The India Chapter of the International Advertising Association (IAA) hosted the 14th edition of its annual property, the Olive Crown Awards 2024. The awards acknowledged the remarkable work of those individuals and corporates who drove the message of sustainability or ‘green advertising’. We missed attending it, but are publishing this basis a communique we received.
The awards saw a senior jury appraising the entries: Anupama Ramaswamy (Chief Creative Officer, Havas Worldwide India), K V Sridhar (Global Chief Creative Officer Nihilent Limited & Hypercollective), Pateek Bharadwaj (Chief Creative Officer, Lowe Lintas India), Tista Sen (Creative Brand Consultant) , Carlton D’Silva (Co-Founder, Musemakers & House of Awe) & Mukund Olety (Chief Creative Office, VML) shortlisted the winners through a rigorous process.
Said Avinash Pandey, President IAA India Chapter: “I believe these awards are not just unique but also very special. Unique because they are a symbol of intra-industry collaboration. Even though this is an IAA India Chapter property, it was launched 14 years ago at the Goafest which is jointly run by the Advertising Club and the Advertising Agencies Association of India. Even now, it is associated with the Asian Federation of Advertising Associations, thereby being the only property with a real reach in both the Eastern and the Western parts of the world. Special, because these awards symbolize the commitment of the Marcom industry to be not just guardians of their respective brands, but also guardians of Brand Earth.”
Added Janak Sarda, Chairperson, IAA Olive Crown Awards: “Any awards are only as good as the jury that judges them. So let me begin by thanking our jury members who were a real asset to us. Our event could never have been held without the help of our supporters. Some have supported us for the second and third time. This clearly marks them as loyal supporters of the environment. And then I would like to thank those who have sent in their entries from all over the world. Their active participation shows that the marcom industry is indeed populated with people who believe that what’s good is also good for business. Finally, I would like to thank each and everyone who is here today. All true friends of the environment. Planet Earth needs you.”
Trevoc, the luxury real estate builders and construction company in Gurugram, has roped in Saif Ali Khan and Kareena Kapoor Khan as its brand ambassadors.
Said Gurpal Singh Chawla, Managing Director, Trevoc, expressing his enthusiasm about this collaboration: “We are thrilled to welcome Saif Ali Khan and Kareena Kapoor Khan to the TREVOC family. Their iconic status and shared values resonate deeply with our brand ethos of blending legacy with luxury. With their association, we aim to elevate the living experience and continue our legacy of excellence in the real estate domain.”
Lotus Herbals, the beauty care company, has unveiled a new digital campaign for its latest brand Lotus Herbals Safe Sun UltraRx Sunscreen Serum SPF60++++.
Elaborating on the launch of the new Sunscreen, Nitin Passi, Chairman and Managing Director, Lotus Herbals, said: “At Lotus Herbals we strive to introduce cutting-edge products in the Sun protection category for our discerning consumers. We are excited about our latest innovation, Lotus Safe Sun UltraRx SPF60++++, a unique water-based sunscreen serum. Our new campaign targets a younger audience and highlights the modern women’s high expectations. We are confident that this amazing sunscreen will tick all the boxes for our demanding consumers.”
Cleartrip, the online travel company now part of Flipkart, has a got a new brand ambassador for their latest ad film – Mahendra Singh Dhoni. Well, we know that. Now, the all-new endorser is starring in the travel site’s ads – donning three avatars – pilot, security person and a traveller. We are referring to MS Dhoni of course.
Said Prahlad Krishnamurthi, Chief Business Officer, Cleartrip: “At Cleartrip, our fundamental aim is to democratise travel through superior offerings and unprecedented flexibility. Our latest campaign with Mahendra Singh Dhoni, an iconic figure with universal appeal, is to invite new users to come onboard Cleartrip and experience travel like never before. MSD embodies Cleartrip’s ethos of Straightforwardness and Transparency and we believe he is the perfect Captain for us and our travelers from across the country.”
Is it just me or is this election season very subdued?
Some people inform me that the battle is now in TV studios and not on the streets.
Others say that people are just resigned to their fate.
A political commentator tweets that election and political analysis makes no sense any more when one ideology/party/alliance is in such a dominant mode that all commentary is pointless.
Since I cannot watch the nonsense that passes for Indian “news” television, this essentially means that the election is passing me by. The one newspaper I do buy – a physical actual literal (to use the nonsensical twisting of language common amongst young trendy speakers) paper newspaper (tautology of a sort since online newspapers are also newspapers) – is not very strong on local election news either. Tucked away in some inside page: the King Emperor visited the other half of the state and swore to keep “fighting” corruption.
