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Lots of people get stuck on the big idea, whether it's for a new business or a next step at work. Itâs easy to believe that what separates the successes from the failures is that moment of inspiration. But the reality is that the answer often lies much more in execution. In hard work. Itâs that cheesy but accurate Thomas Edison quote: itâs 1% inspiration and 99% perspiration. Loads of people have good ideas. But they will remain just ideas unless you learn how to execute. How to take that idea from your mind, beyond a powerpoint presentation or a business plan, to something real and functioning.
Helping us to explore this topic in this episode, we have someone who has taken their ideas and made them real to great success, not once but twice. Jennie Jonson MBE is the CEO of My First Five Years, the next-generation parenting app designed to combat anxiety and give parents evidence-based tools, knowledge and support. Within a year of founding in 2021, MFFY had raised over ÂŁ1.5m in seed-funding and is now growing at a fantastic rate.
Prior to My First Five Years, Jennie founded one of the UKâs largest nursery groups, Kids Allowed, running it for 17 years before successfully exiting in 2020. She was the first female to win the UK Private Business Awards CEO of the Year and was voted UKâs Businesswoman of the Year in 2019.
We took loads away from our conversation with Jennie. Here are the top tips for making it real:
Validate your ideas with your personal experience - or someone else's. Sense check: will this work?Check what's already there: is someone else already trying to solve the same problem?If they are, that doesn't necessarily mean you shouldn't do it - maybe it's validation of the need. But maybe you should work with not against them.Find your 'brains trust': who's experience and talent can you leverage?Work fast: minimise wasted time and effort by filtering ideas quicklyAccept feedback: Listen to what people are telling you. You don't have to agree with everything you're told but sometimes you need to accept the weight of feedback and make a change or walk awayCan you make it real on your own? Or do you need a co-founder or sponsor?Make it simple: you need to be able to explain your idea very quickly and in a way that people can just 'get' whether it's in a few sentences or a couple of slides (and maybe even just one line)Be resilient: Take feedback, change as needed, but don't be dissuaded if you still believe there is the core of a good idea.What's your measure of success? Set yourself some goals and targets that you can benchmark against. -
A critical part of the creative process is the ability to refine things, whether your own or others. Whatever it is you are creating, thereâs almost zero chance that the first draft will be perfect. It doesnât matter whether youâre writing, drawing, designing in 3D, making music or a video, the editing process is absolutely critical.
But itâs not necessarily one that comes naturally. We get very attached to our own creations. And itâs not always easy to tell other people that their work needs improvement and change. No-one likes to hear that their baby is ugly! So itâs hugely important that we think and talk about this skill, and train ourselves to improve it as part of our career development.
To help us learn how to refine our ideas, as ever in this episode, we have a real expert. Sarah Butler is the acclaimed author of Ten Things I've Learnt About Love, Before the Fire and Jack & Bet. Her writing has been translated into fourteen languages. She is a part-time lecturer in Creative Writing at Manchester Metropolitan University, and works with publishers and authors, reviewing and developing new work.
We learnt so much in the conversation with Sarah. Here are our key takeaways:
As Hemingway said, "The first draft of anything is shit." Don't expect perfection first time!Get something down on paper or into some form you can mold. As Sarah says, it's clay to work with.The creative process is also a learning process: you're not just pouring out things you know. What you know is evolving as you produce, so accept that there will be iterations.The creative process can be like farming: sometimes you're sowing, sometimes you're harvesting, but sometimes there will be fallow moments as well. Accept that sometimes you need some fallow days and you can't always force progress.For big ideas you probably can't hold the whole thing in your head. Break it down into manageable chunks but make sure you keep a holistic view. Work on individual components but remember how they fit together.Appreciate the value of feedback. It can be scary sharing your ideas but the once you overcome that fear the benefits are enormous. Share ideas early with a diverse group - you might get different types of feedback from different people.This is much easier if you can grow a culture of sharing inside your organisation, so that everyone gets used to sharing their ideas - and gets practice at giving feedbackEdit other people's work by asking questions. Don't try to impose your approach.Be generous and kind. No-one wants to hear that their baby is ugly! -
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In this episode of Future Proof Your Career we're looking at recombination: how to bring old things together to make something new.
