• A culture of innovation

    More than four years ago, I’d written a post juxtaposing product and consumer life cycles wondering how products could evolve, yet be relevant to users at various stages of their usage maturity. Personalisation as a theme has advanced much since then, and web based services are definitely closer to cracking this. I also got a perspective from Jeff Bezos in this post “All businesses need to be young forever. If your customer base ages with you, you’re Woolworth’s” though I’d take it with a pinch of context.

    But when disruption is the norm and technologies like 3D Printing and themes like the Collaborative Economy (and others) are poised to have an impact on an increasing number of business models, how does a brand pace its innovation? Branding Strategy Insider asked a relevant question on this premise – Can brands innovate too soon? The post quotes Michael Schrage in providing a good perspective “Your own rate of change is determined less by the quality or price/performance of your offerings than the measurable readiness of your customers and clients … Their inertia matters more than your momentum.”

    This post I came across cites a research by Forrester which points out that most innovations remain incremental in impact, rather than being radical innovation..Companies often ‘innovate’ things customers don’t even want. The post suggests a simple cyclical framework of Learn (strategy) – Make (technology) – Test. (design) A more nuanced view (and framework) of innovation can be found at Digital Tonto. Bezos once again has a take on it “We innovate by starting with the customer and working backwards. That becomes the touchstone for how we invent.“

    Social technologies provide multiple ways for an organisation to simulate scenarios and structure their innovation pathways in ways that will optimise customer benefits and business objectives. In fact, I believe that the responsive organisation (via) will soon become a strategic imperative. As quoted in that post “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” I also think that the biggest challenge in this entire movement is a mindset-culture lag. In a sense, all the so-termed disruptions happen because incumbents were not agile enough to adapt to a rapidly changing environment. There is some wonderful learning from the founder of Sonar in this post titled “Postmortem of a Venture-backed Startup” One of may favourites is “Think of culture as a cofounder that is present when you are not.” The thing is, it can work both ways! A cultural mindset to experiment, fail, pick yourself up and work harder, and win is probably what will define the winning institutions of the future.

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    until next time, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” ~ Charles Darwin

  • Evening Is the Whole Day

    Preeta Samarasan

    Preeta Samarasan’s debut novel begins with the kind of prose that actually seems like poetry in disguise – with a description of a part of Malaysian geography. The narrative begins in 1980, on Kingfisher Lane in Ipoh, in the Big House, owned by the Rajasekharans – Raju (Appa) a leading lawyer and a pillar of the community, erstwhile socialist; Vasanthi, his wife, from circumstances far below his; their children Uma, Suresh and Aasha in that order; Paati, the matriarch whose disapproval of her daughter-in-law endures time, and the servant girl Chellam brought in to take care of her. A wealthy, dysfunctional family, with each member fighting their own demons.

    We see a lot of the story through Aasha’s eyes in the beginning. Aasha, who talks to ghosts and will do anything to get back the affections of Uma. Uma, whose sole desire is to escape to the US. And in between, Suresh, who tries to make sense of the world with humour. The narrative then sets out to unravel layer by layer, not just digging deeper into what happened earlier, but also wider, giving the reader, through characters and events, a view of Malayan society, with its own undercurrents, ethnicity issues and rules that attempt harmony between the Chinese, Indians and the natives. A brief glimpse of a country coming to terms with its freedom, and the responsibilities therein.

    As the layers unfold, the perceptions of characters and their behaviour that the reader has built up slowly begin to undergo changes, as the past – from a few days earlier to half a lifetime away – shows its influence on the present and future. We also see how the relationships between people change with time, sometimes over years and sometimes in a few minutes. There are some very interesting secondary characters too, like Uncle Ballroom who evokes a sense of poignancy, Vasanthi’s mother whose sudden turn to asceticism makes you wonder about the nature of the human psyche, or Kooky Rooky, whose variations of her own past points us to stories that we build for ourselves. And then there’s Chellam, whose past, and lack of future brings a lump to the throat.

    Somewhere in the book and its use of words and the wit employed (brotheROARsister, Stopping At Nothing…) I could see Arundhati Roy. Somewhere in the way the human condition is expressed I could see Kiran Desai. But neither takes away from a distinctive style – vivid prose, edgy humour, and an ability to draw the reader right in. This one goes into my favourites.

