Maria (Boux) Morganti Avatar

The Diary of a digital Journey

Category: Digital Transformation

  • The Manipulative Psychology Behind Christmas in August

    The Manipulative Psychology Behind Christmas in August

    Last week, I went for my weekly grocery shopping at the nearby supermarket. I live in the countryside in south-west Germany, not close to any big cities, but in a fairly large rural area. There isn’t a high density of shops around here – I wouldn’t call it a highly competitive market. I say this because this context is important.

    When I reached the “free time” aisle—the place where you normally find seasonal sweets or “treat” foods—something caught my attention.

    Right next to the barbecue sauces and grilling equipment, there they were: Christmas biscuits and candies. Literally side by side.

    It was August 31st!

    Barbecue products made perfect sense. We’re still hoping to enjoy a few warm days. Maybe we can have some fun “grillen” sessions. This is one of the most beloved summer activities in Germany.

    Nothing, absolutely nothing, made me think of Christmas.

    And yet, there they were: an entire section of the shelf dedicated to Christmas—or, to be politically correct, “Winter Holidays”—products.

    This phenomenon even has a name: Christmas creep, or more generally, holidays creep. Which is the habits from the Retailers to advance selling goods way before their belonging seasons start.

    How did that make me feel?

    First, annoyed.

    That sight instantly reminded me that summer was over, and winter was already looming at the door. I wasn’t ready for that! It even killed my ideas of buying last barbecue items—despite the discounts.

    All of the sudden, I found myself on a cold winter day. There were no warm autumn days in between. What a sad feeling!

    Second, pressured.

    Suddenly, I felt I had to start thinking about Christmas. Normally, I wouldn’t begin before November, maybe two months ahead. But the products on the shelf triggered a mental checklist: decorations, the tree, presents, Plätzchen backen, Christmas dinner… What should I cook for New Year’s Eve?

    Help! A level of anxiety grew in—more unconscious than rational.

    Third, tired.

    That familiar fear of missing out (FOMO) was clearly at play. FOMO is fueled by manipulative retail messages—“only today,” “last items left”—that push impulsive and compulsive buying, especially during flash sales, limited editions, and seasonal promotions.

    Here, the message was subtle: if Christmas sweets are already on sale this early, maybe they won’t be restocked later. Better grab them now. We are constantly bombarded by all kinds of manipulative messages. As consumers, we are not able to make informed decisions anymore. That all create a sense of fatigue and tireless decision making process.

    And I know I’m not the only one.

    This relentless cycle of trend-driven products and seasonal premature sales can not lead to a enjoyable consumer experience.

    I might be wrong. I am sure the marketing retail experts have done their job to prove that this way of pre-selling helps sell more. Otherwise, they would not do it I am sure.

    Still, I can’t help to feel as a consumer this sense on uneasy and dissatisfaction when I was shopping that day, almost a shopping emotional burnout.

    Sciative has done an interesting analysis on “discount fatigue” and its psychology. According to their findings, shoppers today are so bombarded by promotions that they’ve become desensitized. Instead of excitement or urgency, promotions are often met with a shrug, a delayed reaction, or even total disengagement.

    The surprising result of a study conducted by Cornell University is that even if it costs nothing to sell the product early, the company often makes less profit by doing so. If firms allow early buying, consumers may all rush early, or none at all — but rarely split between the two.

    Other research paints a more complex picture. One recent study, for example, found that consumer experiences in retail are closely linked to the neurophysiological immersion of the sales experience, which predicts both purchase likelihood and time spent shopping.

    While that study focused on luxury stores, we could hypothesize that when retailers invest in themed displays and immersive environments—as seasonal creep often does—they can increase dwell time and, consequently, sales. Which could be an explanation on why Retailers do it.

    Consequence of online shopping?

    Seen from another angle, perhaps “Christmas creep” is not simply a cynical retail trick but a logical consequence of how we now shop online.

    E-commerce has trained us to expect immediate availability, early access, and constant variety at our fingertips. Algorithms push “trending” products months ahead of time, and pre-orders have become a norm.

    Supermarkets, in turn, mirror these behaviors in the physical world: by placing Christmas cookies next to barbecue sauce in August, they’re not just rushing the season, they’re responding to a consumer mindset shaped by digital convenience and endless choice.

    I don’t have the answer to this new trend. Nor can I say with certainty whether it’s just something local, a peculiarity of German retail, or part of a broader international shift. What I can observe, though, is that year after year the seasonal calendar seems to creep forward, as if retailers were deliberately pulling us into festivities long before they naturally begin.

    And I personally do not like it. Maybe it’s because my “age” and an old nostalgic habit of celebrate seasonal occasions for a shorter time.

    Or just not that we are already immersed in so many other things. It is easier not having to deal with that one too early on our calendars. As simple as that.

  • Redefining Tech with Ethics: “Whoever writes the code dictates the rules.”

    Redefining Tech with Ethics: “Whoever writes the code dictates the rules.”

    At the inaugural FPS2025 summit, one of the most captivating conversations centered on the intersection of artificial intelligence (AI), privacy, and the ethical implications of technology.

    Meredith Whittaker, President of Signal and a vocal advocate for tech accountability, engaged in a thought-provoking discussion with Matteo Flora, the most expert on AI and digital reputation in Italy and probably one of the most prominent at global level. Their conversation, which took place in L’Aquila, Italy, highlighted critical issues in the tech industry today — from the dangers of surveillance capitalism to the ethical dilemmas of AI deployment

    I decided to dedicate this post to this interview, that I found incredibly important and yet not seen / heard enough.

    The Code Dictates the Rules: Who’s Behind AI?

    A central theme of the conversation was the idea that “whoever writes the code dictates the rules.” Whittaker emphasized the profound implications this has for our society.

    With the rise of AI, we are seeing unprecedented scales of power being concentrated in the hands of a few tech giants who not only control vast amounts of data but also influence societal norms and political landscapes.

    AI, she explained, is not magic but simply sophisticated code executed on powerful hardware platforms. However, these systems are often built on biased data, reflecting the interests of a small group of corporations with a profit-driven agenda. Whittaker raised concerns about the monopolization of AI development, highlighting how only a handful of companies own the infrastructure and the data that train these systems. This creates a dangerous asymmetry in power, as these companies dictate the narrative surrounding AI, often casting it as a superhuman force that society should revere.

