There’s a reason why our team thinks we are a great place to work and no, its not because we have a ping pong table set up. See more about Hanapin’s latest certification + we’ll let you in on a little secret!
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A few days ago, I interviewed Ken Kocienda at TechCrunch Disrupt SF — he just released a book called Creative Selection. After working at Apple during some of the company’s best years, Kocienda looks back at what makes Apple such a special place.
The book in particular starts with a demo. Kocienda is invited to demo to Steve Jobs his prototype of what is about to become the iPad software keyboard.
And it’s the first of a long string of demos punctuating the book. As a reader, you follow along all the ups and downs of this design roller coaster. Sometimes, a demo clearly shows the way forward. Sometimes, it’s the equivalent of hitting a wall of bricks over and over again.
Kocienda’s career highlights include working on WebKit and Safari for the Mac right after he joined the company as well as working on iOS before the release of the first iPhone. He’s the one responsible of autocorrect and the iPhone keyboard in general.
If you care about user interfaces and design processes, it’s a good read. And it feels refreshing to read a book with HTML code, keyboard drawings and other nerdy things. It’s much better than the average business book.
Snap CEO Evan Spiegel spoke a bit about some of the cultural issues at the company, going public and competition with Facebook at Recode’s annual Code Conference this evening in Rancho Palos Verdes, Calif.
Earlier today, Cheddar reported how a former Snap engineer criticized the company for a “toxic” and “sexist” culture that is not welcoming to women and people of color. In an email former Snap engineer Shannon Lubetich wrote in November, she described how Snap is not adequately promoting diversity at the company.
“The letter was a really good wake-up call for us,” Spiegel said.
Spiegel described how, in light of the letter, Snap hired external consultants to help the company figure out areas in which to improve. Snap also ran a company-wide survey and changed its promotion structure, Spiegel said. He later added that he’s “proud” of the progress Snap has made over the last few months.
In the letter, Lubetich also described a scenario in which scantily clad women, hired by Snap, dressed up in deer costumes.
“People are going to make mistakes and I was frustrated, to say the least, to see people dressed up as deer at a holiday party,” Spiegel said.
In addition to cultural issues, Snap has also struggled on the public market. Snap’s Q1 2018 earnings, for example, showed lackluster user growth numbers amid a rocky redesign and increased competition from Facebook. Still, Spiegel said the redesign was the right way to go, as was going public.
“I think this was the logical step forward in being an independent company,” Spiegel said about going public.
Meanwhile, Snap is constantly fending off competition from Facebook. Spiegel initially joked, “I think it bothers my wife more than it bothers me.”
But in all seriousness, Spiegel said Snap’s values of deepening relationships with the people closest to you is “really hard to copy.” Facebook, on the other hand, is more about having people compete online for attention, Spiegel said.
He also joked, in light of Cambridge Analytica scandal, that Snap would “appreciate it if [Facebook] copied our data protection practices as well.”
That’s the simple question that drives any marketing organization focused on testing, improvement, and growth.
But answering the question is not always so simple in our data-rich world. The old challenge of gathering enough data has been replaced by a new one: gleaning insights from the mountains of data we’ve collected — and taking action.
In response to this flood of data, many of today’s most successful businesses have turned to a new approach: building what’s called a culture of growth and optimization.
This growth-minded culture is one where everyone is ready to:
- Test everything
- Value data over opinion
- Keep testing and learning, even from failures
Most companies have a few people who are optimizers by nature, interest, or experience. Some may even have a “growth team.” But what really moves the dial is when everyone in the company is on board and embraces the importance of testing, measuring, and improving the customer experience across all touchpoints.
“We refuse to believe that our customers’ experiences should be limited by our resources.” – Andrew Duffle, Director of Analytics, APMEX
Why should marketers care?
Because they’ll be leading the revolution. 86% of CMOs and senior marketing executives believe they will own the end-to-end customer experience by 2020, according to a recent survey from the Economist Intelligence Unit.1 And a culture of growth and optimization offers an excellent path to major gains in those experiences.
As testing and optimization proves itself, it tends to generate higher-level investments of support, talent, and resources. The payoff arrives in the form of more visitors, more sales, happier customers and a healthier bottom line.
If you’re curious about building a culture of optimization in your marketing organization, register for our Nov. 10 webinar, Get Better Every Day: Build a Marketing Culture of Testing and Optimization.
This webinar will cover:
- The critical elements of a culture of optimization
- Tips for building that culture in your own company
- A case study discussion with Andrew Duffle, Director of Analytics at APMEX, a retailer that boosted revenues with continuous testing and optimization
This kind of culture doesn’t happen by command, but it’s also simple to start building.
- The Economist Intelligence Unit, “The Path to 2020: Marketers Seize the Customer Experience.” Survey and a series of in-depth interviews with senior executives. Survey base: 499 CMOs and senior marketing executives, global, 2016.
Posted by Jon Mesh, Product Manager, Google Optimize and Google Optimize 360
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