5566.v4.mobilegamechangers

#MobileGameChangers February 2014 Leading the talent debate
Customer
empowerment is
transforming the
mobile industry, fast
Mobile is no longer
about devices or
locations, it’s a way
of life and a business
model in itself
Leadership must
change to keep up
Leadership, Succession and Search
#MobileGameChangers

New research by Russell Reynolds looks specifically at the touch
points where individuals meet organisations. It uncovers the
drivers, universal business issues and resulting talent needs that
organisations face in order to understand and succeed in this brave
new world.
The first decade of the 21st century was dominated by connectivity
and device innovation. In our connected world, it’s already possible
to know who we are, where we are, who we’re with, who we know,
what’s around, what we like – and what we’ll probably do next
As mobile becomes synonymous with identity, the future will
be about application of technology and context– creating new
customer experiences, breaking down barriers and transforming
business models.
A new form of leadership is needed to keep pace. The leadership
model needed through this era of disruption is based around
understanding customers intimately, exploiting the opportunities
of digital, partnering adventurously, taking risks and coping
with chaos.
Innovation is dead,
long live the customer
Mobile is no longer a device or situation, it’s
a way of life and a business model in itself.
Welcome to
#MobileGameChangers 2014

Amplification is about the voice and knowledge of the individual.
We’re all increasingly in control of what we know and share about
organisations. We have the power to cut organisations out if our
lives, bypass advertising and seek information from our sources of
choice.
We have the tools to amplify our voices in a more powerful way
than ever before.
As business becomes driven more and more by customers, the
successful leaders will be people who are comfortable with making
sense of what can seem like chaos to others.
“The critical question you
need to ask is: ‘Is this
needed for the relationship
with my customer?’ and
change the culture and
capability to meet this”
Maximo Ibarra
CEO Wind
Beware your
amplified customer
As consumers, we can now access the data
we want about people, products and services,
wherever and whenever we need it.

We don’t need a bookshop to buy books. We don’t need a school
to learn, or banks to pay someone, or a phone number to stay in
contact. We don’t even need a marketing budget to create a brand.
The pace of this change means that the start-ups of today are the
scale organisations of tomorrow. Established players needs to adopt
the start-up mentality of their new competitors
Barriers to entry in many industries have fallen away. New business
models appearing every day to challenge existing ones and force
organisations to change more rapidly than ever just to stand still.
The meaning of creating value shifts as consumers change what
they see value in.
The leaders who are redefining industries have a different view on
risk and partnering. The first question these leaders are asking is
“what is the upside and what can we create together?”.
Barriers broken,
possibilities unlimited
Mobile is side-stepping familiar business models and
creating new ones – new ways of thinking, new brands
and new competition
“We shouldn’t expect tomorrow’s
trends to come from the same old
places. The fastest growing markets
for smart devices are Africa and Asia.
There is every reason to believe
– whether it’s smart lifestyle trends or
distance learning – we will see new
trends coming from these markets”
William Plummer
VP External Affairs – Huawei

Data, data everywhere
There is a race between consumers and organisations
to understand and use data to create context, with huge
rewards for the winners.
“The rule is that if you don’t
want your customers to know
what you’re doing, then you
shouldn’t be doing it”
Ije Nwokorie
Managing Director Wolff Olins
Use of data will differentiate organisations. But more data brings more risk.
Not just from the amount of data that can be held on an organisation or
individual, but on using that data appropriately.
As individuals appreciate the power and value their own personal data gives
them, they will want more in return for giving it away.
Trust in organisations also becomes critical – and breaches in trust can
destroy relationships between individuals and organisations.
Leaders with the attributes required to navigate this new customer
empowered and data driven market are a scarce commodity. Most have
worked across different markets, different functions and different industries
to build this experience.

Game changers are rule breakers who challenge existing models.
They’re comfortable in chaos, taking calculated risks in new
environments. They’re often able to break down functional
boundaries and demonstrate exceptional empathy to sustain
trust, even in the face of failure. They can create a legacy that
defies industry norms.
Game changers are often shaped by experiences across
multiple segments and varying scales. They’ve usually delivered
growth through innovative models, in various roles requiring
commercial acumen. They combine a natural understanding of
their own business drivers with those of their partners in the
relevant eco-system.
“Both the person and the
organisation must be willing to try.
What I mean by this is really get
their hands dirty and work bottom-
up across organisations to build real
solutions. Arriving in the market at
scale is virtually impossible”
Kavita Prakash-Mani
Head of Food Security
Syngenta
Finding #MobileGameChangers
Game changers are both born and made. They
combine a unique set of styles and behaviours
with experiences that help shape industries, transform
consumer experience and change lives.