    The Ethics of AI and Data Collection

    One of the most pressing issues discussed was surveillance capitalism—the business model that underpins much of the tech industry. Whittaker contrasted this model with the mission of Signal, which is to provide a secure, private communication platform that respects user privacy. She pointed out that the current tech landscape, where personal data is collected and monetized, is not designed with the user’s best interest in mind.

    Signal, as a nonprofit organization, faces the challenge of maintaining its privacy-first model in an industry that thrives on data exploitation. Running such a platform at scale costs millions of dollars annually, and Whittaker explained that if Signal were a for-profit company, it would inevitably face pressure from investors to compromise its privacy standards for the sake of profit. This is why Signal must remain independent of the profit-driven business models that dominate the tech industry.

    The Global Impact of Privacy

    Throughout the conversation, the global implications of tech and privacy were a recurring theme. Whittaker discussed the importance of cross-border communication and how platforms like Signal empower people worldwide to connect securely. Unlike nationalized versions of tech products, which would be restricted by jurisdictional boundaries, Signal’s universal design ensures that it works seamlessly for people across different countries and cultures.

    In addition to tech’s global reach, Whittaker also emphasized how AI can contribute to the homogenization of culture, creating a risk of losing linguistic diversity and cultural richness. She cautioned against the dangers of AI reflecting only the narrow perspectives of a few dominant cultures, particularly those in Silicon Valley, and warned that this could stifle creativity and unique ways of thinking.

    Basically the message is: “Most – all – digital large global platforms are designed to collect user data, making it nearly impossible to build similarly large, stable, and user-friendly platforms without relying on data-driven ROI. The very basic infrastructure is nearly impossible to build without huge investment”

    Building a Better Future with Tech

    Despite the challenges and ethical quandaries, Whittaker remains optimistic about the potential for change. She advocates for innovating the business models behind tech, suggesting that true innovation lies not just in new technologies but in rethinking how these technologies are funded and distributed. She sees a future where privacy and fairness are not afterthoughts but foundational principles.

    The conversation at FPS2025 ended with a call for a societal shift. Whittaker urged policymakers to adopt regulations that challenge the current business models and protect individual rights in the face of rapidly advancing technology.

    She also urged the European Parliament to embrace a more equitable tech ecosystem, one that does not succumb to the dominant narratives set by large corporations but instead fosters a digital environment that works for everyone.
    Especially now that the UE signed a letter with 44 European CEOs asking the EU to pause the AI Act for two years, it is the time to rethink the legislation and make it suitable for innovating while ensuring parity and equal rights.

    The Bottom Line: Tech for Good

    Whittaker’s reflections underscore the importance of ethical tech in the modern world. As AI continues to reshape our societies, the conversation about who controls the code and how that power is used has never been more crucial.

    Through platforms like Signal, Whittaker and her team are pushing back against the status quo, demonstrating that it is possible to build technology that prioritizes privacy and fairness over profit. The challenge, however, remains: will we as a society allow this vision to flourish, or will we continue to let surveillance capitalism dictate the rules?

    In the end, Whittaker’s message is clear: the future of tech must be inclusive, transparent, and accountable. It’s up to us — the users, the builders, and the policymakers — to decide how we want that future to look.

  • Green Hushing and avoiding communication about environmental initiatives and sustainability

    Green Hushing and avoiding communication about environmental initiatives and sustainability


    The Reputation Institute says 91% of consumers want to engage with brands with strong CSR. This need of transparency reflects a broader trend toward corporate accountability and sustainability, driven by heightened expectations from stakeholders, investors and consumers to regulators and civil society.

    Transparency, as manifested through comprehensive ESG disclosure, is seen as a mechanism for fostering trust, enhancing stakeholder engagement, and promoting responsible business practices. Yet, many companies are taking a step back and started practicing what is called “Green Hushing”.

    The term green hushing was coined in late 2022 by Zurich-based consultancy South Pole, after a study the same year surveyed 1,200 private companies in 12 countries and 15 sectors on their net-zero progress. It found that 72 percent of the companies surveyed had set emissions targets in line with global climate goals. However, the study also found that one in four companies do not plan to talk publicly about their climate-related goals.

    This can be explained for several reasons:

    1. Fear of Scrutiny: Companies may be concerned that their environmental claims could be scrutinized or criticized, especially if they are not fully meeting sustainability goals or if there are discrepancies in their practices.
    2. Avoiding Greenwashing Accusations: To steer clear of being accused of Green washing (making misleading claims about the environmental benefits of a product, service, or company), some organizations choose not to publicly share their sustainability efforts.
    3. Competitive Advantage: Some companies might view their sustainability strategies as a competitive advantage and choose to keep them confidential to prevent competitors from copying their practices.
    4. Uncertainty in Regulations: With evolving regulations and standards around environmental claims and sustainability reporting, companies might hesitate to communicate their efforts until there is more clarity.
    5. Incomplete Initiatives: Companies might prefer to remain silent about their environmental efforts until they have fully developed and implemented their initiatives to avoid premature disclosure and potential backlash if the efforts fall short.

    By engaging in green hushing, companies aim to mitigate risks associated with public and regulatory scrutiny while still working towards their sustainability goals internally.

    This is in my opinion very short-sighted from company’s perspective. In today’s dynamic business landscape, where consumers are more and more informed and therefore interested on how companies behave (especially in topics related to social responsibility), companies are expected to share more information.

    This is not something companies can escape nor avoid.

    Firstly for most large companies based in the EU or generating over EUR 150 million in EU the Corporate Sustainability Reporting Directive (CSRD) will be a mandatory open report from 2025.

    Furthermore According to a study from 2022, among consumers, increasing visibility and the disclosure of information has always positive effects in the strengthening of trust among consumers. No matter is at that certain point collected data are not as positive as you might wish for, alone the facts that they have been showing and made available is a sign of responsibility and accountability.

    Being trust is nowadays becoming more important than money.

