Latest / The Action Catalyst / The Customer is the Constant, with Chris Hood (Entertainment, Media, Business, AI)

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The Customer is the Constant, with Chris Hood (Entertainment, Media, Business, AI) · The Action Catalyst

0:00
Adam Outland: Hello, Action Catalyst listeners. This is your
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host, Adam Outland. And today we have our guest Chris Hood
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joining us. Chris is the digital strategist, speaker and author
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with over 35 years of experience in business development, digital
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strategy consulting with the largest companies in the world.
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Previously, he worked at Google as the head of business
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innovation and strategy. He's also spent time at Fox, Disney,
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Universal, and Electronic Arts. Chris, great to meet you.
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Listen, I know, there's all kinds of interesting questions
0:30
to ask you about what's going on here. And now for you, but I
0:34
know your bio talked about being the best professional at popping
0:38
popcorn in a movie theater before working in the movie
0:41
business a little bit. Could you maybe color that in a little bit?
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Chris Hood: Yeah. Well, when I started my career path when I
0:48
was 16, 17 years old, of course, we're all faced with what do you
0:53
want to be when you grow up, I had two real strong passions, I
0:57
had a passion for movies. And I had a passion for technology.
1:02
Now I was a typical teenager sitting in literally in my
1:06
basement playing video games on my computer, all the way back to
1:10
1986. So before computers really became a thing. And so clearly,
1:15
when presented with the question about what do you want to be
1:19
when you grow up, and I had the choice between movies or
1:24
computers, the choice was obvious, go be in the movies,
1:28
because there is really no such thing as computer careers. So I
1:32
solely pick the job where I could get in and see free
1:36
movies. So go work at the local movie theater, sell tickets,
1:40
make popcorn, clean, theaters really embrace that idea of,
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well, this is my first step into being in the movies as being
1:49
your customer first. Yeah. But that grew at the beauty of it is
1:54
the passion of movies grew. And then later in my career, the
1:58
impact of technology and the evolution of where we are today
2:02
with technology definitely collided. And that convergence
2:07
of loving technology and loving movies is really what was the
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sweet spot. And I was able to get into some great companies
2:15
like Disney universal Fox Broadcasting to continue to
2:19
leverage that foundation that I had all the way back when I was
2:24
a kid. How do we bring technology into entertainment?
2:28
And how do we take entertainment and make it more interesting,
2:32
using technology? And that's really stayed with me all the
2:37
way up until today.
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Adam Outland: Yeah. And so what was the first break in?
2:42
Chris Hood: Well, when I was at the theater I, I started to do
2:45
marketing did some really incredible things for films like
2:49
Jurassic Park and Apollo 13. And some Disney films. And that
2:53
marketing effort earned me recognition, I, I won some
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international awards for marketing in the theater
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business, I began to get more recognition. And obviously, I
3:04
was able to continue that, to start working with some great
3:08
companies. What was interesting, though, is in between that I
3:12
had, I had a slew of crazy opportunities that I, I don't
3:16
know if I regret them. Or if I just look back and say what if,
3:20
but as an example, I started to do a lot more work in 3d design,
3:25
or computers. And so I was presented with an opportunity to
3:29
go to a studio, it turned out to be a job interview, although I
3:33
wasn't told it was a job interview. So I show up to the
3:37
studio, they're showing me special effects and what they
3:40
were trying to build, and they thought, like you would be great
3:45
for this job. And it turned out to be special effects artist, or
3:49
the Power Rangers. Now, again, at the time, I was like, Well,
3:53
what is this silly show the Power Rangers and this special
3:57
effects like they were literally drawing animations in like fire
4:01
on the screen. And I'm like, I don't get it. Like I do get it,
4:05
but I don't get it. Anyway, I laughed. And then five years
4:09
later, is I should have done that I really should have done
4:13
that. That would have been a huge opportunity. I should pay
4:17
closer attention to the trends of industries. Because I think,
4:21
and again, as I fast forward, where we begin to see innovation
4:26
materializing it becomes clear when you understand what those
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trends are, and can make those connections.
