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Lobster Served with a Side of Gratitude to CMB Employees

Posted by Savannah House

Wed, Aug 08, 2018

Last Friday we took a break to celebrate our team’s hard work at the annual CMB Summer Party. It was a hot and humid day—even for New England’s standards—but that didn’t stop us from coming out to celebrate the summer season with a good old fashioned New England clambake.

The Summer Party is one of our favorite days of the year because it brings Boston-based and remote CMBers together for a fun day of good food, conversation, and relaxation. Nothing says team bonding like matching lobster bibs! 

CMB Summer Party 2018 (1)

The whole is greater than the sum of its parts. Call it cliché, but at CMB, it’s true. CMBers are the company’s most valuable resources, and whether it’s at the Summer Party, one of the many CMB Social Committee-sponsored events, or our internal CMBU training program, we continually strive to recognize employees’ hard work, foster creativity, provide flexibility, and encourage professional growth.

CMB Summer Party 2018 (6)

Interested in joining the CMB team? We’re always looking for smart, curious, and experienced market research professionals. Check out our latest openings below:

Open Roles

Topics: Chadwick Martin Bailey, CMB Careers, professional development

A New Year's Resolution For All Professionals

Posted by Dana Vaille

Wed, Dec 27, 2017

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My New Year’s Resolution came to me at a recent manager’s meeting where I was reminded of the importance of professional development—both for our teams and for ourselves. So, in 2018, I resolve to be more intentional about practicing what I preach—that we all must be committed to doing what we can to learn and grow professionally.

As a manager, one of my biggest responsibilities is to encourage and foster professional development among my team. But sometimes it’s easy to forget to take advantage of the opportunities myself. Fortunately, CMB is deeply committed to the professional development of all its employees—across departments, from the top down. My team and I are equipped with a lot resources to help us grow—CMB hosts, encourages, and supports a variety of training and development interests—both the tactical development of skills and interest-based desires.

“Professional development” can mean many things. It’s not always about correcting for a specific problem or working to close the gap on a particular skill—nor does it necessarily have to be a formal training session or coursework. We can develop ourselves in a lot of ways. From conferences and networking events to free webinars, any opportunity for growth is constructive.

No matter how far into your career you are, there’s always room for learning, improving, and refining. So, in 2018, I encourage you to continue advocating for the professional development of your team—but don’t forget about yourself.

With that I’ll “walk the walk” and resolve to identify and take advantage of at least one professional development opportunity per quarter. Wish me luck!

Interested in joining the CMB Team? Check out our open positions here.

Topics: Chadwick Martin Bailey, CMB Careers, Market research

Words from a Veteran Telecommuter

Posted by Betsy Herrick

Wed, Aug 09, 2017

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I have the coveted corner office with a magnificent view. But it’s not the typical “corner office” you might be thinking of, the one perched thirty stories up, with floor-to-ceiling windows offering unobstructed views of the bustling city street below. Nope, my corner office looks out over the quiet, rural landscape of my backyard in Maine.

Even though my company’s headquarters are in Downtown Boston, for the past 11 years, I’ve been a full-time remote employee.

When I first started working from home in 2006, it wasn’t nearly as popular as it is today. The concept of working from home, or “telecommuting", as it’s come to be known as, seemed to be a perk that only startups offered employees, not "regular" businesses. To those who weren't familiar with the concept, they probably pictured remote employees as sitting at home with their feet up at their desk eating bonbons. But fortunately, even in the early days, CMB embraced the idea with optimism.

Over the last decade, telecommuting has gained tremendous popularity with the number of full-time remote employees in the US increasing by 115% between 2005 and 2015. I was the first CMBer to work remote full-time, and now we have more than five employees telecommuting with another group doing so part-time.

Both the employer and employee have much to gain from this arrangement, for example, higher productivity, fewer sick or weather-related absences, more flexibility, a generally happier workforce, etc. While telecommuting can be mutually beneficial, there are a couple key things that must happen in order for it to be a productive and successful arrangement.

In my eleven years as a remote employee, I’ve learned communication is integral to a successful telecommuting arrangement. And fortunately, today’s technology makes it really easy for communication to flow seamlessly between colleagues—ensuring I am connected and engaged, even when I’m hundreds of miles away in Maine. In addition to traditional email and good, old-fashioned phone calls (never underestimate the power of the spoken word!), we regularly use virtual meeting software equipped with screen sharing and video chat capabilities. These technologies enhance productivity and enable real-time responses.