    But how does it have to do with digitalization? Only through digital tools and platform the process of gathering data and communicating will be enabled. Some examples:

    Automation of Data Gathering: Digital tools can automate the collection of sustainability data, reducing human error and increasing efficiency. For instance, IoT devices can monitor energy usage, emissions, and resource consumption in real-time.

    Centralized Data Repositories: Digital platforms can centralize sustainability data, making it easier to manage, analyze, and report.

    Real-Time Reporting: Digitalization allows for real-time data collection and reporting, which can improve the accuracy and timeliness of sustainability reports.

    Standardization: Digital tools can help standardize data formats and reporting structures, aligning with CSRD requirements and making comparisons across companies more straightforward

    Interactive Platforms: Digital platforms can facilitate better communication with stakeholders by providing interactive and easily accessible sustainability reports.

    About 66% of consumers want to know about the brands they engage with, and nearly 60% want to hear about it on social media. Rather, respondents believe brands are more effective on social media when they announce donations to specific causes (39%) and encourage followers to take specific steps to support causes (37%), such as participating in events or making their own donations.

    Feedback Mechanisms: Digital tools can include mechanisms for stakeholder feedback, enhancing engagement and accountability.


    So my takeaways: Digitalization is not a “nice-to-have” project in organisations, rather the very starting point to be able to comply with CSRD as well as having sustainability data more accurate, accessible, and actionable. Ultimately by leveraging digital tools and technologies, companies can achieve greater transparency, efficiency, and stakeholder engagement hence create and enhance trust.

  • ChatGPT-4o and how communication is never going to be the same again

    ChatGPT-4o and how communication is never going to be the same again


    It’s about time I start talking about ai and directly sharing my experience with ChatGPT-4o. I have just put my hands on it today and realize this is going to change everything forever in my profession as well as in the business in general.

    Today I want to share one small use case that I happened to test for my work that I thought would be interesting for more people to read. Hope you enjoy it!

    Exploring Consumer Awareness and Acceptance of Alternative Proteins with ChatGPT-4o

    As someone deeply involved in the food ingredients sector, I’ve come to realize that understanding the relationship between end consumers perception and communication of source ingredients of their food is becoming key.

    This connection is the link between consumer satisfaction and experience with the finished product and the information and messaging (claims) on food packaging/promotions. It’s a complex interplay, as every piece of information must be backed by rigorous scientific studies and regulatory approvals but it should also speak and evoke something meaningful for the consumers.

    This is why nutritional brands and food product producers/manufactures have always been relying on science and published researchers for their nutritional statements and in general the product communication around “health” (in the broader sense).

    Historically, accessing and analyzing research was a laborious task. It required a deep knowledge of where to look, long hours of sifting through journals and publications, and, before the advent of digitalization, even physical visits to libraries. The digital age brought some relief, making scientific papers more accessible online. However, finding the right keywords, navigating through Google Scholar and other platforms, and keeping up with the latest research still demanded significant effort.

    All of that is now over with ChatGPT-4o and specifically Scholar GPT: this is a revolutionary tool that is set to change the landscape of research and communication in our industry. This advanced AI not only simplifies

    • process of finding relevant studies
    • integrating data from online public articles and academic papers
    • providing a comprehensive view of the topic at hand
    • even evaluating papers in various languages and formats.

    To illustrate the power of ChatGPT-4o, let’s test the GPT with a real case. I used a topic of increasing importance as example and wanted to analyze what literature is available on consumer awareness and acceptance of alternative proteins.

    With just a simple 3 steps approach – I asked the AI to help me find studies on this subject and summarize the key findings.

    Image of process of creation of alternative protein
    created with DALL-E

    Here’s an example of how ChatGPT-4o transformed my research process:

    1. Just prompt the research topic in ScholarGPT: “Findings on Consumer Acceptance of Alternative Proteins”

    Here is the first result:

    1. A Systematic Review on Consumer Acceptance of Alternative Proteins
      • Findings: Plant-based meat substitutes are the most accepted among consumers, followed by cultured meat. Insects are the least accepted. Consumers are more willing to try alternatives that closely mimic traditional meat.
      • Source: ScienceDirect
    2. Meta-Analysis of Consumer Acceptance of Alternative Protein Sources
      • Findings: Analysis of 91 studies indicates that consumers are generally open to alternative proteins but have varying levels of acceptance. Familiarity and perceived naturalness positively influence acceptance.
      • Source: Faunalytics
    3. Stakeholder Beliefs about Alternative Proteins
      • Findings: Stakeholders, including consumers, express both enthusiasm and skepticism about alternative proteins. Health benefits and environmental sustainability are significant drivers, while concerns include taste and price.
      • Source: MDPI
    4. Consumer Insights & Research Reports on Alternative Proteins
      • Findings: Detailed insights into consumer demographics show that younger, health-conscious individuals are more likely to adopt alternative proteins. Motivations include health benefits, ethical concerns, and environmental impact.
      • Source: Good Food Institute
    5. Alternative Proteins: Consumers’ Perceptions Analyzed
      • Findings: Key drivers for acceptance include taste, nutritional benefits, and environmental impact. Barriers include unfamiliarity and skepticism about health claims.
      • Source: ETprotein
    6. 2020 Consumer Research Priorities
      • Findings: Identifies key research priorities to better understand consumer attitudes, including taste preferences, nutritional knowledge, and environmental awareness.
      • Source: Good Food Institute PDF
    7. The Untapped Climate Opportunity in Alternative Proteins
      • Findings: Highlights the growing consumer acceptance of alternative proteins and their significant potential to reduce environmental impact. Consumers are increasingly motivated by climate concerns.
      • Source: BCG
    8. Alternative Protein Consumption: A Systematic Review
      • Findings: Consumers show a positive trend towards alternative protein consumption, with plant-based proteins leading in acceptance. Cultural factors and awareness significantly influence consumption patterns.
      • Source: Wiley Online Library
    9. How Are Different Alternative Proteins Perceived by Consumers?
      • Findings: Plant-based proteins are perceived more favorably compared to insect-based and cultured meats. Factors such as taste, nutritional content, and ethical considerations play a crucial role in acceptance.
      • Source: Kerry Health and Nutrition Institute
    10. How Well Are Alternative Protein Sources Received by End Consumers?
      • Findings: Alternative protein sources are generally well-received, with increasing consumer preference for products that are sustainable and have a minimal environmental impact. Taste and texture improvements are essential for wider acceptance.
      • Source: Phys.org

