Mark Bonchek causes breakthrough shifts in large organizations' brands, product strategy and leadership.
Mark Bonchek’s mission is to change the way you think. His belief is that to stay competitive and relevant in the digital age, you have to change not only what you do, but how you think.
As the founder and Chief Epiphany Officer of Shift Thinking, Mark helps leaders and organizations make the shift from incremental to exponential growth and achieve transformative change so they can more effectively compete in their market, engage their customers and organize their teams.
Mark has been a pioneer and guide to the digital revolution since receiving Harvard University’s first doctorate on the topic of social media in 1997. He has launched new businesses, created award-winning programs, and advised global leaders for such organizations as McKinsey & Company, The Economist, IBM, Adobe, Kaiser Permanente and the American Heart Association. He is also a frequent speaker on topics such as Digital Disruption, New Models of Customer Engagement, Network Leadership, Thinking Styles and Unlearning. He is a regular contributor to Harvard Business Review.
Mark Bonchek describes how brand messaging can no longer be about simple persuasion but about mutually beneficial reciprocal relationships.
In this interview segment, Mark Bonchek describes how organizations can't afford to take the time to run decision-making up and down hierarchical chains of command. Instead, organizations need to push decision-making out to the edges of their networks.
Mark Bonchek describes how true leadership comes from empowering individuals with the tools, guidance, and confidence they need to succeed.
Mark Bonchek likens the shift in communication to a hosting a great dinner party: don't do all of the talking; instead, bring others into conversation.
Mark Bonchek explains why old methods of branding based on pushing product features and benefits are no longer effective, and how companies need to pay attention to the entire narrative of their company.
Mark Bonchek describes how organizations can use decision principles to empower employees to take action that is both timely and aligned with the organization's principles.
Doctrine sits in between strategy and plans. It is more specific than the strategy, but also more versatile than plans, or rules. Think of it as heuristics, or guidelines: the purpose of doctrine is to enable an individual to know what to do in a situation that's consistent with the strategy and achieves the objectives of a plan, but with flexibility, with autonomy, for the individual, in the circumstance. And the creation of effective business doctrine, I believe is going to be critical for the transition of business in the next century.
One of the greatest shifts we're seeing today is a shift from push to pull. We're in a world now where our customers and our employees don't need us the way that they used to. It used to be that we needed to advertise, we needed to promote, we needed to push information out to people, so that they knew who we are, what we sell, why they should buy from us
I think the biggest missing ingredient for leaders is caring. At some point along the line, they stop caring—about their teams, about the company, about their customers, and it becomes a matter of just executing actions. I think when leaders reconnect with why they're doing what they're doing, the difference that it makes in the world and allow themselves to open their mind and their heart and take action based on those, that's when things really start to happen. Because it becomes inviting to people. That's what becomes open and transparent.