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Adam Outland: And I'm just mad at you because the power rangers
4:35
would have been so much better with a different animation. You
4:38
know, it still did pretty good as a show. But you know, one of
4:42
the things that a lot of our guests have in common is some
4:45
really impactful mentors along the way. And we often don't
4:48
learn our craft from nothing. And I was kind of curious if
4:51
that was the case for you. If you felt like early in your
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career, you were lucky to have a couple of key people and who
4:57
they were and what you learned from them.
5:00
Chris Hood: Yeah, my first manager at the movie theater, I
5:03
still keep in touch with her today, we have a great
5:07
relationship. And I learned so much from her in terms of toys
5:12
and communication styles and management, inspiration, a lot
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of the foundational things that I learned at 18 still apply
5:21
today. But I will say, I think we all learn even when you have
5:26
bad leadership, there are countless examples of really
5:30
awful managers that I've had over the years that I can still
5:35
point to and say I learned something from that experience.
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And I think anybody who can do that, that the great mentors of
5:44
our lives are one thing, but the negative experiences are
5:49
learning moments, bad leaders, bad managers, a toxic cultures
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can teach you, one where you don't want to be and to how you
5:58
could potentially do it better.
6:01
Adam Outland: Is there one in particular, when you share that
6:04
lesson that stands out in your mind?
6:07
Chris Hood: Yeah, definitely. And the biggest one is probably
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the one we are all familiar with. We've all been in roles,
6:14
we've all had jobs, we've all worked for companies, where the
6:17
culture is toxic, where people are stealing each other's ideas,
6:22
throwing people under the bus, that type of toxic attitudes
6:25
inside of your workplace, create environments that no one wants
6:30
to be in. And I have had countless managers,
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unfortunately, countless managers, who would come to me
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and say, you know, we really need to fix this, what do you
6:40
think we should do? You would give them the idea. And then
6:44
they would go off and take all the credit for it, or some
6:47
problem would happen. And then they would come back and say,
6:51
Well, that's all Chris's fault. I remember one example, where I
6:55
had a manager say, What do you think we should do? In this
6:59
particular situation? It doesn't really matter what the situation
7:03
is. And I gave them some suggestions. And they said, No,
7:07
I don't like that we're going to do it this way. We're going to
7:11
do it my way instead. So they went, we were in executive level
7:15
meetings, they expressed everything that we were going to
7:19
do, and said that, you know, Chris gave me some of these
7:22
ideas, which I didn't, because it was completely against what I
7:26
was suggesting to do, the thing failed miserably. So who of
7:30
course, was the first person to get the blame? While they were
7:34
all Chris's ideas, I told him, We shouldn't do this. And that
7:38
attitude at work, destroys cultures. And we are all
7:42
familiar with it. And yet we see it constantly happening. So in
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everything that I do, in terms of my leadership style, and how
7:50
I approach cultures, is to ensure that that type of toxic
7:53
behavior is eliminated. But we know and we see it, that when
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companies are able to remove that toxic culture and align
8:01
themselves more towards a positive, innovative and
8:04
customer first experience are more successful. It's in the
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facts. It's in the research. And yet, we still have at across the
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country.
8:13
Adam Outland: With your career path, you've done quite a bit it
8:16
you switch gears from digital multimedia advertising,
8:20
technology platform over to the music industry for a period of
8:24
time. And in 2003. You did it was a raucous network. A couple
8:28
of questions there. What gave you the feeling of opening and
8:32
exploring whole new application of your skill set a different
8:36
environment when you add success somewhere else? And then what
8:40
was it like leading a team in that space?
8:42
Chris Hood: So yeah, in the early 2000s, I had an
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opportunity to be involved with a startup called ruckus network.