    2. Prompt: “Write a Summary of researches outcome” but do that with ChatGPT

    If you use ScholarGPT to write the summary the result is not good to be honest. I tried to simply continue working within Scholar but the summary it gave was not based
    on previous researches but they were taking into consideration other sources, much more promotional, for example:

    1. Overall Acceptance Levels:
      • Plant-Based Proteins: These are the most accepted alternative proteins among consumers. Familiarity with plant-based foods and their ability to closely mimic traditional meat are significant factors driving this acceptance​ (The Independent)​​ (BarBend)​.
      • Cultured Meat: Cultured meat holds moderate acceptance. While consumers are intrigued by its potential environmental and ethical benefits, concerns about naturalness and taste remain barriers​ (The Independent)​​ (Verywell Fit)​.
      • Insects: Insects are the least accepted alternative protein. Despite their nutritional benefits and low environmental impact, cultural aversions and unfamiliarity hinder widespread acceptance​ (The Independent)​​ (BarBend)​.

    As you can see, the considerations were correct but the sources were probably based on the popularity of the websites rather than on their scientific relevance.

    I actually had to copy the text from Scholar and include it in a new ChatGPT Prompt as directly from ScholarGPT the first outcome was not accurate.


    Still the summary “remembers” also the results from Scholar and the results were much better – see the final outcome.

    Final outcome:

    Alternative proteins, including plant-based, cultured, and insect proteins, are emerging as sustainable solutions to traditional animal-based proteins. Understanding consumer acceptance and awareness of these alternatives is crucial for their successful market integration.

    Research indicates that consumer awareness of alternative proteins is increasing due to enhanced media coverage and marketing efforts, though understanding of specific types like cultured meat and insect-based products varies.

    • Consumers are motivated by the perceived health benefits and lower environmental impact of these proteins, significantly influencing their willingness to try and adopt them.
    • Sensory attributes such as taste, texture, and appearance are critical determinants of acceptance, with products closely mimicking traditional animal proteins being more readily accepted.
    • Cultural norms and social influences also play substantial roles, with higher acceptance in regions where alternative proteins are traditionally consumed.
    • Effective marketing strategies and educational initiatives, emphasizing transparency about production processes and benefits, can further enhance consumer acceptance by building trust and interest.

    Image of alternative created with DALL-E

    3. Save with a name convention!


    All responses in ChatGPT 4o are still saved in the same sideboard without distinction from which GPT is used. As you can see it is impossible to know which prompt was used in which GPT and if you try to massively use it, the list of prompts on the side is going to get huge!

    It’s important to establish a clear naming convention to differentiate prompts based on the specific GPT utilized. This practice ensures clarity and helps in efficiently retrieving the correct information. MM stands for my own GPT (Maria Morganti) which I’ll explain later.

    My Takeaways:

    1. Diverse Document Processing: The research included PDF documents that had been scanned and correctly interpreted by ChatGPT-4o, showcasing its ability to handle various formats seamlessly.
    2. Language Translation and Inclusion: Impressively, one of the sources was in German. ChatGPT-4o translated, evaluated, and included this source in the summary in real-time, demonstrating its multilingual capabilities.
    3. Accuracy of Summaries: The summaries of each finding were accurate, reflecting the information from the original sources without distortion.
    4. Limitations in Summary Generation: When I prompted ChatGPT-4o to create a summary akin to a seminar paper, the result was disappointing. The AI generated new text based on other, non-scientific sources that were mainly promotional and lost the connection to the original research.
    5. Comparison with Standard ChatGPT: In contrast, when I used the standard ChatGPT for the same task, the text was much more neutral and accurate, maintaining fidelity to the initial research findings.


    By leveraging ChatGPT-4o, I was able to quickly gather and synthesize relevant research, providing a clear and concise overview of consumer attitudes towards alternative proteins. This not only saves time but also ensures that the information shared is accurate and backed by credible sources.


    Make your own GPT

    To facilitate this process in the future, I made my own Researcher GPT that is already set-up to do this work, in the way I need to (with the right sources) and in the tonality I want to. I can’t wait to further test it my “Research Summarizer” GPT…See below a brief introduction to my research tool:

    As we continue to navigate the evolving food landscape, tools like ChatGPT-4o will be indispensable in bridging the gap between scientific research and consumer communication, ultimately fostering a more informed and receptive market. Stay in touch for more updates from my digital Journey!

  • My personal Tool-kit to drive the Digitalisation of Marketing

    My personal Tool-kit to drive the Digitalisation of Marketing

    * Cat Photo Disclaimer: apparently your content online is only open if you show adorable pet images, preferably featuring cats. So I decided to start photo shooting my cat and post it here, only to captivate more views and engagement, let’s see if that works*

    Today I want to present my strategy for navigating the complexities of modern marketing and a Tool-kit that I have used to pursue this transformation within different digitalisation projects.

    But before I want to quickly talk more about the “people” element in digital projects and how important it is to being “in love” and proud with what we do.

    Don’t get me wrong, this is not a post about how to fall in love with your company or how we should all be a “family” at work. No at all, I am very aware of having a real family and life and a professional one. But for the sake of archiving the goals we aimed to, we should really learn to work together, at best driven from the same mission. And we should really all love what we do and be 100% aware of why we are doing it.

    In my experience during the digitization or digitalisation processes, the need for constant intercommunication became particularly evident. Let’s consider how we communicate with customers, for example. Traditionally, marketing in B2B manufacturing companies relied heavily on personal interactions, as customers were considered valuable assets. This emphasis led to significant focus on activities aimed at maintaining good relationships and keeping customers satisfied and informed. The strategy revolved around nurturing strong relationships with key customers and further developing them through mutually beneficial connections. This approach ensured that industry development aligned closely with the needs of major customers, who relied on trusted partners to prioritize their requirements and ensure certain volumes or quantities.

    That is particular true in my experience during the digitization or digitalisation transformation processes. For example, let’s tak about how companies communicate with customers. In the typical scenario, marketing departments have multiple ways for engaging with customers that primarily occur on a personal level, recognizing existing customers as the most valuable assets in the company.

