The list of scheduled presenters is quickly shaping up. More will be added as they become available, so please check back again soon!
Dan Mallin, Founder and CEO, Equals 3 LLC
In today’s world, disruptive technologies such as Artificial Intelligence (AI) and Augmented Reality (AR), continue to emerge at breakneck speed. How do you stay ahead of the curve and take advantage of these game-changing platforms? Discover how the power of today’s emerging technologies can be directly applied to the world of marketing and communications.
In this session, Dan Mallin, a recognized force in digital marketing and technology-based entrepreneurship, will share his insight on how to thrive in an age of disruption. From the early days of the Internet and the first websites, to business portals of the dot com era to the latest generation of 1:1 marketing — integrating sales, service, and marketing — Mallin has a broad history of building businesses that help clients take advantage of cutting-edge digital transformation. In the past 20 years, he has grown and sold four businesses and built forward-thinking ad tech platforms that are still in use day-to-day by some of the world’s largest brands, agencies, and media firms. His real-world experience and client-tested, proven advice will leave you inspired by new and exciting ways to connect with your customers. As a demonstration of the power of these emerging technologies, you will also have a chance to meet Lucy, the marketing professional’s cognitive companion powered by IBM Watson.
Jay Porter, President, Edelman
Fake news. Tweet wars. Journalism under fire. Today’s volatile information landscape is now a headline of its own and is raising challenging questions for business and for society. What makes the media and other information sources trustworthy—or not? What steps can CEOs and other communicators take to earn trust?
Jay Porter will discuss the findings of the 2018 Edelman Trust Barometer and delve into the shifting expectations for the media, business leaders and institutions, as well as identify new opportunities for building trust. This annual study is Edelman’s annual trust and credibility survey, currently in its 17th year. What began in 2001 as a survey of 1,300 people in five countries has grown into a truly global measurement of trust across the world. The Trust Barometer is produced by Edelman’s integrated research, analytics and measurement division, Edelman Intelligence.
3 to 5 Key Points to be Learned
Rhoda Olsen, Vice-Chair Board of Directors, Great Clips
Strong relationships are at the heart of successful organizations and individuals, and great relationships require trust. From listening and follow through to accepting feedback without defensiveness, everything you communicate through words or actions either builds or breaks trust. Trust is not something easily given and it can be quickly lost. Trust must be earned and maintained through a purposeful focus on the core values that drive you, your company, and its employees. Learn how Rhoda Olsen led Great Clips, Inc. to build trust with 1,200+ salon owners and their 40,000 stylists across North America to turn this Minneapolis-based hair salon brand into a billion dollar franchise business.
Mike Walsh, ABC, APR, Vice President of Corporate Communications, U.S. Bank
Mike Walsh will lead a lively panel with representatives from the media, including:
Other media presenters to be named.
Mike Goracke, Digital Strategist & Strategy Discipline Manager, RBA Consulting
Regardless of your current relationship with data, it is becoming an essential job function to be able to articulate the performance of your efforts to the rest of the organization. This session will explore how to begin measuring organizational success (including operations, marketing, and financing), as well as provide an actionable framework to use to help focus efforts. You will see real-life examples of how many organizations are measuring success today and how some of our more sophisticated clients are focusing their efforts to drive better results.
This presentation will highlight examples and case studies of how organizations are driving results through the convergence of data, technology, and strategy.
Rebekah Fawcett, Senior VP, Head of Enterprise Communications, U.S. Bank
Many communicators came of an age in an era when there were clear lines between internal and external communications – when talking to and with employees was an extension of human resources and engaging with outside-the-organization audiences was geared more toward marketing. Those lines have virtually disappeared with the advent of multimedia, citizen journalism and corporate social responsibility. Coupled with changing demographics, technological savvy and consumer expectations, a refined view of how to communicate in the 21stcentury has emerged. Managing the new paradigm requires us to think differently about how we structure our communications teams, design our vehicles, counsel our senior leaders, and ensure we have the right talent in the right roles to engage in this changing world.
3 to 5 Key Points to be Learned
Paul G. Omodt, ABC, APR, MBC, Omodt & Associates Critical Communications
Mike Porter, PhD, University of St. Thomas
Behind the lines of every well managed crisis for a major organization is the invisible advisor who arrives with a strong forearm of experience to establish a first line of defense and protection through the battle. Much has been written about the strategic and tactical practices of dealing with crisis, but this investigation focuses on the relationships among key executives in pulling together a team and maintaining it through the fray.
