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The Role Of Imagination In Creating The Next Set Of Breakthrough Innovations

Mukesh Gupta

I stumbled across “As We May Think,” an article that Director of the Office of Scientific Research and Development Vannevar Bush wrote in 1945.

This article validates for me the role that imagination can play in the innovation process. Dr. Bush was able to predict in part what the world would look and feel like many years into the future. Here’s what I learned from his approach to ideation and how we can use it to assist in our own quest for using imagination to come up with innovations of the future.

Before trying to predict the future, understand the present

First, Bush thoroughly analyzed the present day (mid-1940s) situation, including what WWII had fostered and what it hindered, from the perspective of scientific inquiry and progress. He shared his thoughts on the state of scientific research and where science had seen progress and where it stood still.

Identify potentialities by extrapolation

He then extrapolated into the future by identifying the potentialities in the progress made, and shared what he though would happen in the near-to-short term if things had continued on the same trajectory. This is where he talked about immediate and imminent progress based on what was already happening. Most futurists and trend predictors use this process to forecast their trends.

Now, let your imagination fly

Once he built a good, solid foundation by identifying the progress made and what was expected in the near-to-short term, he then allowed his imagination to take flight. He talked about the camera becoming so small that someone would could carry one strapped onto their foreheads (sounds to me like a GoPro):

The camera hound of the future wears on his forehead a lump a little larger than a walnut.

He then explored and explained what the film and printing process would look like:

Often it would be advantageous to be able to snap the camera and to look at the picture immediately.

He imagined advances in micro-film technology that would enable the whole of Encyclopedia Britannica (one of the largest book collections at that time) to be available on something the size of a matchbox.

The Encyclopedia Britannica could be reduced to the volume of a matchbox. A library of a million volumes could be compressed into one end of a desk. If the human race has produced since the invention of movable type a total record, in the form of magazines, newspapers, books, tracts, advertising blurbs, correspondence, having a volume corresponding to a billion books, the whole affair, assembled and compressed, could be lugged off in a moving van.

The material for the microfilm Britannica would cost a nickel, and it could be mailed anywhere for a cent.

In addition to storing all of this knowledge in a small size, he said it is also important to create new knowledge and do so in an easy and simple way. He talked about a device into which someone speaks (in a specific way) and the device converts this into the appropriate text (sounds a lot like voice-to-text devices – Siri?)

To make the record, we now push a pencil or tap a typewriter. Then comes the process of digestion and correction, followed by an intricate process of typesetting, printing, and distribution. To consider the first stage of the procedure, will the author of the future cease writing by hand or typewriter and talk directly to the record? He does so indirectly, by talking to a stenographer or a wax cylinder; but the elements are all present if he wishes to have his talk directly produce a typed record. All he needs to do is to take advantage of existing mechanisms and to alter his language.

He then took flight in his imagination to put all of this together and predict what it would feel like to live in an era with such devices:

One can now picture a future investigator in his laboratory. His hands are free, and he is not anchored. As he moves about and observes, he photographs and comments. Time is automatically recorded to tie the two records together. If he goes into the field, he may be connected by radio to his recorder. As he ponders over his notes in the evening, he again talks his comments into the record. His typed record, as well as his photographs, may both be in miniature, so that he projects them for examination.

He acknowledged that a lot would need to happen between 1945’s reality and his imagined reality, but he was confident that it was all possible. He showed how past progress implied that the pace of innovation and creativity would only accelerate, meaning his imagined reality would not be very far from the time he was writing the piece.

Next he described mathematical inquiry and his definition of a mathematician:

A mathematician is not a man who can readily manipulate figures; often he cannot. He is not even a man who can readily perform the transformations of equations by the use of calculus. He is primarily an individual who is skilled in the use of symbolic logic on a high plane, and especially he is a man of intuitive judgment in the choice of the manipulative processes he employs.

This is probably the closest definition that I have come across for a data scientist. Bush said machines would do actual mathematical calculations and enable the mathematician to think about a higher order of logic. He also understood that the potential of such a machine is not limited to the scientist.

The scientist, however, is not the only person who manipulates data and examines the world about him by the use of logical processes, although he sometimes preserves this appearance by adopting into the fold anyone who becomes logical, much in the manner in which a British labor leader is elevated to knighthood. Whenever logical processes of thought are employed – that is, whenever thought for a time runs along an accepted groove – there is an opportunity for the machine. Formal logic used to be a keen instrument in the hands of the teacher in his trying of students’ souls. It is readily possible to construct a machine which will manipulate premises in accordance with formal logic, simply by the clever use of relay circuits. Put a set of premises into such a device and turn the crank, and it will readily pass out conclusion after conclusion, all in accordance with logical law, and with no more slips than would be expected of a keyboard adding machine.

