The Changing Nature of Marketing:
Implications for Research, Teaching
and Practice
Yoram (Jerry) Wind
The Lauder Professor
Professor of Marketing
Director, SEI Center for
Advanced Studies in Management
Academic Director,
Wharton Fellows Program
The Wharton School
Elsevier Science Distinguished Scholar Award Lecture
Society for Marketing Advances
New Orleans, November 6, 2003
1
AGENDA
I. The Changing Business Environment
2
AGENDA
I. The Changing Business Environment
II. The Changing Nature of Marketing
3
AGENDA
I. The Changing Business Environment
II. The Changing Nature of Marketing
III. Implications
for Research
IV. Implications
for Teaching/
Learning
V. Implications
for Practice
4
AGENDA
I. The Changing Business Environment
II. The Changing Nature of Marketing
III. Implications
for Research
IV. Implications
for Teaching/
Learning
V. Implications
for Practice
VI. Personal Implications and Next Steps
5
I. The Changing Business Environment
•
Globalization; The 86% Opportunities…
6
I. The Changing Business Environment
•
•
Globalization; The 86% Opportunities
The Turbulent Economy
7
I. The Changing Business Environment
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
8
I. The Changing Business Environment
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
9
I. The Changing Business Environment
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
10
I. The Changing Business Environment
•
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
Demographics; Migration…
11
I. The Changing Business Environment
•
•
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
Demographics; Migration…
Consumers Life Styles, Expectations & Behavior…
12
I. The Changing Business Environment
•
•
•
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
Demographics; Migration…
Consumers Life Styles, Expectations & Behavior…
The Pressure of Wall St. Expectations..
13
I. The Changing Business Environment
•
•
•
•
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
Demographics
Consumers Life Styles, Expectations & Behavior…
The Pressure of Wall St. Expectations..
Business Models and Practices
14
I. The Changing Business Environment
•
•
•
•
•
•
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
Demographics
Consumers Life Styles, Expectations & Behavior
The Pressure of Wall St. Expectations..
Business Models and Practices
Increased Commoditization; Innovations
15
I. The Changing Business Environment
•
•
•
•
•
•
•
•
•
•
•
Globalization; The 86% Opportunities; Outsourcing
The Turbulent Economy
Terrorist Threats; Wars; Anti US Feelings
The Internet..
Science and Technology
Demographics
Consumers Life Styles, Expectations & Behavior
The Pressure of Wall St. Expectations..
Business Models and Practices
Innovations
Uncertainty, change, complexity…
16
Need to Reexamine our Mental Models
Mental Models
•
•
•
•
•
•
•
•
The 4 Minute Mile
The Gorilla and the Ball
The Ticketing Agent and the Counter
Inner City vs. Emerging Domestic Markets
Source: Wind & Crook with Gunther; Making Sense: What You See is What You Think and What You
17
Think is What You See; Wharton School Press 2004
Challenge your Mental Models
It’s all about Mental Models – but which one?
•
What if People really are an asset & not an
expense?
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
18
Challenge your Mental Models
It’s all about Mental Models – but which one?
•
What if People really are an asset & not an
expense?
•
What if inventory really is a liability & not an
asset?
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
19
Challenge your Mental Models
It’s all about Mental Models – but which one?
•
What if People really are an asset & not an
expense?
•
What if inventory really is a liability & not an
asset?
•
What if technology is expensed & not
capitalized?
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
20
Challenge your Mental Models
It’s all about Mental Models – but which one?
•
What if People really are an asset & not an
expense?
•
What if inventory really is a liability & not an
asset?
•
What if technology is expensed & not
capitalized?
•
What if financial reporting is in real time & not
quarterly & yearly?
