How are you coping?

Need a quick fix? A band-aide solution? Shh I won’t tell anyone..

Did you know that the amount of structured and unstructured, internal and external data coursing through the veins of your organization is voluminous and increasing exponentially?

Your data today comes from disparate digital sources that include customer interactions across channels such as call enters, telematics devices, social media, agent conversations, smart phones, emails, faxes, police reports, day-to-day business activities, and others. Gartner’s 2011 Top 10 list of IT Infrastructure and Operations Trends predict an 800% growth in data over the next five years. Most Organizations only process about 10-15% of the available data; almost all of it in structured form. While managing this overwhelming data flow can be challenging, insurers can reap very real benefits like increased productivity, improved competitive advantage and enhanced customer experience by capturing, storing, aggregating, and eventually analysing the data.

 Big value does not simply come from managing big data, but rather, from harnessing the actionable insights. Most Organizations can glean objective-driven business value every day simply by applying science to their data and deriving insights that will maintain a competitive advantage and stay ahead of the curve in this information age.

 Based on the evolution of digital and how it impacts every facet of an organization, we needed to develop a comprehensive digital strategy for our digital practice. Our holistic practice framework guides companies through the digital universe enabling our maximising digital opportunities in a co-ordinated, integrated approach. Organizations cannot relate to customers in digital channels through traditional corporate silos; it is impossible. Digital channels are too transparent and customers will not tolerate uncoordinated, uniformed touches from our various internal departments; even when they get superior results.

 Firstly, our digital strategy must align our organizations larger business objectives; and to be truly comprehensive, the strategy must reinforce our enterprise’s short-and long-term goals, as well as the mission of each business unit; and

Secondly, holistic digital strategy breaks down information and organizational silos to ensure all functions including legal, human resources, and finance incorporate the digital strategy as part of their responsibility; and an instrumental means to achieving department and enterprise-wide objectives.

 A Framework to Leverage and Harmonize Digital Efforts Across the Enterprise





Web presence

Personalization context

Customer behaviour

Social influencers

Social leads

Individualization insight

Sentiment trends

Market research

Loyalty/advocacy drivers

Customer issues

Service request trends

Sentiment trends

Service channel trends

Customers preferences

Cross- up – sell opportunity

Attrition insight

Propensity to buy

Social leads

Customer advocates

Customer needs analysis

Crowd-sourced ideas

Product/service feedback

Competitive intelligence





Social business



Augmented reality

Campaign microsites




Branded forums

Automated agents

Contact forms

Support community

Online shopping




Contact forms


Product communities

Idea exchange


Social SEO [SMO]

Facebook page

Twitter handle

Polls, rating and reviews

YouTube Channel

Social listening

Customer community

Facebook page

Twitter handle

Monitor forums

Peer-to-peer support

Video help content

Social listening

Social customer lifecycle

Social prospecting

Social lead qualification

Social commerce

Social listening

Social networking

Rating and reviews

Idea communities/

Crowd sourcing

Social listening

Ideation tools

Social customer councils

Web 2.0 enabled teams

Mobile location

Mobile search

Mobile advertising

Sms campaigns

Mobile website

Mobile promotions

Augmented reality


Mobile surveys

Payment alerts

Call center interactions

Mobile self-service Apps

SMS messaging

Location-specific recommendations

Mobile search

Mobile shopping / QR codes

Mobile commerce

Mobile payments

Ratings and reviews

Idea generation App

Mobile ideation websites

Point of sale ideation


Marketing and Communications

Customer Service


Research & Development


To deal with the digital transformation, an enterprise must create a comprehensive digital strategy. The digital strategy cannot begin and end in marketing, because the digital enterprise is much more than go-to-market.

All business units must understand how to apply digital capabilities: HR, sales, legal, finance and how to recognize and assess how digital affects their operations. The effectiveness of digital strategy should be evaluated based upon how it impacts all business units.

An effective digital strategy meshes with company culture, building employee affiliation with the enterprise and rewarding and recognizing employee achievements and expertise.

 Ms Kylie Prince is a Corporate Psychologist who specialises in Brand Leadership, Digital, and Impression Management. Kylie can be contacted leadership.psychologist@gmail.com and +61 4 3248 5427.

Strategic Brand Marketing


We speculate that Strategic Brand Marketing improves the customer experience through improving organizational performance. Improving organizational performance is a strategy for increasing business performance. Strategically, when we increase organizational and business performance through integrating generations; we in effect create a bridge over the generation gap. Bridging generations is authentic Strategic Brand Marketing. Most Brands target one specific generational demographic ignoring an entire market, that we propose to include. Take Telstra, for example; eliminating all generations except the Digital Generation in their Brand Market Strategy is costing big shareholder value.