I think this sounds like a general purpose computer or even a smartphone. He then goes on to imagine how a retail store could be run if all these innovations became a reality. It sounds a lot like an ERP system running the entire store and its operations.

He also predicted that machines can be taught to learn and operate, not just on selection by indexing, but by association, and that machines would be able to beat humans (the story of IBM’s Watson winning Jeopardy?) – what’s called today machine learning.

Man cannot hope fully to duplicate this mental process artificially, but he certainly ought to be able to learn from it. In minor ways he may even improve, for his records have relative permanency. The first idea, however, to be drawn from the analogy concerns selection. Selection by association, rather than indexing, may yet be mechanized. One cannot hope thus to equal the speed and flexibility with which the mind follows an associative trail, but it should be possible to beat the mind decisively in regard to the permanence and clarity of the items resurrected from storage.

He described a personal machine (he calls it “memex”) that stores all the information and data that we need as individuals (including all the knowledge that humans have accumulated over the centuries) and is available whenever a person wants it. Information would be accessible by associative indexing (sounds like hyperlinking to me), which would allow us to move across connected and relevant topics.

The owner of the memex, let us say, is interested in the origin and properties of the bow and arrow. Specifically he is studying why the short Turkish bow was apparently superior to the English longbow in the skirmishes of the Crusades. He has dozens of possibly pertinent books and articles in his memex. First he runs through an encyclopedia, finds an interesting but sketchy article, leaves it projected. Next, in a history, he finds another pertinent item, and ties the two together. Thus he goes, building a trail of many items. Occasionally he inserts a comment of his own, either linking it into the main trail or joining it by a side trail to a particular item. When it becomes evident that the elastic properties of available materials had a great deal to do with the bow, he branches off on a side trail which takes him through textbooks on elasticity and tables of physical constants. He inserts a page of longhand analysis of his own. Thus he builds a trail of his interest through the maze of materials available to him.

And his trails do not fade. Several years later, his talk with a friend turns to the queer ways in which a people resist innovations, even of vital interest. He has an example, in the fact that the outraged Europeans still failed to adopt the Turkish bow. In fact he has a trail on it. A touch brings up the code book. Tapping a few keys projects the head of the trail. A lever runs through it at will, stopping at interesting items, going off on side excursions. It is an interesting trail, pertinent to the discussion. So he sets a reproducer in action, photographs the whole trail out, and passes it to his friend for insertion in his own memex, there to be linked into the more general trail.

Sounds a lot like a combination of Google, Wikipedia, and Evernote to me.

He then goes on to talk about the fact that science is a tool that could create weapons and innovations that could not only enable humanity to keep track of its history, but create a completely new future as well.

Applied imagination

In a single 1945 article, Vannevar Bush imagined so many innovations that we enjoy today, seven decades later. He imagined things similar to GoPro, selfie sticks, Google Glass, ERP systems, digitized Encyclopedia Britannica, search engines, note-taking in the cloud, voice-to-text and text-to-voice conversions, personal computers, mobile phones, and much more.

This shows that if we start from the place where we are today, apply our imagination, and take leaps of faiths, we can imagine what the future will look like and then go after this future with all our current strengths.

This ability to imagine is critical for all of us who wish to be part of the generation of innovators who will define what and how our future shapes up.

How to develop this ability to imagine

In “The Real Neuroscience of Creativity,” Scott Barry Kaufman talks about three kinds of neural networks – the Executive Attention Network (activated when we need focused attention to do something specific), the Imagination Network (also called the default network), and the Salience Network (acts as the “switching” network and decides which neural network needs to be activated when).

… the Default Network (referred to here as the Imagination Network) is involved in “constructing dynamic mental simulations based on personal past experiences such as used during remembering, thinking about the future, and generally when imagining alternative perspectives and scenarios to the present.” The Imagination Network is also involved in social cognition. For instance, when we are imagining what someone else is thinking, this brain network is active. The Imagination Network involves areas deep inside the prefrontal cortex and temporal lobe (medial regions), along with communication with various outer and inner regions of the parietal cortex.