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
21
Neuroscience – New Developments
• We make sense of things, to a large degree, by
what is already in our heads – “what we think is
what we see, what we see is what we think”
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
22
Neuroscience – New Developments
• We make sense of things, to a large degree, by
what is already in our heads – “what we think is
what we see, what we see is what we think”
• Most of the optical input is discarded & replaced by
our internal “mental models” (Walter Freeman University of
California, Berkeley)
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
23
Neuroscience – New Developments
• We make sense of things, to a large degree, by
what is already in our heads – “what we think is
what we see, what we see is what we think”
• Most of the optical input is discarded & replaced by
our internal “mental models” (Walter Freeman University of
California, Berkeley)
• Mental models are “reality” and are developed over
time through experience, education & training.
Source: Wind, Crook and Gunther, Making Sense: What You See is What you Think,
Wharton School Press, 2004
24
The Process of Making Sense
1. Understand the
power and limits of
mental models
4. Transform your
world by acting
quickly and
effectively upon the
new models
2. Keep your models
relevant
3. Overcome
inhibitors to change
by reshaping
infrastructure and
the thinking of others
Source: Wind & Crook with Gunther; Making Sense: What You See is What You Think and What You
25
Think is What You See; Wharton School Press 2004
II. Illlustrative Changes in the Nature
of Marketing
1.
Market Driven Vision, Value Proposition and
Objectives
26
The Key Premise of Market Driven Vision
Customers
Needs & Wants
Products & Service
Offerings
Required Infrastructure,
Processes…
27
The Key Premise of Market Driven Vision
Customers
Needs & Wants
Products & Service
Offerings
AND
Required Infrastructure,
Processes…
• Expanding the Role of the Customer from Passive Audience to “CoProducer”
28
The Key Premise of Market Driven Vision
Customers
Needs & Wants
Products & Service
Offerings
AND
Required Infrastructure,
Processes…
• Expanding the Role of the Customer from Passive Audience to “CoProducer”
• Expanding the Focus of Marketing Strategy to Creating, Delivering
and Sustaining Value
29
The Key Premise of Market Driven Vision
Customers
Needs & Wants
Products & Service
Offerings
AND
Required Infrastructure,
Processes…
• Expanding the Role of the Customer from Passive Audience to “CoProducer”
• Expanding the Focus of Marketing Strategy to Creating, Delivering
and Sustaining Value
• Expanding the Focus from Customers to all Stakeholders
30
Marketing Driven Vision, Value Proposition and Objectives
Total Financial/
Business Solution
Price per Pill/
Discount
Pills
Total
Integrated
Wellness
Solution
31
Marketing Driven Vision, Value Proposition and Objectives
Total Financial/
Business Solution
Price per Pill/
Discount
Pills
Total
Integrated
Wellness
Solution
Establish corporate objectives focused on share of wallet (and maximizing
life time value of customers) vs. Market Share. Or Coca Cola’s share of
all beverages vs. share of colas or Crest from toothpaste to “Happy
Smiles for life”.
32
Marketing Driven Vision, Value Proposition and Objectives
Total Financial/
Business Solution
Price per Pill/
Discount
Pills
Total
Integrated
Wellness
Solution
Consider corporate objectives focused on share of wallet (and maximizing
life time value of customers) vs. Market Share. Or Coca Cola’s share of
all beverages vs. share of colas or Crest from toothpaste to “Happy
Smiles for Life”.
Establish measures of desired customer outcomes such as: Attraction,
Retention, Share of Wallet, Up Price Tolerance, Down Price Impact…
33
Marketing Driven Vision, Value Proposition and Objectives
Total Financial/
Business Solution
Price per Pill/
Discount
Pills
Total
Integrated
Wellness
Solution
Establish corporate objectives focused on share of wallet (and maximizing
life time value of customers) vs. Market Share. Or Coca Cola’s share of
all beverages vs. share of colas or Crest from toothpaste to “Happy
Smiles for Life”.