Most people think of a product when they see a Brand (Monger, 2007). Branding is therefore a symbol of the entire organization’s marketing strategy. Market share, in black and white leads the organizations image, like a face in the crowd. The face that stands out in today’s crowd transforms market share into Brand equity, into Return On Investment [ROI], and creates a leading organizational Brand. Leading Brands therefore assume to have more brand equity and are more profitable, with larger market share. Market share increases with inter-generational integration for Brand awareness. Brand consciousness and Brand awareness therefore provide higher Brand equity, higher ROI, and higher market share. As sharing is caring, Strategic Brand Marketing achieves market status edge when organizational performance is high performing.

Organizational performance by definition is achieved through the total sum of organizations behavioral dynamics, and sense of belonging. Our sense of belonging runs deep within Individuals and is explained through in-group out-group Social Identity Theory (SIT). The social organization makes individuals feel like they belong to the organization through positive behavioral dynamics. Behavioral dynamics improve when the individuals identity is aligned with the organization’s identity; and this develops strong member-stakeholder belonging, symbolic of the total sum of shared corporate meaning. Shared meaning can be manipulated using Psychoanalysis to influence organization positive trickle-down. Trickle-down shapes meaning top-down and the shadow bottom-up through the organizations’ social networks, within and without; strengthening or weakening the Brand identity.

The organizations social networks support members’ sense of belonging and psychological connectedness, providing a social identity which influences Brand equity. Brand equity therefore increases through unconscious comparison with other Brands and organizations’ entirety. The organizations reputation develops through Brand equity and the organizations social identity actualizes Brand performance potential. Brand potential increases through opportunities to build Brand commitment.

The corporate Brand therefore as a product, not only provides social identification, and psychological connectedness for organizational members, but it provides shareholder Brand equity. When Brand equity elicits and enhances positive feelings associated with reputation, ROI actualizes performance potential through emotional feedback loops. 

Identity, Branding, and Age

Emotional feedback loops mediate Brand perceptions of the entirety of the organizations’ social environment and behavioral dynamics. The behavioral dynamics and social environment create experience, of which embeds the Brand experience emotion. Brand experience emotion translates psychological perceptions of structures, product, place and relationships into feelings associated with Brand identity. Strengthening Brand identities therefore, not only produces a transforming effect on an organization it increases Brand equity. Therefore conscious transformation of an entire organization is possible through manipulating Brand marketing and social identities. Social identities develop members and shareholders through shared sense of belonging to the organization, and to the Brand.

Brand belonging symbolizes the shared meaning total sum; which can manipulate the Brand identity through the social identity. The social identity can be manipulated through the organizations’ social networks. The social networks can be manipulated through positive emotional contagion. Positive emotional contagion improves organizations reputation, Brand equity and actualizes performance potential, increasing ROI.

Organizational belonging, reputation, potential, brand equity, and ROI improve through positive emotional feelings developed through the social identity. The social identity is empowered by organizational choice, Brand awareness. Brand awareness therefore mediates marketplace choice through generation demographic targeting.

Targeting only one specific generation, as previously argued; eliminates market capitalization. Increasing market capitalization through understanding generational functioning is strategic Brand marketing. Brand market strategy recognizes emotional and cognitive functioning between generations and integrates differences to increase market share. Research into emotional and social functioning understand that as we chronologically our motivational needs change. Our motivational needs change across the life-span. Socio-emotional Selectivity Theory argues an effect associated with perceived Time Left in Life influences our motivational needs..

The Time Left in Life effect influences a cognitive emotional intersection midlife determining our feelings of social belonging, and organizational connectedness. In simplistic terms younger people feel different about our social identity than older people, and therefore have different Brand awareness. Brand awareness can be understood therefore through socio-emotional motivational differences that explain how our social identity influences our emotional regulation. Emotional regulation associates Brand awareness as either enhancing our mood or providing food for thought.

Strategically inter-generational cognitive-emotional processing that considers Brand equity, and Market position creates a chronological ageing positivity effect that not only enhances mood, but challenges our thinking as to how we lived without it.

Understanding Cognitive-Emotional Processing through a Dual Psychological Process

Dual psychological processing has often been used in research to understand conscious and unconscious psychological processes that increase Brand equity. Brand equity is driven by emotional and cognitive processes. Cognitive process is logical, and subject to bias and prejudice; while emotional process is heuristic and spontaneous. Spontaneous elicits principle accuracy, and autonomous processing that leads to cognitive evaluation. In simplistic terms the emotional response elicited from Brand recognition shapes the perceived Brand equity.

