Tagged: CEO

Maurice Lévy Will Be Succeeded by Arthur Sadoun as Publicis Chairman and CEO

Publicis Groupe announced today that Arthur Sadoun will become the holding company's next chairman and CEO, effective June 1. Sadoun will take over the role from Maurice Lévy.

Lévy, 74, has been with the holding company since 1971 and took on the role of chairman and CEO in 1987. Under Lévy's management Publicis Groupe made a number of big moves in the industry including the $3.7 billion acquisition of SapientNitro and a massive restructuring of the holding company announced in December 2015. He also attempted to engineer a merger with Omnicom Group, but that fell through. 

According to a press release, Lévy made the selection of Sadoun, 44, along with the network's nominating committee and Elisabeth Badinter, the chairman of the supervisory board and president of the nominating committee. The committee began its process to find a successor for Lévy in November. 

"First of all, I'd like to congratulate Arthur," Lévy said in a statement. "I am extremely happy with this choice, which is the most appropriate and judicious for the future of our Groupe, and congratulate Arthur warmly … I have known Arthur for many years. We have worked very closely together. He is a seasoned professional with an inspiring vision of our industry and of our clients' needs. He knows them well, he understands them well, and he knows how to deliver the solutions and services they need to grow, develop and transform by selecting the best talent. He has the intelligence, the energy and the passion necessary to master our trade in a connected world that is changing and evolving constantly."

Sadoun has long been considered a potential candidate to take over Lévy's role, but became a clearer choice in recent months following the restructuring of Publicis Groupe in December 2015. At the time, Sadoun was named CEO of Publicis Communications which is comprised of the network's creative agencies including Saatchi & Saatchi, Leo Burnett and BBH.  

"Leading the company founded by visionary Marcel Bleustein-Blanchet and made into a global communications leader by Maurice Lévy is an immense honor and an incredible challenge," Sadoun said in a statement. "A challenge that I'll meet with open arms, thanks to the continued contribution of Maurice's wisdom and experience, and the support of Steve King, the Management Board and the talented individuals who make up Publicis Groupe." 

Sadoun made a relatively quick rise to the top at Publicis Groupe, kicking off his career there in 2006 as CEO of Publicis Conseil. He was named global CEO of Publicis Worldwide in 2013 and added a leadership position at MSL Group to his responsibilities in 2015.

Along with the news of a successor for Lévy, Publicis Groupe also announced that Steve King will join the network's management board. King currently serves at CEO of Publicis Media.

Article originally appeared on Adweek Advertising & Branding: Link.

Dippin’ Dots Ice Cream Responds to Years of Twitter Insults From Sean Spicer

Brands everywhere are cringing at the prospect of nasty—or even friendly—tweets coming their way from Donald Trump. But it's incoming press secretary Sean Spicer who's been waging a weird war on an ice cream brand for almost seven years.

In April 2010, Spicer mysteriously took aim at the Paducah, Kentucky, company—in particular, its advertising slogan, "The ice cream of the future."

As the A.V. Club reported this week, it was unclear what provoked Spicer. But the following year, again apparently out of the blue, he repeated his claim. 

Six weeks after that tweet, Spicer rejoiced at the news that Dippin' Dots had filed for Chapter 11 bankruptcy protection. Continuing his obsession with the brand's slogan, he appeared to improvise his own headline for the Wall Street Journal story he linked to, cleverly calling Dippin' Dots the "ice cream of the past." 

Four years went by, and it seemed like Spicer was over it. But no—here he is bashing Dippin' Dots again in 2015, apparently due to a shortage of the stuff at a Washington Nationals game. (This tweet, oddly, seems to combine his chronic hatred of the stuff with a weird yearning for it when it isn't around. Or maybe his kids just love it.)

With Spicer front and center in the news this week, his tweets have finally gotten the attention of Dippin' Dots CEO Scott Fischer, who posted an "open letter" on its website, asking Spicer for a truce.

Fischer wrote:

Dear Sean,

We understand that ice cream is a serious matter. And running out of your favorite flavor can feel like a national emergency! We've seen your tweets and would like to be friends rather than foes. After all, we believe in connecting the dots.

As you may or may not know, Dippin' Dots are made in Kentucky by hundreds of hard working Americans in the heartland of our great country. As a company, we're doing great. We've enjoyed double-digit growth in sales for the past three years. That means we're creating jobs and opportunities. We hear that's on your agenda too.