Establish measures of desired customer outcomes such as: Attraction,
Retention, Share of Wallet, Up Price Tolerance, Down Price Impact…
Focus on ROMI and Market Driven Dashboards
34
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
Market Driven Vision, Value Proposition and
Objectives
Marketing Innovations…
35
Illustrative Marketing Innovations…
•
•
•
•
•
•
•
Segments of one…
Emotional based positioning
“Guerilla Marketing” / “Buzz Marketing” - Red Bull
New Business Models – RyanAir
Dynamic Pricing – Priceline.com
The rise of the auctions – e-Bay
Marketing built into the product experience – Seth
Godin “Purple Cow” and “99 Cows”
• Innovative distribution – Costco, Amazon, Home
Depot…
• Creating WOM - BuzzAgent
•
•
36
Illustrative DASHBOARD of a High Tech Company
Shareholder Value
Financial Performance
Brand Equity
Corporate Reputation
Marketing
Relationship
Employee
Satisfaction
Brand Perception
Customer
Experience
Brand Promise
37
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
3.
Market Driven Vision, Value Proposition and
Objectives
Marketing Innovations…
Technology, Marketing and the Power of
Convergence.
38
The Power of Convergence
Mastering the 5 C’s of Convergence Marketing
Source: Wind, Mahajan & Gunther, Convergence Marketing, Financial Times Prentice Hall, 2001
39
The Power of Convergence
Mastering the 5 C’s of Convergence Marketing
Converging on Customerization
and Personalization: Make it mine
Source: Wind, Mahajan & Gunther, Convergence Marketing, Financial Times Prentice Hall, 2001
40
The Power of Convergence
Mastering the 5 C’s of Convergence Marketing
Converging on Customerization
and Personalization: Make it mine
Converging on Communities:
Let me be a part of it
Source: Wind, Mahajan & Gunther, Convergence Marketing, Financial Times Prentice Hall, 2001
41
The Power of Convergence
Mastering the 5 C’s of Convergence Marketing
Converging on Customerization
and Personalization: Make it mine
Converging on Communities:
Let me be a part of it
Converging on Channels:
I want to call, click and visit
Source: Wind, Mahajan & Gunther, Convergence Marketing, Financial Times Prentice Hall, 2001
42
The Power of Convergence
Mastering the 5 C’s of Convergence Marketing
Converging on Customerization
and Personalization: Make it mine
Converging on Communities:
Let me be a part of it
Converging on
Competitive Value:
Give me more for my money
Converging on Channels:
I want to call, click and visit
Source: Wind, Mahajan & Gunther, Convergence Marketing, Financial Times Prentice Hall, 2001
43
The Power of Convergence
Mastering the 5 C’s of Convergence Marketing
Converging on Customerization
and Personalization: Make it mine
Converging on Choice:
Give me tools to make
better decisions
Converging on
Competitive Value:
Give me more for my money
Converging on Communities:
Let me be a part of it
Converging on Channels:
I want to call, click and visit
Source: Wind, Mahajan & Gunther, Convergence Marketing, Financial Times Prentice Hall, 2001
44
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
3.
4.
Market Driven Vision, Value Proposition and
Objectives
Marketing Innovations…
Technology, Marketing and the Power of
Convergence
Marketing Science – Data Mining, Experiments…
45
Marketing Science – Data Mining, Experiments…
• Advances in Marketing Research and Modeling
• The proliferation of DATA Mining
• DSS & Corporate Dashboards
• Dynamic Resource Allocation
• Experiments, Adaptive Experimentation, and the
creation of a “sense and respond” organization
46
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
3.
4.
5.
Market Driven Vision, Value Proposition and
Objectives
Marketing Innovations…
Technology, Marketing and the Power of
Convergence
Marketing Science – Data Mining, Experiments…
The Focus on Customer Experience
47
The Focus on Customer Experience
Products
48
The Focus on Customer Experience
Products
Product and Service
49
The Focus on Customer Experience
Products
Product and Service
Product and Service Solution
50
The Focus on Customer Experience
Products
Product and Service
Product and Service Solution
Total interactive experience…
51
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
3.
4.
5.