With thanks to our contributors:
Andrew Fisher
Executive Chairman,
Shazam
Helen Crowley
VP Global Client Services,
Socialbakers
Mary Chan
President, Global Connected
Consumer, General Motors
Michael Joseph
MD Mobile Money, Vodafone
Iris Lapinski
CEO, CDI Apps For Good
Ije Nwokorie
MD, Wolff Olins
Martin Ott
MD Northern Europe,
Facebook
William Plummer
VP External Affairs, Huawei
Kavita Prakash-Mani
Syngenta
Myf Ryan
Director of Marketing UK &
Europe, Westfield
David Sear
CEO, WEVE
Kahina Van Dyke
Group Head of Global
Initiatives, Mastercard
#MobileGameChangers
We’ve talked to the current crop of
MobileGameChangers about the
key issues and drivers of success in
a mobile world – and the talent that
organisations require to harness its
potential.
We hope the results of our
MobileGameChangers
conversations inform and inspire. >>

Changing lives in a changing world
“mobile is
becoming part
of people’s
identity”
Kahina Van Dyke Mastercard
Today, people are managing their
lives through their mobile. But this is
different across the world. If you look
at Nigeria, Mexico, Saudi Arabia or
Chile, mobile is facilitating commerce
and ecommerce. Plastic isn’t dead,
but in some markets mobile is
leapfrogging this as the default route
to payments. Once someone has a
phone in their hands, they have an
identity and can be a consumer.
In economies like Nigeria, you have a
government who are not even sure of
their population size or demographics.
Forget about credit, it’s a huge barrier
to their economy. They need this data
to properly plan for infrastructure and
public services. Other markets like
Egypt, where only around 10% of the
population are banked – it’s markets
like these where mobile can become
the default means of commerce.
That’s a stark contrast to the
developed economies where you
have a really crowded market space.
The change is different there, and you
see in the UK the operators coming
together to create WEVE (created
to accelerate mobile marketing
and wallet services) because they
didn’t want to build everything
independently.
Martin Ott Facebook
In non-developed countries [mobile] is
actually bringing people online for the
first time, making access affordable
and making the Internet a tool for
information at their fingertips. This will
spur a lot of innovation, making them
part of a larger economy that will
hopefully drive a lot of fundamental
change and growth in those
economies. That’s a much bigger
change than an increased usability
or more speed for smart phones in
the UK or Germany. It does have an
impact on our life.
Iris Lapinski CDI Apps For Good
The thing about mobile over tablet
or laptop is that it’s very personal.
Even in emerging economies, devices
are now rarely shared whereas in
households a tablet or laptop may be
accessed by lots of different people.
Following on from that, a mobile is
becoming part of people’s identity.
In Africa for example, people were
buying 3G phones ahead of their
being a 3G network. This isn’t future
planning, it’s a status symbol of what
you can afford and who you are.
William Plummer Huawei
We’re graduating from an era of
personal computers to personal
companions. In the emerging
world of the Internet of things, your
mobile device is becoming a remote
control for your life. It’s no longer
just about music and gaming and
cashless pockets and touch-to-act
transactions and anytime, anywhere
social networking and augmented
reality – although none of that will go
away and all of it will evolve. It’s now
about life management.
Imagine a situation where it’s Sunday
night, you set your alarm for 6:30am
and go to sleep. During the night, a
storm hits and so your device knows
this through the weather service and
sets your alarm 30 minutes earlier.
It also sets the coffee machine to
come on at 5:45 so you have a cup of
coffee waiting. It also reaches out and
taps your car’s telematics system,
which reprograms your route around
storm-related hazards, and, finally,
because the temperature dropped,
the boiler kicks on 15 minutes earlier
too.
Now add to this the possibilities of
cloud – apps and services that are
too powerful to run on mobiles will
migrate to the cloud, delivering a
quasi-supercomputer experience
on your device. This will also
lead to a new era of form factor,
modularization, wearable devices
and – in order to deliver truly rich
multimedia beyond the limitations of a
traditional mobile device real estate –
flexible screens, built-in projectors, 3D
and holograms.
And we shouldn’t expect tomorrow’s
drivers and trends to come from the
same old places. The fastest growing
markets for smart devices are Africa
and Asia, where as much as 75% of
all new phones are being sold. There
is every reason to believe that we will
see new trends – whether lifestyle or
more practical, like distance learning
and medicine – coming from these
markets which will then globalize.
Kavita Prakash-Mani Syngenta
It’s interesting to see how mobile has
allowed a lot of… countries – and
businesses – to skip large parts of the
eco-system that we see in the West.
There is very little infrastructure in
things like fixed-line communications
for… smallholder farmers. Africa and
Asia are harnessing mobile tech but
it’s by no means straightforward.
Language and dialect can vary hugely
across region and within region.
We need to look carefully at the
hardware that is used, and probably
the biggest question is who pays? To
put a connected device in the hands
of potentially hundreds of millions of
people has a huge cost – and how do
you test your systems on this scale?
Until you have been village-to-village,
you don’t realise that people often
share phones, and we aren’t talking
smart phones either.
Innovation is dead,
long live the customer
The first decade of the 21st century was
dominated by connectivity and device innovation.
In a connected world, it’s already possible to know
who we are, where we are, who we’re with, who
we know, what’s around us, what we like – and
what we’ll probably do next.
As mobile becomes synonymous with identity,
the future of mobile will be about application and
delivery – creating new customer experiences,
breaking down barriers and transforming traditional
business models.

