the intelligence issue the intelligence issue...the new school: marketing education in 2017 44 62 40...

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THE THE INTELLIGENCE INTELLIGENCE

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THE INTELLIGENCE ISSUEApril/May 2017

CASE STUDIES70

WATER SAFETY NZPeddling stupidity

74UNIVERSAL PICTURES

Who’s a clever boy?

78DEAKIN

This is content

FEATURES14

FEATUREWhat artifi cial intelligence

means for brands

22BRAIN TRUST

2027: how has AI change my job?

26BRAND IN FOCUSCure Brain Cancer

24INTERVIEW

Rocket science

34 FEATURE

The new school: marketing education in 2017

44

62

40 INFOGRAPHIC

The prospects of an analytics professional

42 OPINION

ABCs of dynamic intelligence

44 FEATURE

Analysing the latest ‘B2B Marketing Outlook’

52 INTERVIEW

The emotionally intelligent salesperson

58 INFOGRAPHIC

The two-speed brain

62MARKETER

Fulcrum’s Cassandra Kelly

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26

70

78

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COLUMNS90

STEVE SAMMARTINOAccelerating intelligence

92 VALOS & LEE

Closing the digital loop

94SÉRGIO BRODSKY

Intelligent marketing changes context, not behaviour

96 MARK RITSON

Intelligence the noun, not the trait

98CON STAVROS

Everyone’s a genius in hindsightCONTENT PARTNERS21SSI

NPS benchmarks: Automotive

32MARKETO2020 vision

60FORRESTER

The rise of intelligent agents

82UNLTD

Join the Social Intelligence Service

BEST OF THE WEB84

MOST READBen Peacock and

Scott Matyus-Flynn

86EDITOR’S CHOICE

Luca Martini

88 EDITOR’S CHOICE

Monique Brasher

89MOST SHARED

Ross Lambert

8432

60 86

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96

Contents43743_6-7_contents.indd 0743743_6-7_contents.indd 07 22/03/17 11:29 AM22/03/17 11:29 AM

62 BRAND TALK

MARKETING APRIL | MAY 2015

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THE INTELLIGENCE ISSUE

63 MARKETER

W hen Cassandra Kelly answers the phone it’s hard to place her accent. Now based in New York, you can hear her many years of living and working overseas coming through. She’s

articulate, genuine and easy-going, which may not be the fi rst impression that you would get from the standard-issue executive portraits and the incredible list of resume titles, mostly containing the words ‘founder’, ‘chair’ or ‘director’.

Cassandra Kelly is a cross-sector champion of fi nancial services, technology, philanthropy and entrepreneurship. She co-founded Pottinger, Pottinger Analytics and Atomli. Pottinger is a highly respected fi nancial services company with offi ces in Sydney, London and New York. It has been featured by the Australian Government’s Productivity Agency as one of the 10 national benchmarks for skill utilisation and productivity. She is also a digitalisation and entrepreneurship adviser to the G20/B20, chair of Allpress Espresso International and deputy chair of the Treasury Corporation of Victoria. Australian Financial Review has named Kelly one of the 10 most infl uential women in the boardroom. She coaches and advises world leaders, chief executives and politicians and she’s also the co-founder of Glass Elevator, a not-for-profi t

that works to increase the number of women in senior executive positions.

But if all that wasn’t enough, most recently Kelly became the chair of newly launched data technology company Fulcrum. Late last year, Fulcrum raised $2 million in capital through A-list Australian investors and is already working with ASX top 50 companies to help transform how they use their customer data through its exciting new platform.

In a climate where it’s relatively easy to fl y under the radar and stay in the same senior role in the same industry, Kelly’s career represents someone that doesn’t settle for the status quo and is driven by what she hasn’t achieved yet.

Learning from spilt milk With so much ground to cover across such interesting and diverse territory, our conversation actually starts with refl ection. How does such an impressive career start?

“Often people think it’s that fi rst graduate role that’s considered your career start, your fi rst job on the corporate ladder. But for me it was actually the job I had as a teenager. I was working with a local business owner. It was a supermarket in a small town and I didn’t have a title, I just did what was needed,” she says.

Unfi nished businessIt’s impossible to read Cassandra Kelly’s CV and not be impressed. Working across

continents, advising world leaders, founding fi nancial tech companies, and championing women’s equality, she’s truly done it all. She takes stock of her career

and why her work will never be done. By Michelle Keomany.

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Through her part-time job while a student, Kelly learned how to be useful to the supermarket owner who had immigrated to Australia and needed someone he could trust, to read, do basic accounting and converse with customers in English.

“If some milk was spilled on the fl oor or someone was irate because something hadn’t gone well, I could be out there speaking English while my boss might take over the cash register, which didn’t require as much speaking.”

She continues, “I knew a lot of our customers from the local community and I realised that, if we didn’t upset them, they were going to keep coming back.”