Market Driven Vision, Value Proposition and
Objectives Marketing Innovations…
Technology, Marketing and the Power of
Convergence
Marketing Science – Data Mining, Experiments…
The Focus on Customer Experience
Marketing and the Impact of X-Functional Integration
52
Marketing and the Impact of X-Functional Integration
There are no Marketing problems, only business
problems involving Marketing, Operations,
Finance, Human Resources,…
53
Marketing and the Impact of X-Functional Integration
There are no Marketing problems, only business
problems involving Marketing, Operations,
Finance, Human Resources,…
Illustrative forces:
• ERP,
CRM, Integrated Supply Chain…
54
Marketing and the Impact of X-Functional Integration
There are no Marketing problems, only business
problems involving Marketing, Operations,
Finance, Human Resources,…
Illustrative forces:
• ERP,
CRM, Integrated Supply Chain…
• New Product, Market and Business
Development…
55
Marketing and the Impact of X-Functional Integration
There are no Marketing problems, only business
problems involving Marketing, Operations,
Finance, Human Resources,…
Illustrative forces:
• ERP,
CRM, Integrated Supply Chain…
• New Product, Market and Business
Development…
• The importance of service quality and response
time throughout the life of the “product”..
56
Marketing and the Impact of X-Functional Integration
There are no Marketing problems, only business
problems involving Marketing, Operations,
Finance, Human Resources,…
Illustrative forces:
• ERP,
CRM, Integrated Supply Chain…
• New Product, Market and Business
Development…
• The importance of service quality and response
time throughout the life of the “product”..
• Turning customer service into a profitable sales
engine…
The Wharton X-Functional Integration Initiatives…
57
The Wharton X-Functional Integration Initiatives
• CEO Panel…
• Natural Points of Linkages
• Creating New Interdisciplinary Offerings
– Marketing & STAT
– Marketing & Operations
– Marketing & Accounting
–
• Projects
• Curriculum Navigator
•
•
58
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
3.
4.
5.
6.
7.
Market Driven Vision, Value Proposition and
Objectives
Marketing Innovations…
Technology, Marketing and the Power of
Convergence
Marketing Science – Data Mining, Experiments…
The Focus on Customer Experience
Marketing and the Impact of X-Functional Integration
From Passive Consumers and Stakeholders to
Advocates…
59
From Passive Consumers and Stakeholders to Advocates…
• From Passive to Active Audiences…From CRM to CMR
60
From Passive Consumers and Stakeholders to Advocates…
• From Passive to Active Audiences…From CRM to CMR
• In search of “partners” (in development…)
61
From Passive Consumers and Stakeholders to Advocates…
• From Passive to Active Audiences…From CRM to CMR
• In search of “partners” (in development…)
• From customers satisfaction to customer reference-ability
and advocacy
62
From Passive Consumers and Stakeholders to Advocates…
• From Passive to Active Audiences…From CRM to CMR
• In search of “partners” (in development…)
• From customers satisfaction to customer reference-ability
and advocacy
• From narrow focus on customers to stakeholders
•
•
63
II. Illlustrative Changes in the Nature
of Marketing
1.
2.
3.
4.
5.
6.
7.
Market Driven Vision, Value Proposition and
Objectives Marketing Innovations…
Technology, Marketing and the Power of
Convergence
Marketing Science – Data Mining, Experiments…
The Focus on Customer Experience
Marketing and the Impact of X-Functional Integration
From Passive Consumers and Stakeholders to
Advocates…
Marketing as the Engine of Growth
64
Marketing as the Engine of Growth
Increasingly the Role of Marketing is Viewed as:
• Driving the creation of value through the development of
relationship with customers and with those whose
decisions influence and shape the environment in which
we work (BP Amaco).
65
Marketing as the Engine of Growth
Increasingly the Role of Marketing is Viewed as:
• Driving the creation of value through the development of
relationship with customers and with those whose
decisions influence and shape the environment in which
we work (BP Amaco).
