Is the escalator still moving?

Positioning sounds static.
Find your position. Own it. Defend it.
Except the market refuses to stand still.

Competitors move.
Consumer expectations change.
New categories emerge.
Technology alters what people consider normal.

You may stay exactly where you are and still discover that your position has changed because everything around you moved.

That is the irritating thing about positioning.
You are not the only one doing the positioning.

Sometimes standing still is movement.
Just in the wrong direction.

Which floor are you on?

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Are you colouring inside somebody else's lines?

Every category develops a look.
Banks look like banks.
Property ads look like property ads.
Hospitals look like hospitals.

Then someone decides the safest way to appear credible is to resemble everyone else who already appears credible.
So everyone uses the same colours, words, photographs and promises.

Eventually category convention becomes camouflage.
You fit in beautifully.
Perhaps too beautifully.

Authenticity sometimes requires knowing which rules belong to the category and which rules exist simply because nobody questioned them.

Whose picture is this?

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Who is using whom?

Tools are useful.
Dashboards. Software. AI. Analytics. Automation.

They allow us to work faster, see more and remove repetitive tasks.
Wonderful.

But tools have an interesting habit. Once adopted, we begin adjusting how we work to suit the tool.

A report gets produced because the system can produce it.
A metric gets tracked because the dashboard has a box for it.
A process survives because the software requires one.

Eventually the tool designed to serve the work begins designing the work.

Technology should extend judgment.
Not excuse us from having any.

Who's in charge?

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When did simple become unsophisticated?

There is something about complicated language that makes people sit straighter.

"Strategic ecosystem optimisation."
Very impressive.

"Make it easier for customers to buy."
Less impressive.
Same problem perhaps.

Complexity can sometimes be necessary. But it can also become theatre. If an idea cannot survive plain language, perhaps the language was doing most of the work.

Simplicity does not mean shallow thinking.
Very often, it means someone has done enough thinking to remove what is unnecessary.

Can you say it plainly?

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Are you asking a question or shopping for an answer?

Research can be dangerous in the wrong hands.
Not because research is bad.
Because people sometimes know the answer they want before the research begins.

Then the questions are designed carefully. The sample is discussed. The findings are interpreted. Eventually, surprise surprise, the research confirms what management hoped all along.

That is not discovery.
That is shopping.

Good questions risk giving you answers you do not like.
Otherwise, why ask?

What are you hoping to hear?

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Can boring become a competitive advantage?

Reliable is boring.
Being on time is boring.
Getting the same quality every single time is boring.
Returning calls is boring.
Keeping promises is terribly boring.

Yet many businesses fail at precisely these boring things while searching desperately for something innovative to talk about.

Innovation gets applause.
Reliability gets repeat business.

Perhaps boring is underrated because it rarely makes an exciting presentation.
But customers often prefer something boring that works over something exciting that disappoints.

Still boring?

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Do you really need another framework?

Frameworks are comforting.
Four boxes. Three circles. Six steps. Add a funnel if we are feeling ambitious.

They help organise thinking. There is nothing wrong with that.
The trouble begins when the framework becomes the thinking.

Sometimes the answer is not hidden in another matrix. The product is weak. The price is wrong. The customer does not care. Distribution is poor. The team is not executing.
No acronym can rescue that.

A framework should help you see.
Not give you somewhere to hide.

Where's the problem?

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