    This emphasis led to significant focus on activities aimed at maintaining good relationships and keeping customers satisfied and informed. The strategy revolved around nurturing strong relationships with key customers and further developing them through mutually beneficial connections. This approach ensured that industry development aligned closely with the needs of major customers, who relied on trusted partners to prioritize their requirements and ensure certain volumes or quantities.

    The companies across various industries continued to develop and innovate based on their main customers needs. The large customers would have counted on a trusted partners that were sure they would have kept prioritized their wishes and needs and would guarantee certain quantities / installations or deliveries. This is the model witnessed in many manufacturing B2B industries for the last decades. Actually a good model that would perform and keep the economy stable as in constant balance between customer – industry needs.

    However, with the advent of globalization and digitalisation, this model began to undergo significant changes. The effects were initially felt in the manufacturing and production sectors, with processes becoming more specialized and production outsourced. While this initially led to financial benefits, digitalization facilitated constant communication and increased transparency among producers of similar products. Consequently, industries (across various markets) began exploring partnerships beyond the traditional big manufacturers, opening up new opportunities.

    So the industry (again very broad sense, really in many different markets) was now finding the possibility to partner not only with the old “trusted” big manufacturer as they used it but it opened up a whole new world of opportunities.

    So, what did this mean for marketing and communication?

    It meant that newer companies / start-ups could adopt more agile marketing approaches, focusing less on long-standing customer relationships and more on innovative ways to find new partners. These newcomers are often smaller, younger, and characterized by a more flexible, rapid decision-making process. This shift initiated a wave of digital strategies that disrupted traditional marketing approaches that had been effective until recently.

    This evolution posed a significant challenge for larger multinational companies, which had to quickly adapt by adopting new ways of working, collaborating, and communicating with customers while maintaining established relationships and “old” ways to interact and keep them happy. This adaptation is particularly challenging given the same team dynamics and normally the same number of resources within the marketing / comm Teams.

    As we can understand, huge challenge. So how to approach this?

    This is my personal Tool-kit to support the digitalisation of marketing based on 3 Pillars:

    Digital Education – Central Framework and Local Outputs – Constant Intercommunication

    Digital Education

    It’s crucial to start educating marketing and communication teams about digital skills early on. Digital competencies are not innate. Therefore, ongoing education should be a priority, focusing not only on training sessions but also on explaining the rationale behind digital strategies during project collaboration.

    According to a study examining the effects of training and development activities on organizational innovation, the authors specifically suggested that “the training and development investments of an organization affect its innovative performance“
    Their research found that when companies invest more in internal training, it leads to better interpersonal relationships and organizational learning practices. As a result, this improvement in learning and collaboration boosts the company’s ability to innovate.  

    It is critical to start as early as possible to educate the marketing and communication team about digital skills. Those skills are not assumed and do not belong the classic marketing / communication background. Even recent graduates I bet didn’t learn how to code Jave or HTML websites nor how to build a Google Analytics tag manager. Although you might not need to be an expert in all areas, if you are now in marketing and communication and want to stay in this field of the next 10 years, you need to have a higher digital knowledge than other areas.

    Over the past two decades, marketing has focused primarily on customer care, excelling in this aspect. However, it cannot be assumed that they have also developed IT/digital competencies and skills during this time.

    But in my opinion, marketing and comm people are more than open and willing to learn. So part of the job in a digital transformation is to continue educate in every possible way. It is not only making the pople attending Trainings but using every occasions to explain why things work in the way they do, what are the mechanism and background behind as well as clarify questions and doubts.

    Central Framework and Local Outputs

    Companies should provide marketing and communication teams with centrally managed tools and platforms, ensuring proper setup, compliance, and security. This allows for creative freedom while maintaining centralized control and administration.

    This is what I call a “central digital hub Spot” where the platforms and tools are managed, properly setup, ensure that they are compliant and secure. Meanwhile the “users” can be creative and use them to produce their outputs the best way they’d like.

    For example:

    • Digital Asset Management (DAM) System: A DAM system centralizes the storage and organization of digital assets such as images, videos, and documents, making it easy for the marketing team to access and share content
    • Content Management System (CMS): A centralized CMS allows the marketing team to manage and update website content, ensuring consistency across all pages and sections.
    • Customer Relationship Management (CRM) Software: A CRM system centralizes customer data and interactions, enabling the marketing team to track leads, manage contacts, and personalize marketing campaigns effectively.
    • Social Media Management Tools: These tools allow the marketing team to schedule posts, engage with followers, and analyze performance across various social media platforms from a centralized dashboard.
    • Analytics and Reporting Tools: Centralized analytics platforms provide insights into marketing performance across different channels, helping the team measure the effectiveness of campaigns and make data-driven decisions.

    Constant Intercommunication

    Working together in large projects requires continuous updates and real-time assessment. The interconnected nature of digital projects means that every step is dependent on the others, making close collaboration essential. This level of interaction facilitates the identification and resolution of issues, leveraging diverse skill sets within the team.

    Why is this level of interaction so crucial? Well, for starters, digital projects often involve a series of interconnected steps. A delay or misstep in one area can have ripple effects throughout the entire project. Without constant communication and collaboration, identifying and addressing these issues becomes exponentially more difficult.

    Furthermore, the complexity of digital projects often necessitates diverse skill sets. No one person can possess all the knowledge and expertise needed to tackle every aspect of a project effectively. By working together closely, team members can leverage each other’s strengths, fill in knowledge gaps, and ultimately produce a more robust final product.

    But let’s not sugarcoat it—constant intercommunication isn’t always easy. It requires patience, active listening, and a willingness to adapt. Frustrations will inevitably arise, whether it’s a technical glitch, a missed deadline, or a difference in opinion. In these moments, having someone to talk to, bounce ideas off of, or simply vent to can make all the difference.

    So, how can teams foster a culture of constant intercommunication? First and foremost, they need to prioritize transparency and openness. Encouraging regular check-ins, brainstorming sessions, and feedback loops can help ensure that everyone stays on the same page

  • Navigating the Complexity of Digital Project Management: A Structured Approach

    Embarking on a new project, be it a website relaunch or the creation of a company newsletter, often prompts a desire to involve a diverse array of perspectives. So you organize large group sessions with various name: Kickoff meeting, “Brainstormings”, creative exchanges and all kind of encounters of this kind.