For most of us, our fi rst jobs did little more than provide pocket money and funny stories to tell years later. But for Kelly, this experience taught her fi rst-hand the fundamental business basics of needing to balance the books and keep the customer happy, while also the satisfaction of being truly useful to someone.

“That was a lovely memory for me, and if I knew where to fi nd the business owner now, I would love to say thank you, because it was a very lucky part of my life.”

The strength of naivety One of Kelly’s earlier management roles took her to Japan, where she was vice president of GMAC Commercial Mortgage in Tokyo. She describes what it was like to work overseas before working overseas became more common practice: “I was a gaijin, a foreigner, and I was a female. If you looked at my scorecard, you could see that I had very little going for me before I even opened my mouth… and then they discovered I didn’t even speak the language.

“I had to learn to infl uence differently; I had to fi nd more innovative ways to be effective and build respect.”

Kelly was not only working in simultaneous translation but leading a company that was comprised almost entirely of older, Japanese men.

So what drew her to take on such a big and different challenge in the fi rst place? “I was younger. I’m still young but I was younger then,” she laughs. “When you’re younger you have that wonderful bit of

ignorance. You take a leap because you don’t know you’re taking one.

“I think not enough people are honest at points in their career and don’t appreciate quite how high they’re jumping from. I defi nitely think that was true for me because so few people had worked in Japan at that point, so there weren’t even stories of what it would be like.”

She talks of being given cultural training that seems very outdated now, like where to sit in a room and how to hand out a business card. But this was a very far cry from actually knowing what to expect about living and working in Japan. Until this role, Kelly had

largely been responsible for advising people as a consultant at McKinsey, as an investment banker or an adviser. She relished the opportunity to be able to get involved and step into the world of running a business. “This was actually about the advice I gave to other people and seeing what would happen if I had to take a bit of my own medicine.”

Kelly says that out of everywhere she has worked, including Africa and Europe, Japan was the most challenging. “I didn’t appreciate how hard it would be to run a business of that nature in that particular country at that time, given my demographics. But it’s by my nature that I love learning new things and the excitement of testing my limits. So maybe it’s a mixture of naivety and bravery.”

Kelly sums up not just this role, but what is a common theme through her whole career, in one quote from former Queensland Premier Anna Bligh: “Anna once said to me, leadership isn’t meant to be safe.” She continues, “This is

Out of everywhere she has worked, including Africa and Europe, Japan was the most challenging.

CVAUGUST 2003 TO PRESENT:

Chair, Pottinger

FEBRUARY 2017 TO PRESENT: Chair, Fulcrum

2016 TO PRESENT: Chair and co-founder Atomli

AUGUST 2015 TO PRESENT: Deputy chair, Treasury Corporation Victoria

AUGUST 2014 TO PRESENT: Chair, Allpress Espresso

International

JULY 2014 TO AUGUST 2016: Director, Flight Centre Travel

Group

OTHER ROLES INCLUDE: Vice president, Asia at GMAC

Commercial Mortgage; investor in fi ntech businesses at Deutsche

Bank; consultant at McKinsey.



it – I’ve got one shot at making a difference and it’s not going to be by staying safe. Staying indoors, or in my own community, and only doing things that I knew I would be good at, wouldn’t lead me to fi nding out what I was best at or what I could best contribute.”

Cassandra Kelly’s data ecosystem What’s refreshing when you speak to Kelly about the businesses she’s a part of is the distinct lack of buzzwords and jargon she uses. Her insights come from a genuine place, her sheer breadth of experience allows her to connect dots that others wouldn’t necessarily see. Fulcrum isn’t ‘just another tech company’ because its bigger strength lies in the ecosystem that Kelly has helped build from scratch.

“Fulcrum ensures that we have the right proposition to each individual customer in the right place at the right time, delivered in the right way and Atomli helps the business to know exactly how much of each individual product will sell in each store on any given day with any given promotion.”

While Kelly’s businesses both have data as the raw material, the real value comes from the conversations

they are having with their customers. It’s not about the data; it’s about the business and customer pain points.

She talks about changing the game in a real way, starting with the bigger, disruptive picture. Kelly describes disruption as affecting businesses on two levels – an overall one and a customer one. Business is increasingly borderless and the cost of entry is falling while competition is increasing. It’s a perfect storm thanks to online competitors and customer demands, and many businesses have been too complacent.

“What businesses used to confuse as loyalty was simply lack of choice. Customers no longer have to be hostages in contracts, they won’t wait for items and switching is becoming the new norm,” she says.

Kelly goes on to deliver a home truth, “The traditional view of loyalty has faded – there is no such thing as a customer for life. You have to win the customer every time. The last interaction any customer has is the benchmark for the next interaction, so you need to make sure it’s relevant.”

The combination of expertise and new technology represents new opportunities for Kelly. Through her businesses, she is turning the tables, transforming disadvantages into advantages and problems into opportunities.

