I remember writing about the ‘technopologist’ about a year back, in the context of businesses only looking at social platforms through a brand/marketing prism and not sparing a thought on the other implications/potential – organisational culture, business policies, to name a few. The technopologist -a hybrid of marketer, technologist and social anthropologist was a hot topic of discussion then, in the wake of P&G’s move in that direction. I realised I was late for that party when I read a WSJ post from 2008. (it still holds true) 🙂
I didn’t hear much about the technopologist after that, but a related shiny new animal is now the butt of several jokes. Social media experts are now everywhere, and there’s no dearth of brands wanting to ‘do the social media thing’. It is a generic label used without considering the expert’s domain of expertise (strategy/execution/tool specific). But what about the organisations who hire them without sparing a thought on what their core principles are, and how they could re-engineer themselves for new forms of usage. (in this context, do read ‘There is no new media, only new consumption‘) Expertise in a situation when neither the internet nor the brand manager are sure what they will morph into.
What reminded me of all this? The recent buzz about the Chief Marketing Technologist. Another term that was apparently coined in 2008, thanks to Scott Brinker. The case for it is strong enough, and I did nod in agreement several times while I viewed this deck, and , but I couldn’t help but wonder whether this too will become a buzzignation (buzz+designation – hey, I can try too) that made sense but couldn’t actually fructify.
From my (limited) experience in dealing with those aspiring to use social platforms in their organisations, I’ve noticed that the actual challenge is not in realising that this direction of technology and marketing is perhaps an inevitable future, (they either know it or the slideshare ppts will convince them), but in evolving a perspective that is not weighed down by someone else’s experiences of social platforms, their own notions of what their brand/organisation is, how their stakeholders view them, and therefore, what they should do on social platforms. A new designation can only help so much in this.
until next time, cornered offices.