Identity, not connectivity
David Sear WEVE
Context is key – it’s about who you
are, where you are and what you’re
doing. Suppose you’re within 300
metres of a pub on a Sunday when
there’s a really key football match on
– that’s when we can target someone
with an offer for a free beer via SMS.
It’s a much more personal medium.
Helen Crowley Socialbakers
You can’t talk about social without
talking about mobile: 200 million
Facebook users are mobile only. The
social experience on mobile is about
being in the moment. Depending
on where you are and what you’re
doing, you can interact with the
world around you and share it with
your friends. Given the size of the
networks’ user base, it makes
absolute sense for brands to be
present. Take airlines for example.
KLM have more than 4 million fans on
Facebook – they’re investing resource
into ensuring that their community is
engaged. It’s no co-incidence that
they have the fastest social response
time of all the airlines of just 45
minutes and respond to close to 98%
of interactions. Those interactions
are generally happening at airports,
on the way to the airport or after an
experience on the airline. Mobile is
social is mobile.
It might seem strange, but the luxury
brands are doing this best right now.
It may seem counter intuitive as
the physical store has traditionally
been a big part of the luxury brand
experience. But the “experience”
here is key – it can be in store, on
mobile while in store, in social on
mobile while in store…merging brand
interactions is key, but creating
a consistent experience is the
challenge.
Myf Ryan Westfield
Our mobile app… allows us to feed
our customers targeted content
based on what they tell us they like
and don’t like. When you log into
the app, you’re faced with a series
of brands and stores and asked
if you like them – it’s as simple as
swiping up or down or leaving them
if you have no preference. Based on
that we can then send content on a
personalized basis to each user of the
app. Over time we will be able to get
better at bringing together offers and
ideas for our customers.
Andrew Fisher Shazam
I talk about push rather than pull.
Today when you use Shazam, you
have to open the app and press the
Shazam button to identify a piece
of music or a television show or an
advert. We describe that as a pull
experience because the consumer is
initiating it. Recently we launched a
new version of our service on the iPad
where if you live in North America you
can put your device on the coffee
table and it will detect all the music,
the TV shows, and the TV ads for
you. So if any of them interest you,
you can go back to them. You really
don’t have to do anything – it’s just
basically being pushed onto your
device and then you can just select
through a carousel of content what
you would like to engage with. A lot of
the experience is now being pushed
to you as a consumer and being
curated on your behalf. This is where
we see a transition happening, rather
than everything being curated by
yourself as a consumer.
The other area I would highlight is
payment; everyone has talked about
payment for years in the mobile
industry and we’ve obviously seen
big pushes this year from people like
Barclaycard and Paypal, and there
will come a point where the wireless
device truly does become your
preferred method of payment and
your virtual wallet. It is ultimately going
to become your keys for your car or
home, so you only have one device in
your pocket instead of the three we
often talk about as your wallet, keys
and mobile phone. The adoption and
success of true mobile payments is
very much tied to people’s confidence
and trust and we are still relatively
immature on the adoption curve,
but we strongly believe that this will
change dramatically over time.
“Context is key
– it’s about who
you are, where you
are and what
you’re doing.”