We can even afford to treat the White House and press corps to an ice cream social. What do you say? We'll make sure there's plenty of all your favorite flavors.

Scott, CEO of Dippin' Dots

Late Monday night, Spicer replied to the Dippin' Dots tweet. He appears open to mending fences with Dippin' Dots, but only if the brand helps out America's veterans in the process. 

Is this a trap? More on this strange story as it develops. 

Article originally appeared on Adweek Advertising & Branding: Link.

72andSunny Promotes Strategy Lead Matt Jarvis to CEO

72andSunny has promoted partner, chief strategy officer Matt Jarvis to chief executive officer, a role held by co-founder John Boiler since 2012.

Boiler and co-founder Glenn Cole will move into positions as creative chairmen, tasked with setting global creative vision and standards for the agency and driving innovation. Jarvis will partner with chief operating officer Evin Shutt, chief talent officer Sedef Onar and chief development officer Tom Johnstone in leading the agency.

Jarvis told Adweek that this organizational shift has been in the works for some time.

"John, Glenn and I have always been a triumvirate and that's not changing. This is a case of a realignment within our partnership," he said, adding that the changes place each of the three in a role where they can make the largest impact on the agency's business.

Jarvis joined 72andSunny in 2007 and brought with him a resume that included time spent serving as president of Justice Telecom and director of account planning for Deutsch. Since his arrival, the agency has expanded its client roster to include Seventh Generation, Instagram, Comcast Xfinity, Axe Unilever, Ciroc Vodka and, most recently, General Mills.

"We've always been a strategy first organization," Jarvis said. "Our unity between strategy and creative has always been a part of our secret sauce. The fact that I come from a strategy background [and have been promoted to CEO] is less about elevating strategy within the organization and more about recognizing how strategy can be applied to anything and hopefully make it better."

"Matt has always been more than a chief strategy officer," Boiler said in a statement. "He's taken accountability for everything from creative development, to finances, brand management, commercial relationships—all of it."

"Our partnership has always been a little weird for this industry," added Cole. "We have always shared the offices of chief executive, chief strategist, and chief creative, and we'll continue to retain that partnership of unanimity. But Matt's contributions over the years have really outstripped the title and role of chief strategy officer. He is our CEO."

Jarvis says he foresees 72andSunny doubling down on its "aggressive innovation agency" in the years to come.

"For a company whose mantra is 'Born modern,' that puts the onus of changing and evolving along with culture on us. I think we can all agree business culture, culture at large is evolving," he said, adding that the agency will continue to "embrace change, using disruption to create opportunity."

Article originally appeared on Adweek Advertising & Branding: Link.

It’s Time Marketers Rethink Their Commitment to Content

Eighty-six percent of B-to-C marketers in a recent study say they will be including content marketing in their budgets this year. That makes plenty of sense because it's no secret that as consumer attention scatters across channels, devices, times and places, simply hammering people over the head with paid advertising is becoming harder to do.

Adam Kleinberg

The word "content" means something is more than an ad. Content implies value—perhaps utility, education, empowerment or entertainment. Regardless, content is powerful for brands because a value exchange is at play.

The more value brands put in, the more value they get out—in currencies of attention, intention, loyalty, and ultimately, sales.

Of course, content has very little value if it sucks. In fact, if your content marketing is lousy, it can actually hurt your brand.

Doing content marketing well requires commitment on many levels. The same Content Marketing Institute (CMI) study mentioned above shows that 90 percent of the organizations deemed "most successful" were characterized as "extremely committed" to content marketing. That's compared to 37 percent of such commitment from organizations classified as "least successful."

"We're committed," you might be saying, "We've allocated budget and a team to getting this done."

Good on you. However, there are a number of dimensions of commitment that need to be attained to maintain a content marketing operation that delivers high value for your customers and your brand.

Commitment to Insight
It is trite to say, "quality matters," but what kind of content actually is good content? Too often the output of content marketing programs is a fire hose of crap across every imaginable channel that people don't actually want.

To create something people want, you need to invest time and effort to understand them. Maybe you achieve this through traditional research methods. Maybe with digital tools that mine trends in search or social. If you don't have insight, you're likely to flop.