A successful telecommuter must be able to prioritize tasks without much guidance and regular physical check ins. It’s their responsibility to keep up with important deadlines, and know which projects take precedence over others when priorities shift. In my case, as a graphic designer, it helps that I have a deadline-oriented job—I’ve been trained to work autonomously towards daily goals, but know when I need to rearrange my schedule if something unexpected pops up.

Working from home offers distractions that a traditional office setting might not—whether it’s the beautiful weather outside or a pile of laundry inside. To combat these distractions, it’s important for a telecommuter to have a designated work space away from their “home life”.  I treat my office space as exactly that, a place “away” from home where I go to work each day. It is a separate space with a desk, good lighting, and all the technology I need to do my job. I do not answer my home phone or go pull weeds in my garden during business hours, just as if I was at my company’s physical location… although I do enjoy having a cat on my lap occasionally while I work.

As telecommuting grows in popularity, companies are discovering other, less obvious benefits from this practice: better staff health, lower operating costs, greater loyalty (with less turnover) for the company, and fewer weather-related business interruptions, to name a few. But despite the pros, telecommuting is not for everyone. When you work remotely, you sacrifice the social aspect of going into a physical office—there’s no water cooler at my house and I regularly miss out on weekly company events.

But ultimately, my commute rocks, my productivity is high, my colleagues keep me “in the loop”, and I love my corner office with a view. I wouldn’t change my work situation if you paid me, and ironically, I already get paid to stay home.

Betsy is CMB’s Corporate Design Specialist, and does enjoy bonbons…just not during working hours.

Topics: Chadwick Martin Bailey

How My Company Keeps Me Loyal

Posted by Tara Lasker

Thu, Jul 13, 2017

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As a Research Director at CMB, part of my job is attracting and retaining top talent. I meet dozens of candidates each month, and even though I interview for a variety of different positions, everyone asks how long I’ve worked at CMB.

As LinkedIn reminded me recently, that answer is 17 years. 

The average American stays with their company for just 4 years. Being here for 17, I’d say I’m pretty lucky to have found a company that’s kept me interested, engaged, and loyal after all this time.

What is it that keeps me happily returning to work each day? Interviewing candidates offers me the opportunity to reflect and share what I love about CMB:

  1. Variety: We’re a full-service custom research firm whose focus is on helping solve our clients’ biggest, most complex business challenges. And since our clients include everyone from national financial institutions to Silicon Valley-based tech companies, no two challenges are the same. I’m constantly exposed to new challenges and therefore consider myself a “professional learner"—it never gets old.
  1. Flexibility: Professional services can be a demanding environment, but we strive to create a culture that honors work/life balance. Not only that, we have flexibility to work from home if the occasion calls for it, while some CMBers work remotely full-time. As a mom of two young kids, I especially value this flexibility!
  1. Growth: I’ve held several roles since starting at CMB, each of which has been an opportunity to explore different career paths while leveraging my strengths. I’ve tried and tested and now, as a manager of a large team, encourage my direct reports to explore and grow. It’s extremely satisfying to support the promotion of my colleagues and encourage their professional development opportunities.

Variety, flexibility, and growth have been the cornerstones of my CMB experience. We have a wonderful company culture that values creativity, hard work, and individual growth.

Interested in learning more? Check out our open positions and feel free to ask me questions in the comments!

Tara Lasker is a Research Director on CMB's Technology and eCommerce practice and is grateful to have found her professional home here.

Topics: Chadwick Martin Bailey, Market research

CMB Lights the Night for Cancer Research

Posted by Athena Rodriguez

Thu, Oct 13, 2016

Once again CMB is participating in Light the Night, a fundraising campaign for the Leukemia & Lymphoma Society, culminating in a walk on Boston Common on October 20th.  Our participation began back in 2008, when our coworker, Catherine, was diagnosed with Hodgkin’s Lymphoma.  After two rounds of chemo, a stem cell transplant, and proton radiation therapy, I’m happy to report that she recently celebrated six years in remission!  

The money raised is used to fund research for new therapies and treatments (including those that saved Catherine) and ensure patient access to treatments.  Last year alone, LLS invested $67.2 million in blood cancer research.