Behaviour, brands and customer interaction
David Sear WEVE
Mobile is no longer the second
screen. Ask people what they pick
up first thing in the morning, look at
last thing at night, it’s not the TV or a
tablet – it’s their mobile. In the 18-34
year old demographic, nearly half see
it as their first and most important
screen.
If you can make it really easy for
people to sign up and pay, then you
own the customer. And whoever
owns the customer has real power
when it comes to who they chose to
partner with.
Michael Joseph Vodafone
Operators need to stop and think
hard about what the customer
actually wants and values and
therefore will pay for. I think some
operators have lost sight of that. The
operators still own the customer and
that’s a key differentiator. The best
operators will create value from this.
Martin Ott Facebook
We’ve seen a huge increase in the
time people spend on Facebook,
which in turn means an increase
in engagement. People spend
more time on mobile and are more
engaged, they comment more, share
more and they consume more so that
has been a huge shift in the business.
For me, when you talk about TV
versus mobile and second screen,
mobile is already the first screen
and the TV is my second screen.
My phone is always with me. It’s the
most personal screen that I have, so
it’s already my first screen. You read
these high percentages of people
who use mobiles while in bed, in the
bathroom, wherever. It’s the first thing
you check in the morning and the last
thing you put down at night.
It comes back to: how do we, how
does a brand become relevant and
interesting, now that I am actually in
front of them and how do I make it
about them and not about me?
It’s about making it easier to engage
with traditional media like television,
radio, other experiences both within
the home, and outside of the home
whether it’s in a bar or nightclub or in
a retail store.
Today for example, you can Shazam
an advert on TV – let’s say it’s Coca-
Cola. With mobile technology, it’s
possible to know where you are in
Tesco or Sainsbury’s and if you walk
past a two-for-one pack offer and
you’ve opted in, it would be possible
to send a notification to your device to
let you know there is on offer available
from that brand. The presumption is
that if you’ve taken the time and effort
to engage with a TV ad from that
brand, then if there’s an offer in a retail
store, you may be interested in that
offer and particularly if you’re stood
next to it.
You can only execute on this type
of use case by using mobile devices
and this is how we see the world
changing. For a brand like Audi, for
example, no-one today has been
able to connect the dots between
TV advertising and traditional media
right through to going into an Audi
showroom. Having that continuity of
engagement with the consumer is the
utopia for the brand.
…what do you do once everyone has
a phone? The obvious thing is mass
marketing. We know we can push
content to them but then how do we
measure the effectiveness of this and
get feedback? This means you need
to create reach, or find partners who
have this reach. We need platforms
start to get two-way communication
going between the farmers and other
people across the supply chain. You
also have tools like M-Pesa which
enable the transactions.
Finally you get to the question of
scale. These solutions become
commercially viable once you are
at scale and that takes time and a
huge amount of effort and time in
the field. Because no one person
or organisation knows who these
farmers are, where they are and how
to engage with them.
Mary Chan, General Motors
Right now, it’s about user experience.
We have navigation and music
embedded into the vehicle. With
more connectivity and cloud services,
there will be a much richer user
experience and your digital life will
be more connected to your car. That
might be through your smart phone
or the car itself. We’ll combine the
‘app’ experience with the in-vehicle
experience to offer customers a more
seamless, integrated service with
some unique features.
“Having that
continuity of
engagement with
the consumer is
the utopia for the
brand.”

Changing business models
I think everyone in the payment eco-
system is aware of the changes that
are happening. But if I look at the
business models of the consumer
banks, I think that will change
radically. They are still bricks and
mortar businesses with branch
networks and that’s how they interact
with their customers. And it you look
at the pressures they’ve been under
lately from regulation, needing to
strengthen their balance sheets, it
doesn’t leave a lot of time or money
for innovation. I see some of the
banks starting to partner, but it’s
happening slowly.
The other space that will transform
is the people-to-people payments
space. The customer expectation is
one of instant transactions and the
banking systems are not designed
to deal with these low value frequent
transactions
A 1% transaction charge on small
transactions is not a model that the
banks are interested in. Look at
typical banking products and how
they’re priced. What do you see?
They’re priced at the maximum the
customer can afford, not at a price
where the customer feels they’re
getting a great value service.
One of the big challenges I have seen
is different product cycles. A car
has a long life of 10 to 15 years and
technology is more like 2 to3 years,
particularly cutting edge, so we need
to try to build more flexibility into the
infotainment and connectivity options
within each vehicle, so we build
for tomorrow and today’s buyers.
Secondly, the development cycles for
new cars is typically 3 to 4 years, but
we need to refresh the technology
platform much more frequently, so we
need more ability to update some of
the options for customers.
“The critical question
you need to ask is: ‘Is
this needed for the
relationship with the
customer?’ ”
Barriers broken,
possibilities unlimited
Mobile is side-stepping familiar business models
and creating new ones – new ways of thinking,
new brands, new competition.
We don’t need a bookshop to buy books. We don’t
need schools to learn, or banks to pay someone,
or a phone number to stay in contact. We don’t
even need a marketing budget to create a brand.
Mobile is changing our relationships – from the
bedroom to the boardroom.

