I ate a bowl of Cheerios one morning between Christmas and New Year's Day watching the TV and Martha Stewart touting her new Facebook fan page.
The moment of Martha Stewart and Facebook is a mysterious breakthrough toward one thing or another not completely clear, except for being a clear cut away from the age of My Kids and Facebook.
Martha actually spent half her show talking about it. And no wonder when Facebook says 10 million people are becoming fans of brands like Martha Stewart EVERY day. That's only a fraction of the almost 400 million people using Facebook today.
So here's a New Year Question that won't leave me alone: What's the world going to be like with One Billion Facebook people?
Twitter was a big topic at holiday parties this year. Lots of aging boomers say the same thing: "I don't get Twitter."
Ask them if they've ever used Twitter and they say "Nah." Thankfully David Carr of the New York Times wrote a rich column on why he gets Twitter. Now I send it to people who don't get Twitter.
I use Twitter in place of the morning newspaper by following my favorite journos, bloggers and news organizations. I'll never buy another newspaper in my life.
Which makes me ask this New Year Question: Why do people say they don't get Twitter when they've never gone online and gotten Twitter to get the stuff they want and need to know for free everyday?
You know like I know when it comes to the iPhone, there's an app for that. But now word comes from Seth Godin of a place on the web where you can make an iPhone app in five minutes.
It's true. I did it.
Here's the last New Year Question: What's the world going to be like when you can create software apps that reach hundreds of millions of people around the world in five minutes?
How great is it that everything's coming together in a way that nothing's going to be the same soon?
--tim
http://twitter.com/tjmorin
Showing posts with label social media. Show all posts
Showing posts with label social media. Show all posts
Friday, January 8, 2010
Friday, October 23, 2009
Believe
Thomas Merton the monk had in his daily journal 46 years ago this line from Karl Barth:
"Everyone who has to contend with unbelief should be advised that they ought not to take their own unbelief too seriously. Only faith is to be taken seriously..."
Lordy.
Is that a line invented for today or what? What if all of our talking TV heads began their shows with that line? What if Congress made that a law? That'd be acceptable government over-reach, wouldn't it?
Knowing what to believe, whether in someone or something or yourself, is next to impossible these days. And keeping the faith once you believe is even harder.
Today you can get to unbelief before the next commercial break. And stay there forever.
I've known Bob the Leader for years and just learned the other day how he leads his company regularly through real-life scenarios, testing its beliefs to see if it is holding true in the cut-throat, competitive, construction materials industry.
More with Bob the Leader next week. Until then I'll wonder a lot about how many and how often companies and communities hold all-hands chalk-talk sessions, game-planning what they seriously believe and whether they are keeping the faith.
I like these words from Merton and Barth from so long ago because we're all in communities, whether family, work, civic, school, church, and we are surrounded and pounded relentlessly by serious unbelief these days.
All we need, these gurus tell us, is to know and then to hang on tightly to our beliefs. No matter, they say, if they're tiny or grand.
Getting serious about what your community believes means you're on your way to faith which means you're on your way to hope, which are waypoints to good, to life, to destiny.
How does this work for you? Does your company or community know what it believes? And what about its unbeliefs, fears, predjudices, angst, power-trips? Does it see them too? And take them not too seriously?
--tim
twitter tjmorin
"Everyone who has to contend with unbelief should be advised that they ought not to take their own unbelief too seriously. Only faith is to be taken seriously..."
Lordy.
Is that a line invented for today or what? What if all of our talking TV heads began their shows with that line? What if Congress made that a law? That'd be acceptable government over-reach, wouldn't it?
Knowing what to believe, whether in someone or something or yourself, is next to impossible these days. And keeping the faith once you believe is even harder.
Today you can get to unbelief before the next commercial break. And stay there forever.
I've known Bob the Leader for years and just learned the other day how he leads his company regularly through real-life scenarios, testing its beliefs to see if it is holding true in the cut-throat, competitive, construction materials industry.
More with Bob the Leader next week. Until then I'll wonder a lot about how many and how often companies and communities hold all-hands chalk-talk sessions, game-planning what they seriously believe and whether they are keeping the faith.
I like these words from Merton and Barth from so long ago because we're all in communities, whether family, work, civic, school, church, and we are surrounded and pounded relentlessly by serious unbelief these days.
All we need, these gurus tell us, is to know and then to hang on tightly to our beliefs. No matter, they say, if they're tiny or grand.
Getting serious about what your community believes means you're on your way to faith which means you're on your way to hope, which are waypoints to good, to life, to destiny.
How does this work for you? Does your company or community know what it believes? And what about its unbeliefs, fears, predjudices, angst, power-trips? Does it see them too? And take them not too seriously?
--tim
twitter tjmorin
Friday, October 9, 2009
Pete the CMO
I gathered two quick impressions of my friend Pete the CMO the other day.
First, he's easily impressed. Surprisingly so for a New York Chief Marketing Officer guy.
Just take him to lunch at the down-home Five-Eight cheeseburger joint in Minneapolis. The $12 bill for two will impress him so much he'll grab the tab. In Manhattan, where Pete hangs out, $12 wouldn't get you half-a-burger. And Pete, as you'll soon read, knows a bit or two about restaurant tabs.
Second thing about Pete, he's one of our planet's best marketing/social/community nurturing talents. And what a great talent to have at this moment, the moment of Community Centricity.
Two-plus years ago Pete was a C-level marketing guy at Avaya leading global this-n-that. One thing about the chiefy levels of Corporate America: For all its power and trappings, it is a lonely place. And Pete recognized there was no place, no community of CMO peers focused exclusively on helping each other.
