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Tag : Inspiring Action

Inspiring Action Brand of the Month: Slack

(Photo from Slate)

Sometimes, you must first fail before you can succeed.

Few can speak to this as much as Stewart Butterfield, the co-founder of team collaboration tool Slack.

In many ways, his “failures” are also his “successes”.

It started with Game Neverending, his first project, and his first public failure. Developed by his then company, Ludicorp, Game Neverending was intended to be an online multiplayer game for the masses, but it never saw the light of day. When it became apparent that the game would not survive, Butterfield shifted his focus to the game’s photo-sharing tool, turning it into its own stand-alone product, Flickr.

A year later in 2005, he sold Flickr to Yahoo for a reported $35 million.

Determined to make his game-developing dreams come true, he would try his hand again. With much of the same team from Ludicorp, Butterfield cofounded Tiny Speck, and began building a new online-game in Glitch.

It was during this development process where Butterfield would inspire a worldwide behavior change revolution – though he didn’t know it at the time.

Frustrated by existing communication tools, Tiny Speck developed its own tool to help better manage the creation of the game. During the three years leading up to the game’s launch, the Tiny Speck team, consisting of 45 people, had only sent 50 emails.

Then, at the end of 2012, the eureka moment came. Butterfield closed the book on Glitch, and Slack, the communications tool his team had developed, sprang forward.

But the Slack squad only knew how their team interacted on the platform, and if the product was to work across industries with varying company sizes and workflows, they needed a bigger sample size.

For the next seven months, Butterfield and his colleagues begged friends at other companies to trial Slack. This gave them the opportunity to see the tool from an outsider’s perspective, and each new company armed the team with unique observations and feedback that they would later use to optimize and tweak the product.

Finally, in August of 2013, Butterfield felt the product was polished enough to be shared more widely and announced a preview release. The launch amassed a large amount of media attention, and within 24 hours, 8,000 companies had signed up for the service. Two weeks later, that number doubled to 15,000. Slack was an instant hit.

That type of staggering growth, although unprecedented, was an accurate indicator of what was to come. Slack quickly became the fastest growing business-app ever, and was considered a unicorn shortly after its first year. Last September, just four years and a month after the company’s launch, it was valued at over $5B.

 Which brings us to today, where Slack is used by 65 companies in the Fortune 100 and over 500,000 organization worldwide. Last week, Slack announced that it had reached 8M daily active users, a number that will only grow, living up to its billing as the place “where work happens for millions of people.”


How did it all happen? What was different about Slack?

Team Communication For the 21st Century

First and foremost, it was created at the perfect time. Built for the era of mobile phones and short text messages, Slack’s growth coincided with the rising trend of companies operating remotely, and offered a less formal, more user-friendly way of keeping in touch with co-workers.

Around the same time, Microsoft Office, Windows, and seemingly every other tech company that could were churning out new tools left and right. Each trying to better each other. In most cases, the competition was healthy, and the tools themselves evolved greatly. But what was left was a scattered ecosystem of tools and services. The fragmentation led to friction and inefficiency. While the tools themselves had improved, the user-experience was left behind. There was no glue to hold it all together.

Enter Slack, integrating all the tools and housing them all in one place. Twitter. Salesforce. Dropbox. Google docs. You name it, it’s all on Slack.

And when you combine that seamless third-party integration with a thoughtfully-designed interface, full of vibrant and playful colors, and an endless amount of customizable applications like to-do lists, reminders, project management tools, scheduling assistants, and hundreds more, what you get is a communications tool that boosts your productivity tenfold.

Perhaps the biggest reason for Slack’s growth is its customizability. Created for any workplace, the product can be catered to your team or individual needs. Channels can be made for departments, projects, office locations, or whatever you deem fit.  If a channel becomes too loud, you can “mute” it. If you need to conduct deep, uninterrupted research, you can activate “Do Not Disturb” mode. You can customize “highlight words” that are important to you so that you are notified every time that word is mentioned – be it your name or an urgent project you’re working on. If you’re going to be busy for the day at work conference, or are going to in a long offline brainstorm, you can set your status to reflect that. Files, images, PDFs, spreadsheets and other documents can be shared in real-time with a simple drag and drop.

In group chats, or “channels”, Slack allows you to overhear conversations, giving you an ambient awareness of work developments that you do not get from email. If you want to share something confidential, you can do so through a private channel or direct message.

