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Old ≠ Bad. New ≠ Good. Just because a technology is dated and boring, doesn't make it any less valuable. Vice Chairman of Ogilvy UK,Rory Sutherland, on ZINE discussing our prejudices towards ideas:

11,035 Aufrufe • vor 2 Jahren •via X (Twitter)

8 Kommentare

Profilbild von Matt Klein
Matt Kleinvor 2 Jahren

Full interview here:

Profilbild von Phillip Jackson
Phillip Jacksonvor 2 Jahren

@rorysutherland 🔮

Profilbild von Jasmine Lee
Jasmine Leevor 2 Jahren

@rorysutherland Totally agree! Sometimes the oldies are the goodies. Looking forward to listening to the full interview🙌

Profilbild von Ehsaan
Ehsaanvor 2 Jahren

@rorysutherland Bringing sense back to world

Profilbild von SkyMariner
SkyMarinervor 2 Jahren

The hobby of amateur radio can certainly feel that way in the eyes of many, in the age of ubiquitous comms. I give talks to emergency management and disaster recovery students about amateur radio, and to get them thinking about "what ifs", and disasters that actually happened where amateur radio had to be used to get things rolling to coordinate a response. For some reason, people think amateur radio is only useful for the "zombie apocalypse", but when power is out for more than 7 hrs in an area, mobile phones go offline and no one's VOIP service will be working. The whole virtue of amateur radios, standardized to 12 VDC and minimal to no middleman infrastructure makes it ideal for a vast array of emergency and disaster scenarios.

Profilbild von Martin 🧭
Martin 🧭vor 2 Jahren

@rorysutherland Love Rory Sutherland 👏

Profilbild von Antony Harrington
Antony Harringtonvor 2 Jahren

@rorysutherland Dear America – I've also heard of Americans throwing the word 'nonce' around, like them mean 'silly billy'.

Profilbild von Michael Folino
Michael Folinovor 2 Jahren

@rorysutherland Works the same with people, too.

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Ogilvy UK Vice Chairman Rory Sutherland on why the best businesses win by doing the opposite of their competitors: "You don't make yourself like your competitors. You find out one thing your competitors are weirdly bad at and you double down on that." Rory introduces a concept he calls "reverse benchmarking." Instead of copying what competitors do well, you find what they're strangely bad at and own that space. "Everything from Apple to Buc-ee's to the Moxy Hotel. All of these really successful innovations are a product of reverse benchmarking." He illustrates this with the story of 11 Madison Park, which wanted to become the world's #1 restaurant. The head chef took his team to the top-ranked restaurant and everyone started listing what they did brilliantly so they could copy it. The chef wasn't interested. His response: "They're already doing it. So what's the point? Let's ask a different question. What didn't they do?" They found that the beer and coffee were both disappointing. Despite many chefs personally preferring beer over wine, it was treated as an afterthought. So Rory Sutherland made two unconventional moves: He turned the team's coffee obsessive into the "coffee sommelier." And a craft ale fanatic from the kitchen became the "beer sommelier." The result? In a Michelin three-star restaurant where nobody expects much from the beer, guests suddenly had a sommelier offering passionate food pairings. Only 20% of diners ordered beer, but as Rory puts it, their minds were "blown." It proves you don't need to outperform competitors at what they're already good at. Find the gap no one is filling, and own it completely.

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