Via The Exetor Group

Here is a framework to guide coaching conversations. This can be a great tool to get people to their own resolution to a challenge at hand. The way it works is by asking open questions around goals and then subsequent roadblocks to achieving those goals. Once the challenges standing in the way are clearly identified, then it's about continuing to coax through questions the person to think through their options for action. This is wrapped up by establishing a willingness and accountability for delivering on the options the person laid out. Why this works brilliantly is because rather than dictating…

Source: Felix Heibeck

Desirability, feasibility, and viability are the go-to principles of design thinking. While these three tenets of design thinking are deeply entrenched, for the continued life on this planet we need to shift this view from focusing on the needs of users and customers to also take into account the ecology of our living planet. Design thinking needs to shift from a human-centric lens to a bio-centric one, this way we are bringing what is sustainable into view early on in our vision process when creating experiences and products. This means adopting a cradle-to-cradle mentality of regenerative and cyclical usage for materials that take into account the waste footprint before, during, and after use.

Source: Kim Scott, Radical Candor, 2017

This framework comes to us from Kim Scott’s book called Radical Candor, where she defines a management/working style that combines caring deeply with challenging directly. In her book, she makes the case for avoiding being overly harsh, sparing someone’s feelings, or being passively insincere — in favor of an honesty that exists to change what is not working, and is motivated by caring.

Source: JWT Planning

Things can get muddled when defining a brand platform and a campaign idea, leaving even the most seasoned marketers asking what’s the difference between the two? This framework is a brutally simple way to show that brand platforms operate at the marketing level, providing the vision, while the campaign is where marketing ideas come to life as comms.

Source: Robert Pultchik, Theory of Emotion, 1980

When creating marketing and experiences, we are often focused on creating emotional responses. That’s when the Wheel of Emotion can come in handy. This is a great framework for pinpointing, understanding and designing for emotional response. The wheel is built around eight primary emotions in the second rung, including joy, trust, fear, surprise, sadness, disgust, anger, and anticipation. Each of these emotions sits opposite from its polar opposite by design i.e. joy and sadness. The framework also shows varying degrees of emotional intensity — as it gets closer to the center the intensity increases, further out intensity wanes.

Source: Colonel John Boyd, 1950s

The OODA loop is a make decision-making process that focuses on filtering available information and understanding the context of a changing environment. It comes from military strategy and is particularly useful when the ability to react to a dynamic environment can create an advantage. It starts with observation, looking both inside and outside, given current circumstances. Then comes observation, where analysis and assessment happen with an intentional level of awareness of biases and history. Through the lens of implicit guidance, a decision is made with scenario plans for possible outcomes. And once the decision is made, action against the plan…

Source: Unknown

Here is a straightforward visual for showing how not all things we measure during a campaign are created equal. The primary goal of advertising is to change perception or behavior towards a commercial end, therefore commercial goals are the most critical. And when it comes to achieving commercial goals, there is substantial empirical evidence that building a brand is a more effective way of growing a business for the long-term. So brand perception and equity metrics come second in the hierarchy. And finally, there are campaign metrics, these are great for showing campaign-specific impact in the short-term, allowing for pivots, optimizations, and sequencing of campaigns into the future.

Source: Jennifer Aaker, 1997

This framework captures the profile of a brand in 5 core dimensions, which are then broken down further into more specific facets or traits. This is useful to give structure when describing the existing personality profile of a brand, and what the brand could become in its future state. It may seem counter-intuitive but sometimes can inspire and open things up to start with structured dimensions defining for a brand’s personality.

Source: HBR Hugh Courtney “Strategy Under Uncertainty” 1997

These framework options for scenario planning have become incredibly valuable lately. Never have I heard the word uncertainty so much. This framework is useful for when you don’t have a single view of the future, and you have enough insight and imperfect information for planning a range of futures. By selecting a style for scenario planning, you can focus your efforts based on what you know and projecting what you do. This helps maximize information with clarity for making decisions and bring teams along the way.

Source: Google Zoo

While I’ve never seen this empirically tested, the brand relationship arch shows in plain language how a person moves through different brand levels of awareness, knowledge, and trust in how they perceive and interact with a brand. This comes in handy when showing how people are rarely willing to feel close to a brand they haven’t heard of. It’s also useful when showing people are willing to go to bat for brands they have stronger relationships with.

The Framework Bank

Strategic folks love a good framework. This is a collection of brand, innovation, campaign, experience & design models. Want to contribute? Tweet @JenBonhomme

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