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Now this service was basically a counter to illegal music and
8:52
file sharing that was prevalent on on campuses and all the way
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to the point where the recording industry started suing students
9:00
for illegally sharing music. So raucous was an alternative that
9:04
allowed you to still get music for free, but be able to do it
9:07
in a legal way. And we had basically student licenses so
9:11
that you can download and listen to music. Eventually, ruckus
9:14
turned into the first known streaming music platform. And
9:18
then it got acquired by Universal Music. We were using
9:21
cloud when there is no concept of cloud and to give the
9:25
listeners a perspective on that. Today, as an example, if you
9:28
were to go and create a playlist, you could, in theory,
9:32
create a playlist on your mobile device, and then be able to
9:35
still access that exact same playlist on any other devices
9:39
across your entire framework network that you have, right so
9:43
you could go into car and the same playlist would generally be
9:46
available in the 2000s there is no concept of that if you wanted
9:50
to create a playlist you would have to create a playlist on
9:54
your phone, you would have to create a playlist on your iPod,
9:58
you would have to create a playlist on your computer, you
10:01
would have to replicate that because there is no way of
10:04
sharing that same playlist across multiple platforms. And
10:08
so we were developing that technology. And again, first
10:11
streaming cloud based platform to do it. At the time, I was
10:15
also playing, literally playing in the video game space, I have
10:19
a pretty maybe it's not a unique perspective on this. But every
10:22
business is really the same business, every business. And
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I'm sure there's going to be a lot of people out there who will
10:30
disagree with me that, especially in entertainment,
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whether it's movies, or television, video games, or
10:36
music, they're all storytelling mechanisms. They're all
10:39
entertainment vehicles, they're all things that we engage with
10:43
to separate ourselves from life and, you know, explore different
10:47
worlds. So that's a fairly easy conversation I have
10:50
entertainment is entertainment, no matter what the vehicle of
10:54
that entertainment is. So for me, I just looked at it as just
10:58
another way of exploring another part of entertainment. But when
11:01
I look at businesses, I would argue that healthcare is really
11:05
no different than the movie industry. And the movie industry
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is really no different than retail. And retail is really no
11:12
different than the video game industry. Businesses are
11:16
businesses. And there's really, you know, main factors that are
11:20
involved with that, you have customers and you have a
11:23
business, and you need to connect to those customers. And
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usually, that is done through some level of storytelling,
11:30
which we typically call marketing. And there is a sales
11:33
process. That's it, that's business. And when people come
11:37
and say, Look, my business is different, we do things
11:40
differently. We don't do it that way, which again, a lot of toxic
11:44
cultures do. They say, oh, oh, I get it. You're different. You
11:48
don't have customers? Oh, no, no, we have customers. Okay, oh,
11:51
I got it. You're different. You don't care about the security of
11:55
your customer data, right? No, we care about the security of
11:59
our customer data, okay, you don't have anything to sell. And
12:03
when you ask these basic principle questions, you realize
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that really no company is different. They have
12:09
differentiations, in terms of what their product and services
12:13
are, or in terms of their culture, and how they produce
12:16
and deliver that. But at the root core of every single
12:19
business, you have a customer and you have a service, and
12:23
you're selling it. And so for me, raucous, and the music
12:26
industry was just a different way to sell music to a different
12:30
audience. And it was very successful.
12:32
Adam Outland: You brought up earlier about like the Power
12:35
Rangers example of looking at something that's an add on if
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you want to be a part of that. And specifically in your area,
12:41
what are some of those trends even right now that you're that
12:44
you've trained yourself to pick up on? What's been your process
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for keeping up with staying ahead of trends?
12:50
Chris Hood: Well I'll blow everybody's minds in terms of
12:53
what we look at in terms of trends. And what you think is
12:56
going to be successful than not successful is a mind blower.
13:00
It's not AI. AI is a buzzword right now. It's overly hyped.
13:04
It's the shiny new object, and we're already seeing a decline
13:08
in the consumption of AI. Obviously, businesses are using
13:12
AI AI has been around for 30 plus some odd years. We have all
13:15
used AI in one way or another and don't realize it so you
13:19
know, translate that I look at AI similar to how I look at 3d
13:23
movies, 3d movies was created, you know, back in the 1900s, it
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had its ups and downs. 50s at reemerge 1990s. It emerged like
13:31
2000s and 10s that reemerged like it's got these moments that
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is going up and down. AI is acting in the same way. It's
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it's got these ebbs and flows of popularity. It's just become
13:42
more accessible for a company like open AI and chat GBT, where
13:46
people can actually engage with it, and they find it
13:50
interesting. It's those trends that you have to pay attention
13:53
to. And you have to recognize, right, most people are coming
13:57
into the AI scene right now and saying, Well, we see AI going
14:01
up, up, up, up, but they don't realize that it was up at one
14:05
point in time, and then it went back down. And now it's coming
14:09
back up again. Right? So there's these trends that you have to
14:13
pay attention to. And there's a lot of ways that you can do
14:17
that. You can go and just read statistical analysis, you know,
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where was AI in the 1980s? Heck, if you really want ask chap,
14:25
GBT, where was AI in the 1980s. And it will come up and and tell
14:29
you where it was that you know, and then there are some trend
14:33
reports from industry analysis companies that actually will
14:36
show you what the hype, and what types of technologies are
14:40
trending. And those are usually 510 years out, and you can start
14:44
to see, you know, where are we at? And so a good example of
14:48
this would be like 3d printing. So I think research is one of
14:52
the big things, but really, where we get into understanding
14:56
what to focus on and how to innovate It still ultimately
14:59
goes back to consumers, it goes back to us goes back to what are
15:03
we engaged with. And when you begin to understand what
15:07
problems are out there, because that's all it really is, is
15:11
we're trying to solve problems, you have to recognize those
15:14
problems, and then be able to apply something to the problem.