The front page had other news like Arvind Kejriwal’s trial and the horrific earthquake in Taiwan. Nothing on electoral bonds in the whole edition.
Which gives one some clue on this lacklustre election season.
I don’t mean that political parties don’t have enough money: the BJP has much more than it needs, that’s for sure.
Rather, the big story this election is the Supreme Court decision banning electoral bonds and that is why the media is so silent on them. Yes, newspapers like The Hindu and the Telegraph have not given up. Occasional articles and investigations in other newspapers cover the changing of textbooks to suit the RSS narrative, or the further sly insertions of religion into everyday laws.
For the actual meat and potatoes, it is only the digital media that can be relied upon. The Reporters Collective has two ongoing firebrand investigations: the electoral bonds and the handing over of sainik schools to the RSS and BJP.
So let’s assume for now that all the excuses non-media people make for these cowardly media outlets are true: o, they are scared of government action, o, their owners are scared of government action and so on. Why people make these dumb@$$ excuses are beyond me. But I suppose as a media outlet, you want a loyal, sympathetic audience which buys into your third-grade pretence of journalism. Forgive me for repeating this, but the whole idea of journalism is to question, and put governments in spot. Now to bow down low every time an emperor looks your way. Or worse, take a selfie with the emperor!
Let’s segue out of these bonds, elections, horse-trading, illegal action against opposition parties, flouting of Election Commission norms and look at another burning issue facing us. Literally (to use another word much loved by trendy with-it young people).
The climate.
Heatwaves across India. No let up until June, according to both the meteorological department and private players. The monsoon itself, well, who knows. Increasing deforestation and rampant construction activities are both taking their toll. Union ministers speak garbled nonsense on India’s vehicles going all-electric even while they play more expressways through forests. The Prime Minister’s claims of doing more for the environment at international fora stand up to no internal scrutiny.
Instead, we see more devastation. To be fair, the Prime Minister has stated that we have too many rights and is thus working to reduce them. As the article linked below demonstrates.
In a revealing experiment, American teacher Mary Garza asked her pupils to leave their phones on loud while they were in class. An unusual request, yes, but she wanted to show them something.
Every time a phone notification went off, the pupil would then have to put a mark under the correct category for what the notification was for. The result was eye-opening.
In the space of one class that is roughly an hour long, her students received a combined total of over 1,000 notifications from Facebook, Snapchat, Twitter, text, email, calls and other social media platforms. That’s a notification coming in every 2.5 seconds.
So every 2.5 seconds one person in class was being distracted by their phone, which obviously has a huge impact on their attention levels – and education.
A few months ago, I sat in a presentation to a marketing director in Jakarta. Her boss, the country manager, popped his head in and informed us that he had to finish appraisals that evening. Now, they had fixed the meeting time and date. The marketing head had their laptop open throughout our presentation; we realised that they were doing their appraisal on WhatsApp while sitting in the meeting. Were they paying attention? Absolutely not.
I have known CEOs who bring three screens to meetings, boasting they’re multi-tasking. Globally, managers especially struggle to maintain focus, with 683 hours lost to distraction annually. In fact, managers lost more than 100 additional hours of productive time compared to other roles, which averaged 553 hours lost each year – driven in large part by unproductive meetings and administrative tasks. Put another way: lost focus costs companies $37,000 per manager, compared to $21,000 for other roles.
So, while marketing gurus harp on how we’re in the Attention Economy, I’d like to posit that what tech, marketing and entertainment are building is the Distraction Economy.
Infinite scrolling and dopamine
Today, the fastest growing sector of the culture economy is distraction. You can call it scrolling or swiping or wasting time or whatever you want. It’s neither art nor entertainment, just ceaseless activity.
The key is that each stimulus only lasts a few seconds, and must be repeated.
It has already become a huge business, and will soon be larger than arts and entertainment combined. Everything is getting turned into TikTok, an aptly named platform for a business based on stimuli that must be repeated after only a few ticks of the clock.
TikTok has made a fortune by filling our screens with fast-paced scrolling video. And now Facebook—once a place to connect with family and friends—imitates it. As does Instagram, YouTube, and everybody else trying to get rich on social media. So long, Granny, hello Reels.
The advent of infinite scrolling has marked a significant shift in how we consume content. When you watch a video on YouTube, the next video loads immediately. Netflix starts the next episode of your favourite show right away. Browsing Reddit reveals an endless stream of social media content.
