David Edelman
David Edelman is an influencer

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    Marketing Consulting, Brand Consulting, Business Consulting, and Management Consulting

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Publications

  • 6 Ways AI Could Disrupt Your Business

    Harvard Business Review

    Because the environment is moving so fast, you need to use scenario planning to build a true AI-first corporate strategy that changes how you compete. For Boards and Corporate Leadership teams, we suggest scenarios to consider and how to use them to shape strategy

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  • It's Time for Boards to Take AI Seriously

    Harvard Business review

    The job of a board is to protect shareholders’ interests. But because AI is so fundamentally disruptive (strategically, operationally, and competitively), the board has an obligation to its shareholders to drive and oversee the change. To keep your company as relevant tomorrow as it is today, the time is now for your entire board to become AI-conversant.

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  • What Smart Companies Know About Integrating AI

    Harvard Business Review

    AI has the power to gather, analyze, and utilize enormous volumes of individual customer data to achieve precision and scale in personalization. The experiences of top leaders debunk the prevailing notion that extracting value from AI solutions is a technology-building exercise. That thinking holds companies back from capturing the power of AI. They needn’t build it; they just have to properly integrate it into a particular business context.

    But AI is probably only about 10% of the…

    AI has the power to gather, analyze, and utilize enormous volumes of individual customer data to achieve precision and scale in personalization. The experiences of top leaders debunk the prevailing notion that extracting value from AI solutions is a technology-building exercise. That thinking holds companies back from capturing the power of AI. They needn’t build it; they just have to properly integrate it into a particular business context.

    But AI is probably only about 10% of the secret sauce. The other 90% lies in the combination of data, experimentation, and talent that constantly activates and informs the intelligence behind personalization. Personalization is the goal; it’s what constitutes a company’s strategic brawn. The technology is merely the tool for reaching it. The authors describe what it means to integrate AI tools and what it takes to continually experiment, constantly generate learning, and import fresh data to improve and refine customer journeys.

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  • Generative AI will change your business: Here's how to adapt

    Harvard Business Review

    Generative AI can “generate” text, speech, images, music, video, and especially, code. When that capability is joined with a feed of someone’s own information, used to tailor the when, what, and how of an interaction, then the ease by which someone can get things done, and the broadening accessibility of software, goes up dramatically. The simple input question box that stands at the center of Google and now, of most Generative AI systems, such as in ChatGPT and Dall-e, will power more systems.

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  • Customer Experience in the Age of AI

    Harvard Business review

    Brands will increasingly compete based on customer perceptions of their AI interactions. This requires rethinking more than just analytics and tech. It requires deeper experience redesign and parallel operational changes.

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  • CMOs strike back: Marketers embrace a more muscular role, says ANA/McKinsey study

    The Economist

    Marketers are embracing a more muscular role: driving business growth. This “pivot to growth” came through in the most recent ANA (Association of National Advertisers) survey exploring how marketers are responding to disruptions in the marketplace. In total, 384 client-side marketers are represented in this survey. Participants include members of various panels, including the ANA Marketer’s Edge Research Community, ANA members and prospects, the American Marketing Association, McKinsey, Demand…

    Marketers are embracing a more muscular role: driving business growth. This “pivot to growth” came through in the most recent ANA (Association of National Advertisers) survey exploring how marketers are responding to disruptions in the marketplace. In total, 384 client-side marketers are represented in this survey. Participants include members of various panels, including the ANA Marketer’s Edge Research Community, ANA members and prospects, the American Marketing Association, McKinsey, Demand Metric, and Spencer Stuart.

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  • Competing on Customer Journeys

    Harvard Business Review

    Instead of just chasing consumers where you think they might be going in the decision journeys, marketers are now shaping the journeys they offer to attract customers and pull them into ever-deepening relationships. Those 'digital native" companies everyone talks about do offer some concrete learning opportunities that even the larger players can follow, as the article describes

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  • How to scale your own digital disruption

    McKinsey Insights

    Here's how to move beyond digital experiments to deliver change that sticks

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  • Adapting to digital consumer decision journeys in banking

    McKinsey & Company

    A host of emerging technologies are poised to personalize consumer experiences radically. Here’s how banks can prepare.

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  • Marketing disruption: Five blind spots on the road to marketing's potential

    McKinsey & Company

    “Disruption” has become a blanket term to encapsulate the massive changes affecting businesses. But the term’s overuse and broadness have obscured what really matters to marketing. Often missing in the debate is a clear-eyed look at the causes of disruption to help marketers make better decisions regarding what to do about them.

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  • Solving the CEO social media riddle

    Chief Marketing & Sales Officer Forum

    How’s this for a wake-up stat: 80.4 percent of survey respondents said it was important for CEOs to engage with customers on social channels and over half of the respondents stated that they believe social media engagement makes CEOs more effective leaders.

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  • Prediction for 2013: "Operations"​ becomes a key word in marketer's vocabulary

    McKinsey on Marketing & Sales

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  • Demystifying_social_media

    McKinsey Quarterly

    As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.

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  • Branding in The Digital Age

    Harvard Business Review

    Marketers now need to help consumers through their decision journeys. Looking at marketing strategy through the Consumer Decision Journey lens has dramatic implications for allocation of spend, operating processes, and even for how organizations are structured.

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  • The coming era of 'on-demand' marketing

    McKinsey Quarterly

    Digital marketing is about to enter more challenging territory. Building on the vast increase in consumer power brought on by the digital age, marketing is headed toward being on demand—not just always “on,” but also always relevant, responsive to the consumer’s desire for marketing that cuts through the noise with pinpoint delivery.

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  • Video: Social media and your organization

    Chief Marketing & Sales Officer Forum - YouTube

    In this video playlist, David discusses how companies can overcome their most pressing challenges to turn social media into a driver of above-marketing growth.

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