Traction, the agency I run, creates content for Lenovo for an IT audience buying computers and servers en masse. When we talked to customers, we learned that IT guys loved to tell war stories about the users they serve in their jobs. Content like a music video of IT guys rapping about users helped Lenovo's engagement metrics with content soar by nearly 400 percent over previous benchmarks.

This even holds true if your content is something simple like recipes. You can settle for playing an SEO game, or you can use insight to give people a reason to seek out your recipes over the deluge of others out there competing for the same keywords.

Last Thanksgiving, I went to Weber's website—like I do every year at that time. Google has 154,000 results for the phrase "BBQ turkey," but I go to Weber every year because they understand that I'm not messing around when it comes to my bird. Their recipes tell me the exact number of coals I need to add every hour to cook my bird using the indirect grilling method.

They get my needs, so they get my attention.

Commitment to Patience
One of the overwhelming responses in the CMI study was that only half of respondents felt that they were given enough time by executive leadership to produce content marketing results. This is a symptom of a larger problem where intense pressure for short-term ROI on every marketing dollar has created far too great a focus on "digital" as a direct-response channel.

Banner ads, for example, are better at driving awareness than sales, but are primarily used by marketers for the latter because you can't put a tracking pixel on your customer's brain to measure awareness. "Content" is perceived as "digital," so it must be a revenue-driver too, the thinking goes.

Good CMOs, however, know that long-term brand building creates equity. Good CMOs are also good at helping CEOs understand why they are doing what they are doing. Often, meaningful results take time to deliver. If you're not committed to accepting that fact, you run the risk of driving results that are not meaningful.

Commitment to Working Differently
Agencies are fond of saying that the work would be faster, cheaper and better if it weren't for clients.

This is not because clients are bad people. It's simply because the traditional back-and-forth process of getting ideas developed, presented, refined, re-presented, refined again, approved, produced, tested and then finally launched is time-consuming and expensive. Clients and their partners need to be committed to embracing processes to get great work out the door without noodling it to death.

Mike Trigg, COO at creative collaboration vendor Hightail, hit the nail on the head when he said, "I'm always amazed at marketing organizations that spend thousands of dollars on agencies to produce content and thousands more to distribute that content, yet don't have any system in place to get that content through the creative process efficiently. Without a simple, unified solution for creative review and approval, your content will be weak, your results will be lackluster, and your creative team will get burnt out."

Commitment to Activation
Many marketers have been seduced by this "brands have to be publishers" mentality and choose quantity over quality when it comes to content. As a result their process winds up looking something like: produce, spray, pray, repeat.

If your conversation begins with, "I need a piece of content for ___," you're probably doing it wrong. What does your customer need?

Instead of just creating a flood of assets, do less stuff better and invest more time in thinking through how to activate that content. Just publishing for the sake of publishing isn't enough. What a marketing tragedy it is when a great piece of content fails to make an impact because it wasn't activated thoughtfully!

Don't make that mistake. Less can be more.

Abe Lincoln once wrote, "… your own resolution to succeed is more important than any other one thing." Commitment matters. A lot.

Just make sure you are committed to the right things.

Adam Kleinberg (twitter: @adamkleinberg) is CEO of Traction, a digital agency based in San Francisco. 

Article originally appeared on Adweek Advertising & Branding: Link.

In a Divided Country, How Agencies Can Use Their Reach to Rebuild Trust and Inspire

Our agency is no different than yours. Tough, sensitive. Young, old. Black and white. Full of usually hopeful, sometimes brilliant, mostly crazy storytellers.

And like many of you, on the eve of the inauguration of Donald Trump as the 45th president of the United States of America, we don't know what the hell is about to happen.

Chris Raih

There's an atmosphere of disbelief in what's true. Fake news and disinformation have put honesty under siege. But we are in position to tell true stories, injecting more positivity back into the world. More than ever, we agency runners must seize today's uncertainty as an opportunity to lead.

The great brands we work with need us. We have to help them win—not just in categories, but in culture. That starts by telling the truth, which is the most powerful element in advertising anyway, as Bill Bernbach reminds us. It's the right thing to do, and it's good business. We need to become smiling warriors; weapons for good. But mostly? We need to be unafraid. This is no time to curl inward, no time to fear monger.  

After all, you're part of the industry that gave the world Thank You, Mom and #RealBeauty and Wheelchair Basketball and Jess Time and—just this week—Be Good to Each Other. These campaigns—and so many more—are reminders that fear never wins. And neither should negativity and cynicism.

