A few weeks back I saw an old movie called “He’s Just Not That Into You”.  Not a great movie but a really cold reminder that if your lover doesn’t call you/call you back, he or she probably doesn’t love you that much. You are just not relevant enough.

The economic downturn has turned the heat up on business relevance. In good economic times, “interesting” can suffice as relevant. Companies and consumers will buy your products or services because they can afford to, because what you offer is interesting, mildly helpful, feels good, whatever. A great example of that are research expenditures.  Big brands spend gobs of money on interesting research.  They don’t actually do anything with the research, it doesn’t guide decision making, there’s no “return” expected, it’s just interesting.

But when the economy softens, the definition of relevance hardens.  It shifts from “interesting” to “influencing”, i.e. the investment has got to connect in some, even if indirect, way to an action or benefit.  Management starts asking the question, what are we getting for this?  The consumer begins contemplating what life will be life without that pair of shoes.  But even then, there’s some latitude on how consumers and businesses assess the return, on how relevant the relevance is.

Now, serve up an economic setback like the one we’re still mired in, and the definition of relevance becomes rock hard. Relevance = Essential. Essential = our business cannot operate without the benefit of this product, service (or employee). Essential = my personal life will suffer in tangible forms if I don’t buy this thing (or call my girlfriend back).

The definition of relevance as essential puts intense pressure on all of us but I think it’s a healthy pressure.  Good economies delude us.  They make us think that the value equation (and relationship) is solid and secure when in fact it is not.  Our capacity to grow as individuals and companies, through good times and bad, is purely predicated on our ability to be essential to whomever we serve (or love).  So I encourage you to ask yourself the tough question: Are they returning your phone call?

And if not, you know what to do.

When you make a change like this you need to explain why, and as part of doing so to our team I discussed the importance of opening up to the outside world, of taking steps toward becoming an organization with “soft edges,” and of recognizing that in the future, nimble organizations would adapt to the communications infrastructure of individuals, rather than the reverse.

I believe my kids will work in a world where the individual is understood to be permanent, and the organization temporary (or at least dynamic). Their first company will not force them into a Corporate E-Mail System. It will adapt to incorporate the methods of communication they use in their personal lives, and in so doing receive the full benefit of their networks.

I came across a video that reinforces some of these ideas, and wanted to share it with the team.

Anyway, here it is:

Curious what you think.

True, or new age bullshit?

And if you’re a Holland-Mark staffer… how are we doing against this standard? How can we do better?

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