Conclusion

What this tells me is that the ability to imagine is inherently human and we are all capable of letting our imagination soar, if we want to.

So, the inability to imagine new or alternate realities is totally self-induced – and sometimes induced by our systems (e.g., education and even the culture of our organizations). This also means that it is in our very hands to set this right and start imagining alternate realities. The more we practice, the better we will get at it.

The more important it is for us to innovate and create, the more critical the skill to imagine alternate realities.

When Vannevar wrote this piece, it was a time where technological breakthroughs were imminent.

We are again at the same crossroads & technological breakthroughs are imminent. The question we need to now ask is:

Will we bring in the breakthroughs, or will we stand and wait for someone to do it for us?

PS: You can view a visual tour of Vannevar Bush’s Work below:

More predictions: AI will make customers and employees happier – as long as it learns to respect our boundaries. Learn more about Empathy: The Killer App for Artificial Intelligence.

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Mukesh Gupta

About Mukesh Gupta

Mukesh Gupta previously held the role of Executive Liaison for the SAP User group in India. He worked as the bridge between the User group and SAP (Development, Consulting, Sales and product management).

How To Design Your Company’s Digital Transformation

Sam Yen

The September issue of the Harvard Business Review features a cover story on design thinking’s coming of age. We have been applying design thinking within SAP for the past 10 years, and I’ve witnessed the growth of this human-centered approach to innovation first hand.

Design thinking is, as the HBR piece points out, “the best tool we have for … developing a responsive, flexible organizational culture.”

This means businesses are doing more to learn about their customers by interacting directly with them. We’re seeing this change in our work on d.forum — a community of design thinking champions and “disruptors” from across industries.

Meanwhile, technology is making it possible to know exponentially more about a customer. Businesses can now make increasingly accurate predictions about customers’ needs well into the future. The businesses best able to access and pull insights from this growing volume of data will win. That requires a fundamental change for our own industry; it necessitates a digital transformation.

So, how do we design this digital transformation?

It starts with the customer and an application of design thinking throughout an organization – blending business, technology and human values to generate innovation. Business is already incorporating design thinking, as the HBR cover story shows. We in technology need to do the same.

Design thinking plays an important role because it helps articulate what the end customer’s experience is going to be like. It helps focus all aspects of the business on understanding and articulating that future experience.

Once an organization is able to do that, the insights from that consumer experience need to be drawn down into the business, with the central question becoming: What does this future customer experience mean for us as an organization? What barriers do we need to remove? Do we need to organize ourselves differently? Does our process need to change – if it does, how? What kind of new technology do we need?

Then an organization must look carefully at roles within itself. What does this knowledge of the end customer’s future experience mean for an individual in human resources, for example, or finance? Those roles can then be viewed as end experiences unto themselves, with organizations applying design thinking to learn about the needs inherent to those roles. They can then change roles to better meet the end customer’s future needs. This end customer-centered approach is what drives change.

This also means design thinking is more important than ever for IT organizations.

We, in the IT industry, have been charged with being responsive to business, using technology to solve the problems business presents. Unfortunately, business sometimes views IT as the organization keeping the lights on. If we make the analogy of a store: business is responsible for the front office, focused on growing the business where consumers directly interact with products and marketing; while the perception is that IT focuses on the back office, keeping servers running and the distribution system humming. The key is to have business and IT align to meet the needs of the front office together.

Remember what I said about the growing availability of consumer data? The business best able to access and learn from that data will win. Those of us in IT organizations have the technology to make that win possible, but the way we are seen and our very nature needs to change if we want to remain relevant to business and participate in crafting the winning strategy.

We need to become more front office and less back office, proving to business that we are innovation partners in technology.

This means, in order to communicate with businesses today, we need to take a design thinking approach. We in IT need to show we have an understanding of the end consumer’s needs and experience, and we must align that knowledge and understanding with technological solutions. When this works — when the front office and back office come together in this way — it can lead to solutions that a company could otherwise never have realized.

There’s different qualities, of course, between front office and back office requirements. The back office is the foundation of a company and requires robustness, stability, and reliability. The front office, on the other hand, moves much more quickly. It is always changing with new product offerings and marketing campaigns. Technology must also show agility, flexibility, and speed. The business needs both functions to survive. This is a challenge for IT organizations, but it is not an impossible shift for us to make.

Here’s the breakdown of our challenge.

