Strategy and Sausages:
A British Strategic Planner in Germany
Wednesday, 17 April 2013
Don't tear down my silos
We're encouraged, these days, to discourage silo thinking.
In communications, we need to think integrated and stop all those digital johnnies and all those TV johnnies and all those guerilla jills getting ensconced in their silos and not talking to each other, then producing something horribly inconsistent and fragmented and non-synergistic and just...wrong.
And in brand management, we argue that "the brand" is more than the responsibility of the marketing department. A living, breathing, growing and healthy brand can only be the result of collaboration and openness internally between departments, and with our external stakeholders. No secrets, no hogging data, no ignoring or resisting what the guys in the other silo are up to.
And, most of this makes sense. For brands.
But I am not a brand. At least, I wasn't the last time I looked. I was somewhat non-plussed the other day when YouTube suggested I change my user name, I think, to bring it more in line with my Google name, or my Facebook name (or are they the same these days?). There was some burble about how all this would make me easier to find, or more famous or more profitable or something. They were even up for suggesting suitable names for me.
I didn't pursue it further because I like my silo approach on the web. I am a multi-facetted creature and intend to stay that way. If some clever clogs makes the link between Extrawurst and the trailer for my children's book on YouTube then good for them. I've got nothing to hide.
When I was little, I wanted to be a spy. I got off to a good start, studying Psychology at Trinity College, Cambridge but somehow got side-tracked into the wonderful world of advertising and marketing.
My children's books: