time to realise how much energy plays into just how much you connect and relate to people.
Maybe that’s because I’m slow and stupid … but energy matching seems to be the real heart of connection. At least deep connection. And while Otis has met kids who share that with him in every country we’ve lived – most notably, his beloved Elodie in LA – he’s met more in NZ.
Of course, part of that is because he’s older and exposed to more … but for a kid that doesn’t really love the ‘outdoor life’ as is celebrated by all Kiwi’s [which, to be fair, is just like his old man] he’s definitely met his ‘peeps’ here. Maybe that’s why he has said that – while he knows we will leave NZ at some point in the future – he will want to come back and live here. And if that’s not the biggest compliment to the people of NZ, I don’t know what is. Which explains why that as much as my heart belongs to China, my gratitude will forever be with NZ.
So to my dear Otis …
Happy birthday my wonderful son.
I can’t put into words how much I love you but I can say how proud I am to be able to call myself ‘your Dad’.
I hope you have a wonderful day playing Geometry Dash and I can’t wait to celebrate your birthday with you and your friends this weekend.
Big love, hugs and laughs from your Dad, Mum and pooch.
Love you.
Rx
I’ve probably missed stuff to celebrate but this post is already too long so let me end it by saying a big thank you to everyone who has played a part in the good parts of my year as well as those who have popped by to read my rubbish on here.
Without wishing to sound too sentimental, but I am more grateful to you than you may ever know and I hope – whatever you are doing or celebrating – it soothes any pain you are feeling and/or elevates any happiness you’re experiencing.
Just don’t have a better time or better presents than I hopefully will receive over this period – hahaha.
And with that, I’ll see you on the 19th Jan 2026, and here’s to it being a better year than the shitstorm it has been for so many.
Hopefully … with almost 6 weeks of blog freedom, I’m starting it off on a positive.
See you on the other side.
Rx
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In strategy, one of the biggest insults is someone saying the strategy was post-rationalised to fit the work. The accusation implies you are a parasite of creativity … bigging yourself up on the sweat and tears of the creative team.
I get it. We all like to think we are a vital part of the process … the ignition of possibility … but the reality is, we all post-rationalise at some point, in some way.
I don’t mean we do fuck-all work and simply ‘badge’ our involvement post creative development – well, there’s some who do that, but they’re not hard to spot. No, what I mean is we all fine-tune our strategy as the creativity starts to reveal where it can go.
And that is good.
Because if you are so purist you think what you write is the rule of law, then you either better be fucking incredible or prepared for disappointment.
Sadly, I know there are some who think that way.
People who don’t get strategy without output is intellectual masturbation.
People who don’t get strategy that doesn’t create change is cowardly bullshit.
People who don’t get if strategy doesn’t make the first creative leap, it’s commercially small.
The reality is there’s a big fucking difference between having a vision for the work and dictating the work … and far too often, I see a lot of strategists talk about the former but act in a way that is much more about the latter.
It’s why I’ve enjoyed working so closely with artists – be it fashion, music, photography or authors – because while many approach their work with a clear vision for what they do … and an incredible focus on ensuring every little detail that goes into it is true to what they are trying to express … they also stay open to possibilities, opportunities and happy accidents throughout the entire journey.
Put simply, if they find something that feels/looks/sounds better than they imagined or intended, they go with it.
They chase the excitement and the interesting – which Paula, Martin and I discussed in detail [in particular regarding how Succession creator, Jesse Armstrong, approaches his ‘writers room’] a couple of years ago at Cannes with our talk ‘Strategy Is Constipated, Imagination Is The Laxative’.
And that is what strategy should be doing as well. And often it does … and yet, I continue to hear people throw ‘post-rationalised’ barbs like they’re confetti. Given how much work is seemingly churned out without any strategy whatsofuckingever – masked by using a celeb, a gimmick or some made-up ‘consumer need’ – I can’t help but feel we should be focusing our judgment on those who are literally undermining the value of our discipline rather than someone who wrote a strategy, saw work that revealed a bigger possibility and then evolved/adapted their thinking because it helped everyone get to a bigger and better place.
I say this because I recently watched an interview with Bowie who perfectly articulated how the ‘creative process’ that is spouted and sold by so many is often a pile of shit.
As usual, he’s right.
Of course I appreciate there are some industries, processes and jobs where there is no room for deviation.
But in terms of business – and especially the business of creativity – that’s a terrible idea.
It’s why I find it hilarious how many companies and individuals try to claim they have perfected the ‘creative process’ when not only are most basically flogging self-serving insurance policies rather than business liberation but ALL OF THEM – and I mean ALL – are peddling processes that revel in ‘removing process inefficiencies’ without realizing they’re the very bits that allow great work to be born.
And that is the problem with where we’re at right now.
People who have never made any work, creating processes they say lead to great work.
But when you’ve never done it – or never done it at a level that has made a difference – you don’t realise the things that make no sense to you, are often the very things that make special things happen time and time again.
So what do they do?
They get rid of them …
So there’s no time to do nothing but just think about stuff.
There’s no time to shoot-the-shit with colleagues, clients and people in general.
There’s no time to explore, research and experiment with your thoughts and ideas.