This is more than just the hot trend of 2024. It’s worrying because it could last forever—because it’s based on body chemistry, not fashion or aesthetics.
Our brain rewards these brief bursts of distraction. The neurochemical dopamine is released, and this makes us feel good. So we want to repeat the stimulus.
It’s human nature to seek predictability and pattern. In their absence, we search for them. So, we pull to refresh. Rewards aren’t guaranteed, and most of the time, we don’t discover anything remarkable. In the same way as we gamble, we continue to refresh in hope of a quick rush of dopamine.
This is a familiar model for addiction.
Chart by Ted Gioia
Although we have endless founts of fun at our fingertips, the data shows that we’re less and less happy, says Dr Anna Lembke, Stanford University professor and a world-leading expert on addiction.
We’re forever “interrupting ourselves”, as Lembke puts it, for a quick digital hit, meaning we rarely concentrate on taxing tasks for long or get into a creative flow.
Only now it is getting applied to culture and the creative world – and billions of people. We are unwitting volunteers in the largest social engineering experiment in human history.
Addicted to drama
Even ‘distraction’ is just a stepping stone toward the real goal nowadays – which is addiction.
Instead of movies, social media users get served up an endless sequence of 15-second videos. Instead of symphonies, listeners hear bite-sized melodies, usually accompanied by one of these tiny videos, just enough for a dopamine hit, and no more.
This is the reason why two-minute episodes of “The Double Life of My Billionaire Husband” have been showing up on your content/ social media feeds lately.
After exploding as a content format in China, micro-dramas are the latest content trend racking up views everywhere, showing in our feeds as we scroll. Delivered in two-minute episodes that have mostly been adapted from Chinese web novels, the market is already estimated at USD 5 billion.
Thanks to TikTok, younger audiences gravitate towards bursts of content that adapt to their preferences in real-time. To feed this impatience, apps like ReelShort are creating minute-long, mini-dramas that are part TikTok video, part soap opera.
ReelShort, owned by California-based Crazy Maple Studio and backed by Beijing-based digital content company COL Group, launched in 2022. And its format, which is already popular in parts of Asia, is taking off worldwide. In 2023, 7m+ people downloaded ReelShort in the US, while worldwide downloads surpassed 24m. It’s hardly alone: a slew of other apps – Sereal+, ShortTV, DramaBox, and FlexTV – are all vying for our short attention spans using the same recipe.
These short dramas prioritise quick, oversimplified stories of love, wealth, betrayal, and revenge, sometimes featuring mythical creatures like vampires and werewolves. Stories of marrying into a rich family attract men, while stories with a powerful female protagonist in control of her life appeal to women.
One of the highest-grossing shows on FlexTV is called Mr. Williams! Madame Is Dying. It’s a corny romance story about a love triangle, ultra-rich families, cancer, rebirth, and redemption, and it was adapted from a Chinese web novel that has nearly 1,300 chapters. The original story has been turned into a Chinese short drama, but FlexTV decided to shoot another version in Los Angeles for an international audience.
The revenue model for these hits (pun intended) is not unlike that of a drug dealer’s.
Unlike most streaming services, which require subscriptions, Chinese platforms for streaming and web novels use a business model of paying by the episode or chapter.
Essentially, the first 10 or so episodes are always available for free, but once users are hooked, they need to pay a certain amount to watch each episode. It resembles the micro-transaction mechanism in mobile games, which Chinese companies, like the developer of the global hit Genshin Impact, also perfected. Users can quickly rack up thousands in payments by buying small items in-game here and there.
FlexTV has a similar tactic. Viewers can pay $5 for 500 in-app coins, which in return unlock about seven episodes. A whole series therefore can cost around $50, but there are also small tasks users can do in the app to earn free rewards, like watching ads, posting about the app on social media, and doing daily check-ins.
This is the new culture. And its most striking feature is the absence of culture or even mindless entertainment, as both get replaced by compulsive, repetitive activity.
Are we going to see 2-minute micro-dramas from brands soon?
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Kunal Sinha is a senior strategy and foresights executive based in Jakarta, Indonesia. He is the author of several books including The Future of India’s Rural Markets and Raw – Pervasive Creativity in Asia. He writes for MxMIndia every other Monday. His views here are personal.
Every six-odd months, we publish our Code of Ethics. For more than ever before, the Indian media needs to adopt one and practise it.