Files, images, PDFs, spreadsheets and other documents can be shared in real-time with a simple drag and drop. And everything on Slack, from notifications to links to images, are all searchable so that you can find what you need and find it fast.

Consistently evolving and introducing new features to meet user demands, Slack is delivering on its mission to make people’s working lives simpler, more pleasant, and more productive.

A Behavior Change Revolution

While it may not be obvious on the surface, Slack is one of the leading behavior change companies of our time.

In a medium post, written on his page, Butterfield states the following:

“The best – maybe the only? – real, direct measure of “innovation” is change in human behavior. In fact, it is useful to take this way of thinking as definitional: innovation is the sum of change across the whole system, not a thing which causes a change in how people behave. No small innovation ever caused a large shift in how people spend their time and no large one has ever failed to do so.”

“By that measure,” he goes on to say, “Slack is a real and large innovation”.

And he’s right.

Butterfield knew he couldn’t sell a “group chat system”. People simply wouldn’t buy that. Instead, what Slack sells is “organizational transformation.”

“We’re selling a reduction in information overload, relief from stress, and a new ability to extract the enormous value of hitherto useless corporate archives. We’re selling better organizations, better teams. That’s a good thing for people to buy and it is a much better thing for us to sell in the long run. We will be successful to the extent that we create better teams.”

This is not a one-to-one behavior change. Slack must be sold to companies, both massive and tiny, and everything in between. Companies that adopt Slack are betting on a massive, positive behavior change. They want effortless communication. They want to work more efficiently. They want a business tool that works for them rather than against them, helping them make more inspiring decisions and form more empowering habits.

“We’re asking a lot from our customers. We are asking them to spend hours a day in a new and unfamiliar application, to give up on years or even decades of experience using email for work communication (and abandon all kinds of ad hoc workflows that have developed around their use of email). We are asking them to switch a model of communication which defaults to the public; it is an almost impossibly large ask. Almost.”

The change is both dramatic and far-reaching. We know this to be true because we at DiMassimo Goldstein are a proud member of the Slack revolution.

We weren’t looking to abandon email entirely, but to reduce it, and Slack has done that. We found ourselves having too many meetings, which Slack has helped cut down. The transparent communication makes it the perfect place to review projects as a team, on the go, and from anywhere.

Put simply, it has made our work lives easier and most importantly, it has pushed the work we create to help inspire others forward.

That’s why Slack is our Inspiring Action Brand of the Month!

 

How Social Listening Can Inspire Action

The best marketers don’t sell products. They sell ideas.

Ideas they want you to believe as a consumer. Perceptions that have been thoughtfully designed and delivered. Because in branding, perception is often reality.

But the hard truth is this: The message that marketers want to convey is often not the same message that consumers receive. Your brand isn’t what you tell people it is. Your brand is what people tell people it is.

So, marketers monitor the conversation. They compile metrics from their social platforms, track their mentions, and look at engagement rates. And maybe, the data they’ve gathered is enough to prove the value of their social marketing efforts.

But it’s not enough. Not even close.

The best marketers don’t just monitor the conversation; they listen to the conversation.

Through social listening, you can discover what people are saying about your brand, even if they don’t tag you. This difference is critical, because far more conversations are being had about you than with you.

Social listening can determine what the sentiment is behind these conversations. Social metrics are terrific, but they only tell one side of the story. Having a high number of engaged consumers is great, but only if those engagements are positive. To quote Dan Neely, “Monitoring sees trees; listening sees the forest.”

But unquestionably the biggest power of social listening is its ability to inspire action. Through analyzing the conversations being had around your product, brand, and industry, marketers can identify an entirely new world of opportunities to delight their consumers.

Social listening gives marketers a chance to be directly involved in the consumer experience. It reveals common frustrations that are plaguing your consumers. Then, they use these insights to inform their next business decisions, working to obliterate the gaps, drags, and blocks causing friction for their consumers. Whether it be product development, identifying influencers, or customer care, social listening should influence the way your brand chooses to interact with its consumers.

If social listening isn’t incorporated into your business strategy, you’re operating with blinders on. Simply put, if you aren’t social listening, then you don’t care about your customers, and the customer is king. Always.

A Day in the Life of an Assistant Brand Manager

At DiMassimo Goldstein, every member of our team plays an important role in bringing our clients’ ideas to life and helping them inspire action.