    Many people from different background and expertise, joining without having any preliminary discussion or briefing, having different experiences and knowledge as well as understanding of the purpose of the project. What is happen is that normally the loudest and more talkative person take the stage and becomes somehow the “authority” in the room, some people follow what he/she says and make small adjustment or amends, a few might have different points of view and try very carefully to point them out, being carefully not to be creating too much fuss, and the rest, let’s say the majority don’t actually say anything. Probably because they know they either won’t be heard or think what they would say don’t bring any value.
    At the end of such meetings, the result is obviously very biased and don’t take in consideration “unheard” needs or different perspective. Setting the project off with a shaky start

    After years of navigating this common scenario, it’s evident that these meetings often fall short of delivering positive results for various reasons:

    Absence of Key Decision-Makers

    The presence of decision-makers, especially executives like the CEO, is crucial in shaping the direction of a project. Without their input, discussions may lack the necessary strategic guidance, potentially leading to decisions that require reconsideration or adjustment.

    Exclusion of End Users

    Projects designed to benefit end users suffer when those users are not actively involved in the early stages. The absence of user feedback and engagement in the development process can result in solutions that miss the mark, failing to address the specific needs and preferences of the intended audience.

    Lack of Uniform Problem Understanding

    Assumptions about shared understanding can be perilous. Not everyone may grasp the intricacies of the challenges at hand, leading to misguided decisions or oversights in addressing critical issues. A comprehensive understanding of the problems is vital for crafting effective solutions.

    Diminished Concentration in Group Settings

    In-person meetings, despite their intentions, often lead to diminished concentration spans. This observation, though not formally studied, has practical implications. Participants may grow fatigued, hindering the effectiveness of discussions and potentially compromising the quality of outcomes.


    In my recent experience on working with several different teams across the globe on the same digital projects (let it be website relaunch or company newsletter) I realize that the most difficult thing is outside the typical “IT” world, to apply the same way of working with peoples not used to it, as basically in all other fields and professions, you are not though a method to work together.

    In marketing or finance, or any sociology kind of studying field, there is very high probability that you never heard of the “Agile methodologies, or the Scrum framework”: basically learning how to to truly understand others need and being able to reflect them into the final outcome of the project.

    I am not saying everyone should work like a typical “IT person” (although with increased use of technology in all fields of our life it might not be a bad idea) but I am say at least we should switch our mind-set approach to a more structured way of working together when it comes to digital projects.

    Here are key insights and recommendations:

    1. Establish a Robust Project Management Framework

    To foster efficient collaboration, create a project management framework tailored to your organization’s needs. This could be a dedicated tool, a shared folder, or even a WhatsApp group. The goal is to provide a centralized platform for seamless communication, file exchange, information sharing, and task assignment.
    It could be anything that works in your organisations, but as organiser you should start putting the basis and establish a platform where you: – Communicate within your team – Exchange Files / Documents – Share information and give tasks – Update Timeline

    Avoid relying solely on emails, as they can lead to information loss and hinder transparency. Reserve emails for quick requests, reminders, and project summaries.

    2. Identify and Engage Internal Stakeholders Early

    One of the biggest risks in project management is overlooking key stakeholders. Take the time at the outset to identify and engage all internal stakeholders who may be impacted by the project. Beyond the obvious roles, consider regional or department-specific needs. This foresight ensures a comprehensive understanding of the project’s scope and the involvement of all relevant parties.

    You might realize only afterwards that you didn’t spend enough time in the first stages of the process to really think about who is going to be impacted by this process and who/which departments are going to play a role. You start thinking that for a website relaunch you need products managers and HR colleagues but afterwords you realize you need to understand regional / local needs in particular field (like Recruiting within a particular country) or your finance team might need to have a page for shareholders or your colleagues in manufacturing might want to put more emphasis on the operational excellence of your company. And if you didn’t involve them previously enough in the development of the project, it might be too late and / or very costly.

    3. Compile a Comprehensive Requirements List

    Before diving into the project, create a list of requirements that align with the project’s goals. For instance, in a website relaunch, requirements could include multilingual support, mobile responsiveness, and a focus on lead generation. Engage in individual discussions with each stakeholder to collect their input, forming a collective “wish list.”

    In this way you first reach a deep understand of everyone’s need and truly hear what everyone has to say. Second you obtain a higher Involvement from the start if you have a single conversation with the responsible person. A digital project is ALWAYS a group project, so you need to have all stakeholders on-board before starting. If you think about the website, the person responsible for content will feel engaged if it was taken in considerations from the beginning and he/she will be ready and willing to deliver their parts timely and in a higher constructive way.

    4. Foster a Culture of Continuous Improvement

    In addition to the foundational steps, instill a culture of continuous improvement within your project team. Encourage open communication, feedback loops, and adaptability. Embrace agile methodologies, even outside the traditional IT realm, to respond effectively to changing circumstances and evolving requirements. This iterative mindset enhances collaboration and enables the project team to navigate challenges seamlessly.

    In conclusion, a structured approach to digital project management, encompassing effective communication, stakeholder engagement, comprehensive requirements gathering, and a commitment to continuous improvement, sets the stage for success. By incorporating these principles, you can ensure that your digital projects not only meet the needs of the team but also deliver value to the end users.

  • Rethinking the Direct Connection to C-Level in Marketing FOR SUCCESSFULL DIGITAL TRANSFORMATION: A Holistic Approach for Success


    I already talked about how the marketing activities and in general companies and their internal Departments are changing during this transformational time. Marketing plays a crucial role in this transformation, leveraging digital channels and technologies to reach and engage target audiences.

    By embracing digital transformation, marketing professionals can

    • enhance customer experiences
    • drive business growth
    • create new opportunities

    This requires a deep understanding of digital trends, adopting agile methodologies, and leveraging data analytics to optimize marketing strategies.

    This is why now it is more necessary than ever before to put Marketing (and all that is around it) at the C-level of an organisation. The importance of how your brand and company is perceived in the digital world is as high as the quality of your products. It is not a “nice-thing to have” rather a must of any organisation to build credibility and trust around them in the digital landscape.