Shifting relationships
Myf Ryan Westfield
Mobile and digital have been a real
game changer for us. If you wind the
clock back five years, we had a web
site and a corporate web site but
we didn’t have an app or a mobile
optimized site. What changed that
was the real uplift in online shopping
which forced landlords and shopping
centers to reconsider the approach
to our customers. Westfield knew
we needed to maintain a direct
relationship with our shoppers instead
of just with our retailers. This was our
strategy and it’s where we invested.
We still lease and develop shopping
centers but we also needed capability
in digital marketing. The percentage
of our spend on our digital channels
went up versus five years ago. We
don’t currently measure the return on
this financially as it will be felt by our
retailers, which in turn is good for us.
In our London centers, I would
estimate 90% of people who enter
the centre have some sort of smart
device – a tablet or mobile phone –
and we get 70 million coming through
just these two centers every year. If
we aren’t engaging with them, then
someone else will. At best this is our
retailers; at worst it’s our competitors.
For us, it’s about how we better serve
our customers and our retailers and
build a direct relationship.
Helen Crowley Socialbakers
Social and mobile are finally making
their way into the boardroom. Newer,
forward- looking CTOs, CIOs and
CMOs are really embracing this as
the way of the future. Of course the
generational change takes time, but
there are some good examples of
brands that have really embraced this
new way of presenting themselves to
consumers. Burberry of course is an
oft-cited example, but there are those
with smaller marketing budgets that
are starting to seize the opportunity.
What we’re seeing is that social isn’t
just about owned and earned activity
any longer; in order for brands to cut
through the noise it’s likely that the
social media budget will need to be
applied to paid ads – not just great
content that will “go viral”. Brands
need to get ready for this, and some
of that mobile budget will need to be
spread across social for maximum
reach.
Martin Ott Facebook
At Facebook, we’ve gone through a
major change and we’re now a mobile
first company. It’s a challenging thing
to say and do. We’re now focussing
on mobile and this means building
everything in terms of development
and experience for our users first for
mobile and with a mobile use case in
mind. It’s been an amazing shift.
We also bought in talent like
Instragram who are also mobile
first. We’re also investing in mobile
technology companies, i.e. Parse,
particularly looking at the challenges
emerging markets are facing where
you have the old, or sometimes no
smartphone penetration at all, where
we’re dealing with customers who
have first generation phones.
With every project, you have the
decision to buy, build or partner.
Sygenta don’t offer mobile products,
so we have to partner for that, but
when it comes to platforms and
services, we can do this ourselves or
look for a partner where we can share
the cost and risk, and also reward.
Or we can do both – by finding the
right partners and building solutions
with them, or to complement their
capabilities.
When I look at the attributes of a
successful partnership, both sides
need to invest – particularly in
dedicated, responsible people. This
can sometimes go as far as finding
common resourcing pools between
partners.
Another attribute across partnerships
is to find out who are the aggregators
and who are the amplifiers across
the areas you’re working in – bringing
together the customer base and
enabling two-way communication
across them.
“Mobile and
digital have
been a real game
changer for us.”

Feeling the impact
Content providers are finally going to
have to harness mobility, for instance
via multi-platform, cloud-based
lockers and alternative distribution
models. Mobile service providers
will need to better optimize their
networks and leverage multi-radio
environments, as well as deliver new
and differentiated ‘big data’, mobile
cloud and other vertical solutions, all
while managing opex. Gear makers
will have to work to bring down costs,
for instance via network-data center
integration, while extending access,
e.g. via small cell and multi-network
access.
Software folk will continue to
capitalize on mobile enablement,
mobile cloud, security and other
vertical solutions and the internet
services guys will continue to focus
on powering the cloud and acting as
value-chain integrators across mobile
and fixed access – which of course
creates differentiation challenges
for everyone mentioned so far. As
for the devices companies, they’re
going to have to innovate experiences
transcending handsets, including
everything from cloud extensions to
connected homes and vehicles.
Martin Ott Facebook
I think a lot of industries over the
next five years will be disrupted
through mobile. Take healthcare for
example – this is a huge industry that
has just started to see what mobile
connectivity can mean, but more
education is needed.
In terms of the producing industries,
productivity through machine-to-
machine communication is a new
field and it spans over all industries.
But, it’s not only about healthcare and
education, it’s about safety; it goes all
the way to improving our standards of
living across the world.
David Sear WEVE
I think that some of the more
established media channels, such
as TV, will change and some of the
traditional marketing disciplines, such
as direct mail, will need to evolve.
We’re already seeing a change in
viewing habits to be on-demand and
on our schedule and preferences –
not on someone else’s. There are
still huge marketing budgets that will
have to be spent, but in the future
a marketer that doesn’t think about
mobile, isn’t going to be able to
engage their customer. Longer term,
that will impact the status quo in the
marketing and advertising industries.
I also think that banking and
payments will fundamentally change.
Before the crash, when you spoke
to bankers, they would tell you they
don’t make money out of banking.
The banks missed the opportunity
that PayPal saw because they didn’t
see enough money in payments.
The banks aren’t in the ‘pay day’
loans because they don’t believe
they can make money out of higher
risk profile customers. But Wonga
seems to be managing this. Perhaps
there is a leadership problem in that
the financial services leaders can’t
see the wood for the trees on these
opportunities.
The other challenge the banks face is
with the regulation that’s surrounding
them. The appetite and capital are
both at a low. When you couple that
with the struggle to recruit the right
kind of talent, it means innovation
won’t come from the banks.
One of our mantras here is “solve
problems that exist”. I think that’s
something that the banks could learn
from.
In the advertising and media industry
right now there is a significant
increase in time spent on mobile
devices by consumers, which is
leading to a change in their habits and
behaviours.
In the context of TV specifically,
Nielson and Yahoo reported last year
that 80% of consumers in North
America have a mobile device open
whilst they’re watching television.
Given television advertising is a
US$300bn industry worldwide, that’s
incredibly significant that 80% of
viewers actually have a capability to
interact with either the television show
itself or the advertisements whilst
they’re watching TV.
“I think a lot of
industries over the
next five years will be
disrupted through
mobile.”

