WHY A BRAND EXPERIENCE AGENCY?

BEHAVIOUR CHANGE

Did you ever think about the gap between information and action in relation to our most important asset, or health? 80% of the health-care budget is consumed by five behavioural issues: too much smoking, drinking, eating, and stress, and not enough exercise, but changing these behaviours is something that people struggle with every day.

Changing the behaviour of people isn’t just the biggest challenge in health care. It’s the most important challenge for businesses trying to compete in a turbulent world, says John Kotter, a Harvard Business School professor who has studied dozens of organisations in the midst of upheaval: ‘The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behaviour of people.’

People can become disengaged when called upon to change.It’s challenging to respond to profound upheavals – the rise of a new global competitor, say, or a shift from a regulated to a deregulated environment – or to a corporate reorganisation, merger, or a new cultural practice.And as individuals, we may want to change our own styles of work – how we mentor subordinates, for example, or how we react to criticism. Yet more often than not, we can’t.

No matter how much information or how often we get it, we all find it difficult to change.

SCIENCE

As antithetical as it may seem in a hyper-digital word, experience – how we interact in the physical world – is one of the most powerful and misunderstood levers to help change or impact behaviour.

Starcom recently created a Chief Experience Officer position; SMG Global CEO Laura Desmond has called the experience the ‘future of advertising,’ and Starbucks is revitalising through a focus on moments of ‘human connection.’

Modern cognitive science helps us reveal how our brains use physical experiences to make sense of everything. But to use these keys we must become masters of the experience code.

Jack Morton has been exploring this space for over 80 years.

INTERNAL COMMUNICATIONS

We think Kotter has hit on a crucial insight. ‘Behaviour change happens mostly by speaking to peoples’ feelings,’ he says. ‘This is true even in organisations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought.’

We utilise a number of the MIT Persuasive Technology labs to pull the levers of behavioural change: Motivation, Ability and Triggers.

We create campaignable ideas and deliver robust, engaging and effective communications strategies. We also, and uniquely, build real, emotional, physical experiences that provide and emotional motivation, create the ability and prompt the behaviours that allow organisations to create agreement and sustainable change.

THANK YOU

Helen GraneySVP, Managing Director / Jack Morton Worldwide / Australia / Tel: +612 8231 4565 / Fax: + 612 8231 4555 Helen.Graney@jackmorton.com.au / www.jackmorton.com