To help us to get our heads around mixing and remixing, we have a real expert in the studio today. Graeme Park has been one of the biggest names in the house music scene since the late 1980s. Well known for his residency at the Hacienda and long stints on a number of major radio stations, Graeme remixed tracks by the likes of Brand New Heavies, New Order, Eric B & Rakim, and Sophie Ellis-Bextor.
Graeme has most recently been one of the founding forces behind Hacienda Classical, bringing together classic dance tunes with a full live orchestra. He has even found himself behind the microphone, going back to his musician roots.
Here's what we learned from Graeme:
Remixing is a creative art! Just because you're working with existing components, it doesn't mean this isn't real innovation. Recombining things can fulfill that creative urge.Seperate the technical skills required to remix something from the relevant domain knowledge. You may only have one or the other. For example, you might understand the business processes you're working with, or the industry sector. But you might not know the technology or have the political clout to build something new. Partner with someone who does.Play with your tools and components. Get to know the things that are at your disposal. What can you draw on in terms of resources: people, data, partners, platforms? And what can you use to stick them together? Software, systems, or just a telephone and some bits of paper?Agility: respond to what the audience wants. Don't set out with a singular vision and keep pursuing it without showing it to anyone. Get it out there early and change direction based on feedback.Collaborate. Bring in different ideas, perspectives and skill sets. You don't want design by committee but you're more likely to succeed with two heads than one. -
Just before we take a break for the summer, we jumped on a call to chat through what we have learned from the season so far. we're about half way through and we've learned from some incredible people.
Our first segment was all about Curation: how to discover and qualify information.
The BBC's Chris Warburton joined us to talk about how to ask good questions.Psychologist Dr Simon Moore taught us about all the different ways of listening.Dr Lauren Kirwan helped us to understand empathy better - what it is, and what it is not.Gemma Milne talked to us about the importance of scepticism and our responsibility to challenge and ask questions.Elections analyst Professor Rob Ford helped us to understand the meaning in people's words - even when they don't say what they mean.Finally, data scientist Caroline Keep taught us how to extract meaning from numbers.Then we kicked off our segment on Creation: how to make new things.
Fashion designer Supriya Lele shared where she finds inspiration.And start-up investor Jon Bradford talked to us about iterations and pivots.Coming up we have loads more great guests. Superstar DJ Graeme Park talking about remixing, acclaimed author Sarah Butler on the editing process, and the brilliant Bec Evans on how to write.
Listen in to find out what has really stuck in our brains so far. And what we've got coming up.
Even though this was a very short episode, it had a lot of outtakes. And we thought they were pretty funny. So just as a one-off, we thought we'd share them at the end.
Have a great summer!
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In this episode of Future Proof Your Career we speak with Jon Bradford about iteration: how do you take an idea and improve on it?
Jon Bradford is co-founder & managing partner of Dynamo Ventures, an investment fund focused on supply chain and mobility. Jon is one of the most experienced early stage investors in Europe and launched the first accelerator bootcamp outside of the US in 2009. He went on to launch many more start-up programmes, earning him the title âGodfather of European Acceleratorsâ.
Between this work and his own entrepreneurship, Jon has helped to refine many raw ideas into successful businesses, so heâs the ideal person to talk to us about this part of the creative process.