    In this blog post, we will explore why a holistic approach, encompassing collaboration, data-driven decision making, external partnerships, leveraging internal data, and empowerment, is the key to achieving marketing success.

    Marketing&Communication as Strategic Functions

    While a direct connection to the C-Level has long been considered essential, it’s time to challenge this traditional belief. . Marketing is not just about executing campaigns or managing budgets. It is a strategic function that requires a deep understanding of customer needs, market trends, and competitive landscapes. Marketing professionals are responsible for crafting strategies that drive business growth and create long-term value for the organization.

    Collaboration Across Departments

    Marketing success is not achieved in isolation. It requires collaboration and synergy with other departments such as sales, product development, and customer service. By working closely with these teams, marketing professionals can gain valuable insights and align their strategies with the overall goals and objectives of the company.

    Data-Driven Decision Making

    In today’s digital age, data plays a crucial role in driving marketing success. Marketing professionals need access to accurate and timely data to make informed decisions and optimize their campaigns. This requires collaboration with IT and data analytics teams to ensure the availability and accuracy of data.

    External Partnerships

    Marketing is not limited to internal efforts alone. Building strong partnerships with external stakeholders such as agencies, influencers, and media outlets can significantly enhance marketing outcomes. These partnerships require active engagement and collaboration, not just a connection to the C-Level.

    Leveraging Internal Data

    The targeted utilization and linking of cross-departmental internal company data of all kinds will lead to significant competitive advantages. By leveraging advanced data analytics tools and technologies, companies can gain valuable insights from internal data, enabling informed decision-making and a competitive edge.

    Success Through Empowerment

    Rather than relying solely on a direct connection to the C-Level, marketing professionals should focus on empowering their teams and fostering a culture of innovation and creativity. By providing the necessary resources, training, and support, marketing leaders can drive success from within the department.

    Conclusion

    While a direct connection to the C-Level is important, it is not the sole determinant of marketing success. Marketing professionals must adopt a holistic approach that encompasses collaboration, data-driven decision making, external partnerships, leveraging internal data, and empowerment. By embracing this approach, we can navigate the challenges of the modern business landscape and achieve outstanding results. Let’s shift our perspective and unlock the true potential of marketing success.

  • Soft skills needed in the Digital Journey

    The first thing that comes into our heads around the notion of digitalisation and in general the digital world is not for “listening” or “convincing techniques”. Normally we think about which programming language we should learn, what tools we should master, what platforms we should use, not to mention the whole ai “buzz” now everywhere (no ai=useless nowadays) . Yet the importance of more “personal” skills tends to be overshadowed.

    Not very often I heard about needing other more “personal” skills in relation to the success of a digital journey implementation. But ultimately, people are the primary stakeholders in any digital journey. The success of the implementation revolves around on whether they embrace and adopt the tools and processes developed. Ignoring this crucial aspect can lead to failure, as evidenced by the closure of digital startups, with people cited as the primary reason for their demise.

    Just today I read about the fail of a “digital” start-up where the CEO mentioned “people” as the first reason for its failure. He also mentioned that before having a finished product, he should have started with talking with the people first and understand their real needs. And this is exactly what I also learned in my professional experience. It doesn’t bring anything to have a perfect and ultra performing tool or platform if this is not needed or worse hated from their users.

    In my professional experience, I’ve learned that certain “personal” skills are paramount when transforming old processes into digital ones or creating new ones. Here are the skills that, in my view, are essential:

    Listening, listening and again listening


    Absolutely, I am 100% sure about listening in the first place of this list. Before diving into any initiative, it’s crucial to engage with colleagues, understand their workflows, and inquire about their current practices. For instance, again from my own experience, when we had to transition from paper forms to digital devices for collecting contact information at events (like trade-shows), instead of starting with what tool we can use, which device are compatible,… the initial question should have been: “How do we traditionally welcome customers during a physical event?”

    Asking this question helps uncover essential details such as whether each salesperson needs an individual device, if a touch-screen for attendees is more suitable, or if having a dedicated person to record information centrally is the better option. Just knowing how the Team usually interact with customers during events lead to understand if a direct collecting in our smartphone even could be a possibility, since they might be too busy talking to them or maybe they might prefer a quick scanning at visit cards and later on include eventual further information.

    These insights are only accessed through open discussions and the exchange of information. By actively listening to the team’s input, we can accurately identify the specific requirements that need to be addressed. This collaborative and communicative approach ensures that any digital implementation aligns seamlessly with existing practices and meets the actual needs of the team.

    Be Patient and Repetitive


    Assuming that a single training session or one email is sufficient for a successful digital implementation process is either living in another universe or indicative of no experience in such projects. Achieving comprehensive learning takes repetition – approximately 10 times to solidify one full understanding. It’s not a reflection of lacking skills or laziness; rather, it’s a reality that individuals juggle various tasks and challenges in their professional lives. They might not immediately apply what they’ve learned due to the demands of their roles.

    Expecting users to recall everything from a training or webinar, especially when they try the tool much later, sets the stage for frustration and disrupts the learning experience. It falls on us to be the constant support, reiterating, explaining, and training repeatedly. A positive approach, delivered with a smile and gentle guidance, is key. What may seem obvious to those immersed in the digital realm every day can be challenging for occasional users to remember. Patience and repetition become the pillars of ensuring a smooth and effective learning experience.

    Flexibility is your best friend

    Sometimes what I had in mind was very far from reality. For example I once created a perfect funnel that started from and adv in social media, followed by a series of email and ending with a 1:1 meeting with an expert.

    However, reality struck hard – the social media ads weren’t reaching the right audience, the landing page went largely unnoticed, and the expected clicks simply weren’t materializing. The entire funnel came to an unexpected halt. Internally, the follow-up process faced hurdles due to a lack of information among the experts.

    In hindsight, a major misstep was expecting our target audience to react precisely as we envisioned, not accounting for their actual behavior. I fully own up to this oversight; as digital experts, it’s our responsibility to ensure actions align with real habits rather than being overly theoretical. The key lesson here is to stay prepared for quick and frequent adaptations. Flexibility is crucial in the digital realm, where changes in strategy may be necessary to align with the audience’s actual responses rather than our anticipated reactions.