“A Day in the Life” is a new blog series that shines a light on the many faces behind our agency and the different roles that we each play, showcasing the creativity in every corner of our office.

This week’s post provides a glimpse into the daily routine of an Assistant Brand Manager at DiMassimo Goldstein. Matt Zani brings unrivaled enthusiasm and energy to every account he works on, including TradeStation, Sallie Mae, National Jewish Health, and Starr Companies. To learn more about a day in Matt’s life, read his story below.

Having spent exactly a year at DiGo, the five images below accurately represent my every day at the leading Inspiring Action and Behavior Change Agency.

Stepping into this beautiful world isn’t bad every day. The agency aesthetically reflects its inner soul which can be seen clearly through the walls teeming with award-winning work. A glance at the décor and a cup of coffee from the DiGo kitchen is all I need to get my day going.

DiGo breathes strategy. The agency’s process and work are strategically infused, bringing insights and measurements into creative work that allow it to work harder.

Don’t even get me started about the eats. I don’t know what I like more: Salad Wednesday, Bagel Friday, Friday happy hours or Mimosa Mornings?! Not to mention, we have some of the best snack-sharing in the ad agency game. A bowl of Cocoa Puffs is never more than 10 steps away.

DiGo is a culture designed for growth. The employees inspire each other to achieve and tease the most out of the work. The leadership team has instituted structures and programs that allow for employee transparency. There is opportunity for development and learning for whoever is hungry and willing to seek it.

The people are truly what bring this place to life. At the end of the day, DiGo is filled with bright and beautiful minds infused seamlessly to create campaigns, branding and work that hit home in the universes they aim to reach.

– Matt Zani, Assistant Brand Manager. Photographs by Will Jellicorse.

Inspiring Action Brand of the Month: Peloton

John Foley, the CEO and founder of Peloton, joins Rebecca Jarvis of ABC for an interview on May 5, 2016.

Calmly and confidently, he says the following.

“I think that the Peloton brand will be bigger and more influential than Apple in 10 years.”

Now, maybe you’ve heard of Peloton, the all-in-one stationary bike and at-home cycling class platform, and maybe you haven’t. Either way, you’re probably wondering how, or why, the founder of a stationary bike start-up, then just four years old, could make such an ambitious claim.

(Photo from Crain’s New York Business)

The company has already proved Foley’s inspiring idea to be true: that people would pay to re-create the cycling class experience at home – but to have more influence than the most influential brand of the past decade? That is a different beast entirely.

I’m not here to say that his prediction will be true, but what I can say is that the Peloton riders, all 600,000 of them, likely believe it to be.

On the surface, it’s easy to think of Peloton as, well … a stationary bike company.

And from there, one might assume that they compete with other cycling and fitness-based brands SoulCycle, Flywheel and Barry’s Bootcamp.

But ask Foley and he will adamantly tell you that Peloton is not a stationary bike company and instead considers his competitors to be Tesla, Amazon and Apple.

To understand this line of thinking, you must first understand Foley’s philosophies. There’s no goal too grand, and no vision too wide. Later in that very interview, he goes on to say:

“You hear that goals should be achievable. I don’t think that goals should be achievable because you don’t want to set yourself up for failure. I think that if you hit every goal that you set out for yourself, you will never know how far you could have gone.”

In the two years since saying that, he has taken the company very far. For the second year in a row, Peloton tops the list of New York City’s fastest-growing companies, as subscribers tripled this past year alone.

Today more than ever, consumers are going to market to become more of who they aspire to be. They are constantly searching for brands that will help them change their behaviors for the better. They have a natural desire to change and improve. Peloton does just that, innovating an outdated category with a fusion of revolutionary software and masterfully designed hardware, they have inspired audiences in ways that benefit their well-being tremendously. Riding Peloton becomes a part of your weekly routine. It’s a lifestyle.

So, if Peloton isn’t a stationary bike company, then what is it?

It’s a great question, and one that Foley gets often. Peloton transcends so many categories, and because of that, it stands in a category of its own.

Yes, the company became popular for selling its own state-of-the-art bikes, but Peloton is far from a hardware company.

That bike comes equipped with a 22-inch tablet computer, one that Foley claims, in addition to being three times the size, is even better than Apple’s. If you don’t want to purchase the bike, you can still enjoy Peloton’s classes through a monthly subscription via its award-winning app, and although they recruit software engineers from the likes of Google, technology is only a part, albeit a very large one, of what they do and offer.