To increase Brand equity, we simply increase our desired emotional response that will shape a particular way of thinking. To increase market share, we simply increase our desired emotional response that will bridge generational differences for a particular way of thinking. Inter-generational thinking therefore is the outcome we start with and work backwards, forwards to manipulate and enhance our Brand marketing strategically. The steps between are called interventions and are generally applied through Brand therapy, and Organizational Psychoanalysis.

Ms Kylie Prince is a Corporate Psychoanalyst who helps corporations, and investors build Brand equity through strategic Brand marketing. Kylie can be contacted by email princecuador@gmail.com or by phone +61 4 3248 5427.

The Corporate Wolf Pack


Imagine the essence of your team, and how it hinges together. Is your team cohesive, collaborative, and does your team feel like a community? Does your organization feel like this?

The analogy of the Corporate Wolf Pack idolises the dynamics within the top echelons of executive leadership with the purpose of providing meaningful feedback for improving your team performance. Irrelevant of your structured linage of authority, the Corporate Wolf Pack understands power dynamics in a more authentic, natural way. The call of the nature is really the heart and essence of leadership. So while the plate on someone’s door says one thing, the real life tendency for this person may be very different.

Do your subordinates listen to you? Do you trust the people around you? And are you convinced you are the potential meal for an underling wanting your position?

The Corporate Wolf Pack illuminates these questions in a humbling way that provides you with no doubt of the behavioural forces behind such worrying problems. Today’s junior executives do wait in the wings for your demise and downfall, but do you allow them leverage with leadership that simply does not keep up with the changing times? The winds of change call from the wilds like technology changes call from the corporate jungle; this is survival.

The cubs in your organization are growing restless for your leadership to provide answers to the problems your generation caused. The very nature of traditional business has been demonstrated over and over throughout research and applied practice, to be the downfall of business. The art of listening to the growing needs of your organization, the solution. Listening to the undeniable evidence of your data needs to be interpreted as a communication tool from the organizational depth. The data is telling you how, where, why, and when change needs to happen.

Is your data posing a high risk to your business? How are you managing your risk and uncertainty in today’s digital age?

The manner in which corporate wolves reveal their strategy to their pack determines the success of your business. The manner in which your pack understands your strategy determines the success of your mission. The manner in which your mission performs is a reflection of your Alfa Wolves performance. The manner in which you care what happens in your corporation determines your future.

You organization needs to know how to learn from your experience; and how to learn from their mistakes. A learning organization grows like the wolf pack; she grows in street smarts, she grows in survival knowledge, because she knows how to change and adapt to the changing winds of time.

Ask us how to grow your Corporate Wolf Pack to be a strong performance driven flexible power house.

Ms Kylie Prince, Brand PR; The Collective Leadership Brand. Contact details collective.leader@gmail.com

Can the Abundant Corporation Exist

Remember the days of the GFC and how all these poor executives were crying “why?”

Well let’s talk about the psychology behind the GFC in a way that perhaps regular cognitive analysts just can’t or won’t get his head around; the spiritual, emotional, and psychological side.

Money speaks a language, its a language that is as old as time itself; and yet time knows no boundaries with abundance. Abundance as we come to understand is a language of its own also, but speaks perhaps a more genuine language than money. Money can be defined as a unit of energy exchange. As an energy, money simply provides usefulness to buy and sell goods and services; an exchange. As an energy, abundance simply is the fundamental economic assumption of having seemingly unlimited human needs and wants in a world of limited resources; like non-scarcity.

Money has a secret unconscious language that is largely developed by emotionally powerful desires. Consequentially powerful desires are generally not satisfied, perpetuating further emotional desires. Money is the legal tender of desires. In reality money is simply a piece of paper with a design on it, but power of this piece of paper interprets desires as fulfillment of the respondents.

Abundance has been assumed an “airy-fairy” concept that our world revolves on shared resources philosophy. Shared resources is considered ‘airy-fairy’ in context of socialist principles. However, the abundance philosophy which has her roots deep in the psychology of Synchronicity is rather like an acausal principal of applied physics and the law of attraction. The depths of abundance psychology is the inter-connectedness of the collective unconscious and the understanding of the law of attraction.

The law of attraction and applied physics understand that everything is energy; and this is the same principle of money being an energy. Everything is energy is explained through Einstein’s formula  for the relationship between energy and matter E = mc2. Einstein explains that energy and matter are interchangeable; that everything is Energy – thought, dance, emotions, fluid ever-changing energy. Energy is shape-able, form-able, and mold-able. We are creators who shape, form and mold the energy of the Universe through our thoughts, feelings, and actions; generally subconsciously. Subconsciously we transform the energy of our sensory perception into feelings that generate thoughts, that generate the energy action, into the reality we experience.