We are now part of the Digital Publishers Association of India and will follow the self-regulatory procedures set by it. Our editor is also a member of the Editors Guild of India and the Press Club, Mumbai. More than ever before, it’s important the media acts responsibly as must people around it.
MxMIndia adopted a Code of Ethics even before it was launched. Although it’s on the site, since it could have become a blindspot, we publish it as our Big Story once or twice a year. This is the link to the Code: http://www.mxmindia.com/code-of-ethics/
Read on…
The MxMIndia Code of Ethics
This code of ethics is not meant to be a treatise in ethics. We believe all MxMers are mature professionals, of sound character and have values we agree with.
However, since a Code of Ethics is not really followed in organisations that some of our employees may have worked with in the past, we have a formulated an easy-to-follow set of Do’s and Don’ts that each and every employee has agreed to follow.
Also, since there’s a general belief that many media companies (business-to-business and mainstream) follow unethical practices, it’s hence critical to put the record straight on why MxMIndia isn’t like the ‘many’ others.
1. While the objective of MxMIndia is to be a profitable enterprise, our revenues will not come from compromising editorial standards. Excellence is what we are setting out to achieve, Ethically and with Integrity.
2. We will not be influenced in any way by advertisers – past, present or future, and will write or comment on an individual, service or organisation regardless of whether or not it advertises with MxMIndia.
3. We will not sell our editorial content. Content includes text, photographs, videos or any visuals.
4. Accuracy in presenting facts is of utmost importance and facts must be correctly presented.
5. We will not present any bias in our news sections. If, however, MxM India does undertake a campaign, it will clearly state its editorial policy
6. If there’s any advertisement that could be confused with editorial content in appearance, it will be clearly tagged as an Advertisement and be displayed in a style that is different from normal editorial content.
7. Our reports and features will always attribute sources to people. In case, the source does not want to be named for fear of loss of employment or due to some sensitivity, every attempt must be made to look for an alternate source who could be named. If that fails, every attempt should be made to make the reader rest assured that our source is authentic and this may be done by describing who the source is.
8. We have a no tolerance policy towards plagiarism. Employees may be given a warning if found plagiarising, but in most cases, the services of any employee found plagiarising – regardless of her/his seniority or utility to the organisation – would be terminated within 24 hours of the Editor-in-Chief conducting his/her investigation on the act of plagiarism.
9. If any attempt is made to influence us by way of a threat to withdraw advertisements, we reserve the right to expose such individuals and/or their organisations.
10. We will not publish photographs off the internet. If a picture is be taken from the internet, it will be done only after written permission of the source. Else, we will own the rights for the picture which may be procured by buying rights for appropriate usage. Ditto for text. If we do carry syndicated content, the source needs to be clearly be stated at the end of the article.
11. Our journalists will take the permission of the interviewee to record her/his comments, especially when the meeting is not face-to-face.
12. Unless approved by the Editor, we do not part with the transcript of any interview. A journalist may however play back a few quotes attributed to an individual.
13. We will allow individuals or organisations adequate time to revert with their response to a question. In most case the adequate time would mean four to six hours. If it’s a non-critical story, then we would recommend holding the story for at least (and at most) a day.
14. We will not accept any gifts that attempt to influence us. These should be returned immediately. Gifts in the form of chocolates, mithai, flowers or basic promotional material that is of reasonable value (of up to Rs 750-1000) is fine. Mementos or promotional material of nominal value may be accepted. No gifts must be solicited. If there’s a doubt, please consult the Editor-in-Chief/CEO. If an organisation is found to influence an MxMIndia journalist, under extreme cases, MxMIndia may even blacklist the organisation and/or its products and services.
15. We will not solicit any outstation trips. If however there is an invitation for a junket, we will accept it only if the Editor believes there is a news value in the event. In such a case, MxMIndia will mention that the journalist concerned has visited an outstation venue at the invitation of the company which must be named. For local travel, all our employees are defrayed expenses towards local travel, and hence we discourage taxi pick-ups or drops, as is the norm in some sections of the media.
16. We will not solicit any invitations for a meal or a drink. We discourage MxMIndia employees to drink beyond their limits at events, dinners, press conferences etc where they represent the Company. We will also not solicit free books, software, movie tickets etc.
17. MxMIndia employees are discouraged from moonlighting. If, however, employees do receive requests to write an occasion article for a non-competing publication, the employee could do it after seeking permission via email.