Hereâs what we learned from Jon:
Every proposal, every idea is a promise. Youâve got to make it and then deliver on it.Delivering a whole idea in one go is too much. Break any vision down into bite-sized pieces - each of which is a little âpromiseâ you can keep in its own right.At every âchunkâ thereâs an opportunity to do things differently. Separate the objective from the approach.People should be measuring the progress of your project on âlines not dotsâ, as per this Mark Suster article. What theyâre looking for is progress.Steer using feedback - and the most important feedback comes from your âcustomersâ - who will be buying or using your product/service? Your mum doesnât count as a customer for feedback purposes. She probably isnât objective.Constant feedback will allow you to make small changes frequently and not pursue blind alleys: âfail fastâ, as the saying goes.Donât be afraid to pivot though: make a radical change of direction. The highest potential team in Jonâs portfolio have done at least two major pivots.Make sure you set the bar for testing each stage of progress appropriately. Know what is a stretch goal, but donât set your sights so low the test isnât meaningful.Sometimes the problem isnât the idea itself, itâs the market around it. Sometimes - as Tesla did - you have to build the âfull stackâ -
This is the first episode in our six part series on creativity and everything that entails. We're starting with inspiration: where do original ideas come from? And how can you have more of them?
We're convinced that inspiration is not something innate. It's a skill that we can develop by exercising it. And we need to. We operate in a noisy market of ideas, where original thinking is required to stand out. Where machines can knock out facsimiles of other peopleâs ideas fast and cheaply. So we have to keep creating new ideas to stay ahead.
As always, to help us understand the skill weâre focused on, we have a special guest who relies on their skill for their own success. Supriya Lele is a fashion designer described by The Face as âone of the UKâs brightest design talentsâ and her eponymous label counts Dua Lipa and Bella Hadid as clients. Her style has spanned noughties nostalgia, rave-ready party wear, and inspiration from her Indian heritage.
Here's what we took away from our conversation with Supriya:
Be opinionated!
Creativity is self expression. Don't be afraid to be bold.
Learn through play
Supriya learns through experimentation, deliberately trying new things that might seem odd, like turning the clothes back to front or upside down. Play keeps the brain 'loose and flexible' and stops you being too rigid.
Make mistakes
Don't be afraid to get it wrong. As long as you learn from those mistakes.
Start with research
Inspiration comes from all over the place. Supriya accumulates imagery, sounds and objects that help to create a sense of direction.
Curate your story
Once you've got lots of research, sort it to tell a story. Find patterns and coherence between the ideas. For Supriya it might be common patterns, colours, cuts and shapes, but for you it might be common words, design elements, behaviours etc
Self-reference
Don't forget that you can be your own source of inspiration. Look to work you've done in the past to see if it can be reapplied or inspire a new answer.
Never stop listening
Research is a continuous process. Keep a watchful eye for things that might inspire a future project and store them away.
Compound effect
Inspiration can be a build up of influences. It doesn't have to come from one thing, but can rather be about the intersections between many.
Separating influence from inspiration
Even original ideas have influences. What's critical is having a good measure for how much your inspiration moves things forward. There's no hard and fast rule but you get a sense of it over time.
Everyone gets blocked
Creative exercises are hard to programme in to a 9-5. Sometimes it just doesn't come. Don't get frustrated. Do something different. Step away and come back fresh.
That said...
Deadlines can be an incredible motivator! Even if they are artificial.
Collaborate
Creativity doesnât have to be a solo exercise, all about you personal vision. Get other people involved.
Hobbies can help
Don't just have one creative outlet. Do something else you love, but without pressure. You can learn from it and bring that learning to your main discipline. And it can allow you to release pressure when things aren't going well on a project.
Accept vulnerability
Putting your creative work out there can be nerve wracking. Because really great work will usually take you somewhat outside of your comfort zone. It can be a vulnerable moment so prepare for it.
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In putting this podcast together, we had a whole range of fascinating conversations, not all of which fitted into the standard format for this series, where each episode is focused on a particular skill. One of those conversations was with Korn Ferry, the global consulting firm.