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Over the past 8 years, we’ve raised over $80K—not bad for a 65 person company!  LTN is truly a company-wide endeavor, we host bake sales, BBQs, silent auctions, and a very competitive cornhole tournament.  This year we've raised over $6K, and we're still going strong. We'd like to give a big thank you to all of our clients, partners, and friends who've donated!

If you’d like to join us in the fight against cancer, please donate here or meet us on Thursday October 20th at 5PM on the Boston Common.

That's not the only way to join the CMB team, whether you are an innovation guru, a tech whiz, or a strategic selling machine, we’re looking for collaborative, engaged professionals:

Check out our open positions!

 

 

 

Topics: Chadwick Martin Bailey, our people, CMB Careers, Light the Night,

How to get the most ROI from TMRE 2016

Posted by Julie Kurd

Wed, Oct 05, 2016

Knect365’s (formerly IIR) TMRE conference is the diva of the insights conference world—from October 17th to the 20thyou can expect thousands of attendees, six tracks running simultaneously, and terrific keynote speakers like Freakonomic’s Stephen Dubner. All of this adds up to a significantly higher price tag, so let’s talk about how you’re going to communicate conference ROI to your CMO. 

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Plan prior to the conference:

  • Write your elevator pitch: Whether you’re reserved or chatty, you’re going meet a lot of new people at TMRE, so take a minute to prepare your elevator speech:
    1. “My name is ___ and I work for ___, the makers of ___.”  If you work for Amazon, people understand that, but if you work for SC Johnson or Coca Cola, specify the product line.
    2. “In the coming year we’re focused on improving our ___, and for that we’re interested in ___.”  Here’s an example: “We just finished up a big journey study, which will help us drive the right messages to the right people at the right moments.” You can follow that up with something like: “In the coming year we’re going to do a lot of messaging optimization and concept testing to bring those moments into focus by segment.” That’s your hook, and your reason for the conversation you’re having.   
    3. Next comes your question. You’ve offered a bit about what you do, but who are you talking with?  If they are a peer or competitor, ask, “How about you?”  That’s it.  You need to bring this information back to your company.  If they are a supplier of research, ask, “How would you approach this if you were pitching to me?” 
  • Highlight the agenda: Figure out which sessions you want to attend. Tip:  I circle my agenda based on who will be speaking vs. the topic itself.  I want a mix of dot com, financial services, technology, healthcare, hospitality, and consumer goods, so I circle every brand that interests me and then I go back and take a look at the titles.  If I’m interested in mobile/geotagging more than dashboards (or vice versa), then I can narrow it down from there.
  • Block your calendar for the October 17-20 dates: Activate your out of office message and be sure to mention that you’re WORKING offsite all day.  At the price of any conference, it’s really a crime to be dialing in to staff meetings or writing emails in your hotel room.  Plan ahead…if you have a big deadline, consider moving it.  The Conference ROI of you missing the conference…it’s not pretty.

During the Conference:

  • Recap 3 of the sessions in writing so you can talk specifically about the cases during a future lunch and/or a staff meeting:  It is not enough to just go and listen to each session and then when you return to the office proclaim, “the conference was great.” You need to listen fiercely, with pen or tablet in hand, and write down who spoke, what they said and how it can be useful to your business. This is key, you need to find a way to weave in at least two of those three sessions into your future behaviors. TMRE should CHANGE the way you think, and the only way change happens is if you bring it on yourself. 
  • Make a few new acquaintances (and connect on LinkedIn): Because you need to keep actively learning in and across industries, use TMRE to expand your network. One of our clients recently told me, “I’m painfully introverted so I just go to the sessions.” But how are you going to remember that incredible speaker from ___ or that kind person from ___ unless you connect on LinkedIn?  It may seem awkward, but when it comes time to look for new methodologies, share best practices or recruit new hires, you’ll be happy you connected with a wider net of people.  Companies can get insular, so TMRE offers you the opportunity to interact with people you wouldn’t typically meet.
  • Bonus tip—take a photo of yourself with one of the famous authors and share it with your CMO: OK, you don’t NEED to do this, but you need to come up with one visual representation of you at work and broadening your horizons at the IIR TMRE. Best-selling authors including Stephen Dubner (Freakonomics, SuperFreakonomics), Zoe Chance (Better Influence) or Francis Glebas (The Animator’s Eye) will be there, so you can check out at least one of those books prior to the conference.  Or you can take a picture of the stage for one of your favorite sessions and share that.  A picture tells a great story!