15:18
A lot of business ideas, like a lot of the AI ideas out there
15:22
are nothing but a, we're going to create a company on AI. Well,
15:26
it's not really solving a problem. And even if you think
15:30
you're really solving a problem, you're probably not. And so
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you've got to start with a customer and what their problem
15:37
is, and then begin to analyze what you are going to do or
15:41
build to solve that problem. And then worry about the technology
15:45
that is going to help you enable it, the technology usually comes
15:49
last.
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Adam Outland: I don't know if you have an opinion or a thought
15:52
on this particular problem. But this is anecdotal. I'm not sure
15:55
if I've got all my my information, right. But I know
15:58
that one of the switch to streaming is since he worked
16:01
with Disney and others meant it in a lot of ways no ad revenue
16:04
to support it the way it did in cable. And so from your
16:07
perspective, what's the answer to no ad revenue and the
16:11
streaming services and a lot of ways not having that conduit to
16:15
prop up their business when their investors start looking at
16:18
their piece of the pie? What are your thoughts there?
16:20
Chris Hood: No advertising today, but there is conversation
16:23
going on about and it's clear that this is probably coming
16:26
down the pipe is that they will start to offer different tiers,
16:30
what you'll find is you'll you'll you'll get a cheaper
16:33
advertising tier or a premium, no advertising tier. And I think
16:37
most people today are ok with some advertising prevea as an
16:41
example, as a streaming platform that has a bunch of movies on
16:45
it, you can typically find it on Amazon. And they do advertising
16:49
in between it's you know free to see a brand new movie but app
16:53
with ads, but they've put like five or six ads in between, you
16:56
know, every section of of movie, Disney is definitely talking
17:00
about this. And they're saying, Okay, well, you know, we could
17:04
do like a 499 Tear with ads, or a you know, 1499 Tear with no
17:08
ads. There's a lot of people who would probably take that for 99
17:12
and be perfectly content with the ads. But I think the
17:15
industry in general is evolving. And if it's not advertising
17:19
based, it's definitely going to see a change even with how we
17:22
package. I mean, this has been a conversation going on for quite
17:26
some time, where you had cable and cable started to run, you
17:30
know, all these packages, like you can get all of these
17:33
services for one price. And what we found was, well, I don't
17:37
watch half of the channels, right? So we started to separate
17:41
those. And then you started to see streaming. Well, now what
17:45
we're seeing is kind of the death of cable and the
17:48
traditional packages, because they are struggling because all
17:51
of the streaming services are demanding too much. And
17:55
consumers don't like that price increase. So they're looking for
17:59
alternative actions. And they're ultimately coming back to
18:02
services like Netflix, who they can get a wider variety. There's
18:06
still some shifting that I think is going to happen. But cable is
18:10
definitely I think on its last legs, the movie industry is
18:14
being challenged in terms of getting people back to the
18:17
theaters. And streaming services, like Disney plus, are
18:21
losing subscribers at an astronomical rate, not just
18:24
because the content is bad, but because they're also increasing
18:28
the price. But they're increasing the price because
18:31
they're losing people because of the content. It's definitely an
18:35
interesting field to look at.
18:36
Adam Outland: In a broader scope, what trends do you think
18:39
business leaders in general should be prepared for when it
18:43
comes to customer transformation, digital strategies?