• Growing profitability, building brand equity, creating
customer centric culture (PNC)
66
Marketing as the Engine of Growth
Increasingly the Role of Marketing is Viewed as:
• Driving the creation of value through the development of
relationship with customers and with those whose
decisions influence and shape the environment in which
we work (BP Amaco).
• Growing profitability, building brand equity, creating
customer centric culture (PNC)
• Driving Growth (ARAMARK)
67
Marketing as the Engine of Growth
Increasingly the Role of Marketing is Viewed as:
• Driving the creation of value through the development of
relationship with customers and with those whose
decisions influence and shape the environment in which
we work (BP Amaco).
• Growing profitability, building brand equity, creating
customer centric culture (PNC)
• Driving Growth (ARAMARK)
• Creating and building leadership brands consumers love
(P&G)
68
Marketing as the Engine of Growth
Increasingly the Role of Marketing is Viewed as:
• Driving the creation of value through the development of
relationship with customers and with those whose
decisions influence and shape the environment in which
we work (BP Amaco).
• Growing profitability, building brand equity, creating
customer centric culture (PNC)
• Driving Growth (ARAMARK)
• Creating and building leadership brands consumers love
(P&G)
• Leading the continued transformation of the company
(Samsung)
69
III. Implications
1.
2.
3.
4.
5.
6.
7.
8.
Market Driven Vision, Value
Proposition and Objectives
Marketing Innovations…
Technology, Marketing and
the Power of Convergence
Marketing Science – Data
Mining, Experiments…
The Focus on Customer
Experience
Marketing and the Impact of
X-Functional Integration
From Passive Consumers
and Stakeholders to
Advocates…
Marketing as the Engine of
Growth
•
For Research
•
For Teaching/Learning
•
For Practice
Research Implications and Next Steps…
70
III. Implications for Research
1.
2.
3.
4.
5.
6.
7.
8.
Market Driven Vision, Value
Proposition and Objectives
Marketing Innovations…
Technology, Marketing and
the Power of Convergence
Marketing Science – Data
Mining, Experiments…
The Focus on Customer
Experience
Marketing and the Impact of
X-Functional Integration
From Passive Consumers
and Stakeholders to
Advocates…
Marketing as the Engine of
Growth
1.
2.
3.
Objective
Scope
Application
Bridging the Silos of:
•
Secondary and Primary Research
•
Qualitative and Quantitative
•
Research and Modeling
•
Customers and Intermediaries
•
Individuals and the Unit of Analysis
•
Brand/Marketing and Top
Management
•
Marketing decisions and Business
decisions
•
Static measures & data and
Dynamic Reality
•
Research Implications and Next Steps…
71
IV. Implications for Teaching/
Learning
1.
2.
3.
4.
5.
6.
7.
8.
Market Driven Vision, Value
Proposition and Objectives
Marketing Innovations…
Technology, Marketing and the
Power of Convergence
Marketing Science – Data
Mining, Experiments…
The Focus on Customer
Experience
Marketing and the Impact of XFunctional Integration
From Passive Consumers and
Stakeholders to Advocates…
Marketing as the Engine of
Growth
Toward a New Learning Paradigm
Time and
Place
72
The New Management Education Paradigm
Facilitated by the Advances in Information Technology
Mode of Learning
Interactive
Learning
Involving
Real World
Task
Mostly
Passive
Standardized
Educational
Content
Customized
Discrete
Time and
Place
Time and
Place
Any
Time and
Place
73
V. Implications for Management Practice
1.
2.
3.
4.
5.
6.
7.
8.
Market Driven Vision, Value
Proposition and Objectives
Marketing Innovations…
Technology, Marketing and the
Power of Convergence
Marketing Science – Data
Mining, Experiments…
The Focus on Customer
Experience
Marketing and the Impact of XFunctional Integration
From Passive Consumers and
Stakeholders to Advocates…
Marketing as the Engine of
Growth
• Are you focused on blockbuster
brands?