Korn Ferry works with companies and leaders to help them put in place the optimal structures, roles, and responsibilities, hire the right people to fill those roles, and advises them on how to reward and motivate their workforce. So as you can imagine, itâs a company that has a huge amount of interest in, and expertise on, the subject of this podcast: how to future-proof your career. And they've kindly agreed to sponsor this special episode as well.
Joining us from Korn Ferry for this episode to share their expertise are Ben Frost, who works with the companyâs clients on issues like pay and talent management, and Sue Simonett, who leads the companyâs technology practice.
Listen in to find out what these two experts think about:
What is driving the current skills crunch?How employers might respondThe impact of AI and automation on the present and future of workChanging expectations for employers and employeesWhat Ben and Sue think of our Three Cs - Curation, Creation, CommunicationHow to maximise your future career opportunities -
In this episode of Future-Proof Your Career, we speak to Caroline Keep, a data scientist, a teacher, a maker, and a researcher in machine learning. She is the recipient of multiple awards, including the Times Education Supplement teacher award, and a founder of Liverpool Makerfest.
We spoke to Caroline about how you extract meaning from data, and how we can all be more engaged in the effort to decipher the world around us.
Hereâs what we learned.
Data is the real world, quantified
Donât think of data as just endless spreadsheets and numbers. Itâs a representation of the real world and the things that matter. Understanding the data is a way to understand the world.
Understanding data is a process
Caroline talked about multiple steps in the âdata cycleâ:
Start with discovery: play with the data at your disposal to get a feel for itCreate a hypothesis: what are you trying to test?Discuss your idea with other people and gather perspectives, check your reasoningClean your data: the real world is messy and full of bias and noiseTest your idea: does your hypothesis hold true?Build domain knowledge
Understanding the space youâre exploring is critical to give you a reference point. Otherwise you wonât know if the results you find are nonsense!
If the data you want doesnât exist, you can get it
There are lots of sources of interesting data, but the Internet of Things makes it cheaper and easier than ever to collect data that doesnât exist. Whether you want to track temperature, movement, light or pollution, or anything for that matter, simple sensors and cheap computers like the Raspberry Pi allow anyone to experiment (see links below)
Caroline referenced some great resources and projects, including:
Kaggle: a data science community - https://www.kaggle.com/NodeRed: a drag and drop IoT platform: https://nodered.org/Kettle Companion: A connected kettle that helps carers keep an eye on vulnerable people - https://kettlecompanion.com/Rstudio: software for data science - https://posit.co/products/open-source/rstudio/Python: a powerful but accessible programming language - https://www.python.org/Jupyter Notebook: https://jupyter.org/ -
In this episode of Future-Proof Your Career, we speak to professor of politics at the University of Manchester and frequent contributor to the BBC and other media, Rob Ford. Rob is the co-author of Brexitland with Professor Maria Sobolewska, and the author of The British General Election of 2019.
We spoke to Rob about how you extract meaning from peopleâs words, even if they donât always say what they mean. Hereâs what we learned.
Think of leaders as politicians
Business leaders and politicians have a lot of the same pressures, particularly when they are trying to satisfy multiple audiences. Itâs one thing leading - and championing - a single team. You can be absolutely partisan. But when you have to satisfy people across the company, customers, and shareholders, and deal with lots more information, itâs a very different situation. So people in senior positions are likely to be more conservative, more political.
Who is the audience?
Think about the speakerâs audiences. Who do they need to impress or please? This will shape a lot of their message. If you donât like it, you might not be their intended - or most important - audience.
Social desirability bias
People moderate their language because theyâre trying to appeal to you or because they donât think you will like what they really think. This might disguise negative feedback, peopleâs real opinions or positions.
We all have a hidden motive
Weâre human beings with lots going on, both inside and outside the workplace. Accept that everyone has multiple motivations for their actions.
Sincerity is powerful - even when itâs faked
While we canât recommend lying, the lesson from politics seems to be that we believe people who can perform sincerity. So try to be sincere in your message. But keep an eye out for those who might not be quite so sincere as they appear.