On that tablet, Peloton streams cycling classes led by professional instructors to its legion of subscribers live from its television production studio in New York City. It’s an aspect of their business that has people labeling them the Netflix of fitness, turning instructors into celebrities with hundreds of thousands of social media followers and giving its riders over 8,000 on-demand classes to choose from – uniquely positioning Peloton as a media- and content-production company that’s attracting executives from Netflix and HBO.

And with 31 showrooms nationwide, a number that’s expected to grow to 50 by the end of 2018, Peloton is also an e-commerce and retail company. When purchasing the bike, whether online through their website or through one of their showrooms, you can pay an additional $250 for the bike to be delivered in one of their Peloton-branded Mercedes Sprinter vans by Peloton employees, who then install the bikes into your home, which also makes Peloton a logistics company.

It’s not the most economical way to deliver the bikes, but it’s an important differentiator for Peloton, as it gives them 100 percent control of the consumer experience end to end. Uncompromising in their direct-to-consumer approach, the deliveries are made by brand enthusiasts who are equipped to deliver a high-touch, on-brand experience. They can answer any questions the consumer may have, give the brand a voice and build relationships. Most importantly, they know how to get them set up and riding in no time.

So, if you’re following along, that makes Peloton a part hardware, part technology, part media, part logistics, part e-commerce and part retail company, all while not truly being any one of those.

In Foley’s words, his brand is a “disruptive technology company at the nexus of fitness, tech and media.

If anyone knows disruption, it’s Foley, and he hasn’t always been on the right side of it.

As the former president of e-commerce at Barnes & Noble, Foley had a front-row seat when the company and its NOOK were subject to disruption by Amazon and their Kindle Fire.

Speaking to a large audience at CES in Las Vegas last year, he reflected on the experience.

“At Amazon, they make the Kindle Fire, and they make it for $250 and they sell it for $150. That disrupted all the Dells and HPs and IBMs and Acers who also tried to make tablets, but they were hardware business models. When you make a tablet, and you make it for $250 but sell it for $500 because your business is making money on hardware, you can’t compete with Amazon, who makes their money on the digital content after the fact.”

For Peloton, it’s not about the hardware, as the company primarily has a subscription digital content business model.

That’s not to say the bike isn’t the best bike in the world, because it is, but what truly differentiates Peloton from anything else is the content, community motivation and software it provides its consumers.

The bikes are suited with an electronic dial that displays your exact resistance from 0 to 100. It shows your cadence (pedaling speed), calories burned, distance ridden and total power output (a combination of your speed and resistance). The tablet constantly compares your current ride to your personal record, minute by minute, pushing you each time to reach new milestones. The tablet also shows you where you rank among others who have taken the same exact class, giving you incentives to climb the leaderboard.

If you take a live class, the instructor will often shout out your achievements, like breaking a personal record or riding your 100th ride. This make the Peloton experience immersive, entertaining and interactive. You become a true virtual member of the class, giving you the magic of being in the room all from the comfort of your home. You can even video chat with other riders and friends while the class is in session.

With over 8,000 classes to choose from, there’s something for everyone. Rides vary in length, difficulty, music genre and by instructor. Some combine riding with an upper-body workout, and Peloton has even added yoga, ab workouts and stretching classes to their library as well. Skip a trip to the gym and enjoy the rush of your favorite classes at the tap of a screen, on your terms.

Everything at Peloton has been designed with intention. That intention is a bit of a tongue twister.

Peloton wants to make you want to want to work out more.

And they’ve succeeded. Through a synthesis of social marketing, word-of-mouth advertising, persuasion design, behavioral science and design thinking, Peloton has mastered the art of behavior change marketing. Proving that emotion leads to motion, they’ve inspired their audience, increasing their commitment to improving their health. Sprinkling in behavior change ingredients into every brand touchpoint, they have created a cult-like following that has become the envy of brands everywhere.

Ninety-six percent of riders would buy the bike again if they could go back in time. On average, riders ride eight times a month, or twice per week.

But more impressive than that is their Net Promoter Score, an index that measures the willingness of customers to recommend a company’s products or services to others. Peloton has an NPS of 91, which, per Foley, is the second-best NPS in the world and far ahead of Amazon, Apple and Netflix. Foley has stated that his goal is to make Peloton the first company ever with an NPS of 100.