  • Time Vault

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    This was my ‘water bottle’ at Myntra, and the victim of many of my colleagues’ jokes, mostly thanks to its size. It is really tiny, and you could finish all the water in it in one gulp. It has been disfigured many a time, courtesy its battles with hot water. But it bears its scars with dignity, even though it wobbles a bit. It also seems to have a fair amount of stature, since at least three of my colleagues asked me if they could take the bottle after I left. I refused, but now that I’m ready to join the new workplace, I don’t know if I should use it anymore. But I don’t want to throw it away either, since it holds a lot of memories and in future, will probably be the only unchanged remnant of some good times. I wish I could store it somewhere, but I’m also trying to get rid of my hoarding habit!

    That’s what led me to think of this concept – since we’re in the era of 3D scanning and 3D printing, theoretically it should be possible to construct a 3D scan of the bottle with its basic dimensions, exact contours, texture of material etc and store it. I should then be able to print out an exact replica using a 3D printer. These technologies are not yet mainstream, but I’m wondering if this could be a way of storing memories. We can store images, text, sounds easily now but not smell, taste and touch. This could at least take care of the touch aspect.

    At some point in the future, I’m hoping if it’ll be possible to store such treasures as a file and print them out whenever I feel like it. An entire folder full of memories – of different times in my lives, that I can easily bring to life. It would be like a time vault. Vault as a noun -storehouse – and vault as a verb – leaping, in this case across time thanks to ‘physical’ memories. Maybe, in the future, we could live in the past for a day, and come back.

    until next time, the future of memories

  • Grill Maximus

    D sulked when she heard that I’d gone to Grill Maximus for lunch with friends, so this was really a firefighting exercise. The first visit went quite fine, so I wasn’t really complaining. The restaurant is in HSR on 17th Cross – the road opposite McD. (map) It’s a fairly wide road, so parking is not a major problem. Judging by the crowd, the place seems to be a favourite, but we reached before 8, so we didn’t have trouble getting the table we wanted.

    The menu is a mix of Arab and Continental, with a smattering of other cuisines – most importantly a supposedly special Biriyani. During my earlier visit, we had tried the guava based Peru Pyala and found it to be quite good, but since Bangalore was at its windy best, we opted for a Spicy Seafood soup – D, that is, since seafood is allergic to me and tries to escape really fast. I had to make do with a Kibbeh. The soup was tasty (sigh) but the fried lamb meat balls and the dip proved to be an exercise in blandness.

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    For the main course, I recommended the Kafta Meshwi, despite the meh experience with lamb. During the previous visit, I had also tasted the Lahem Meshwi, Chicken Charmula and the Charcoal Grilled English Vegetables. Except for the last, the sauces were similar, so I opted for a Creamy Rose pasta (chicken and penne)  The Kafta Meshwi’s pepper mushroom sauce turned out to be spicy and tasty, only slightly marred by the somewhat more-than-normal rough texture of the minced lamb skewers. The pasta was a disappointment, thanks to a capsicum overdose. This was unfortunate because the sauce was quite good. We’d thought that we’d test out the biryani if we had space, but we were reasonably stuffed and therefore opted for desserts. I did check out the Biryani (pic on Instagram) on another visit, and it was reasonably okay, except it had no pickle, raita, gravy etc on the side! The cake of the day wasn’t available for the day, so we chose the Znoud el Sit. It wasn’t chocolate based so needed to be stellar to elicit any kind of praise. Unfortunately,  it didn’t even fit the description on the menu. (wasn’t creamy on the inside!)

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    The service was reasonably prompt, except towards the end, by when the place was full. The wallet was lighter by about Rs.1300. Some of the dishes we had weren’t so great, but it’s quite decent for at least one visit.

    Grill Maximus, Shop No:450, 17th Cross, 4th Sector, HSR Layout Ph: 08197939437

  • Social @ Myntra – Part 2

    continued from Part 1

    Creating, correcting and maintaining brand perception and resolving customer issues were fundamentally the objectives when operating in the customer care and brand domains respectively. But this was not an end in itself. The end objective of the business is revenue, and that makes up the remaining story.