1. We need to better understand the real needs of the business.

This means learning more about the experience and needs of the end customer and then translating that information into technological solutions.

2. We need to be involved in more of the strategic discussions of the business.

Use the regular invitations to meetings with business as an opportunity to surface the deeper learning about the end consumer and the technology solutions that business may otherwise not know to ask for or how to implement.

The IT industry overall may not have a track record of operating in this way, but if we are not involved in the strategic direction of companies and shedding light on the future path, we risk not being considered innovation partners for the business.

We must collaborate with business, understand the strategic direction and highlight the technical challenges and opportunities. When we do, IT will become a hybrid organization – able to maintain the back office while capitalizing on the front office’s growing technical needs. We will highlight solutions that business could otherwise have missed, ushering in a digital transformation.

Digital transformation goes beyond just technology; it requires a mindset. See What It Really Means To Be A Digital Organization.

This story originally appeared on SAP Business Trends.

Top image via Shutterstock

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Sam Yen

About Sam Yen

Sam Yen is the Chief Design Officer for SAP and the Managing Director of SAP Labs Silicon Valley. He is focused on driving a renewed commitment to design and user experience at SAP. Under his leadership, SAP further strengthens its mission of listening to customers´ needs leading to tangible results, including SAP Fiori, SAP Screen Personas and SAP´s UX design services.

How Productive Could You Be With 45 Minutes More Per Day?

Michael Rander

Chances are that you are already feeling your fair share of organizational complexity when navigating your current company, but have you ever considered just how much time is spent across all companies on managing complexity? According to a recent study by the Economist Intelligence Unit (EIU), the global impact of complexity is mind-blowing – and not in a good way.

The study revealed that 38% of respondents spent 16%-25% of their time just dealing with organizational complexity, and 17% spent a staggering 26%-50% of their time doing so. To put that into more concrete numbers, in the US alone, if executives could cut their time spent managing complexity in half, an estimated 8.6 million hours could be saved a week. That corresponds to 45 minutes per executive per day.

The potential productivity impact of every executive having 45 minutes more to work every single day is clearly significant, and considering that 55% say that their organization is either very or extremely complex, why are we then not making the reduction of complexity one or our top of mind issues?

The problem is that identifying the sources of complexity is complex in of itself. Key sources of complexity include organizational size, executive priorities, pace of innovation, decision-making processes, vastly increasing amounts of data to manage, organizational structures, and the pure culture of the company. As a consequence, answers are not universal by any means.

That being said, the negative productivity impact of complexity, regardless of the specific source, is felt similarly across a very large segment of the respondents, with 55% stating that complexity has taken a direct toll on profitability over the past three years.  This is such a serious problem that 8% of respondents actually slowed down their company growth in order to deal with complexity.

So, if complexity oftentimes impacts productivity and subsequently profitability, what are some of the more successful initiatives that companies are taking to combat these effects? Among the answers from the EIU survey, the following were highlighted among the most likely initiatives to reduce complexity and ultimately increase productivity:

  • Making it a company-wide goal to reduce complexity means that the executive level has to live and breathe simplification in order for the rest of the organization to get behind it. Changing behaviors across the organization requires strong leadership, commitment, and change management, and these initiatives ultimately lead to improved decision-making processes, which was reported by respondents as the top benefit of reducing complexity. From a leadership perspective this also requires setting appropriate metrics for measuring outcomes, and for metrics, productivity and efficiency were by far the most popular choices amongst respondents though strangely collaboration related metrics where not ranking high in spite of collaboration being a high level priority.
  • Promoting a culture of collaboration means enabling employees and management alike to collaborate not only within their teams but also across the organization, with partners, and with customers. Creating cross-functional roles to facilitate collaboration was cited by 56% as the most helpful strategy in achieving this goal.
  • More than half (54%) of respondents found the implementation of new technology and tools to be a successful step towards reducing complexity and improving productivity. Enabling collaboration, reducing information overload, building scenarios and prognoses, and enabling real-time decision-making are all key issues that technology can help to reduce complexity at all levels of the organization.

While these initiatives won’t help everyone, it is interesting to see that more than half of companies believe that if they could cut complexity in half they could be at least 11%-25% more productive. That nearly one in five respondents indicated that they could be 26%-50% more productive is a massive improvement.

The question then becomes whether we can make complexity and its impact on productivity not only more visible as a key issue for companies to address, but (even more importantly) also something that every company and every employee should be actively working to reduce. The potential productivity gains listed by respondents certainly provide food for thought, and few other corporate activities are likely to gain that level of ROI.