Separate the message from the packaging
Flowery language can disguise different intent. Take time to look behind the words and see the meaning.
Repetition, repetition, repetition
If you think youâre missing something, or you want someone to reveal a potentially hidden motive, get people to repeat the message until you get clarity. Use variations on a question to extract all the missing pieces of the story.
Foghorns, dog whistles, dead cats
We talked about some of the terminology of political communication, much of which can be applied to the business world. A âdog whistleâ is language designed to appeal to a particular group without making explicit statements that might attract public scrutiny - often where a policy might be deemed racist or otherwise offensive. Business leaders might signal to the markets that they want to downsize a business without explicitly talking about job cuts, though most people recognise what ârationalisationâ really means now.
Sometimes there is no dog whistle and itâs an outright foghorn instead, and the message comes through loud and clear. Some leaders are incapable of subtlety or just choose to avoid it.
âDead catsâ are stories designed to distract from the bad news. And we see these in business all the time.
CYA
Often people will be motivated by CYA: Cover Your Ass. They will try to ensure that they are not left responsible if something goes wrong. Be particularly cautious about this if you are an external supplier - I speak from experience!
Personality not policy
Ultimately, remember youâre dealing with a human being and in most cases, you will want to maintain a civil working relationship. You may not like what theyâre saying, but they may not like it either. In the long term, itâs the relationship that will count.
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In this episode of Future-Proof Your Career weâre talking about scepticism, the willingness, and the discipline, to question what we see and hear. And to have the skills to find the facts amongst the opinions and beliefs.
As always, weâve invited an expert guest to speak to us, and this time itâs Gemma Milne, writer and researcher, and author of the excellent book Smoke and Mirrors: How Hype Obscures the Future and How to See Past It.
Gemma gave us loads to think about, in terms of how we improve our sceptical skills. Here are a few of the key takeaways from the conversation:
The skill of scepticism has never been more important
Thereâs a lot of misinformation and disinformation out there. And itâs not just on social media. We need a level of awareness to all the places that people through motivation or ignorance might share hype or inaccuracies.
Scepticism is accessible. Itâs something we can all do
You donât need deep expertise in a subject to be sceptical. Thatâs not to dismiss expertise or experts - this is very much a podcast that believes in those things! But there are some basic questions we can always ask and things we can do to get a sense of truth.
Separate emotion from fact
We have to recognise that a lot of claims and ideas, and the stories around them are designed to play on our emotions. Can we step back from our emotional engagement and ask some logical questions?
Simple questions
We can always ask, even if just to ourselves: âWhat does this claim depend on?â, âHow do you get to that conclusion?â, âWhat is the underlying evidence?â
Big claims need big proof
Itâs a good rule of thumb that if someone is going to make big claims, they need strong evidence to back it up. How good is the evidence?
Be empathetic
Understand why other people will reach certain conclusions. Why do certain ideas appeal to them? And what makes them so committed? Be sensitive to this when challenging someoneâs beliefs.
Scepticism is a responsibility
If we want more facts and less hype and misinformation, then scepticism is a responsibility for us all. Before you share that chart, paper, or meme that confirms your beliefs, do some sceptical checks.
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In this latest episode of Future-Proof Your Career, we tackle the tricky topic of empathy. What is it? How do you use it? And can you grow - or shrink - your empathy?
We all think we know what empathy is, but as ever, we ask a real expert. Dr Lauren Kerwin is a Harvard- and UCLA- Trained Psychologist with over 20 years of experience treating borderline personality disorder, autism spectrum disorders, depression, anxiety and trauma in teens and adults.
Lauren also has lots of experience in a corporate context, providing executive coaching and organisational psychology support to highly successful start-ups through to their public listings, with a particular focus on employee selection and training, information sharing, and interpersonal interactions.