Customer powerBeware the amplified
customer
As consumers, we can now access the data we want
about people, products and services, wherever and
whenever we need it.
We’re in control of what we know and say about
organisations. We have the power to cut them out of
our lives, to by-pass advertising and seek information
from our sources of choice.
And we have the tools to amplify our voices in a more
powerful way than ever before.
Ije Nwokorie Wolff Olins
When I talk to my clients, the
conversation is no longer about
how they can push out messages
or a brand campaign. Brand used
to be about control; it used to be
you pushing to your customer the
messages you wanted them to hear.
Mobile is the final nail in that coffin.
Nowadays, wherever I am, I can find
out information about a company or
share my views. I can find out how
good a coffee shop is right before I
go in there (or not!). And the reason
mobile is the final nail is that today,
the least reliable source of a brand
is the company itself. Because, of
course, the company will tell you they
are great, or their cars are reliable, or
their drink makes you run faster. But
I may trust a complete stranger more
because they’re independent; they
have no vested interest in telling you
where to go or what to do.
And people enjoy getting around the
system, sidestepping big institutions
and building their own solutions. They
combine social networks, mobile
access and local knowledge to
come up with a way of solving their
problem.
So, it’s true, the customer is in
control. Today a single customer can
have as big an impact on your brand
as your entire marketing spend.
More and more I talk to clients and
ask them the question: “What are you
helping your customer to do?” With
mobile, you can be part of solving a
customer’s problem, anything from
booking a taxi easily or finding seats
for the best shows in town. Mobile
has meant you can be part of your
customer’s life – if you’re able to help
them.
Martin Ott Facebook
It comes down to the fact, that the
consumer has the choice: “Do I want
to see this now?” I don’t have to sit
in front of a TV anymore until the next
commercial break and consume what
is being told to me, I can just switch
to another channel or look on the web
or on the mobile, so it becomes about
creating a much more relevant brand
experience.
“the consumer
is now totally
in control”

Finding a voice
David Sear WEVE
Outside of the developed world,
mobile is a real leveler and is
democratizing the world – it’s giving
everyone a camera and a voice and
anyone can be a leader – anyone can
change the world now because of the
power mobile brings. I think it’s made
the world a more ubiquitous and
transparent place.
The exciting thing is we’re just at the
beginning – it’s like we’re at internet
1.0 right now when you had static
web pages – and look at where we
are now. Imaging that change for
mobile.
You have immense power through
mobile. People have access to
information in places they never had
before. If you think about what we
do, if a child is being bullied or is
having problems, they can seek help
through their mobile. They can do
that anywhere from the school toilet,
to their playground, to their own
bedroom.
The rule is that if you don’t want
your customers to know what you’re
doing, then you shouldn’t be doing it.
Because over time it will come out,
and with social media and the current
climate of transparency, people
will know about it and you’ll lose
your customers’ trust. We’ve seen
Facebook fall foul of this a couple of
times and it’s hurt them.
“anyone can
change the world
now because of
the power mobile
brings”

Big data exchange
You have the whole category of big
data now evolving and companies
becoming far more sophisticated
and insightful about their target
consumers. Add location and
presence into that mix and companies
now potentially know where you are
and what you actually interacted with
or viewed. That is very rich data for
people to start profiling and building
personalised services around it, so I
think as a consumer what you’ll see
is more contextually relevant offers
being made to you.
David Sear WEVE
Advertising is the first industry that
has to evolve as mobile becomes
more dominant and the approach
for this is changing rapidly. We’re
just starting to see the ability to
genuinely target consumers based
on sophisticated data. You only have
to look at the growth of Facebook’s
mobile advertising revenue to realize
that. When I speak to marketing
directors, the message I am getting
is: “We just can’t pour enough
money into Facebook advertising
now” because it’s the one platform
that allows you to target specific
demographics and measure the
return.
“companies now
potentially know
where you are and
what you actually
interacted with or
viewed”
Data, data everywhere
The race is on between consumers and
organisations to understand and use data to their
advantage. There will be huge rewards for the
winners and big penalties for the losers.
More data brings more risk. How organisations use
that data will help to differentiate them, even define
them. Trust in data and organisations will become
more critical than ever. And breaches in trust can
destroy relationships.
As individuals appreciate the power and value their
personal data gives them, they want more in return
for giving it away.