18 .Unlike some media houses, we are happy to see our employees – regardless of their seniority levels – to be interviewed and featured in other media. However, prior permission is desired for every appearance on television. Employees must ensure that their work at MxMIndia doesn’t suffer due to their appearances on TV, radio etc. While tweeting, participation in social networks like Facebook and Linked In are encouraged, every attempt must be taken to ensure that the values and interests of the organisation are not compromised.
19. We will ensure that our ethical standards are followed in all that we do – events, conferences and awards. We will ensure our integrity is not compromised.
20. We discourage the use of pirated products and services for official use. We advise our employees to only use legally procured software. Employees using their personal computer equipment for work are encouraged to switch to legal software.
21. MxMIndia has a no tolerance policy on sexual harassment.
22. Our employees are not allowed to deal in stocks related to the media and entertainment sector. If they hold shares before joining the organisation, they must disclose their holdings in writing to their immediate boss. They could, however, invest in mutual funds related to the M&E sector.
23. While this Code is only applicable towards conduct as an employee, we advise all MxMers to ensure that they are ambassadors of MxMIndia and all that it stands for even outside of work hours.
24. Over the last few years, there have been question marks raised about the ethical standards adopted by journalists and media organisations. While a lot of it may be untrue, we believe that journalists and others working in various media organisations are also responsible for this perception. At MxMIndia, our attempt will be to reverse this.
25. This Code is applicable for all employees of MxMIndia. Associates, retainers, columnists, regular contributors are also required to adhere to the above Code.
We encourage all our constituents and advertisers to read the above document and cooperate with us and enable us to abide by it. If you wish to report a dishonest act, write directly to pradyumanm [at] mxmindia.com
Seqrite, the enterprise arm of global cybersecurity solutions provider Quick Heal Technologies Ltd, has announced a new brand identity.
Said Vishal Salvi, Chief Executive Officer of Seqrite: “Our brand refresh signifies more than just a cosmetic change – it embodies our growth over the years and our unwavering commitment to offering simplistic solutions to counter complex cybersecurity challenges. We invite businesses to explore how ‘Brand Seqrite’ can empower them to stay ahead in an ever-evolving digital landscape.”
Eveready, the battery brand, has launched a campaign for its Ultima Alkaline Battery ‘Khelenge to Sikhenge’ in collaboration with its new brand ambassador Neeraj Chopra.
The newly launched TVC conceptualised by Ogilvy emphasizes the significance of powering children’s toys with Eveready’s Ultima Alkaline batteries to ensure uninterrupted play and limitless imagination.
Speaking on the accession, Anirban Banerjee, Senior Vice President and SBU Head, Batteries & Flashlights at Eveready Industries India Ltd. said: “Eveready, the iconic leader in the battery and flashlight industry, and Neeraj Chopra, the reigning Asian Olympics champion; Our collaboration is a convergence of two champions, both driven by the relentless pursuit of excellence and innovation. Just as Neeraj powers his epic javelin throws non-stop, Eveready’s Ultima Alkaline range of batteries with 400% longer-lasting energy, powers high drain devices nationwide, including children’s toys, strengthening their imaginative journeys. Also, our latest high-energy film, blending animation and live-action, introduces a unique portrayal of Neeraj as ‘Javelin Man,’ marking a unique step in our brand ambassador’s portrayal.”
Added Sukesh Nayak, CCO, Ogilvy India: “As storytellers, we always look for opportunities to craft narratives that help inspire the youth. Eveready’s philosophy of ‘Khelenge toh Sikhenge’ allows us to do that. In this latest TVC for the longer-lasting Ultima batteries, we’ve showcased the power of children’s imagination and how non-stop imaginative play should always be encouraged. A true champ like Neeraj Chopra, seen in a unique avatar as brand ambassador, helps us deliver the message in a memorable way.”
Crosshairs Communication has bagged PR mandate for the French Luxury skincare brand, L’Occitane en Provence.
Said Stuti Jalan, Founder & Managing Director of Crosshairs Communication: “Crosshairs Communication is thrilled to partner with L’Occitane. We have a team of experts who outline expertise in infinite passion for what we do, groundbreaking ideas and desire to craft compelling narratives and innovative campaigns that resonate with the audiences. Our aim is to solidify brand’s position as a trailblazer in the beauty landscape, setting new standards of innovation, quality and consumer trust.”
