“There’ll be rioting in the streets,” I’ve been told over and again, “if the result of the Referendum is ignored.”
But here’s the thing.
There’s no good outcome from this. There are only more and less bad ones.
The promises the Leave camp made to voters – that immigration would (in some sense) stop or that £350m per week would be available to spend on the NHS – have already been jettisoned. But these are only small things. The Leavers had no plan. David Cameron has resigned and no one is running the country. Day by day our economy is bleeding out. When these things eventually come to sound in a huge hit to investment and economic growth and public finances; when Project Fear is revealed to be Actual Reality, and benefit spending is slashed, and hard working voters find they’ve lost their jobs, and there is less public money available to spend…
View original post 953 more words
We really shouldn’t underestimate the power that a continued financial slide will have. No politician is stupid enough to see Rome burn and not call in the fire engines at some point. Business will be screaming, the BOE will be screaming, other countries will be screaming through every channel possible, the Royal Family will be screaming – pressure to act will be mounting by the hour. Can you imagine even two more months (the Conservatives stated there would be a new PM on 2nd Sept) of decline for the £ and the FTSE? We’re in this position after two days!
In my opinion there are only four things which can bring (some) stability:
1) A snap General Election to form a new Government
2) Triggering Article 50 immediately
3) A second referendum which essentially says Vote to Remain or Vote to Leave, with the caveat that Leave triggers Article 50 immediately
4) A vote in Parliament to not act on the result of referendum
Great to see the latest Jaguar ad revealed by Professor Stephen Hawking. We’re all massively excited about F-PACE and have high hopes for it to be a roaring global success, it looks great, it drives great and it’s packed full of technology.
You can watch the ad below…
There are two kinds of people in the world: Those who divide everybody into two kinds of people, and those who don’t.
I was just rereading this post – 5 Essential SEO Techniques To Master In 2015 and reflecting on what the year to come may hold for the SEO industry.
There’s a key quote on this article which needs to be remembered and frequently gets lost in the more advanced technical based conversations the SEO industry loves to get involved in:
“Search engine optimization should be a part of a website for its lifetime, continuously improving its ability to make a brand (and its content) be more visible and to create a better experience for users.”
SEO is essentially about improving accessibility and refining relevance – matching a business / enterprises goals (reasons for existence) with an audience to whom those are goals are relevant. As the industry matures this is more important than ever, and is at the heart of relevant content creation matched with structural accessibility being the fundamental principles for SEO in 2016.
My personal view is that 2016 will also continue to see further growth in video optimisation both within Google (utilising YouTube placement) and within YouTube itself. With investment in both and short and long form video content growing exponentially there will be even more focus on ensuring syndication and visibility in terms of holding marketing budgets to account.
An interesting development – Smart Goals for integration between GA and Adwords.
It’s not explained well by the Google at all but essentially it means they will give smaller advertisers something to optimise against when there is no active conversion point. Quite a canny move considering that for many small businesses the barrier to ongoing Adwords usage (and PPC across the board) is a lack of certainty about when the activity is actually driving outside of visit / session data.
Read the full article on Google Smart Goals
An organisation’s digital strategy ultimately needs to come back to customer experience and the journey from awareness to advocacy, RSPCA’s former digital chief claims.
Speaking at the Chief Digital Officer Forum in Sydney this month, former RSPCA chief digital officer and now head of marketing and digital for Smartclinics, Christian Bowman, pointed to the raft of synergies between customer experience strategy and digital strategy.
For example, both are data and sales driven, and need to be driven by the user experience, he said.
“Whether it’s the research side, observation side, design phase or advocacy, both are one and the same thing,” he said. Bowman also noted customer journey mapping is increasingly being used in the digital space to help understand the program of work needed to be undertaken inside an organisation.
In addition, customer and digital teams are analytics obsessed, technology enabled and great communicators, he said.
One of the challenges around digital strategy, however, has been where it should reside within an organisation and who takes leadership responsibility for it.
“I’m sure many have been through that battle of where digital strategy should sit in terms of different departments, such as the planning department, technology or in marketing,” Bowman said.
“Some organisations have brought in a chief digital officer to remove this noise and to attain leadership around developing a transformation strategy and really, to get some work done.”
But there is a risk there are too many chiefs in the boardroom, Bowman said.
“There’s the CIO, CEO, CFO, CMO, CDO – but someone behind the scenes has an important part to play in terms of where the adoption of technology is going,” he said. “Rather than a battle, let’s focus on what we can learn from each other.”
“And ultimately it comes down to customer experience – from awareness to advocacy.”
In a separate panel debate during the event, Bowman in fact suggested chief digital officers would eventually make themselves redundant as digital is naturally diffused back into every aspect of the business.
In the meantime, though, there is still plenty of work to be done on getting organisations attuned to what digital means for their business. Bowman pointed to the misalignment between company vision and the purpose for digital as another major barrier to digital transformation success, something he again brought back to customer values.
“If your organisation is not customer centric, or have a purpose that doesn’t align to where your market is heading, you’re going to run into barriers,” he said.
“If you want to change your approach and adoption of digital, you will need to ensure that purpose and vision is in line. That’s a real challenge if you don’t have an executive advocating for digital strategy. But if you can get a clear customer-focused vision, as well as a vision for the future…then you have something to work towards. And if you get that right, all decision making can be relevant.”