Julie blogs for GreenBook, ResearchAccess, and CMB. She’s an inspired participant, amplifier, socializer, and spotter in the Twitter #mrx community. Talk research with her @julie1research.

Headed to TMRE? Stop by Booth 516 and say hello to Julie and the rest of the CMB team. And don't forget to catch CMB's Brant Cruz and Electronic Arts' (EA's) Jodie Antypas as they share how  EA leveraged insights to make a dramatic company turnaround: October 18th @11:15am.

 

Topics: Chadwick Martin Bailey, conference recap, Market research

OMG! You Won’t Believe the 3 Things Segmentation and BuzzFeed Quizzes have in Common!

Posted by Amy Maret

Wed, Aug 31, 2016

19t0cg.jpg“Which Starbucks Drink Are You?” “What Role Would You Play in a Disney Movie?” “Which ‘Friends’ Character Are You Least Like?” These are the deep existential questions posed on websites like BuzzFeedand PlayBuzz. My Facebook and Twitter feeds are continuously flooded by friends posting their quiz results, and the market researcher in me can’t help compare them to the segmentationwork that we do at CMB every day.

So let’s take a closer look at a few of the basic concepts segmentations share with Buzzfeed quizzes and learn why I’m not too worried about losing my job to BuzzFeed writers just yet:

  1. You answer a predetermined set of questions. In the Starbucks drink quiz, you might be asked to identify your favorite color or your ideal vacation spot, even though these questions have nothing to do with Starbucks. At CMB, we focus on the product or service category at hand, we make sure we include questions that measure real customer needs. That way, we know our final solution will have implications in driving customer behavior. It’s much easier to see the relevance of a solution when the questions we ask have face validity.
  1. You are assigned to a group based on your answers. While I don’t know exactly what happens on the back end of a BuzzFeed quiz, there must be some basic algorithm that determines whether you are a Double Chocolaty Chip Frappuccino or Very Berry Hibiscus Refresher. However, as far as I know, the rules behind this algorithm are entirely made up by the author of the quiz, probably based on hours hanging out at their local Starbucks. When we conduct a market segmentation study, we typically use a nationally representative sample, which allows our clients to see how large the segments are and what true opportunities exist in the market. We also ensure that we end up with a set of clearly distinct segments that are both statistically solid and useful so that our clients can feel confident implementing the results.
  1. Each group is associated with certain traits. When your quiz results pop up, they usually come with a brief explanation of what the results mean. If you are an Iced Caramel Macchiato, for example, you're successful, honest, and confident. But, if you are a Passion Iced Tea, you are charismatic and hilarious. As a standard part of our segmentation studies, CMB delivers an in-depth look at key measures for each segment, such as demographics, brand preference, and usage, to demonstrate what makes them unique, and how they can be reached. We tailor these profiles to meet the needs of the client, so that they can be used to solve real business problems. For example, the sales team could use these segmentation results to personalize each pitch to a particular type of prospect, the creative team could target advertisements to key customer groups, or finance managers could ensure that budgets are being directed towards those with whom they will be most effective.

I’ll be the first person to admit that personality quizzes are a great way to waste some free time and maybe even learn something new about yourself. But what’s really fun is taking the same basic principles and using them to help real businesses make better decisions. After all, a segmentation is only useful when it is used, and that is why we make our segmentation solutions dynamic, living things to be reapplied and refreshed as often as needed to keep them actionable.

Amy Maret is a Project Manager at CMB with a slight addiction to personality quizzes. In case you were curious, she is an Espresso Macchiato, would play a Princess in a Disney movie, and is least like Ross from Friends.

Download our latest report: The Power of Social Currency, and let us show you how Social Currency can enable brand transformation:

Get the Full Report

And check out our interactive dashboard for a sneak peek of Social Currency by industry:

Interactive Dashboard

Topics: Chadwick Martin Bailey, research design, market strategy and segmentation, Market research

How Under Armour’s Social Currency Builds a Powerful Brand

Posted by Ed Loessi

Tue, Aug 23, 2016

 Last week, CMB and VIVALDI released the results of our watershed study: Business Transformation through Greater Customer-Centricity: The Power of Social Currency.  In the report, we share insights from 18,000 consumers, about 90 brands, across 5 industries (beer, restaurants, auto, airlines, and fashion).