Just imagine having 45 minutes each and every day for actively pursuing new projects, getting innovative, collaborating, mentoring, learning, reducing stress, etc. What would you do? The vision is certainly compelling, and the question is are we as companies, leaders, and employees going to do something about it?

To read more about the EIU study, please see:

Feel free to follow me on Twitter: @michaelrander

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Michael Rander

About Michael Rander

Michael Rander is the Global Research Director for Future Of Work at SAP. He is an experienced project manager, strategic and competitive market researcher, operations manager as well as an avid photographer, athlete, traveler and entrepreneur. Share your thoughts with Michael on Twitter @michaelrander.

Running Future Cities on Blockchain

Dan Wellers , Raimund Gross and Ulrich Scholl

Building on the Blockchain Framework

Some experts say these seemingly far-future speculations about the possibilities of combining technologies using blockchain are actually both inevitable and imminent:


Democratizing design and manufacturing by enabling individuals and small businesses to buy, sell, share, and digitally remix products affordably while protecting intellectual property rights.
Decentralizing warehousing and logistics by combining autonomous vehicles, 3D printers, and smart contracts to optimize delivery of products and materials, and even to create them on site as needed.
Distributing commerce by mixing virtual reality, 3D scanning and printing, self-driving vehicles, and artificial intelligence into immersive, personalized, on-demand shopping experiences that still protect buyers’ personal and proprietary data.

The City of the Future

Imagine that every agency, building, office, residence, and piece of infrastructure has an entry on a blockchain used as a city’s digital ledger. This “digital twin” could transform the delivery of city services.

For example:

  • Property owners could easily monetize assets by renting rooms, selling solar power back to the grid, and more.
  • Utilities could use customer data and AIs to make energy-saving recommendations, and smart contracts to automatically adjust power usage for greater efficiency.
  • Embedded sensors could sense problems (like a water main break) and alert an AI to send a technician with the right parts, tools, and training.
  • Autonomous vehicles could route themselves to open parking spaces or charging stations, and pay for services safely and automatically.
  • Cities could improve traffic monitoring and routing, saving commuters’ time and fuel while increasing productivity.

Every interaction would be transparent and verifiable, providing more data to analyze for future improvements.


Welcome to the Next Industrial Revolution

When exponential technologies intersect and combine, transformation happens on a massive scale. It’s time to start thinking through outcomes in a disciplined, proactive way to prepare for a future we’re only just beginning to imagine.

Download the executive brief Running Future Cities on Blockchain.


Read the full article Pulling Cities Into The Future With Blockchain

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Dan Wellers

About Dan Wellers

Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society.

Raimund Gross

About Raimund Gross

Raimund Gross is a solution architect and futurist at SAP Innovation Center Network, where he evaluates emerging technologies and trends to address the challenges of businesses arising from digitization. He is currently evaluating the impact of blockchain for SAP and our enterprise customers.

Ulrich Scholl

About Ulrich Scholl

Ulrich Scholl is Vice President of Industry Cloud and Custom Development at SAP. In this role, Ulrich discovers and implements best practices to help further the understanding and adoption of the SAP portfolio of industry cloud innovations.

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Why HR Is The New Marketing

Michael Brenner

In a world of infinite media choices, the best way to reach new buyers and new talent might be right under your nose. Your own employees represent the greatest opportunity to create meaningful marketing and to develop human resources programs that increase sales, while also finding and retaining top talent. Is HR the new marketing?

In the battle for new talent, HR departments have been forced to expand their role from hiring and firing, overseeing personnel systems and processes, and handling benefit management to include leadership development and training, employer branding, and diversity initiatives.

HR has been forced to adopt strategies that look, well, very much like marketing. These days, HR develops campaigns to grow employer awareness, to build the employer brand as a “great place to work,” and to retain top talent—all traditional marketing objectives.

While many in HR have embraced these traditional marketing skills, the most effective companies are moving beyond HR simply applying marketing techniques to a whole new opportunity. These effective companies are actually activating employees as a new marketing channel to achieve both HR and marketing objectives.

Proceed with caution

One of the biggest obstacles to achieving the potential of employees as a new marketing channel is the perception of marketing as advertising.

Asking (or forcing) your employees to share product content on their social media channels is just as dangerous as asking them to share (or guilting them into sharing) what a great place your company is to work.

