by James Clive-Matthews | 20 Jan, 2026 | Structures & Models
I’m vaguely pondering starting up a newsletter/podcast/etc exploring media/marketing received wisdom and groupthink…
The Superbowl, Davos, and ChatGPT’s announcement it’s running ads means media/marketing LinkedIn will be swamped with lukewarm hot takes this week.
This industry herd mentality is increasingly fascinating to me – the need to comment on the same things everyone else is talking about is rarely “thought leadership”, and is very far from the old advertising mantra “When the world zigs, zag”.
I’ve spent a decade in marketing, more than double that in publishing. In all that time I’ve rarely encountered many convincing new ideas – even during major platform shifts. And usually when I have, the evidence for “best practice” has lacked much substance – or blatantly originated in some tech company’s hype (as with the first, second, and third pivots to video, and certainly with the “everything needs to be optimised for Alexa now” fad).
It feels like we’ve now all got so used to running with the latest fad for fear of missing out or – worse! – looking out of touch, we’ve lost all sense of critical thinking, or desire to question industry norms.
But is this something in which enough people would be sufficiently interested to make it worthwhile? And will it cut through the algorithm – another idea we’ve all unthinkingly adopted?
by James Clive-Matthews | 30 Dec, 2024 | Structures & Models
The last couple of years have seen far too many people who should know better simply regurgitate press releases without applying critical thinking – yet it’s the critical thinking that’s the increasingly essential “human in the loop” part of the equation.
And as familiarity breeds contempt, this kind of blunt, sceptical take on AI is likely to be increasingly common in 2025. Anyone – any organisation – wanting to be taken seriously is going to have to confront these kinds of questions honestly and openly if they’re going to be taken seriously.
But at the same time, it’s going to be important not to swing too far the other way – beyond inquisitiveness about the bold claims of the AI providers into outright cynicism.
It’s easy to shoot things down. It’s *extremely* easy to have a knee-jerk dislike of techbro hype trains when you lived through the Dotcom Crash. It’s much harder to dispassionately assess the merits of emerging technologies when they haven’t yet fully emerged.
As ever, a journalistic mindset can help:
- Who‘s saying this? What are their creds? What’s in it for them? Do they have any financial stake?
- What are they actually saying? Is there any substance, or is it filled with jargon and empty phrases? (It’s often surprising how little substance there is out there, given how much is being said…)
- When did what they’re claiming first happen? Is this really new, or is it fresh spin on an old claim or capability? If a fresh spin, that’s not necessarily a bad thing – but why now?
- Where‘s the evidence to support their claims? Can it be independently verified?
- How does this claim differ to existing solutions? Is it really an improvement? What’s the cost vs benefit compared to alternatives?
Finally, as ever, try and get your info from more than one source. It’s tempting to only listen to people you agree with, and *very* tempting to dismiss anything coming from sources you dislike. But that leads to an incomplete picture – and a boring, predictable take.
And at a time where GenAI can spit out passable median opinion takes in seconds, what’s the point in reading anything boring and predictable?
by James Clive-Matthews | 21 Nov, 2022 | Narratives & Meanings
“Telling stories should be a tool we use to understand ourselves better rather than a goal in and of itself.”
– from Beware the Storification of the Internet, in The Atlantic
This, for me, has always been the real value of trying to produce “Thought Leadership” in a business context: The process of thinking and constructing a coherent explanation of that thinking can have far more lasting impact on an organisation than the one-off piece of content that appears to be the end result.
Every stakeholder involved in the creation of the thought leadership content should, during its course, have at least a few moments where they really stop and question what they think and believe, why, and how they can better articulate it. This can then positively impact how they operate day to day, how they interact with clients and customers, and how they articulate the benefits of their products and services.
It’s not about the piece of content – it’s about the *thinking*.
*That* is the value of putting an emphasis on “Storytelling” – because the narrative form insists on forcing us into shaping our thoughts in ways others can follow. Ideally in a relatively entertaining, relatively memorable way.
The risk, though, is that we start buying into the myths of our own stories – and forget that they are just one way of looking at the world, created to simplify.
This is why, as we try to produce a piece of content, we need to do a Rashomon on our own thinking.
There’s never only one story, one narrative, one way of looking at the world. Look at things from only one perspective, and you risk ending up like the blind men and the elephant. If you’re serious about producing real thought leadership, you should challenge yourself to look for alternative approaches every time.
This is why Critical Thinking is probably the most important skill when writing and editing: Question your assumptions and preconceptions, consider all the objections and alternative interpretations, and – as long as you can avoid the twin traps of analysis paralysis and editing by committee – the end result *will* be stronger.
Stylistic flair can disguise sloppy thinking – but only so much. And how much better is it to have both style *and* substance?