    Positive and Enthusiast no matter what


    We’re bound to face numerous challenges along the way, with significant pushback and criticism from various stakeholders. This is not surprising, considering human nature tends to resist change and new things. The fear stems from a potential loss of control over tasks and a reevaluation of one’s role in the process. People might feel redundant, especially if their responsibilities shift due to the implementation of new tools. Skepticism is also expected, as past experiences with various digital tools, some successful and others not, might breed doubt.

    In navigating these pitfalls, our role as “digital drivers” becomes pivotal. We must show and keep unwavering confidence, positivity and assurance that the changes we’re proposing are not only right but necessary. Reassuring our team that the new ways of working are well-founded and beneficial becomes a crucial aspect of steering through the uncertainties.

    Master convincing Technics

    The last critical skill for today, which I believe is indispensable, revolves around what I previously referred to as “convincing techniques” or the principles of influence. These serve as highly effective strategies for persuading and gaining the cooperation of others. This becomes particularly crucial when introducing new tools or altering processes that may initially demand more effort, risking resistance if not convincingly presented. Even if such changes are mandated from the top, success hinges on ensuring that the users are not just informed but actively brought on board. Mere decisions won’t suffice; it requires a hands-on approach, ensuring everyone feels heard and valued.

    Several influencing techniques prove valuable in this endeavor:

    1. Appeal to Emotions:

    • Engaging individuals passionate about technology, positioning the change as a revolutionary leap forward. It’s vital to be cautious, as excitement may wane if the novelty factor diminishes over time.

    2. Logical Reasoning (“Added Value”):

    • Clearly articulating the benefits the new process or features bring—whether increased efficiency, boosted sales, or other improvements. It’s crucial to consistently highlight the ultimate goals and the positive outcomes.

    3. Social Proof and Fear of Missing Out:

    • Staying informed about industry trends, learning from others, and sharing those insights within the organization. Creating a sense of urgency by looking beyond our immediate context and observing competitors. A robust network is essential for obtaining such information, as it often relies on word of mouth or connections.

    In essence, successful implementation goes beyond decisions; it requires creating a narrative that resonates emotionally, demonstrating the tangible value through logic, and staying informed through a strong network. This approach ensures not only acceptance but active participation in the envisioned change.

    Disclaimer: Images are generated through ai by the tool Canva

  • Digital should be for everyone, hence how to make the complex easy

    Now more than ever, with the fast development of technology and the increase of complex software/cloud solutions, it is becoming more and more difficult to understand what a product does or what is exactly its new function. If we think about an old Mobile Phone, the old-fashioned NOKIA to understand, the only ability was to make/receive calls.

    Afterwards it was made able to send SMS’s, play simple games and memorized telephone numbers. After a while it came the possibility to send/receive emails (I still miss my old Blackberry…for Boomer like me that remains still the very best Smartphones for professional use). But that for many people was already somehow very complicated to manage.

    If we look at the Smartphones now there is nothing we can’t do anymore! From E-Mails, Games, Apps of all kind, steps measurements, navigators and much more. But not only that: security passwords with finger scanning or eye/voice recognition, localisation, mobile payments and many other functions. Are all of this making our life simpler? Well in my opinion, it depends. When we understand how these new functionalities work, of course. But is everyone able to learn that quickly? Not really.

    How many of us spent hours to understand how to set the iPhone new mode connected to Cloud. And the synchronization? New Updates? Privacy settings in Social Media? New functionalities? Of course there are lot of people who will say that was easy and actually took 5 minutes…Well I am sure there are also many who agrees with me that it didn’t take 5 Minutes and could have been much easier if was better explained.

    That is the message of my post today. Makes things complicated, easy, it’s not exactly an „easy“ job. All the way through the digital journey it has always been my prerogative to simply all around the digital experience and functionalities, in order to make it possible for everyone to work with them. Technology is meaningless if not understood and ultimately used. And too many times I experienced cool features and really helpful tools that might have really made an impact in a certain process or within a department, if only it was used. And I can’t blame the users for not doing it. When the strength to learn something new is higher than its benefit, it will simply not been done.

    „I don’t understand anything here. It’s just too technical“ – how many times have we heard this? And if they don’t say it, believe me they think it. And it’s not about being lazy here, it’s really about prioritizing. Between all daily activities it is human to choose the ones who bring more benefit with less effort and something difficult to understand and very detailed is not less effort, is a huge effort.

    It is very hard to have in the same mindset the ability to concentrate and deep think about complex schemes and in the same time visualizing the idea of the result in a way that other people see the benefit and the advantages, without all the processes behind.

    Generally speaking, digital experts, similarly with their IT peers, are „their products”, meaning they know all details and are so deeply immersed in it, that they might not remember the final benefit for the end user anymore, or better they know it but at some point it’s for them become „assumed“. This is why it is for them very difficult to explain again and again what are the benefits for their users and more importantly how to get them.

    5 Tipps for a “simple” digital mind-set

    1. Tell and show ONLY what the users NEEDS to see, adapting it according to the target. There is not need to explain the backend of a system or very complex processes through the various tools and channels. Just explain the function and the simple steps to archive it.
    2. Using very simple words. Not everyone knows what is an IP-Adresse or the meaning of RAM or ai. Yes, for the IT people it’s obvious, but in any decision process there will be more than IT involved. Please keep it very child-simple, to the extreme of using word like „memory“ or Database. It might not be 100% accurate but the users understands it.
    3. SEO likes simplicity. Being found in Google is something that every company can’t avoid anymore, and how are the search made? With complex words or very difficult expressions? Even the most expert person in their business will start looking for a simple key-work in their Google search, think about it.
    4. From simple – > complex is always possible, the other way around not. My advice? Start always from the very first and most intuitive benefit and effect of your program/solution and from there start going more and more in details.
    5. Mental associations. The ability here is to compel good product stories, appropriate analogies and memorable metaphors so that the end user immediately knows what the solutions does and wants to know more. The users wants to know and capture at maximum within the least amount of time. In Marketing Material, this translates into a demand for the most useful information in the minimum amount time.