Understanding how these principles work enables people to bring into our lives everything we want. The basis of these principles is the inter-connectedness of everyone, the foundation of the collective unconscious.

The collective unconscious provides psychological, emotional, and spiritual understanding that the universe contains no separation, and everything is fluid and constantly changing. To understand this is to understand we are the creators of the universe, as god made man in his own image we need to understand that man is god. Religious dogma however, preaches blasphemy to compare ourselves with god.

But, Einstein says everything is energy prior manifestation of matter E = mc2. Carl Jung says the collective unconscious is the foundation for developing synchronicity. The ancients, the scholars, all philosophize the meaning of life is built on existing knowledge, creating second-hand knowledge. The formula for the meaning of life is contained within life itself; the inner. The inner penetrates the mystery of life containing the solution of life within life.

Life’s solution of the universe, found within her creation. In the beginning when god created the universe, the method was written like a recipe for our intrinsic learning. A learned, forgiving god knew one day that man would need to recreate a universe as he had done. Mankind’s goal, to recognize himself in gods image; to save himself through creating a new world; from the spiritual method of creating form from formlessness.

Time needs the spiritual formula for creating a thriving world now. An abundant thriving world. Time calls us to remember the godliness of ourselves to create now.

The earth, the ocean, the primordial darkness are ripe for creating the the whole universe now.

The spiritual universe of abundance is a world of invisible energy constantly flashing into and out of existence, remember E=mc2. Energy equals mass x light squared. Existence transforms our energy into observable reality through our thoughts. Our thoughts need to be conscious, concise, light and empowered that we are creators of our lives and of our world.

The Global Financial Crisis

The emergence of the internet and world wide web created a massive knowledge shift in power bases in the collective psychology. No longer were the masses vulnerable to being dumbed-down by media; people starting thinking for themselves, and having opinions. This created a learning culture throughout the world, the likes of which the world has never seen before. The masses grew in intelligence in a way that challenged traditional methods of media and advertising.

The world had become a learning culture unto itself. The incoming generations were nurtured and groomed to be themselves, trust themselves, questioning governments, questioning authority, questioning media; no longer were the masses gullible. The world population reached critical mass of understanding the truth about social conscience, corporate greed, consideration for others, environmental issues, power mongering, controlling governments, abundance; and like the French revolution began to assume a new way of thinking that the Universe is Abundant and why were people not sharing.

The greed of corporations, the greed of media, and the demand of social media created a new way of thinking that people need to share, and sharing is abundance. This new thinking promoted truthfulness and saying what we mean to build relationships; rather than treating them mean to keep them keen to enslave others.

Enslaving others and capturing them is the corporate philosophy. This corporate philosophy is a divide and conquer attitude that simply does not work in today’s world. The rules changed at the time of critical mass, and corporate need to be cognizant of this. The outdated conquering attitudes of corporations are of ownership and slavery; driving people to the brink of survival for the company. Often the very same company whom abandons the slaves who built her. The psychology of the brink of survival borders the psychology of creation. Generally creation will emerge out of survival when people have the understanding of how to. However without creation knowledge, survival psychology reverts to animal instincts for survival which is often called ‘Top Dogging’. Animal survival instincts are to kill the alpha dog to assume top dog position; with trust no-one attitude for inevitably we will eventually be killed.

The traditional corporate psychology of survival and top dogging needs to understand how the psychology of creation functions to assume an abundant culture.

When we look at traditional corporate psychology we can understand the spiritual, emotional, psychological and physical imbalance of most corporations. The imbalance of gender, the imbalance of fairness, the imbalance of responsibility, the imbalance of resources, the imbalance of remuneration, the imbalance between top and bottom, the imbalance between ignorance and intelligence, the imbalance between those making decisions and understanding the business, the imbalance of responsibility, the imbalance of generational and multi-cultural diversity, etc. As a rule of thumb the corporate structure needs to equate the head with the body of the organization; that is to say whomever is boss should be the equal-sum in mind of the of the collective body of subordinates.

Traditional corporate psychology generally equates an out-of-touch Board of Directors who are territorial because they enjoy the benefits of their position; simple survival psychology. The insecure survival psychology trickles-down to the collective body an insecure survival culture, while the Board who demonstrates their own high performance trickles-down high performance culture. Similarly a depressed, anxious, chaotic Board trickles-down the same. Therefore the Board who trickles-down a genuine culture of care for her people fosters a healthy human care culture.