Consumers are increasingly ignoring and blocking advertising messages, with some research even suggesting that promotional messages from brands can have the opposite of their intended effect. These misguided efforts can actually cause sales to decline!

While some employees may authentically share their excitement and passion for the products they work on, the projects they are engaged in, and the company they work for (and we should celebrate that), this is not a sustainable strategy for getting new customer or talent.

Content marketing and HR

Content marketing has emerged as one of the hottest trends in marketing. Marketers are learning to think and act like publishers to create entertaining, interesting, or helpful content that consumers actually want to read and share (vs. promotional ads). And this approach allows a brand to reach, engage, convert and retain new customers.

The opportunity to activate employees to achieve marketing and HR objectives starts by creating content they naturally want to share.

As the first VP of content marketing at SAP, I learned to tap into the power of my fellow employees to create a marketing program that delivered massive ROI. The biggest lesson I learned: HR is the new marketing!

With a limited budget for content, I asked our internal experts to write articles on whatever they wanted. We had one editorial rule: no product promotion. Our internal experts could explore their professional or personal passions and interests, even if it meant writing about cat videos. Because somewhere out in the world, I believed there was a potential customer, employee, partner or investor who might also loved cat videos. (No one ever wrote about cat videos. Bummer!)

I even created a slideshare deck to explain the value for these employees/budding content marketers:

  • Grow your personal brand
  • Increase or establish your authority on the topics you are interested in
  • Gain new social media followers
  • Maybe even find that new job or get promoted

We also encouraged this behavior by publicly recognizing our top articles and authors each week in a round-up post. We made rock stars of the best performers as their social connections and influence increased. And this drove more employees to sign up.

Today, that site has hundreds of employee contributors. All are growing their personal brand, while expressing their passions and expertise to the world. And many of the employees who don’t write articles voluntarily share the content with their social connections.

As LinkedIn’s own Jason Miller mentioned in his article, the trick is to define what’s in it for them.

Why does this work?

Because you can create massive momentum when we combine the needs of our customers, our employees, and our company based on THEIR own distinct interests:

  • Companies want more loyal customers and talented employees.
  • Employees want purpose and meaningful work that has real impact on their career and the world.
  • Customers want to form relationships with brands on their terms and based on their self-interest

What you can do to activate HR as the new marketing

1. Create a customer-centric vision

Look around your organization, and you will see people above you, below you, and beside you. The traditional org chart still exists to focus on your position in the hierarchy. But where’s the customer? Where is the customer in your org chart? 

Even if your company mission isn’t customer-centric (“we are the leading provider of widgets”), your marketing vision must be. And there is one simple formula to get there:

Become a sought-after destination for which topicin order to deliver what customer value or impact.

2. Create content employees who want to share

According to LinkedIn, the combined connections of employees on the LinkedIn platform is 10 times larger than any company’s followers. And just 3 percent of company employees sharing branded content generate 30 percent of the views and clicks on that content.

Platforms such as LinkedIn Elevate, social selling programs, and other tools can dramatically increase the reach of your content, grow your company’s social presence, and improve the effectiveness of marketing programs — without spending a single dollar on paid media.

But you have to create content your employees want to share. You might even ask them to help you. The trick is to explain what’s in it for them: creating or sharing content can help them build more connections, establish relationships with other leaders in your industry, and grow their personal brand so they can achieve happiness in their careers.

3. Measure the results

Measure the impact of your employee content sharing for your company. Demonstrate how it has benefited the employees (increased connections, awards, and recognition). Discuss ways to profile your best customers as well.

And partner with your colleagues across HR, marketing, and sales to determine the best ways to continuously optimize what is working for everyone.

If you’re in marketing, it’s time to start thinking about your colleagues in HR as your new best friend. And if you’re in HR, it’s time to think about how marketing can help you acquire and retain the best talent — while making the leadership team happy as well.

For more strategies that create a culture that drives business growth, see Employee Advocacy = Engaged Employees.

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Michael Brenner

About Michael Brenner

Michael Brenner is a globally-recognized keynote speaker, author of  The Content Formula and the CEO of Marketing Insider GroupHe has worked in leadership positions in sales and marketing for global brands like SAP and Nielsen, as well as for thriving startups. Today, Michael shares his passion on leadership and marketing strategies that deliver customer value and business impact. He is recognized by the Huffington Post as a Top Business Keynote Speaker and   a top  CMO influencer by Forbes.