This qualitative work in progress launched a snowball sampling process through an interview with an elder statesman of crisis communication, Jim Lukaszewski, and continued through a list of people he considers peers and their peers. It also tapped the next generation, consultants with merely 15-25 years of direct crisis management. For corroboration, interviews included a number of CEOs, Corporate Counselors and Senior Communicators, each of whom weathered multiple perennial and major crises in the C-suite at multiple organizations, including: major league sports teams; air and ground transportation; nuclear power plants; international retailers and more. For example, the CEO/founder of a 30-year old strip mall service franchisor, that handles over 100 million patrons annually, regularly faces “drive through incidents” into store lobbies, now faces national social media crises periodically.
The pool of consultants alone have been directly involved in addressing at least 20,800 crises during their combined careers.
Preliminary data analysis offers insights into differences between: firms that plan for crisis and those that don’t; how consultants are engaged and by whom in the organization, and why; and roles and relationships among lawyers, communicators and other senior leader before, during and after crisis.
This session will present original primary research on how crisis communicators are selected, what executives look for in a counselor and how effective counselors make their mark.
Dr. Amy O’Connor, Assistant Professor, University of Minnesota Hubbard School of Journalism and Mass Communication
Dr. O’Connor’s latest research, sponsored by the National Science Foundation, delves into the attitudinal reactions of partnerships within corporate social responsibility initiatives. Building on a multi-year study, this research studies real companies and nonprofits, focusing on which corporations and nonprofits are likely to partner together and how different stakeholder groups (consumers & activists) respond to information about partnerships and CSR communication more broadly. The research informs the selection of CSR nonprofit partners, explains how some of the different types of partnerships are evaluated, and the way different organizations partner.
3 to 5 Key Points to be Learned
Predictive slides will engage the audience with “What would you think…” scenarios before key research results are presented.
Aaron Keller, Co-Founder, Capsule
Marketing and design are old friends. They’ve known each other for decades now and while they make some snide comments about the other, there’s respect and admiration for each. Yet, as friends, they’ve never been been together in “that” way.
This morning they woke up in the same bed.
The rest of this story of romance and babies will get told by Aaron Keller. He and his co-authors married marketing and design to produce a book known as The Physics of Brand. The labor was 9 years long and included plenty of pain and suffering on all sides. You get to enjoy the ‘oohing’ and ‘ahhhing’ without losing any sleep.
You’ll learn why design and marketing need to get closer together, a few “tinder” tips for how the two (marketing and design) can meet up and get cozy, and key indicators of whether or not the relationship is going well.
3 to 5 Key Points to be Learned
Utilizing infographics and real-life examples, Aaron will walk the audience through three models for understanding the financial value of marketing and design.
Nina Hale, Founder, Nina Hale Agency
Joel Erb, Senior Director of Digital Growth, Padilla
The world of digital communications seems to move at the speed of light. Just when the processes are in place to tackle our most pressing challenges, new trends emerge to disrupt the business of communicating. AI, VR, audio assistants-how can we keep up with it all? It’s time for a reality check. Behind these flashy new trends are the same core principles of communication and marketing strategy we’ve spent our careers mastering. In this session, you’ll learn how to identify and apply your practiced experience to the latest in digital.
Nicki Gibbs, EVP Strategy, Beehive Strategic Communication
To effectively build their external brand, organizations must first build a workplace culture where employees internalize and live the brand’s mission, vision and values every day. When employees feel an emotional connection to the organization, understand their role, and feel inspired and empowered, they become powerful, authentic marketplace brand ambassadors. Whether communicating complex news, or galvanizing a new brand initiative across the organization, a consistent and authentic voice earns internal trust and moves business forward.
3 to 5 Key Points to be Learned:
• Effectively deploying employees as your brand’s frontline.
• Organizations who sustainably engage their people outperform those who don’t.
• Business expectations are rising and organizational leadership must partner with communications to view employees as consumers.
• Employee engagement is the key to business success, and two-way communication is the vehicle to help get us there.
• Emotional connections, positive energy and inspiration are the currency, and authentic, trusted brand ambassadors are the outcome.
Steve Wehrenberg, Teaching Professor and Program Director, U of M