Which brings us to the talent inside our organizations. Like your shop, our hallways and kitchens have been a chorus of "I'm so sad" … "How could this be happening" … "Will my partner have to leave the country?" And, so, the true test of our ability to unify begins on 1/20.

Let's start by admitting that people aren't caricatures. Resist the urge to typecast. That's what got us here in the first place. Take me: I grew up in a large, Irish-catholic, highly conservative family in the Midwest. Does that make me deplorable? Today, I read Thomas Friedman and run a creative agency on the west side of L.A. Does that make me elite? Neither over-simplification would be accurate. So avoid stereotypes, seek the common ground—and above all trust the good in people. "Trust," as Friedman quotes in his new book, "is the only legal performance-enhancing drug."

So how do we inspire our agency teams? How do we rebuild trust? How does Agencyland step up to the plate? Start by reminding your people that it's a battle for truth, not a war between left and right. And we're not unarmed. Unlike most people, we have a platform. We have an audience. So many of the patriotic and frustrated have no outlet for their concerns. We, the lucky few, are in the communications business. We communicate—and at scale.

If we can re-energize the talent that walks through our doors every morning, that's an army of 150,000 brilliant and willing storytellers in America alone.

Encourage your staff to be vigilant, but optimistic too. To stay engaged. Come to the work with belief in the possibilities and love in their hearts. Open, not closed. Let's use the platform, bridge gaps and create results. And above all, let's stay unafraid.

Chris Raih (@chris_raih) is founder and CEO of Zambezi.

Article originally appeared on Adweek Advertising & Branding: Link.

Agencies Need to Take Talent Lessons From Hollywood and the NFL

When you read those dismal employee and client surveys that typify our industry, do you ever wonder if we're using a flawed management model? After all, the one we use now was designed in the early 1900s, when unskilled rural workers were enlisted for dreary, repetitive factory work. Why do we manage to a mind-numbing assembly line when we're hoping for chain reactions of inspiration? 

Take a closer look around the world of business, and you'll realize that agencies are not like most businesses. We don't manage production; we facilitate talent and innovation. Replace the employees at Ford Motor Co., and the same products come out. But replace the talent at an agency, and the product changes as well, often dramatically. People are inextricably connected to the agency's product.

Jack Skeels

There are other talent-driven industries out there, and they use very different models. Teams are empowered to experiment, innovate and implement faster. The key difference between their models and ours is that they have mastered how and when to do less managing, which unleashes their teams to accomplish more. 

You can see this letting go of direct control in the way Hollywood studios operate. They understand that profitability comes from creative success, which at its core comes from the teams. You can't make a bad movie good by managing. They manage the prep and follow-through (financing and distribution) but unleash teams to handle everything in between.

When a studio does overmanage, the old cliché, "add a talking dog," applies. Teams get discouraged, and the work product goes to hell. So Hollywood leaves the talent alone, and they don't promote talent into management.

By contrast, agencies routinely move stars and firefighters out of the team and into the hierarchy of management. That weakens teams, diminishes the work, increases operational costs and fosters exclusion. Behavioral researchers have shown that these unneeded hierarchies also trigger in-group, out-group behaviors that decrease engagement, productivity and quality. That's the opposite of what agencies need today.

An even better example of unleashing talent can be found in professional sports. Sports organizations are optimized around continuous, competitive innovation—just like agencies should be. The NFL provides some simple metaphors for how to do talent-driven management. The managers (coaches) focus on preparing the players for each game, making sure they know everything they need to know and have all the right skills. Their job is more empowerment than oversight. With the opening kickoff, the players are pretty much in charge, and winning coaches know to start managing less and focus on supporting and feeding them insights.

Owners value talent over management. Coaches still matter, as does the top talent, but as the Dallas Cowboys showed us this year, great teams can survive and even excel despite the loss of superstar players. Empowered teams develop a talent for mutual adaptation, knowing each other's moves so well that great plays happen. They create inspired results that are more creative than the original design. 

How can agencies mimic them? Think the way they do. Here are a few questions to get started:

1. Can we recognize and reward without making another manager?
Successful football players don't get promoted to coach. They get rewarded through richer contracts and recognition that builds personal capital and a sense of worth.

