Summary
Facebook's Rebecca Van Dyck discusses six learnings she has finessed over the course of her career: environment matters, iterate quickly, simplify, collaborate to compete, fail harder and fail smarter and, finally, learn. Van Dyck also advises her fellow marketers to embrace the concept of "speed to innovation", echoing Facebook's motto of "move fast and break things".

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This article describes how the co-operative business model is flourishing and what can be learned from the model's success. While the business tactics of the co-operative - customer loyalty, workforce engagement, membership and ethics - have all been taken up to differing degrees by business at large, co-operatives are unique in that parts of the business will run in remote areas in ways that only cover costs because its members want something different from a return on their capital. Although co-operatives suffer from low awareness, their ethical stance is an asset during a time of low consumer trust in business. A review of economic performance of the sector has shown that it has outperformed the UK economy, while co-operative company growth in the BRIC countries is even higher. Examples include John Lewis, Co-operative Bank, the Green Pea Company and Co-operative Energy.

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This presentation discusses the challenge companies face when looking to create sustainable growth. A dedicated focus on the customer and continual product improvement (such as that employed by Apple) are cited as the best ways to foster growth, but companies must also have an open organisational culture.

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This article looks at the state of the advertising industry, based on the findings of a survey of US consumers and advertising executives conducted by the 4A's and McCann Erickson. While over three-quarters of shoppers feel largely positive about advertising, some 70% of the industry panel believe the industry's best days are over.

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This book argues that, despite noisy arguments to the contrary, capitalism has shaped the modern world for the good and continues to have the power to effect positive change for both individuals and societies. Its authors, John Mackey, cofounder of Whole Foods, and professor Raj Sisodia, outline four tenets of conscious capitalism: higher purpose, stakeholder integration, conscious leadership, and conscious culture and management. By addressing each of these areas, they argue, businesses can fulfil the imperative to make profits, as well as enhancing the welfare of their employees, customers and communities.

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This article recommends that more attention should be paid to employee engagement and is based on the case studies recognised at the 2012 IPA Effectiveness Awards. Organisations such as British Gas, John Lewis and Shangri-La Hotels demonstrated the importance of putting employees at the heart of strategy, allowing them to add value to the brand. It discusses the possibilities of using employees as brand mentors, content makers and the brand medium and includes recommendations for agencies to broaden their relationships horizontally, reaching out to all of the client business.

Summary
When a corporate brand needs radical change, there are typically barriers in the organisation's internal culture that make change difficult to achieve. Habits of language in an organisation matter, because they sustain basic ideas such as who we are, what we do, who the customers and stakeholders are and what the relationship is between 'us' and 'them'. Using a recent brand renovation project for the charity Prostate Cancer UK as an illustration, this article shows how closely analysing a company's internal language reveals these barriers and provides an effective way to make changes.

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Gillian James sets out 10 requirements for best practice in customer experience, including: identifying customers and 'bringing them to life' internally; having the top 10% of the company's leaders meet regularly with customers; measuring the employee experience; and looking to other industries for great ideas.

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An report from the 2012 Marketing Society conference, featuring presentations from companies including Aviva, WPP, TalkTalk, The Times and McLaren. Across the day, three main themes emerge: that the London 2012 Olympics has provided a boost for Brand Britain – proving that the UK can still compete on the global stage; that global challenges remain, particularly the shift in consumption to the global south and east; and that, to maintain a competitive edge, many brands are redoubling their focus on sustainability and long-term thinking, reflecting a changed consumer mindset.

Summary
Brands are looking to harness grassroots digital innovation, particularly in mobile, by linking directly with some of the brightest minds in the business: digital entrepreneurs, working in start-ups. This Snapshot includes examples of brands ahead of the curve, and lists the general implications of the trend for the industry.