The genesis of this research was VIVALDI's Social Currency concept. Introduced in 2012, Social Currency is a framework for understanding brands’ ability to fit into how consumers manage their social lives in today’s social, digital, and mobile context. This year, CMB partnered with Vivaldi to refine the concept and offer fresh insights into a changing marketplace.

One of the most powerful lessons from our research is that today’s customers don't see themselves as serving brands as the traditional “influencer”  or “brand ambassador” was thought to, but instead act in service of themselves. We see people looking for brands that help them represent who they are and what they believe. Today, the brand is in the hands of the customer and brands that facilitate experiences and behaviors that help consumers explore, develop, and express their identities are the brands that outperform their competitors. This level of performance difference includes high levels of Consideration, Loyalty, Price Elasticity, and Advocacy.

So, how does Social Currency come together? There are two parts; one is an overall score that is a weighted average of the 7 core factors or dimensions (shown below) that influence brand success. Topping that list of dimensions are two important forms of Identity—Personal and Social. Our research shows that identity is a key driver in people’s relationships to brands. The other piece of this framework is a Social Currency Assessment that helps brands develop truly customer-centric activities – messaging, advertising, content development, and digital media that align with customers' needs and wants. It’s important to note that we’re not just talking about brands being good at social media campaigns—it may be that customers express their needs and wants quite often in social media channels, but they also express themselves in many other social situations, and capturing that full spectrum is of vital importance.

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The Case of Under Armour

Let’s dig in! One of the stellar performers we uncovered was Under Armour. Founded in 1996, Under Armour is a relative newcomer in the sports apparel space, especially compared to well-known brands such as Nike (1964) and Adidas (1949). Without question, UA founder Kevin Plank had his work cut out for him when he began carting around his unique moisture-wicking T-shirts from the back of his car. It’s hard to imagine how a company with such humble beginnings has risen so quickly to take on many other well-established competitors.

As customer influence has grown, we can see patterns in the performance of those brands that create and nurture the activities that allow customers to identify and share their interaction with the brands. This concept was borne out very clearly in our study, which showed how Under Armour has eclipsed Adidas in its overall ability to deliver Social Currency, and edges closer to the top performer across all industries—Nike. Despite Under Armour’s size, it has done a masterful job understanding its customer and its customer’s needs, and through messaging, shareable content, and the linking of its customer’s Personal and Social Identities to the Under Armour brand, it has emerged as a force to be reckoned with in the sports apparel space. You can see in the diagram below “The Under Armour Success Story” that Under Armour scores particularly well in Personal Identity, Information, and Conversation dimensions.

UA_Success.png

How does Under Armour achieve these high marks of Social Currency and build its brand?

The Misty Copeland example:

From our report: “Like Nike’s “Just Do It” tagline, Under Armour’s “I Will” messaging, is empowering, inspiring, and inclusive. Under Armour’s messaging also celebrates the underdog with the competitive spirit embodied in its “I will what I want” campaign, featuring Misty Copeland, the first black woman to be promoted to principal dancer in the American Ballet Theatre’s 75-year history. The campaign produced $35 million in earned media and was particularly effective with women with a reported 28% increase in women’s sales. This success is supported by our research, while overall men’s Social and Personal Identity scores are higher across all sports apparel brands, Under Armour’s Social Identity scores among women (44.5) coming closer to those of men (48.1) than any of the others we tested in the category (Reebok, Adidas, Nike).”

The Michael Phelps Example:

You know we wouldn’t let this post go by without an Olympic reference, and neither would Under Armour. The Michael Phelps featured “Rule Yourself” campaign (part of the “I Will” strategy) and video has grown to become one of the most shared Olympic videos of all time. What’s so appealing? Why are so many people identifying with the message of “Rule Yourself” as put forth by Under Armour?

Katie Richards, writing for Adweek“For one, it's striking the right emotional chord with its target audience: millennial men between the ages of 18 and 34. The dramatic nature of the Phelps spot (with a killer track from The Kills) and its ability to take viewers through the swimmer's intense training process elicited a sense of inspiration among 47 percent of overall viewers, and 68 percent of millennial men.”

“Droga5 co-head of strategy Harry Roman echoed Prywes, adding that the Phelps ad is so shareable because it's able to convey the sacrifice that the swimmer makes each day to prepare for Rio.”