2. Can we substitute a depth chart for our org chart?
It's not a coincidence that the NFL model is more layer cake than pyramid.  First-string or starter are words that denote how good you are. Director or manager define whom you control.

3. Can we make planning and mentoring team sports?
Hollywood and the NFL engage the whole enterprise in strategy, planning and assessment. And the most skilled players mentor the up-and-comers.

At the core of making our industry a better place to work is rethinking most of our assumptions about how to manage, right down to the question of who works for whom. Good teams become great when managers are empowering and supportive, rather than divisive and directing. Realizing this, the best leaders serve the team instead of commanding it.

Jack Skeels is CEO of AgencyAgile, a productivity training company for agencies.

Article originally appeared on Adweek Advertising & Branding: Link.

Why Media Agencies Have to Shed Tradition as Fast as Possible

Albert Einstein once said "Life is like riding a bicycle. To keep your balance, you must keep moving." It's clear that media agencies are at a crossroads, so for those of us in the industry, as we begin 2017, it's great time to reassess our role so we can continue to, as Einstein advised, move forward.

Martin Cass Alex Fine

Complicating matters further, there is a heightened state of distrust threatening the relationship between agency and client, and many are questioning the role that agencies play. So, what is the purpose of the media agency in a post-digital world?

There seems to be three prevailing schools of thought:

Nothing will change (aka "Please, God, let nothing change")
This feels like trying to stop the tide from coming in at the beach. And as enticing as it might feel, the reality is that the world has evolved and isn't going back anytime soon. The business model of the old media agency was built on buying and trading media and that's what has glued the system together. Many are fighting hard to keep that cemented in place, and the current malaise is being exacerbated by the need for agencies to make money through their trading functions.

But, clients are wising up to the "savings guarantees" that agencies have made over the past few years, and as they wake up to bot fraud, arbitrage and agency-owned inventory, clients are no longer settling for the illusion of value. The model isn't dead, but the patient is extremely sick.

Clients will take all of their media buying back in-house
We have certainly seen some of this happening, especially with digital media, and particularly with programmatic. But, I think this has less to do with perceived impropriety and more to do with data management.

Clients are quite rightly seeing data as a competitive advantage and one that potentially needs to be kept entirely in-house. That said, as with most technology, the challenge for clients is to keep what they've built up-to-date. And while a couple of years ago having direct deals with Google and Facebook seemed like a good idea, there is considerable reassessment of whether this is the right approach today. An analogous situation exists with how clients manage pensions and investments.

The media marketplace is looking increasingly like Wall Street in its execution, and I predict that trend will continue. In the long term, clients will want to build and maintain the skill sets required to be competitive, while data ownership is manageable via contract.

The creative and media worlds will remarry 
Maybe, but not in the way that many of the advertising agencies think or hope that might happen. Media decoupled from the creative function more than a generation ago, and I think it's unlikely that the current and coming crops of media leaders are interested in playing second fiddle to creative.

They manage their own business affairs and have built their own client connections, both in procurement and in the marketing department. So today, who really needs whom?

So, what do I think the answer is? I think it's time to redefine what the role of media is for a business. In a post-digital world, the CMO's most important relationship is with the CIO. After all, that's the intersection of understanding the consumer, and, more importantly, grasping marketing's impact on the performance of the business.

The CMO is driven by business performance, and the connection between action and impact is now provable. Media today doesn't simply deliver eyeballs; it also generates huge volumes of data about the consumer, the market and performance.

Media deals in the future are going to be informed by both the price of the audience and the value of the data generated from the buy. Marketing choices are being made from data management platforms, not focus groups, and keeping ahead of technology is what will differentiate success and failure.

Media sits at the heart of decision-making about marketing and driving the overall business, and as a result there has never been a better time to be in the media industry. It just won't look like the model many are hanging on to, and it's time for those on all sides of the equation to get comfortable with the fact that data and media are inseparable.

So organize accordingly and stop looking backwards—the future is furiously hurtling at you head-on.

A former rugby player, Martin Cass, CEO of MDC Media Partners and Assembly (@mediaassembly), still enjoys tackling tough industry issues and new business wins like 21st Century Fox.

This story first appeared in the January 16, 2017 issue of Adweek magazine.
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Article originally appeared on Adweek Advertising & Branding: Link.