Have you ever played or watched the game of Tug of War or seen a boat race? If yes, you would know how collective synchronised aligned efforts bring the right results. And if the forces are not aligned, even having the best of the team cannot guarantee success. The same is true about business. Achieving success isn’t only a function of having the right resources or the brightest talent; it’s about aligning these assets effectively. Internal alignment, harmonising resources and human capital within an organisation is one of the pillars of productivity, innovation, and overall success. On the other side, non-aligned resources and human capital can lead to inefficiencies, discord, and, ultimately, business failure.
Much has been discussed and written about the internal alignment that ensures an organisation’s resources, financial might, technological advantage, and operational assets are strategically aligned with its workforce and market demand. They thus reinforce each other, amplifying an organisation’s ability to succeed in its objective.
Employees usually work towards achieving the organisation’s goals and objectives. Every employee understands how their work contributes to the mission and aligns their efforts accordingly. This creates a sense of purpose and commitment, driving the employees to work towards common goals with enthusiasm and dedication.
Still, despite having the right type of people in the right place, we may not achieve the desired result. It additionally needs the right supportive culture and an atmosphere of collaborative teamwork, information sharing, transparency, and adherence to best practices. This gives the organisation agility and adaptability to respond quickly to the external environment.
However, while focussing on these elements, we miss a critical element for internal reflection that can ensure the whole chain is aligned. We rarely create a picture of the entire ecosystem and the personification or archetype maps of people across the chain of command. We fail to map their perceived personification and archetype in multiple internal and external situations.
Just imagine a situation when you have a dominant market share, a cracker of a product, a tiger of excellent sales and an after-sales team led by a Goat. Not the G.O.A.T but Goat- where you needed a Lion, a Tiger or a Leopard. And what if this Goat tries to play tiger with the team and is a chameleon of changing preferences and decisions with the top management? If this Goat, though nimble in the challenging market situation, is not as flexible and agile as a cheetah. What if your team is a dreamer led by a magician in a tough market like a desert? You can easily predict where the organisation is headed.
Moreover, if the leadership shows different archetypes or personifications across stakeholders- it is a sure recipe for disaster. What if the sales head behaves like a tiger before the team and meows before the finance head, is seen as a monkey by the management and is a dog out on the field? Maybe it feels like an exaggeration because one has not tried archetyping and personification of teams and leaders across the stakeholder matrix of interaction.
What if the management terms an open democratic interface is seen by the internal teams as a dictatorial stance and a ruthless world of illusions?
Well, it will only lead to misalignment of image, perception and hence reactions to every plan.
It will be an exciting challenge to do a quick personification and archetype exercise at the organisational level to see the multiple masks worn by different people while interacting within the ecosystem. This exercise will help superimpose the findings with the company or brand’s needs and ensure the gap is bridged through training or recruitment.
In today’s fast-paced and hugely competitive business environment, organisations must recognise the critical role of internal human alignment beyond resources and directive understanding in driving success and achieving sustainable growth. Yes, this remains true even while organisations use AI for some of their operations.
In addition to prioritising communication, collaboration, and transparency, articulating a clear vision and mission statement and ensuring every employee understands their role in achieving organisational objectives, they must create a well-aligned team like the Tug of War.
Net-net
Internal alignment of resources and human capital is critical for driving success and increasing organisational output. By aligning goals, incentives, and resources, companies can enhance efficiency, innovation, and agility, enabling them to thrive in today’s competitive business environment. Additionally, the organisation must look at the archetype and personification of the teams and their leaders to create a unidirectional force to pull the company towards its objectives.
Is it just me or is this election season very subdued?
In a revealing experiment, American teacher Mary Garza asked her pupils to leave their phones on loud while they were in class. An unusual request, yes, but she wanted to show them something.
In the space of one class that is roughly an hour long, her students received a combined total of over 1,000 notifications from Facebook, Snapchat, Twitter, text, email, calls and other social media platforms. That’s a notification coming in every 2.5 seconds.
This is the reason why two-minute episodes of “The Double Life of My Billionaire Husband” have been showing up on your content/ social media feeds lately.
Have you ever played or watched the game of Tug of War or seen a boat race? If yes, you would know how collective synchronised aligned efforts bring the right results. And if the forces are not aligned, even having the best of the team cannot guarantee success. The same is true about business. Achieving success isn’t only a function of having the right resources or the brightest talent; it’s about aligning these assets effectively. Internal alignment, harmonising resources and human capital within an organisation is one of the pillars of productivity, innovation, and overall success. On the other side, non-aligned resources and human capital can lead to inefficiencies, discord, and, ultimately, business failure.