“You need to move from being the disrupted to the disruptor – adopt a mindset that your customers are there for you to lose, not for others to win. Look at how technology can enable the delivery of smarter ways of running the operation that enables world-class experience and customer engagement every time we talk to our customers.”

The Glass Elevator Outside of her professional roles, Kelly infl uences positive change through the not-for-profi t organisation she co-founded with Pottinger alumni Olivia Loadwick. The Glass Elevator works to increase the number of women in senior executive positions by building support networks, providing development opportunities and overall, stimulating discussion about gender equality.

Australian Financial Review has named Kelly one of the 10 most infl uential women in the boardroom.

Cassandra Kelly’s top fi ve data tips ✺ ✺ It isn’t about how much data you have got but how

you use it. Many businesses are not even using the data they have.

✺ ✺ Don’t believe salespeople that tell you that you have to have your data all in one place before you can analyse it.

✺ ✺ It isn’t about big data, it is about big analytics – the sophistication of it.

✺ ✺ Focus on cost effi ciency. How cost-effective are you at extracting actionable information from the data? You don’t need an army of people, you need automated, objective and reliable systems.

✺ ✺ There is some excitement over the democratisation of data: people may argue that you need to make more data available to more people in the organisation but too often that overwhelms them with information they cannot use.


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Kelly speaks about what it was like for her as a young woman in the corporate world: “In the early years of my career, there were almost no role models, there were almost no women at all at senior levels in fi nancial services. I drew my inspiration not from what I could see, but from what I knew I could be.

She goes on to say, “All that being said, Glass Elevator for me is about trying to inspire people by showing them that there are more of them, by showing them people that look them and that they can actually get there,” she says, “It’s about giving them the example that I didn’t see, because it’s certainly much easier to aspire to be something if you can see it.”

In an interview with Women’s Agenda in 2014, she spoke about returning to Australia in 2003 following stints in London, New York and Tokyo. Kelly describes walking into boardrooms in China and it was normal to have women in the most senior positions; that it was expected. So she was startled that Australia was very much behind and that it wasn’t even being discussed.

Since then she’s seen improvements, the dial is slowly moving and she has also learned to look beyond her own industry to fi nd inspiration. “But if you ask me if I would have preferred to go down a path where there were more women? Yes, absolutely; imagine how much easier that would have been.”

What’s her advice for anyone that might be feeling affected now? “Know that you’re not alone,” she says. “Know that if there are times that it seems unjust or unreasonable, that’s why the statistics are like they are, because it’s not reasonable and it’s not equitable, and that’s why we need to fi nd ways to do more.”

Kelly isn’t feeling patient, and she’s not going to wait for someone else to fi x things. “Australia can’t sit there and think the job is done. It’s not enough until women truly have equality and there are no longer issues. We don’t have time for talk now, the talk has been helpful in terms

of educating, elevating and airing issues but we actually just need to get on with it and change the numbers.”

How can we start improving things for women, especially those already at the forefront? Kelly gives an honest and bigger-picture view. “If you can stay at that senior level you make it easier for the generations coming through. We will make it easier for those below. It will become more normal.”

It’s simply not enough to blindly trust that other people will see our worth and pay accordingly, she says. “Meritocracy is broken; we need quotas to shift the dial more quickly.”

She points out an interesting double standard: “Why are businesses afraid of targets or quotas for women’s equality when they use them in every other area of business?”

Kelly believes that employees, women and men need to know their value. “Don’t be your worst enemy”, she says. “Don’t treat yourself like a charity and think, ‘I like my job so I don’t deserve to be paid more’. You have to value yourself.”

Ultimately, the responsibility lies with employers. “They’re the only ones who know if they’re paying equally, so it’s their obligation to know the amounts.”

Apt in a data-led business world, Kelly’s approach is matter-of-fact. Now that we have the data, the research and the statistics, we need to do something about it. The status quo doesn’t have to be so forever.

While the technology and environment are more advanced now, Kelly always returns to simply getting on with how to be truly useful. Her businesses are still fi nding new ways to balance the books and keep the customers happy, just as she did at the local supermarket.

So, given how much she has achieved throughout her career and her philanthropy, when will Cassandra Kelly be ‘done’? Apparently never. “So much of what we do is what we haven’t yet achieved… I can do more. I’ve got more left in the tank. Satisfaction for me is waking up knowing I haven’t fi nished. I’ll never be done, and that’s such an incredible privilege.”

She’s also the co-founder of Glass Elevator, a not-for-profi t that works to increase the number of women in senior executive positions.

Cassandra Kelly’s top four organisational strategies ✺ ✺ “Only take on as much as you can actually deliver.”

✺ ✺ “Be reliable and dependable; you want to be somebody that does what they say.”

✺ ✺ “Be realistic about what you can be capable of.”

✺ ✺ “A wise colleague once said, ‘if you want fewer emails, send fewer emails’.”


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