There’s no time to collaborate with people who have exceptional taste, craft and vision.
And all this is before we even get to basic shit like being given a good brief, a good amount of time, a good enough budget and good enough people who not only can make the work … but evaluate it and take responsibility of getting their organization to embrace it.
So all these pundit processes sell the illusion of a seamless, processes where the people involved are immaterial to the work that is produced … often using the shit in the market as the ‘ultimate validation’ of their approach, while conveniently ignoring the fact most of that shit was created because of their processes, not despite them.
Look, I get what we do is expensive … I also get what we do has a lot riding on it, so the desire to have more certainty in decisions is understandable. But you can’t expect certainty while demanding possibility … while at the same time, reducing budgets, people and time … and anyone who says you can is not just bullshitting you, but stealing from you.
I’m not saying there isn’t stupid shit in adland, but we also have to acknowledge there’s stupid shit in corporateland.So given we’re all supposedly wanting the same thing – while appreciating what each party brings to the table that the other is not capable of doing – maybe we’d all be doing better off if we talked honestly and openly rather than egotistically and judgmentally.
I know I’m dreaming, but hey … it’s close to Christmas, so when better to make a wish?
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Once upon a time, I was asked to help a client based in Thailand.
They were very successful – having made Thailand the most profitable market in the World for their particular brand.
Anyway, part of the project involved a workshop and part of that workshop was about identifying new variants for their product.
So far, so good.
Until I realized they weren’t looking at this to expand who could become a customer of theirs, but how to get existing customers to buy more of what they make.
Even that was OK, until it became apparent they believed their product was so loved, their customers would continually fill their shopping baskets with 3 or 4 different versions of the same product because they just liked the ability to consume it in more places at more times.
In short, they believed the more versions of their product they made, the more volume of products their customers would buy.
Every time.
Forget that people have a finite amount of money.
Forget that people have other bills, items, people to look after.
They believed, if you made it … people would just blindly buy.
It’s the same blinkered approach that some sales organizations have.
Where they believe if one salesman brings in a million dollars of revenue a year, hiring 11 more will mean they achieve 12 million dollars of revenue.
It’s both blinkered thinking and wishful thinking.
Or – as my father used to say – “the expansion of logic without logic”.
I say this because it feels companies are viewing the subscription model in a similar way.
Once upon a time, subscriptions were seen as the exciting new thing for business.
A new way to charge for your products and services … regardless that ‘direct debit’ payments had been around for years.
There were 3 key reasons why repositioning cost as a subscription was so appealing:
1 It lowered the barrier to entry, so it could appeal to more/new customers.
2 They knew that while customers ‘could’ cancel at any time, data showed most wouldn’t.
3 It could, in theory, allow them to charge more per month than their old annual fee.
And they were right, it proved to be a revelation … until it wasn’t.
Right now, everything is seemingly a subscription model.
Food.
Clothes.
Streaming.
Gym and health.
Car purchasing.
But the one that really is making me laugh, are phone apps.
It’s almost impossible to download anything without it being a subscription service.
And that would be OK, except the prices they want to charge are getting out of control.
I recently downloaded a recipe app that wanted $14.99 A WEEK. A FUCKING WEEK.
$60 a month just so I could send it healthy recipes I see on social media and have them all in one, easy-to-access place.
Hahahahahahahahahahahahahahaha.
Sure, it had some features that would make it more convenient than just putting it into a saved folder on instagram … but it sure-as-shit isn’t worth me paying more than it costs me for Netflix, Disney+ and Spotify PUT TOGETHER.
I appreciate everyone thinks their product is the best product.
I acknowledge it takes a lot of hard work and money to make a new product.
But the removal of any ‘human reality context’ – ie: how much money do people actually have available to spend, and the hierarchy of importance they place on the things they spend – is not just stupid, it destroys the potential of good ideas.
Of course, part of the reason for this is because of how tech investment works.
Basically investors want big returns, very fast … so this pushes developers to build economic models based on a ‘perfect scenario’ situations.
For perfect scenario, read: not real life.
So they show things like:
The economic value of the health industry.
The impact of social media on diet choices.
The rise of health-focused products and services.
And before you know it, they’ve extrapolated all this ‘data’ to come up with a price point of $60 per month and said it not only offers good value, but will generate huge returns on the investment in collapsed time.
Except …
+ All this is theory because they haven’t talked to anyone who would actually use it.
+ They probably haven’t identified who they need to use it beyond ‘health seekers’.
+ And they absolutely haven’t understood it costs a lot of money to be healthy and so an additional $60 subscription for the average person is a cost too far … especially when things they use ALL THE TIME – like Netflix [which they already think is too expensive] – is a quarter of that cost FOR THE MONTH.
I get no one likes to hear problems.
I appreciate anyone can find faults if they really want to.
But being ‘objective’ is not about killing ideas – when done right – it’s about enabling them to thrive, which is why I hope business stops looking at audiences in ‘the zoo’ and starts respecting them in ‘the jungle’ … because not only will it mean good ideas stand more chance of becoming good business, it also means people will have more access to things that could actually help them, without it destroying them in other ways.
As perfectly expressed by Clint, the founder of Corteiz …