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    NevOn is the archive weblog of Neville Hobson, a British business communicator based in Amsterdam, The Netherlands, a record of commentary and conversations from December 2002 until 22 February 2006. This site is no longer updated - please visit www.nevillehobson.com.
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04 August 2005



I attended a marketing conference earlier this year called Vision, put on by the BC Chapter of the American Marketing Association, and one of the guest speakers was Laurie Coots, chief marketing officer for the ad agency TBWA/New York. Her topic was "Disrupting the status quo" and she spoke about how being disruptive is a positive thing, and went through steps on how to be disruptive.

According to Laurie, to be disruptive, you must identify conventions (things we do a certain way for no better reason than that they've always been done that way) and then disrupt the thinking. What can you do differently? What are the consequences of doing things differently and of taking any specific different action?

Companies must actively seek change, must make everyone accountable for innovation, and must have employee commitment to innovation.

I think another company that is a great example of being disruptive is 3M. Their mission statement is "To innovatively solve unsolved problems."


Thanks for sharing those thoughts, Laura.

It's interesting that 'disrupting the status quo' and similar phrases are spoken by many people. Yet protecting the status quo is what many more people do. Part of corporate human nature that avoids change.

Not sure I'd agree that 3M is a good example of being disruptive. I am a bit suspicious of mission statements that use 5-syllable words like 'innovatively.'

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