Privacy v personalisation
“The customer is
getting much smarter
at deciding who they
exchange information
with and what they
expect in return”
Partly due to advances in technology,
customers’ expectations of the nature
of the relationships they have with
organisations has shifted. There’s a new
type of mainstream now – some call it the
‘post-consumer’ world. It’s very much about
a more balanced, two-way dialogue and
exchange between people and organisations
However, I don’t believe that when people
sign up for Twitter, Facebook, Foursquare,
Pintrest, Instagram, whatever, they have any
real idea of what data they give away and
how it’s used. These organisations have
a lot of our data and trust and need to be
careful with that. So both customers and
businesses have to think more in terms of
what value can they create for each other,
i.e. companies should consider what would
a fair exchange for personal data be and
how can they give something – whether
service, personalisation, utility – in return,
that makes life better.
People know that there’s a lot of data
available about them – where they are, what
they like, who they’re friends with. I also
think it’s a myth that young people have a
different attitude to privacy. When people
know what they’re giving away, young or
old, it makes them think. I think in the future
people will realize that their data is an asset.
And the thing about assets is that you don’t
give them away easily, or with no return.
Businesses will realize this soon and we may
see people being rewarded more than they
are today for their personal data.
I think when you look at value creation in
the industry, companies like Facebook and
Twitter, who capture people’s profiles and
data, create a huge barrier to exit from their
services. Whilst companies will become
more sophisticated in this regard my feeling
is there’s going to be more consumer
resentment and awareness of this.
All companies in my opinion should be highly
sensitive to data and privacy settings in any
mobile service. It’s really important to ensure
that people understand the value of why
they would be sharing or allowing a service
provider to utilise their information. You’ve
seen the fall-out with Facebook and others in
terms of how fast they’ve had to react when
one thing goes awry in their businesses and
how quickly that can get propagated across
the whole internet. That’s the world we
live in. So, being proactive, but also being
reactive to people’s sensitivity around data is
going to be a critical business process.
For me, privacy has three elements: firstly,
it’s generational; second, customers are
understanding privacy more and more; and
finally, regionally it varies hugely.
Generations who have grown up online
understand what they’re giving away and
understand it’s a deal. By giving away
some of your data, you get a personalized
experience. By making everything private,
your experience suffers and so this
generation will share to a degree.
The customer is getting much smarter at
deciding who they exchange information
with and what they expect in return, and
slowly organizations are catching up with
this.
Finally, privacy in China and privacy in the US
mean very different things. The expectations
are completely different and they can be
deeply embedded in cultures. I don’t believe
we will ever see a balancing of privacy
preferences or principles across the world as
it’s so culturally different.
Martin Ott Facebook
With any new technology, consumers are
learning to use technology and there is a
big responsibility for the industry, which is
us, to take the consumer along the learning
journey and make them aware of how to
use it.
I wouldn’t even call it a trade-off because
privacy is something very personal and I
think everybody needs to be able to freely
decide for themselves what they want to
share and with whom they want to share it.
At the same time we talk about
personalization; consumers want a more
personalised experience. In the past,
advertising was about push and branding.
A company told you: “We’re the best,
we’re the greatest, buy our stuff” and they
created a great image of their brand. And
the creative industry was about creating an
image, creating aspirations and creating a
brand. There was promise of something.
What the internet has taught us is that there
is much more transparency; you cannot
just create an image of something that you
don’t deliver, so you have to be much more
authentic.
Myf Ryan Westfield
One thing we are very careful of is people’s
privacy. We don’t ask them where they
live or if they have children because we
think that crosses a line. We want to know
how they like to shop and eat and enjoy
themselves when in one of our centres. It
can share things like upcoming events, store
openings, special offers which are related to
the stores you like.

Rules of the game
“a more
transparent
regulatory and
legal environment
is a must”
I believe we will see more regulation
coming, but regulation is usually
delivered as a result of crisis rather
than carefully planned and executed
governments. The flow is normally:
under-regulation where consumers
are taken advantage of, through to
over regulation and then a healthy
degree of regulation. For example,
I think we should see some sort of
control for under-18 year olds. We all
do stupid things growing up and the
internet has an eternal memory. Once
something is on there, it can be very
difficult to get off. You don’t want your
boss knowing something stupid you
did 15 or even 20 years ago when
you start work.
Martin Ott Facebook
This is at the very heart of what we
do, addressing the privacy concerns
of people and making sure that
they are aware and that they are
empowered to go online to share and
interact with whom they like.
That is key for us as an industry,
working together with the regulatory
bodies. To enable this, we need
common standards, otherwise if you
have different standards in different
countries and different regulators,
that makes it very, very difficult to find
a scalable and a good approach for
consumers to share beyond borders.
There is definitely a crisis of
confidence in the global information
and communications technology
industry, in part driven by the
Snowden revelations coming out of
the US. A concerted public-private
and global initiative is required to
restore faith, focused in three realms.
In terms of gear makers, we need
to develop certifiable standards and
best practices – from ideation to end
of life – to ensure that the gear sold
into networks is secure. And these
standards must be applied universally
– to all vendors.
With respect to service providers and
data managers, a more transparent
regulatory and legal environment is a
must. In this respect, I think it’s almost
time for a sequel to The Cluetrain
Manifesto. I’m not sure what we
would call it, but this time, instead of
targeting corporate online behaviour,
it should be aimed at governments
around the world demanding more
freedom and protection.
Lastly, in terms of governments
themselves, they need to come to
some sort of agreement – cyber
détente – which defines acceptable
behaviour between and among
themselves.