Understandably this incredible CV has seen Lauren featured on CNN and the Today Show, and in Forbes, HuffPost, and the New York Times, to name but a handful of news outlets.=
We learned loads from Dr Kerwin, so here are the top tips that I took away:
Empathy is about understanding, not emotion: though compassion is important, youâre not trying to feel what the other person is feeling. Youâre trying to understand why they feel the way they do.
Perspective adds value: no position is less valid or valuable because theyâre seeing it through a different lens to you.
Donât walk in their shoes, keep one foot in yours: While trying to empathise donât lose your own perspective. You need to try to retain some balance and objectivity.
Everyone has an answer: the role of a leader is increasingly to uncover those answers and give people the confidence to share them.
Respect not agreement: you donât need to agree with someone to empathise. Sometimes the most important time to be empathetic is when you disagree.
Show people they are valued: even if you ultimately disagree, be clear that the other personâs position was appreciated, otherwise they might not share it in the future.
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Thanks for listening to this episode of our Future-proof Your Career. After each episode Iâll be collecting my notes from our guest here.
In this episode we spoke to Dr Simon Moore. Simon is a doctor of Psychophysiological Psychology and a Chartered Psychologist with the British Psychological Society. He leads a team of researchers at IB, a business he founded to help brands to better understand their customers and employees.
Here are my key takeaways from the conversation:
What are you listening for?
Simon highlighted that we often go into a conversation or interview situation with a bias. Weâre not neutral as listeners, we often want something from the conversation. Be aware of this. Consider your biases and your own objectives and try to see the conversation through that lens.
There are different modes of listening
Sometimes you might be listening in an informational mode, looking to fill in the blanks on your mental questionnaire. Sometimes your mode might be more empathetic, where youâre trying to extract or understand the emotional context behind the words
Think about which mode youâre in when youâre going into a conversation. Which one should you be in? What information are you missing by being in one mode or the other?
Whatâs behind the words?
Though we have to respect what people say, itâs worth sometimes being a little sceptical and questioning the drivers behind those words. Look for signals beyond the vocal for whatâs really going on: gestures, behaviour, visual cues from both the person and their surroundings. What can you take from the objects and pictures with which they surround themselves?
Who are you listening to?
Simon talked to us about four different categories of people - categories that help us to understand their desires and their behaviours. Planners, adventurers, sociables and individualists. These categories are laid out in more detail in this interview with Simon that is well worth a read: https://insidebe.com/articles/interview-with-simon-moore/
Shut up and count to ten
We talked about a variety of techniques for listening, not least enforcing a little silence - especially on yourself, if youâre prone to fill in every gap in the conversation. Give people room to speak and expand by making yourself count to ten in your head before you speak.
Make a movie
If you really want to understand someone, try Simonâs technique of making a movie in your head of what theyâre saying. Itâs comparable to how writing things down can help you to learn them. But making a mental movie of someoneâs story wonât just help you to understand the details, it will help you to empathise with their situation - putting yourself in their shoes.
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Thanks for listening to this first episode of our new season of Talk About Tomorrow, focused exclusively on how you can Future-proof Your Career! After each episode Iâll be collecting my notes from our guest here.
In this episode we spoke to Chris Warburton, award-winning BBC journalist. radio presenter and host of a series of excellent podcasts including Ecstasy: The Battle of Rave, Beyond Reasonable Doubt, The End of Days, and most recently, Bugzy Maloneâs Grandest Game, about Rockstar Games and Grand Theft Auto.
Chris covers a huge range of topics for the BBC, from major sporting events, to politics, to once even a live heart transplant. So he was the ideal person to talk to us about how you ask good questions.