Of course we understand the importance these trickle-downs have on the front-line business, through customer service. Of course the customer service either builds or breaks a Corporations’ reputation, and consequent business results.

Does your customer service reflect the Corporate culture you want to show your shareholders?

This was the destructing principle underpinning the GFC. Too many corporations espousing survival psychology dominoing negative spiraling effect on corporate culture, customer service, shareholder opinions.

When will shareholders recognize and assume their power to enforce dethronement of non-performing boards? And when will Boards professionally develop themselves to be secure in their position to trickle-down security to their Executive? And when will Executive recognize the creative benefit of balance of; gender, fairness, responsibility, resources, remuneration, between top and bottom, ignorance and intelligence, between those making decisions and understanding the business, responsibility, generational and multi-cultural diversity, etc.

And when will Corporate recognize their global social and abundant responsibility to others and the universe; can we avoid another GFC?

Ms Kylie Prince is a Corporate Psychologist and Executive Director of the Collective Leadership Brand, who specializes in Corporate Psychoanalysis. Kylie may be contacted by email leadership.pscyhologist@gmail.com.

Brands and Leadership

Leadership development is valuable professional development. Of course professional development is required for any Professional to achieve their career goals. Many professionals’ careers were affected by the global financial crisis, especially in areas of Licensing and Brand Management. Management literature supports Leadership research in most career paths, except Licensing and Brand Management. Most corporate leadership research is focused on increasing performance of MBA trained professionals. However I see the platform of Licensing and Brand Management in terms of future economic recovery vital in terms of Brands engaging the digital generations and of course the digital generation is our future.

A number of years ago I noticed a needs gap in best practice leadership research for professions such as marketing, politics, law, ICT, and licensing. I decided to focus on these professions and the overarching Branding phenomenon as a leadership tool for engaging followers. As a psychologist and leadership researcher became curious as to how we could use Branding as a means to not only engage followers’ performance, but bridging generations for corporate cohesion and collaboration, factors missing in most western corporations. This led me to understand the complexities of the Brand phenomenon in terms of the digital generation and their high levels of visual acuity, as opposed to other generational cohorts.

I also noticed the association between organization and business performance, Brand performance, and marketplace reputation; and wanted to explore these connections in terms of leadership styles. My curiosity led me to research Licensing and Brand Management professionals globally in terms of their leadership styles, what was working, what was not working and how this was affecting Brand influence in engaging consumers and business results.

As a Corporate Psychologist I have been working with a leader-follower model for approximately seven years, however have been researching and developing leaders for approximately ten years. The leader-follower model focuses on developing business performance through increasing leader-follower performance. I wanted to apply this model to Brand performance as a focus of building reputation for business performance. The leader-follower model is called an Authentic-Collective Leadership model and is based on best practice psychological and leadership research.

Authentic-Collective Leadership is best practice leading edge global research. This is a similar model that Deloittes use globally and is at the forefront of business management research. I have researched and tested this model extensively, with over nine hundred case studies including the government of a country and her Prime Minister; and tier one global consulting firms. The reasons this model is so effective is the focus on bridging generation gaps in the organization, fostering collaboration, cohesion, and community; and this has a positive flow on effect increasing organization, Brand, and business performance.

I became serious about this model, and developing Authentic Leaders during the global financial crisis when it was obvious to me that traditional leadership, and traditional management were responsible for the GFC mess; and that if I have the knowledge to do something to help, I should. My social conscience was motivated to research how the future of tomorrow’s corporations could be shaped today, into healthy businesses; and I noticed that Brands were the answer. This is how I became interested in Brands as a solution to the GFC.

I discovered that Brand reputation was like Corporate or business reputation; and that the digital generation’s obsession with Branding was in fact different to that of other generations. I noticed that the digital generation is extremely high in visual acuity. Visual acuity is the primordial hunter-gathered spatial recognition of holding the external world internally, like our very own GPS system, and this could be developed in people, as it is with the digital natives. I started connecting these facts and understanding the foundation of why digital natives were difficult to engage in organizational context, and how we see the big picture of the corporation, social responsibility, reputation, etc in the Brand recognition instantly, while other generations don’t. This is the same principle as ‘first impressions’.

My professional goals include; improving Brand performance, improving organizational performance, improving leadership, and improving the global economy; simply and strategically through developing awareness.

As a Corporate Psychologist, I understand that in the performance and development context, people are our solution; and investing in Branding and Leadership on a global scale can change the world.

the Collective Leadership Organization