As someone who grew up playing every sport imaginable as a kid, and continued to do so through high school and beyond, I can relate to the “Rule Yourself” idea. I’ve now converted to low-impact sports to save my aging knees, but there is part of me that identifies with that idea of not letting go, of taking one more shot. It’s a natural bent of athletes, elite or otherwise. Under Armour has made it easy for me to identify personally, join the conversation through the videos created for the campaign, and express myself regarding the brand. A pale comparison it may be, but I can see that small bit of Michael Phelps in myself, the person who says “I will.”

One final note about the “Rule Yourself” campaign. According to Adweek, to date, 56 percent of the spots' shares are coming from Facebook, followed by Twitter at 28 percent. You’ll also notice, in the chart below, that across the social spectrum, people are expressing their personal and social identities in virtually every type of social environment.

 AA_UA.png

It’s clear, after studying the 90 brands, that those brands that facilitate digital, socially-driven experiences and behaviors that help consumers explore, develop and express their identities are clear winners. Under Armour, in particular, has done an exceptional job in this regard. They have built on the experiences of Misty Copeland and Michael Phelps and made them identifiable to their customers, and hence identifiable with their brand. Under Armour has then made it possible to share great content and express oneself as a function of that brand. Anyone, dominant athlete, former athlete, weekend (or weekday) warrior can see that underdog, and know that “I Will” also!

Ed is CMB's Director of Product Development and Innovation. He thinks there is a game-changing product or idea within everyone, and it’s his job to dig it out. You can share ideas with him @edloessi.

Download the full report, and let us show you how Social Currency can enable brand transformation:

Get the Full Report

And check out our interactive dashboard for a sneak peek of Social Currency by industry:

Interactive Dashboard

 

 

Topics: Chadwick Martin Bailey, consumer insights, brand health and positioning, Social Currency

5 Questions with CMB's Director of Product Development and Innovation

Posted by Lauren Sears

Wed, Jul 20, 2016

LEd_Loessi_web_final.pngast week, I had the opportunity to sit down with Ed Loessi, CMB’s Director of Product Development and Innovation. We talked about his role defining and developing products and solutions, why agency innovation is so important, and how our innovation efforts can lead to delivering better solutions for our clients.

Historically, early innovation has been around physical products. Personally, even when I think about innovation, my first thoughts are about technology, cars, phones, etc. So why do agencies, like CMB, need to invest in innovation?

Ed: To your first point about the perception around innovation being associated with products, Austrian economist Joseph Schumpeter wrote that innovation is achieved when companies craft inventions that constructively change their business models. For many decades, this was a very physical-product driven idea. However, for a service-based or information-intensive business that provides insights, the “product” is the insight itself.

This understanding makes it easy to see why companies that provide insights must be as focused on innovation as their physical-product counterparts. In order to succeed and continue to perform at a high-level, companies must constantly construct and deconstruct their business models in order to provide the best possible services to clients.

Makes sense. So, how do we get clients to value an organization that’s innovating services?

Ed: That’s actually pretty easy. If you went to anyone on the street and asked them if they want to buy this five-year-old smartphone, how many would say yes? Probably none. It’s the same with services and insights—nobody wants old insights or old ideas (unless they’re still valuable). Clients want to have all of their providers working to be the best at supplying materials, finished products, and services. What you have to do as a service provider is show that you’re constantly working to move the provision of your services forward—because that’s what moves the client’s business forward. This can be achieved by having POV’s on things that will impact your clients in the future, actively testing solutions to things that will impact them very soon, and actively engaging in solving problems that are impacting them right now. By covering the entire innovation spectrum, clients will begin to recognize you as an innovative organization.

Could you give some examples of innovation within CMB?

Ed: Sure—

  • First, CMB has been in business for more than 30 years, so there are many examples of innovation that have spanned those decades. We’ve embraced new ideas and technologies, and we have helped our clients through the peaks and valleys of changing economics.
  • The big change, and the reason for my role, has been to step up our speed of innovation. By having a person who focuses on innovation within the organization and works across all of the practice and service delivery areas, I can help things happen quicker. We’ve also matched that with a concept of virtual teams, in which people from the practice areas, service delivery, sales, marketing, analytics, and project management come together to focus on rapidly developing or upgrading an approach.
  • More specifically, we’re taking new ideas and existing approaches and applying agile methods (quick iterations, earlier customer feedback, and faster releases into the market) across all of the services that we provide. We’re working to make sure that all of our practice areas and market research services are constantly moving forward in quality and value.

You also just started an innovation group within CMB, and I’m excited to be one of its members! What was your thought process in establishing the group?