Here are my key takeaways from the conversation:
Create a personal editorial policy
Think about how your own behaviour and presentation when youâre asking questions. Do you maximise the chance of getting the right answers? For example, think about:
What tone should I be using?Do I have the right level of formality or informality?Am I using the right language to ask questions? E.g. jargon?Prepare in advance
Do your research. You might not be an expert in the subject - thatâs why youâre the one asking the questions! But you need to know enough to shape your questions appropriately and ensure that youâre asking the most important ones. Think about the audience for the answers too: are you asking these questions on someone elseâs behalf, and if so, are you getting the answers that they need and in a format they can understand?
Have a game plan
Donât just think about your questions, think about the answers that you might get from the person you are speaking to. How will you respond to those answers? What is your follow-up?
Switch modes - the âred light momentâ
Chris talked about the difference between the off-air conversation and the on-air conversation - when the red light goes on to tell everyone that the mics are live and that you are broadcasting. Before the red light goes on, you might be putting the other person at ease, asking them social questions and building rapport. Once the light goes on, itâs about getting answers. Think about this in your conversations. Itâs fine to switch modes between the social chit-chat and the important business. But think about the transition. And just because the red light is on, it doesnât mean anything goes. You can be forceful but you want to be able to end the conversation on good terms.
Listen and take notes
Take notes of the other personâs answers throughout the conversation. It shows youâre listening, ensures you capture the answers properly, and helps you to structure the rest of the conversation. You can always refer back to them if you want to explore a particular answer in more depth, even if it was much earlier in the conversation.
Use open and closed questions
Open questions allow the interviewee to return long form answers that might be packed with information but that might be vague. Follow these up with closed questions that have a fixed range of answers to lock down critical details. For example, an open question might be âTell me what you want to achieve with this project?â whereas a closed question would be âWhat is your budget for this?â
Useful reading:
https://hbr.org/2018/05/the-surprising-power-of-questions
https://www.forbes.com/sites/goldiechan/2021/02/01/why-asking-questions-is-good-for-your-brand-and-your-career/?sh=6f0cff751c23
https://www.psychologytoday.com/gb/blog/how-to-do-life/202102/the-art-of-asking-questions
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Welcome to Future-proof Your Career, your guide to the most important skills for a long, successful working life. This special season of the Talk About Tomorrow podcast will explore in depth the idea of the Three Cs, three skill groups that are critical to success, in a business or as an entrepreneur. The ability to curate information, create new things, and communicate ideas. In each episode we explore a facet of one of these skills, alongside a guest.
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Tom and Katharine talk about laziness: as a motivator for innovation and as a challenge to wasted effort. Are you lazy enough to be useful?
Plus, itâs the end of this season for the podcast. Five seasons now! All very different in length and format. But this has been the first with a co-host and though weâre biased, we think it has been great!
Weâll be back for season 6 tackling some new topics in a few months.
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Katharine and Tom discuss the concept of Net Luxury - an approach to addressing climate change based on the continuing reluctance of many people to make real change. Can we convince people to cut back? Or can we make saving ourselves (the planet will be just fine) seem even more appealing than you'd think it ought to be?
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The shape of the most successful organisations is changing. Companies are shrinking and distributing their work across partners and semi-autonomous units, giving them scale, agility and reduced risk. As usual, Tom explains and Katharine interrogates!
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The shape of the most successful organisations is changing. Companies are shrinking and distributing their work across partners and semi-autonomous units, giving them scale, agility and reduced risk. As usual, Tom explains and Katharine interrogates!
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Tom and Katharine discuss our response to the explosion of choice faced by the modern consumer: the return of the intermediary, offering advice, direction and editorial input. Why do we value influencers? What role for AI in the future of our decisions on music, travel and finance? Find out in this episode.
Note: the book reference in the episode is Barry Schwartz's 'The Paradox of Choice - Why More is Less' from all the way back in 2004: https://en.wikipedia.org/wiki/The_Paradox_of_Choice
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We've spent the last twenty years trying to eliminate friction from the interactions between brands and customers. But is this always the right approach? In this episode we talk about the concept of 'good friction', those moments where you want to slow and deepen the conversation.
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