18:47
Chris Hood: Well, companies have to get back to understanding who
18:50
their customer is and what their customer wants. That's the
18:53
basics basis of everything. Ever since the dawn of business,
18:56
there's been a customer and ever moving forward, there will
18:59
always be a customer and you don't have a business if you
19:01
don't have a customer. So that's the one constant that is not
19:04
going to change. So if you understand that the customer is
19:08
the constant and everything that you do, what we see now is that
19:11
the customer has a stronger voice than ever before. Be that
19:16
because of social media and word of mouth and being able to share
19:19
opinions and experiences. I had a bad experience. I had a good
19:23
experience. All of the videos that we're seeing online about
19:26
incidences on airlines like those things are all coming
19:30
because customers are engaged with it. And customers have an
19:35
easier ability today to move. They don't have to stay with a
19:40
streaming service. They can leave it they don't have to stay
19:43
with an insurance company. They can leave it they don't have to
19:45
buy pizza from the same company. They can they have choices. They
19:50
have options. They have access. It's easy to make changes. And
19:55
so because consumer expectations are higher than ever before.
20:00
Consumer demand is more critical than ever before. And consumer
20:05
access and communication externally is higher than ever
20:08
before. And that's only going to continue to increase. Consumers
20:12
today have more power than they've ever had. As a result,
20:17
the businesses, the companies that directly align with what
20:21
their customers want, are going to be more successful. And we
20:25
see that in examples like Disney, who was losing drastic
20:30
amounts of money and consumers, Bud Light, Anheuser Busch, who
20:34
lost a boatload of money, it wasn't necessarily a marketing
20:38
fiasco, it was a leadership and an alignment fiasco. But when
20:43
you are not aligned in the ways that your customer again, who
20:48
are they buy, like clearly didn't know who their customer
20:51
base was, and what do they want. And Disney clearly doesn't
20:55
understand what their consumers want, you will lose business.
20:59
And the data is what we have to make decisions, leveraging too
21:04
often. And when when we go back to these toxic cultures, like
21:07
the boss that I was sharing the story about, your decisions have
21:12
to be rooted in what the data tells you. It cannot be open to
21:16
interpretation, if this is what starts introducing biases.
21:20
Again, I would argue that both Anheuser Busch and Disney two
21:24
companies I've alluded to, they're making decisions based
21:27
on their own personal biases, the leaders biases, not what the
21:30
data is telling them. They don't really care what the data is
21:33
telling them. And that's the problem. So you have to take
21:37
that data, you have to look at it, whether it's good data or
21:40
bad data, I actually just read something before we got on. And
21:43
it said, if you get somebody to click on a search and comes to
21:48
your site, odds are that your target demographic, right there,
21:52
they're actually we're interested enough to click on
21:55
something you have to say, we'll figure out who that person is.
21:58
That's your target, and start to understand that start to look at
22:02
it. And we can leverage this in both positive and negative. If
22:06
somebody is clicking on your ad and coming to your site and
22:09
engaging with you, there's your demographic, if people are not
22:14
that you are deliberately trying to target Well, that's not the
22:17
demographic. So both sides is data points that you have to
22:22
look at understand. And definitely, you have to make
22:25
decisions on.
22:27
Adam Outland: Let's maybe tie up with this last question if you
22:29
don't mind your wealth of information. And luckily, you've
22:32
written some stuff that can allow us a deeper insight into
22:36
your thoughts. But for this interview, I'd love to know, as
22:39
you've moved into leadership, you've had to work through other
22:42
people to accomplish goals, not just do it all yourself, and
22:46
you've been doing this a long time through other people. I
22:49
mean, you've been in a lot of leadership roles. If you've had
22:52
to narrow it down to one thing that you feel, has helped you as
22:56
a leader, what would you isolate as the most important thing
22:59
you've personally learned and done.