Ed: The main point of our innovation group is to have a way of training and helping more people in the company understand innovation. The company has always been innovative (hence its success over the years). The goal of the innovation group is to have as many people involved in innovation as possible and to keep people thinking about innovation as much as possible.

The innovation group contains several sub-groups, some of which focus on the innovations our clients are working on. Other subgroups look at the big challenges in market research and ask, “how do we tackle this?” All in all, we want to discover innovative ideas both internally and externally, and we want to be really good at getting those innovations to market.

What would be your advice to other agencies trying to be more innovative? 

Ed: Well, I don’t want to give away all of the secrets. However, it’s safe to say that you have to make a commitment to being innovative, and you have to do it quickly. Clients don’t want to wait around for new approaches, especially in a world that is changing as fast as the world that we live in today. You’ve got to be able to function as agilely as possible, and you have to be able to engage with your customers on those innovative ideas early and often. 

Lauren is a Senior Research Associate at CMB whose best innovative ideas form in the kitchen when she experiments with new recipes. 

Ed is the Director of Product Development and Innovation at CMB. He thinks there is a game-changing product or idea within everyone, and it’s his job to dig it out. You can share ideas with him @edloessi.

Topics: Chadwick Martin Bailey, growth and innovation

Strength-Based Leadership and Finding the #Boss Within

Posted by Blair Bailey

Wed, Jul 06, 2016

A few weeks ago, I relinquished my year-long membership to the "Broken Screen Club" and bought asgo-logo-home.png new phone. It was a good opportunity to clean up the apps I didn't need. I had two meditation apps, two fitness tracker apps, three nutrition apps, four dating apps, and two hydration-tracking apps. If there was a gap in my life, I had an app for it. 

I was an expert at pinpointing what I wanted to improve about myself and identifying the tools to do it...but was it working? Using these apps reminded me to drink water, but they also served as a constant reminder that I was bad at regularly drinking water.

Recently, I attended Strength-Based Leadership Workshop presented by She Geeks Out (SGO), a Boston-based community of women in the STEAM fields. The workshop was led by Katie Greenman, Founding Partner of HumanSide, a "human-centered consultancy" that works with individuals, teams, and organizations to build success from the inside out. Through activities and lively discussion, we discussed the concept of strength-based leadership and how to apply it in our personal and professional lives.

When it comes to introspection and self-improvement, it’s natural to focus on what’s wrong rather than what’s right. Strength-based leadership focuses on emphasizing an individual’s existing strengths and passions. The core belief is that there is higher growth potential in developing strengths rather than focusing on weaknesses.

At the workshop, everyone had a worksheet with about thirty traits listed and had to circle which traits we considered our strengths. For each of the traits listed, I wanted to brainstorm how I could improve on it rather than see if it was already a strength of mine. Next, we listed items from one aspect of our lives and discussed how our existing strengths would help or had helped us achieve our goals.

The last item was: "Something you're not doing so well with." It was easy for me to come up with something to improve upon...but how would my known strengths help? The takeaway is one of the central tenants of strength-based leadership—whether you're succeeding or not at a task, you should focus on your existing strengths to improve or to continue to excel.

Although the exercises focused on the individual, they can also be applied to teams. Focusing on strengths rather than weaknesses allows for diverse, passionate teams that can excel at the tasks at hand. It also creates a stronger relationship between a company's leadership and its employees. Acknowledging your employees' passions can build enthusiasm and promote evangelism. It's important to note that strength-based leaders don't ignore weaknesses altogether. However, they don't focus the majority of their time and efforts on filling the gaps.

Since attending the workshop, I’ve realized how much strength-based leadership plays a role at CMB. I’ve been assigned difficult projects and given unfamiliar roles that I was at first terrified to take on. But during one-on-one meetings, when I was internally panicking, my manager would tell me, “we thought of you for this.” Through challenges we reveal skills that are valuable to a project, a team, and the company as a whole.

Thanks to my "perfectionist" trait, it's still difficult for me not to focus on the negative, particularly my own. SGO's workshop provided me with a new perspective on how to approach my projects, my career, and myself. I still have more than one meditation app, but if that's the worst of it, I think I'll be okay.

Blair Bailey is a Senior Associate Business Analyst at CMB who still doesn’t drink enough water.

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Topics: Chadwick Martin Bailey, marketing science, marketing strategy, CMB Careers, Market research