All the team at CI Group companies would very much like to thank Martin Glenn, CEO of the Football Association and President of The Marketing Society, for some terrific insights that he shared at our 'Changing Behaviours' event that was held at The Ivy. Martin has forged an extraordinarily successful career as CEO of PepsiCo, Birds Eye Iglo, and United Biscuits.
Martin shared some many of the lessons he has learned from a varied marketing and senior leadership career culminating in his current role as CEO of the Football Association.
Thanks also to all our clients and friends who shared the evening and made it such a success. We will be peppering our social media channels with some insights from the evening over the coming days and weeks. In the meantime, you can revisit some of the sights of the evening at our 'Changing Behaviours' Ivy Event Photo Gallery.
Martin Glenn has a famous marketing reputation for making well-loved British brands more dynamic, competitive and international in their reach. With 35 years in packaged goods, he has learnt the hard way what works and what doesn’t in 'Changing Behaviours' of both consumers and trade partners.
As Martin graduated from marketing leadership to business leadership, he then applied his expertise in 'Changing Behaviours' to entire businesses from their strategy, vision, stakeholder alignment through to product, structure and of course, marketing.
To some pundits, the move from FMCG to The Football Association seemed a leap too far, but when you dig deeper you see a long-standing love of football; an FA qualified grassroots coach, a former Leicester City FC non-executive Director, having sat on the Club’s Board between 2002-2006, and a season ticket holder at Molineux (Wolverhampton Wanderers FC).
On the left you will see some of the press coverage of Martin’s move to The FA where you'll see the great expectations of him ‘Changing Behaviours' in the world of football.
Add into that experience, that Martin is in the middle of a 2 year term as President of the Marketing Society, helping to steer that industry through its own intense period of 'Changing Behaviours’.
During his discussion over dinner he will share the hard lessons he's learnt and how they've shaped his successful approach to 'Changing Behaviours' in his stellar career.
We are also pleased to announce that our previous 'Changing Behaviours' guest speaker Phil Barden, guru in Decision Science (CI Group Changing Behaviours event at Hibiscus) will also be attending this dinner. Incidentally, we've had a number of requests to repeat Phil's presentation on 'Decision Science' which we are consequently hoping to do later this year.
Phil will be opening Martin’s Q&A with a couple of questions on how Martin’s real world experience matches the science behind decision making.
'Changing Behaviours' Nuggets No. 1
A series of perspectives on 'Changing Behaviours'
(Dr. John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School, a New York Times best-selling author, the founder of Kotter International (a Management Consulting firm based in Seattle & Boston), and a well-known thought leader in the fields of business, leadership, and change).
When 'Changing Behaviours' in a business, it’s important to recognise it’s an emotional issue as well as a business imperative.
When an organisation wants to implement a new strategy or change programme, employees’ attitudes and behaviours need to align with the larger company vision, meaning potentially turning the same persuasive methods of communication employed by companies to externally market products and services, to focus their internal customers and stakeholders. In effect, this means treating employees as you would your customers. A brand message synchronisation.
And like messaging to consumers, the internal message has to be clear and rewarding to them as people, or they simply won't buy it!
A correctly-motivated workforce is a pre-requisite for any business wishing to gain a competitive advantage, which in turn, can strengthen customer loyalty.
All this with the added complication of the advent of the digital revolution, more employees working remotely and organisations becoming increasingly virtual, the task is greater and seemingly more challenging.
You have to win hearts and minds, command and control just doesn’t work anymore!
'Changing Behaviours' Nugget No. 2
No British cyclist had ever won the Tour de France, but in 2010 David Brailsford changed that for Team Sky. His approach was simple, but thorough and very similar to Martin Glenn’s philosophy in many ways, by changing the entire team’s culture and behaviour.
The driving philosophy was that if you improved every area related to cycling by just 1%, then those small gains, whether rider’s nutrition, the weight of the tyres, bike seat design, the pillow that offered the best sleep and taking it with them to hotels and so on would add up to a remarkable improvement.
The five year plan was to win the Tour de France, but the strategy was so successful they did it in just three and Team Sky rider Sir Bradley Wiggins became the first British cyclist to win the Tour de France. As if that wasn't enough, in the same year, Brailsford coached the British cycling team at the 2012 Olympic Games and won 70 percent of the gold medals available, followed by a Team Sky's Chris Froome winning the 2013 and then the 2015 Tour De France!
The secret of Brailsford success was his philosophy of 'The Aggregation of Marginal Gains' that recognised it's easy to overestimate the importance of big decisions and underestimate the value of making better decisions on a daily basis. In business and marketing we often put pressure on ourselves to make some earth-shattering improvement that everyone will talk about, so this can be challenging and counter intuitive.
In the beginning, there is little difference between making a choice that is 1% better or 1% worse. But as time goes on, these small improvements or declines compound and you suddenly find a very big gap between people who make slightly better decisions on a daily basis and those who don’t. Small choices don’t make much of a difference at the time, but add up over the long-term. The truth is that most achievements in life aren’t stand-alone events, but the cumulative effect of all the moments when we chose to do things 1% better or indeed, 1% worse. Aggregating these marginal gains makes a difference.
Martin uses different language in his presentation but we think you'll see a similar approach, let's hope it has a similar effect on our national football team!
For further insight on Sir David Brailsford's incredible, amazing 'Changing Behaviours' achievements please follow the links on the left.
Comments on our last 'Changing Behaviours' event
“I found the evening interesting & stimulating and clearly recall the Dove skin care / hair care example of how psychology plays a massive part of consumer choice, and therefore advertiser’s approach. The food and company were very complimentary to the ambiance and I'm looking forward to the event at the Ivy.”
Peter Cooper, Head of Retail Sales at Camelot Lotteries Ltd, Camelot
“The informality of the Changing Behaviours:Hibiscus evening was great. The roundtable discussion with everyone sharing their knowledge and experiences was stimulating. I think we all learnt something on a personal or work level that we could take back and use within our varied roles and sectors.”
Chris Hayward, EMEA Marketing Director, Websense