23:01
Chris Hood: There's really two and they kind of are synergy
23:04
together. The first one is communication, you have to be
23:08
able to communicate and express ideas, motivations, goals,
23:11
trends, whatever it is, you've got to be able to communicate
23:15
with your team, what's working, and not be afraid to say what's
23:20
not working, and not take things. You know, oftentimes
23:23
verbatim sit down with people talk, communicate, don't avoid
23:27
conversations. Sidenote, real quick story, the same manager
23:31
that I was telling you about earlier, who threw me under the
23:35
bus and took credit. He had this very interesting mechanism to
23:39
talk to me. We literally sat in glass offices that were next to
23:43
each other, and you could see each other. And yet, I would
23:47
often get a message from him saying, are you there? Like, can
23:51
we talk, I would turn out to be like, we just look over a course
23:55
I'm here, it demonstrated an example of somebody who just
23:59
didn't want to communicate, who was afraid of communicating who
24:03
was afraid of conflict, you've got to put that aside, you have
24:07
to have communication. And and I think the second part is, is
24:11
once you've established communication, and you've
24:14
established what your goals and ideas and trends and things are,
24:19
it introduces a level of trust. And that trust is critical
24:22
because you have to be able to trust your team to go off and
24:26
execute. You can't micromanage. You can't sit there and watch
24:30
over their shoulder with everything they're doing. You
24:34
can't ask them to turn in things for you to review. You can't do
24:38
that. So you've got to be able to trust that they're going to
24:42
deliver. And that trust again comes from building a
24:45
relationship through communication and ensuring that
24:49
they understand and recognize what the goals of the
24:52
organization are. If you can do both of those things, then
24:56
you're going to be successful.
24:58
Adam Outland: I love it. I know I said that was the last
25:00
question. But there's some something else that tickled my
25:03
brain as you're talking about a book you recently read outside
25:06
of your own. What are you reading right now that's
25:09
influential for you?
25:10
Chris Hood: The one that I just picked up and have has had been
25:12
reading it again for the second or third time is drastic Park,
25:16
believe it or not, what's fabulous about this, I was I was
25:19
reading through the opening of Jurassic Park, and it talks
25:22
about bio engineering. And it goes into great detail about
25:26
bioengineering and it being the, you know, the science of today.
25:29
And if you actually go and pick up a copy, or maybe you can find
25:33
the opening somewhere or audio book of Jurassic Park, listen to
25:36
it, read it, and replace everything that it talks about
25:39
from bioengineering perspective, with artificial intelligence, it
25:43
literally is the same. It was crazy to me listening to this on
25:46
both audiobooks. And again, I picked it up, and I was reading
25:50
this passage, and I'm like, Oh, my gosh, you could just replace
25:53
this with artificial intelligence. And it's the exact
25:56
same thing in terms of how companies are competing with
25:59
each other for dominance in this space and how it's
26:02
revolutionizing the way businesses. It's really fascinating.
26:06
Adam Outland: you know, we talk about business books a lot. But
26:08
you know, one of the things I appreciate about science fiction
26:11
from a variety of standpoints, is that I mean, that's where so
26:14
much of this stuff is created, write it in the shape of an idea
26:17
in someone's mind. And then some engineers decided to make it
26:20
reality. I'm going back to your Isaac Asimov stuff and saying
26:23
concept, you're like, holy smokes. This is a long time ago
26:25
that he wrote these books.
26:27
Chris Hood: Yeah, how much in Star Trek do we have today? You
26:29
know, the flip phone, you know, the communicator with, you know,
26:33
I mean, I'm sure people are out there trying to build
26:35
teleporters. But I mean, a lot of what Star Trek was about was
26:39
inspirational that has turned into technologies today.
26:42
Adam Outland: 100% true. Well, thank you, Chris, for your time
26:44
and attention. And if folks want to find out a little bit more
26:47
about your, what you are doing now, and what you're sharing
26:51
with the world, where are they going to find that?
26:53
Chris Hood: The best place to get in touch with me. And to
26:56
find out everything that I'm working on is my website, Chris
26:59
hood.com. There, you can find my social media profiles, you can
27:02
find my own podcast, you can find my blog and articles that
27:06
I'm writing. And you can find a copy of my book, customer
27:09
transformation. And if you want, you can buy it on my website,
27:12
and I'll even sign it for you.
27:14
Adam Outland: That's awesome. And a fantasy adventure novel
27:15
that's coming up?
27:16
Chris Hood: Yeah, yeah, I'm working actively on getting a
27:19
fantasy adventure novel produced. It's already written.
27:21
It's already been edited, but going through some of the final
27:25
stages to get it out and published.
27:26
Adam Outland: Well, you can send the galley copy right over here.
27:30
Thanks, Chris. Appreciate your time today.
27:33
Chris Hood: Absolutely. Appreciate it so much.