    3. Product: In this context, it includes the website itself, and the various features/enhancements/new products (eg. gift cards) that get introduced on a regular basis. Including social buttons on the home page and product pages were a given, though getting them above the fold was a mission I lost! The first major change was switching from FB Connect to the Open Graph. The potential applications, using social and interest graphs, are phenomenal, but we never progressed that far. At a basic level, I had slotted activities in this domain under acquisition and retention, and we have only implemented a small portion of the former. The easiest application of the social graph was using it for social proof. Kuliza’s Echo made that job relatively easy for us. It not only helped seamlessly amplify word-of-mouth, but also gave us a lot of data on consumption. One of the plans was to integrate this with Elevate, another Kuliza app – but inside Facebook, to try and beat FB’s throttling of organic reach. 🙂 Another application of Echo, which should soon see the light of day, is a Fab-like social feed. If a user has registered on Myntra using Facebook, he/she would see the actions (Likes, Purchases, Wishlist additions) of his/her friends on a separate feed inside Myntra. Our expectation is that this would prompt more social actions inside Myntra and accelerate word-of-mouth inside FB further. This was actually a Phase 1 of a larger plan I had in mind. Let me explain.

    While brand and customer connect can provide a strategic advantage on social, I’ve always felt that it was in the product domain that social could provide a sustainable strategic advantage. This came from my notion that ‘loyalty’ existed when the exit barrier for a customer to leave Myntra was high enough to beat any sustainable offering from a competitor. ‘Brand’ is one standard way to achieve it, but it is relatively less tangible, and in a commoditised marketplace, it would take more time. Generic discounting is not sustainable. I think, in this context, ‘Product’ can reach this ‘barrier’ in lesser time, and at lower costs. An ideal in my mind was using the social, intent and interest graphs of users from across various platforms to build a personalised experience, and through that, a gamified customer acquisition and retention architecture inside Myntra, (thereby minimising dependencies on other platforms) and then using social media to amplify relevant actions to further drive acquisition. But this approach has a high dependency on changes in the existing product and every new product/feature having relevant social features baked in (or at have it in the vicinity on its roadmap) to contribute to the larger agenda of the architecture. It also takes a mindset and backing. I did have a rough blueprint, but at this point in the e-commerce wars, this approach probably seemed a nice-to-have. 🙂

    4. Sales: Conventional notions claim that social media should not be used for sales pitches, but from my humble experience, I’d beg to differ. It’s just a matter of what-when-how, and how much. From generic product pitches on the Facebook Page as part of the larger content strategy, to custom links on Twitter, we have consistently shown and tracked revenue from social channels. Even Pinterest and Google+ are contributors! I must admit that in the larger scheme of Myntra’s monthly revenue, these are insignificant, but let’s just say that the total contribution are in double digit lakhs every month. In fact, it reached a point where we were given a budget to see if we could scale it. In this context, I have to mention this brilliant idea by S – she used customer generated product images from our Pinterest ‘Shopped from Us’ board every week to make sales pitches on Facebook! Works like a charm. 🙂

    The area where there were a few attempts, but didn’t really pick up was enterprise collaboration. We managed to build a fairly large community on Yammer, but what I’ve realised is that it needs champions at the highest level in all parts of the organisation using it on a consistent basis for it to be sustainable. I also had this grandiose vision of using Google+ and circles to connect customers, Customer Connect teams, Partner brands and employees in general, but this one was limited to a word document! This is an area that I believe to be a must-have as we evolve towards social business, but in the larger list of priorities, is still a few steps away.

    That gives a broad view of what I’ve been up to for two years. The generic point I’m trying to make through the two posts is that from basic business outcomes like customer satisfaction and sales to more nuanced ones like brand perception and sustainable strategic advantage, social can and should play an integral part. There will be differences in terms of scale, strategy, resources etc depending on the domain, maturity of the industry/organisation, target audience and so on, but the important part is to begin because the brand/organisation needs to evolve as well. Social media has shortcuts, I’m inclined to think that social does not. These are days of nascence, and social will continue to evolve – enterprise social networks, social business, big data, the Internet of Things (add buzzwords to taste) and more will all have their hype cycles and age of maturity. By all means, measure ROI, but remember, we spend on movie tickets, we invest in mutual funds. I think we’re clear on the expected time frame of returns in both cases.

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    (via)

    Myntra will remain dear to me, like all the other brands I have worked on, but it will probably have a more lasting signature, because not since my days at GIM have I experienced such a rewiring of my worldview. This stint has given me oodles of confidence, friends whom I hope will last a lifetime, and relationships of trust that I will cherish.

    Before I end, the last hat tip – to the super S, who joined the team mid last year and has since then, proven time and again that she’s the best social ‘investment’ we made, and made this little social adventure a total joy! “I used to believe that we are here to teach what we know. Now I know that we are here to teach what we are meant to discover“

    until next time, </ head – social media> 🙂