Future game changers
Who’s next? Where will the next generation
of CEOs driving and harnessing the mobile
revolution come from? What are the implications
for organisations in their search for talent?
Mobile is challenging established business
structures, reshaping roles, redefining career
success. Securing, motivating and retaining the
talent to seize the opportunities is a big ask.
So, who will be the MobileGameChangers of
tomorrow? We’ll leave our final thoughts to the
experts of today…
“You need to
solve problems
that exist”
The most forward-looking businesses
are now taking down the silos. You see
organisations where the ‘Head of Online’
and the ‘Head of Digital’ have different
goals – even conflicting goals, and that
just can’t happen. You will confuse or lose
your customers. It’s finally dawning on
organisations that alignment will help their
customers engage more.
Some CMOs have seized the opportunity
and used their knowledge and capabilities
to understand the channel and use it. Mobile
can help CMOs be really imaginative in
connecting with customers in individual,
meaningful ways that are useful. Others have
just put their heads in the sand because they
can’t grasp its power or complexity. The best
CMOs I have seen make their role a change
agent for the business. They understand
how technology can grow their business and
how they can make products that fit those
channels. They have that understanding of
where technology meets the customer and
how it will be part of their day-to-day lives.
David Sear WEVE
I see two things that successful people do.
Firstly they can deal with a high degree of
complexity. Beyond this, they can make
what is complex seem simple. That’s a real
power. The second thing is a commercial
awareness. Having innovative ideas is great
– but you need to solve problems that exist.
And if you can solve problems that exist, you
need to do that in a commercial way.
The global business transformation has been
enabled by technology, but it will ultimately
be designed and executed by talented
individuals working together. The successful
organisation of the future will need to
facilitate environments that harness collective
intelligence from a diversity of experiences.
At first, it may feel slightly uncomfortable for
companies to hire leadership from non-
traditional backgrounds. However, this era
of collaboration will create new business
opportunities, new interaction models and a
unifying concept of global citizenship. It will
be a time of exciting change.
We needed a culture of innovation to make
this happen. In large corporates this can be
a challenge as there are approvals, there are
processes and I have no doubt that M-Pesa
could easily have been stopped had we not
had the right culture to make it happen. And
you need resilience too.
Myf Ryan Westfield
Westfield Labs was originally due to
be set up in Australia where our global
headquarters is. But it’s now in San
Fransicso because that’s where you’ll find
Google and Facebook – which is a step
change for Westfield. The second important
thing is that the head of Westfield Labs
reports into Steven Lowy, our Co-CEO,
which is a statement as to how important
digital is for us.
We have over 70,000 people doing R&D
for Huawei with an average age of 28. And
it’s global talent; we have R&D centres
across the globe, including the US. That
talent needs to be diverse, culturally and
geographically. That brings challenges.
Indeed, I’ve seen people with great track
records fail because they weren’t able to
adapt to another culture. The attributes I
see which make people successful are a
global mindset, being nimble in all aspects of
how they work and managing contrary, and
sometimes conflicting cultures.
Firstly, people need to understand reality.
Particularly in my world, you might arrive with
a PhD or have studied and written reports
and have a clear point of view about what
needs to be done. That’s useful, but unless
you have met and spoken to smallholder
farmers, all of the above is useful theory but
hopeless when it comes to execution.
Secondly, both the person and the
organisation must be willing to try. What I
mean by this is really get their hands dirty
and work bottom-up across organisations
to build real solutions. Arriving to the market
at scale is virtually impossible, so this is one
of the ways that you make change genuinely
happen.
With trying comes failure. Both the individual
and the organisation must be accepting
of failure, and learn from it and move on. It
helps you innovate towards a solution. Just
so long as you fail fast, learn fast and move
on, it’s a positive thing.
Finally, people need to speak the language
of the stakeholders. These roles are often
translation roles between various parts of the
value chain and to be able to articulate to
the right audiences in words and structures
they understand is crucial.
I love to be part of a transformation – to
be where people enjoy being challenged.
The market and ecosystem around the
connected vehicle is moving rapidly and we
have the chance to be an integral part of that
– even help define it.

In search of talent
Our MobileGameChangers conversations give us
some strong clues about the talent of the future.
They’ll probably be ‘rule breakers’ – people who are
‘comfortable with chaos’. They’ll be able to inspire others
to take calculated risks and deliver results. They’ll own
outcomes rather then resources. And they’ll be able to
empathise across cultures – defying industry norms to
create lasting legacies.
For further insight
into the attributes of the
MobileGameChangers
of tomorrow, contact
Russell ReynoldsLeadership, Succession and Search

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