Sure there are plenty of high-brow conference panels, boards and trade groups out there; places where Pete says "You get sold to." But nothing exclusively comprising "peers who know as much about my challenges and problems as I do," Pete said.
So Pete did what any social marketing community nurturing guru would do: He started having dinners with fellow CMOs as his day-job travels took him around the country.
In early 2007 Pete organized his first CMO dinner. Six people showed up. The roundtable dinner discussion ranged from helping one CMO who'd just been promoted get more comfortable in the new role to brainstorming better customer engagement ideas with another CMO to thoughts about building trust and reputation with another CMO.
Wow. To be a fly on that table.....
Today Pete and The CMO Club he founded (after jumping off the corporate C-Level high dive) numbers more than 800 Chief Marketing Officers. "It's called a club on purpose," Pete says. "Everything is driven by the CMOs in the club." And it's Pete's full-time job to listen to what the club needs and wants.
Today Pete hosts dinners for CMOs in 15 cities three or four times a year.
The CMO Club website (www.thecmoclub.com) is an exclusive place on the web for its members. It's one of the best social media & community sites out there. Which is the reason well over 100 CMOs spend time there every day listening and learning from one another.
And twice a year The CMO Club hosts its Thought Leadership summits. It's quite an experience to be in a room for two days with high wattage corporate marketing execs.
Like last spring when Pete and his club thought it would be good to hear from a group of young millenials about their perspectives of today's market and work world.
CMOs didn't react so well when one kid on the panel bragged about his habit of being on Facebook during staff meetings. Darn near started a food fight. And lunch was still 30 minutes from being served.
I remember watching Pete, waiting for him to panic. Not a chance. He loved every minute of it.
Because Pete gets community. And community is at it's finest when it is open, dynamic, engaged, authentic and, yes, even messy.
As a community, The CMO Club is one of the finest. 40-50 new CMOs join every month. And here's the thing, of all the stuff Pete does to breathe life into The CMO Club, there's one thing he doesn't do: sell.
One CMO told Pete the secret sauce of the club is simple. "You have my best interests in mind." Pete's approach is to let the club evolve as the members will have it evolve.
For Pete the CMO, doing this well means he follows. And the club leads. And the club grows.
That's Community Centricity.
Isn't it funny how the more you follow your community, the less you have to sell?
--tim
twitter: tjmorin
First, he's easily impressed. Surprisingly so for a New York Chief Marketing Officer guy.
Just take him to lunch at the down-home Five-Eight cheeseburger joint in Minneapolis. The $12 bill for two will impress him so much he'll grab the tab. In Manhattan, where Pete hangs out, $12 wouldn't get you half-a-burger. And Pete, as you'll soon read, knows a bit or two about restaurant tabs.
Second thing about Pete, he's one of our planet's best marketing/social/community nurturing talents. And what a great talent to have at this moment, the moment of Community Centricity.
Two-plus years ago Pete was a C-level marketing guy at Avaya leading global this-n-that. One thing about the chiefy levels of Corporate America: For all its power and trappings, it is a lonely place. And Pete recognized there was no place, no community of CMO peers focused exclusively on helping each other.
Sure there are plenty of high-brow conference panels, boards and trade groups out there; places where Pete says "You get sold to." But nothing exclusively comprising "peers who know as much about my challenges and problems as I do," Pete said.
So Pete did what any social marketing community nurturing guru would do: He started having dinners with fellow CMOs as his day-job travels took him around the country.
In early 2007 Pete organized his first CMO dinner. Six people showed up. The roundtable dinner discussion ranged from helping one CMO who'd just been promoted get more comfortable in the new role to brainstorming better customer engagement ideas with another CMO to thoughts about building trust and reputation with another CMO.
Wow. To be a fly on that table.....
Today Pete and The CMO Club he founded (after jumping off the corporate C-Level high dive) numbers more than 800 Chief Marketing Officers. "It's called a club on purpose," Pete says. "Everything is driven by the CMOs in the club." And it's Pete's full-time job to listen to what the club needs and wants.
Today Pete hosts dinners for CMOs in 15 cities three or four times a year.
The CMO Club website (www.thecmoclub.com) is an exclusive place on the web for its members. It's one of the best social media & community sites out there. Which is the reason well over 100 CMOs spend time there every day listening and learning from one another.
And twice a year The CMO Club hosts its Thought Leadership summits. It's quite an experience to be in a room for two days with high wattage corporate marketing execs.
Like last spring when Pete and his club thought it would be good to hear from a group of young millenials about their perspectives of today's market and work world.
CMOs didn't react so well when one kid on the panel bragged about his habit of being on Facebook during staff meetings. Darn near started a food fight. And lunch was still 30 minutes from being served.
I remember watching Pete, waiting for him to panic. Not a chance. He loved every minute of it.
Because Pete gets community. And community is at it's finest when it is open, dynamic, engaged, authentic and, yes, even messy.
As a community, The CMO Club is one of the finest. 40-50 new CMOs join every month. And here's the thing, of all the stuff Pete does to breathe life into The CMO Club, there's one thing he doesn't do: sell.
One CMO told Pete the secret sauce of the club is simple. "You have my best interests in mind." Pete's approach is to let the club evolve as the members will have it evolve.
For Pete the CMO, doing this well means he follows. And the club leads. And the club grows.
That's Community Centricity.
Isn't it funny how the more you follow your community, the less you have to sell?
--tim
twitter: tjmorin
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