This brand loyalty makes word of mouth a powerful acquisition tool, as over a quarter of Peloton’s customers first learned about Peloton through a friend or a family member.

So what’s next for Peloton?

Earlier this year, they announced their entrance into the treadmill market with the Peloton Tread, a $3,995 Internet-connected treadmill with a 32-inch HD screen, so that if you step off the treadmill to participate in any of the guided core exercises, you still have a fully immersive view. The Peloton Tread will be available this fall.

The treadmill market is five times bigger than the stationary bike market.

Peloton is already working on a third product, and it won’t be their last.

“We want to build the biggest consumer-products brand in the world. We’re going to make Apple look small-time,” Foley tells Bloomberg.

As for taking the company public, Foley has stated that he eventually will, but not for financial reasons. Instead, he looks at an IPO as a marketing event – a way to generate awareness and get the word out about Peloton to the masses, helping as many people as possible improve their health and fitness.

That’s why Peloton is our inspiring action brand of the month!

The Best Intentions Deserve The Best Creativity

Steve Jobs once asked John Sculley, then the CEO of Pepsi,

“Would you rather spend your life selling sugar water, or do you want to change the world?”

Old Advertising has answered with a resounding,

“I’ll have the sugar water!”

Great talent will line up to sell sugar water. Award show judges will reward them for it. Industry press will laud them for it.

The best intentions deserve the best creativity.

But, that’s not the way things work, in this system or any system we know.

In this system, if Pepsi has the most money, Pepsi can get a great effort from any number of great agencies.

Sugar water puts their kids through college and pays for their beach houses.

The best intentions will only get the best creativity if enough of us choose to make that so.

If you choose helping people change their lives over manipulating them.

A whole economy is being built on helping people change the behaviors they want to change in the way they want to change them.

But the old advertising industry is only seeing a small part of that business, because they are focused on where the big money still is.

And, because they’re focused on the easy.

It’s easy to be lighthearted and engaging about bubbly sugar water.

It’s harder to bring that same touch to things that matter.

Buddy Lunch: The Best Things in Life Are Free

Starting out somewhere new is never easy. You’re tasked with figuring out a boatload of new information for yourself: what those acronyms stand for, which conference room you’re supposed to be in, or what your coworker’s name actually is because you’re pretty sure it’s Pat, but maybe you misheard him and it’s Matt, but it’s too late to ask now so you just decide to play it safe and avoid calling him anything at all.

It can be tough to navigate these new waters – unless that place is DiMassimo Goldstein.

I’ve had the privilege of being DiGo’s Client Fulfillment intern since December, and I can honestly say this transition has been seamless. From day one, I’ve been met with nothing but warm smiles, welcoming coworkers, and great opportunities to get to know them better. Perhaps the greatest opportunity of them all has been the Buddy Lunch.

I realize that this is not a widespread term, as I’m lucky enough to be at the company that’s at the forefront of the Buddy Lunch Revolution. To better clarify this DiGo terminology for our readers, I’ve created a definition:

Buddy Lunch (noun): a midday meal paid for by your company during which you get to  better know one or several of your coworkers, and thus, make new friends.

Example: “Hey, John. You seem like a really cool guy. Let’s go to Panera and chat it up!”

This might not sound typical, but keep in mind that nothing about DiMassimo Goldstein is typical. This is the same company where within my first two weeks, I experienced things like team karaoke, meditation, cats and dogs in the office (and no, that’s not a metaphor). So, a free lunch during work as a way to make new friends? That just seemed like classic DiGo – and I was all over it.

Unfortunately, my execution was not as effortless as my excitement. After several drafted emails later, I still couldn’t think of the right words. How exactly is the best way to say “Hey, you probably don’t know me, but that’s why I’m emailing you. Should we get some lunch so that we can learn each other’s names?” Didn’t exactly work. Luckily enough, some kind soul in the office saved me from my own awkwardness and invited me out to lunch. If you know anything about DiGo’s employees, you’ll know that this display of kindness is par for the course. To no surprise, it was a great time: flowing conversation and plenty of laughs over a pizza that was definitely fit for more than two people. Was I sure this was the dreaded “work” that all my employed friends were warning me about?