• Do you have an integrated total
marketing strategy?
• Do you have an integrated
stakeholder strategy?
• Is your marketing investments
necessary for long term growth?
• In hard times, do you cut your
marketing budget?
•
•
The Power of Integration…
74
Toward an Integrated Marketing Strategy:
Leveraging the Power of Synergy
An Illustrative Pharmaceutical Example
Toward
Integrated
Brand Promise
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Product Design
Packaging
ADV
DM
Web
Collateral
Sales force
Trade Show
PR
Sponsorship
POS
Cause Related
Marketing
WOM…
Toward
Integrated Customer
Experience
•
•
•
•
Bridging the Brand
Silos
Bridging Products,
Service &
Information
Toward
Integrated Stakeholder
Solutions
•
•
•
•
•
•
•
•
•
Physicians
Patients
Payers
Hospitals
Pharmacists
Influencials/O.L.
Media
75
V. Implications for Management Practice
•
•
•
•
•
•
•
•
Market Driven Vision, Value
Proposition and Objectives
Marketing Innovations…
Technology, Marketing and
the Power of Convergence
Marketing Science – Data
Mining, Experiments…
The Focus on Customer
Experience
Marketing and the Impact of
X-Functional Integration
From Passive Consumers
and Stakeholders to
Advocates…
Marketing as the Engine of
Growth
Scenarios
[Market Driven] Vision
[Market Driven] Business Paradigm and
Value Proposition
[Market Driven] Objectives
[Marketing Driven] Strategy
[Market Driven] Organizational
Architecture
Implementation
76
Organizational Architecture
Organizational Culture
and Value
Structure
Processes
•Vision
• Business model and
value proposition
• Objectives
• Strategies
The Organizational
Stakeholders:
Customers
Employees
Shareholders
Partners
Suppliers
Communities
Government
Other
Location and
Facilities
Performance measures
and incentives
Technology
Resources
People and
Competencies
• The Emergence of the CMO
• The decline of the marketing function and the emergence of a Marketing
Driven Organization
• The Emergence of Marketing Networks
• The Emergence of Outsourcing
•
•
77
VI. Personal Implications and Next
Steps
•
•
•
•
•
•
78
And Framing the Next Steps in the Context of
MSI’s Priorities
•
•
•
•
Return on Marketing
Branding
Growth, Innovation, and New Products
Understanding Customers
79
Next Steps: My Recommendations
1. Challenge your Mental Models
80
Next Steps: My Recommendations
1. Challenge your Mental Models
2. Search for Balance of the old & the
new…the quantitative and the qualitative
81
Next Steps: My Recommendations
1. Challenge your Mental Models
2. Search for Balance of the old & the
new…the quantitative and the qualitative
3. Focus on Metrics
82
Next Steps: My Recommendations
1. Challenge your Mental Models
2. Search for Balance of the old & the
new…the quantitative and the qualitative
3. Focus on Metrics
4. Focus on Integration and on Bridging the
Silos
83
Next Steps: My Recommendations
1. Challenge your Mental Models
2. Search for Balance of the old & the
new…the quantitative and the qualitative
3. Focus on Metrics
4. Focus on Integration and on Bridging the
Silos
5. Experiment, Experiment, Experiment
84
Next Steps: My Recommendations
1. Challenge your Mental Models
2. Search for Balance of the old & the
new…the quantitative and the qualitative
3. Focus on Metrics
4. Focus on Integration and on Bridging the
Silos
5. Experiment, Experiment, Experiment
6. Develop the Needed New Capabilities
85
Next Steps: My Recommendations
1. Challenge your Mental Models
2. Search for Balance of the old & the
new…the quantitative and the qualitative
3. Focus on Metrics
4. Focus on Integration and on Bridging the
Silos
5. Experiment, Experiment, Experiment
6. Develop the Needed New Capabilities
7. Have Passion, Energize and Have Fun
86
87
88
89
90