In anticipation of our tenth anniversary next year, the Cambridge Strategy Centre has been having a few small get-togethers with some of the people who helped us with our very first jobs.

After the irresponsible-yet-zeitgeisty binge drinking, we have often ended up thinking and talking about what has really changed in Britain during the ten strange years since 1995; not so much the big political and economic stuff, but more the gradual changes in attitude, spending and business that give our lives their texture.

Just for fun, we’ve decided to try identify as many of the latter type of changes as we could, in a series of ongoing lists. We thought that you might like to share our musings, and so – here’s the first. Please feel free to send disagreements, denials and threats of libel action back to us by e mail – we’ll include them next time round.

The Cambridge Strategy Centre team

MIDDLE CLASS REVOLT
DEDICATION: NOT WHAT YOU NEED
YOU DON’T HAVE TO BE MAD TO WORK
HERE, BUT…
THE MODERN MILLIONAIRE

YOUR CALL ISN’T IMPORTANT TO US
NEVER MIND THE QUALITY FEEL
THE BANDWIDTH
KEEPING UP APPEARANCES
THE “HOW DID THIS INCREDIBLY
ANNOYING THING HAPPEN WITHOUT
ANYONE NOTICING” AWARD 1995-2005

GO ON, I’M LISTENING

EVENT MANAGEMENT
MENTAL ECOLOGY
LET’S GET TOGETHER

MIDDLE CLASS REVOLT


Our first change really began before 1995, but it informs so many of the other shifts and phenomena that we had to include it. We’re talking about the early 90s recession; the forgotten slump that has never had sufficient attention paid to it, because the bit of society worst affected was the traditional middle class, and the middle class a) lacks drama and b) is not likely to complain loudly about its poverty for fear of what the neighbours might think.

Looking back, don’t you reckon that the managerial redundancies of that time were what finally broke the old contract between company and middle-class employee – ie the promise that if you worked hard and kept your head down, you were guaranteed a job until it was time to collect your carriage clock and pension? Once we’d been repossessed or had negative equity, we were never going to think the same way about that mortgage burden. And once the managerial job for life and the attendant securities had gone, no one was ever going to think about the long term in the same way again.

It meant that loads of us began looking at our lives and asking what it was all actually for; not exactly a social revolution, but surely something that made some employers think about how they did, or did not, motivate their staff. In the late 1990s and early 00s merger-culture and the pensions crisis were codas to all this, and the old suburban middle class went the same way that the old traditional working class went in the 1980s. How many really mourned its passing? That’s another question…

DEDICATION: NOT WHAT YOU NEED


…but one clearly related change is that it is no longer OK to work hard and not get paid well. Remember when you just accepted the idea of working hard for average money? Find that you think that you should be getting rich in return for slogging your guts out? Yes, us too. Of course, this is not to say that everyone who works hard is rich - just that that everyone who works hard moans righteously if they are not.

YOU DON’T HAVE TO BE MAD TO WORK HERE, BUT…


At what point exactly did we start talking like psychologists (“I have issues with that”, “Can we get closure on this?” “It’s his self-esteem”) or business people (“Contacts” instead of a “friends”, “He’s got an agenda”) in our private conversations?
 

IT SEEMED LIKE A GOOD IDEA AT
THE TIME

THEN NOW
dot.com entrepreneurialism Public sector consultancy
Finding new markets Empowering your people
One minute silences Two minute silences (Except at football matches where they last 20 seconds)
Brand Service
Vision Honesty

THE MODERN MILLIONAIRE


Must look as if they are just enjoying themselves, rather than trying hard. No one wants to be Alan Sugar or Bill Gates; they want to be Jamie Oliver or Elle McPherson. These days, doing business should involve having a laugh. Being in thrall - to anything - is 100% unacceptable

YOUR CALL ISN’T IMPORTANT TO US


The great mystery of the last ten years; how is it that as we have all been working so hard to make ourselves more customer-centric, real customer care has died out? The phone-tree! The useless call centre! The inflexible wrangling over fine print in contracts! We hate them, and yet we keep inflicting them on ourselves in the name of - what, efficiency? Are we deluding ourselves here? Dial 7 and hold for an answer.