4 Survival Trends People Will Turn to in 2017 That Marketers Need to Understand

Marketers and consumers alike are reeling from a year of deep division and chaos. "WTF just happened?" is the first question we're asking ourselves followed by, "Where do we go from here?"

Faith Popcorn

In 2017, people will turn to a number of surprising, sometimes shocking ways to relieve stress and care for themselves amid ongoing cultural and political turmoil. We're predicting a major uptick in sex, robot relationships, food hype and pleasure revenge among the wealthy. What follows are the four trends marketers need to get smart about in order to survive the next 12 months.

Sexual healing
We've been having less sex than ever, which may explain why we're all so stressed, but we're ready to emerge from this dry spell and unleash our libidos.

Millennials are having less sex than any generation in 60 years. Anti-anxiety meds and technology have intruded into our sex lives, leaving them limp. Sixty-three percent of millennials say they'd choose the internet over sex and 51 percent of women believe eating can be as pleasurable as sex.

But as we usher in a new administration and a tense national mood, 2017 will bring more sex than ever. We've seen this develop during other tense periods in American history—"Make love, not war" was the catchphrase of the sexual revolution that defined the 1960s. A rise in sex is linked with an uptick in cultural individualism, so as we take charge of our health, our finances, our opinions and our lives, so will our desire to get it on awaken.

Rising drinking rates and the emergence of VR in the porn industry also indicate that our culture is ready for a sex surge. But are brands?

We saw it play out in HBO's hit show Westworld, but it's coming our way IRL. In 2017, consumers will start to treat technology like the true companion it's becoming. We're forming our deepest bonds with technology. The more we use it, the more it knows us, conforms to us, adapts to us, helps us and anticipates our wants and needs.

In the year ahead, tech will become even more anthropomorphic and will shower us with ultrahuman love, acceptance and kindness. With more voice-activated products like Amazon Echo, technology will not only replace retail, but also mask our loneliness, providing us companionship at home. Humanoid robots will replace relationships—we'll see robots that hug, kiss and dive into bed with us—and even take our kids to school in the morning.

Eating positivity
As we've become an emotionally, sexually and financially malnourished nation, we'll look to food as a source of happiness and wellness.

Right now, we're wary of everything brands are trying to feed us. A study found 62 percent of us are avoiding artificial ingredients, hormones or antibiotics, genetically modified organisms, or GMOs, and Bisphenol A, or BPA. Organic product sales soared to $43.3 billion in the U.S. in 2015, up 11 percent from 2014. And a recent survey showed that 84 percent of American consumers would purchase an organic product over an analogous conventional product.

In 2017, we'll see a new craving for megafunctional and locally sourced foods, as well as those with an authentic story—Chipotle won't cut it. Food energetics, meaning sustenance that enlivens our ability to perform, will have a deeper role in our lives. Guided by Ayurvedic principles, consumers will become obsessed with the energy food emits when they cook, prepare and serve it. We'll also enter an era of adaptogens, ingredients that help our bodies fight or overcome the effects of stress. Ingredients like chaga, cordyceps, maca and reishi will turn up in everything from elixirs to donuts.

Spending spree
As the new year kicks off, people will have their wallets at the ready. Whether as a form of self care, protection and preservation or simply a way the closeted wealthy splurge, people will be spending more on themselves than ever.

Once concerned about buying things and experiences, average people will turn inward, spending money on feeding the soul—foods that nourish, spiritual practices, products and services that make us better people. As life expectancy rises to 120 and mindfulness becomes the new yoga, we will realize the value of taking good care of ourselves inside and out.

Meanwhile, the wealthy, hoping Trump will supersize their cash, are prepping for a secret bacchanal. Our pleasure-revenge trend kicks in for the megarich who want to live large as they did precrash; they will flaunt their wealth for all to see. They'll be taking their cues from Trump, who's been seen at Jean-Georges and the 21 Club in his first few weeks as president-elect.

Luxury will rise back to the top of the retail food chain.

So, as marketers prep for 2017, they should appeal to consumers' inner sexual beings, their need to feel loved and taken care of (even if by a bot), their desire to eat their way to energy, and their desire to splash out during divisive times.

Faith Popcorn (@FaithPopcorn) is a futurist and founder and CEO of Faith Popcorn's BrainReserve.

Article originally appeared on Adweek Advertising & Branding: Link.