After that, I felt comfortable. I had a friend in the office, and I had the momentum to make some more. With every Buddy Lunch I went on, I felt like I became more a part of DiGo because I got to know the people who made it so special. Each person imparted their wisdom on me, wanting to give me the best possible advice on how to succeed at this company. Though I valued their input greatly, it was their willingness and enthusiasm to help others that most resonated with me.

I quickly realized that everybody at DiGo wanted the best for their peers, and the feeling was contagious. Whether it was pizza with someone from Studio, dumplings with the Account team, or salad with someone from the Marketing team, I felt such a strong sense of support from the people I was surrounded by, and it made me want to do the same for others. To me, that defines success at a company.

If that isn’t #InspiringAction, I don’t know what is. Power to the Buddy Lunch!

— Claire Holleran, Client Fulfillment Intern

#SitOutSantaCon

Let me start by saying, we here at DiMassimo Goldstein love a good bar crawl. Be it for a 21st birthday, bachelorette party or a fantasy football draft. A small group of friends hitting up one bar at a time in embarrassing matching T-shirts one person in the group all demanded they wear can be a lot of fun.

And then, there’s SantaCon, when thousands and thousands of overserved Santas, inebriated elves and freaky Frostys takeover the streets and bars of cities around the globe. Every year here in New York, there are articles about bars and businesses bracing for the impact of SantaCon, while neighborhoods fight over who has to host the thing, like relatives arguing over who has to take home an unwanted fruitcake. It’s annoying. It’s inconvenient. And most of all…is that cool for kids to see Santa and his friends acting that way?

At DiGo…we don’t think so.

We noticed that these drunken Santas mostly seem to be of a certain age that is both a.) far from their belief in Santa Claus and b.) far from the stage in life where they would have a child of their own who believes in Santa. And because of this, they don’t realize that their “unique” portrayal of old St. Nick does not go unnoticed by young eyes.

That’s why we partnered with our friends and creative collaborators at Crew Cuts and made this ad to encourage people to #SitOutSantaCon.

We wanted to hear from the children themselves some of the horrors they have witnessed during SantaCon, in order to maybe encourage people who were planning on going to SantaCon to if not sit it out completely, at least please, think of the children.

In just under a week, the video amassed over 20,000 views (and counting). The social campaign received over 50,000 impressions and was picked up by ten different publications, including a write-up in Adweek and a televised feature on Pix11.

Our Facebook event received over one hundred RSVPs – that’s 144 small inspiring actions that together can make a big difference.

Thank you to all who supported the campaign and helped spread the word. We’re looking forward to continuing this mission next year, and with your help, we can end SantaCon in our lifetime.

Behavioral Economist Wins Nobel Prize

Thanks to the brave and brilliant contributions of one renegade, economic theory as we know it has been changed forever.

Richard Thaler, the world-renowned behavioral economist who has long challenged the standard economic model, was awarded the Nobel Memorial Prize earlier this month. His work, which Nobel Prize committee member Peter Gärdenfors simplified as “[making] economics more human,” has influenced our education system as well as government policy.

Thaler joins a small list of behavioral economists to win the award. Robert J. Shiller was among the winners in 2013, and Thaler’s longtime collaborator and friend, Daniel Kahneman, shared the award in 2002. Though they won before him, it is Thaler who is widely credited with bringing behavioral economic theories to the mainstream.

Thaler has dedicated his life to helping people understand how individuals make choices so that they can be led to make better ones. His best-selling book, Nudge, was the culmination of decades of behavioral science research, and was written to prevent people from making mistakes that can negatively affect their individual and collective well-being. That’s an inspiring mission, and one that resonates with all of us here at DiMassimo Goldstein.

We use behavioral change marketing to drive growth in brands and businesses that change lives for the better. We study the work of behavioral pioneers like Thaler to become experts at providing our clients with the strategies they need to drive profound behavioral change in the areas of healthy, wealthy and wise. Understanding human behavior is key to empowering brands to provide their consumers with a self-actualizing experience, — and that experience is what will ultimately inspire them to make better decisions and form more empowering habits.

This has been our mission for 21 years, and it’s never been more important than it is today.

We applaud people like Thaler for continuing to push the conversation forward, and for persuading more people to pay attention to human behavior. To read more about Thaler and his work, check out this article in The New York Times.

Congratulations on the honor, Richard, and keep up the good work!