NEVER MIND THE QUALITY FEEL
THE BANDWIDTH


Remember how we always assumed that customers would desert our brand if we reduced quality to get prices down? Didn’t MP3s, cheap air travel and ready meals all involve a rather eagerly-grasped swap of quality for quantity, cheapness and convenience?
 

IT SEEMED LIKE A GOOD IDEA AT
THE TIME II

THEN NOW
Leading The Revolution by Gary Hamel From Good To Great by Jim Collins
Nike, Sony, Virgin Nike, Apple, Easy
Wondering if you could vote Labour Wondering if you could vote Tory

KEEPING UP APPEARANCES


We know it’s important to make an outward show of dynamism and all that, but could we be making some mistakes in the realm of corporate identity? Two questions we have asked ourselves:

A. If uniforms are meant to express an identity, what does is say about the brand if the uniform is cheap and badly-fitting?

B. Aren’t those slogans only a good idea if your business has something original to say about itself? Surely a logistics company boasting that it is “Delivering value” is stating the obvious? And even more surely, a postal company saying “We deliver!” is just making a really crap pun. “Just do it” is inspired. “Working to do the very best we can” is bollocks, and we all secretly know it.

THE “HOW DID THIS INCREDIBLY ANNOYING THING HAPPEN WITHOUT ANYONE NOTICING” AWARD 1995-2005


Goes to the phenomenon of Governments tolerating monopolistic companies. The worst offenders when it comes to poor public services and a blight on our civilisation.

GO ON, I’M LISTENING


The “I’m on the train” period of early mobile phone use was bad enough, but no one expected the ADD-friendly dual-tasking involved in using instant messaging/SMS while simultaneously talking to someone who is actually present. Not annoying in the slightest of course, especially when the culprit fails to see that they might be doing something wrong.
 

IT SEEMED LIKE A GOOD IDEA AT
THE TIME III

THEN NOW
Finding new markets Saturating your existing market
Blue sky thinking Delivering sales
Sun and Mirror Star and Mail
Drugs Drink
Bosnia Iraq
Michael Jackson Beyonce
OJ Jacko
The exclusive department store The little shop offering an edit of choices
Terrorism*** Terrorism
***The year of the Sarin attacks in Tokyo, Oklahoma bombing, first NATO bombing
in Bosnia and the alleged discovery of secret missiles in Iraq? 1995.

EVENT MANAGEMENT


The branding of events became big business; Live8 and Glastonbury became brands in their own right, and post-CNN TV news channels badged news-heavy days and effectively marketed the hell out of them until they became iconic – 9/11, 7/7, the Iraq War, Diana’s funeral. These events became all the more potent because an unforeseen effect of the fragmenting of society – the desperate need to join in with “events” that are bigger than we are…

MENTAL ECOLOGY


Predicted phenomenon for the 2010s; organised protest against constant media noise, and a concern for mental wellbeing as we are confronted with ever more mass media and blare from internet enabled phones, PDAs and TV screens in public places. Think of it as an information-age take on the idea of environmentalism. If you like the idea, you’ll love the people here:

www.adbusters.org

LET’S GET TOGETHER


Have our customers become more creative than us? This has been the age of the blog, of doing your own website, of being creative with hitherto mundane events – think of all those highly co-ordinated and choreographed hen and stag nights. Some brands have recognised this and opened themselves up to consumers creativity – Sony PlayStation, for example, gave its codes to would-be programmers, Nike allowed people to design their own trainers. Perhaps the biggest question for any business in the future will be how to make the bit of itself that faces people feel open-ended – without ceding control and letting them muck up your product?
©2005 The Cambridge Strategy Centre www.camstrat.com