Howard Gross / Founder and Principal, HG Communications, LLC; former Senior Director of Global Communications, The Nielsen Company

Last updated on profile page : May 7th, 2015

BIO

Howard Gross is founder and principal of HG Communications, LLC, a U.S.-based company that specializes in helping clients communicate complex issues and ideas across digital media.

He is formerly the Senior Director of Global Communications for the market research firm The Nielsen Company, where he provided cross-functional communication support for its television, internet, mobile, social media, and consumer products divisions worldwide. There, he researched and wrote articles, speeches, and presentations on behalf of top-level executives to audiences in the United States, Europe, Asia, and Latin America.

Prior to joining Nielsen, Howard was a Senior Vice President at the strategic communication firm Robinson Lerer & Montgomery, managing content strategies for crisis communication, issues management, thought leadership, public affairs, investor relations, and corporate social responsibility for multinational businesses.

As a writer, he was an editorial adviser to the Committee on Economic Development, and one of the authors of its report America’s Basic Research: Prosperity Through Discovery, which was incorporated by the U.S. House of Representatives into its National Science Policy Study. More recently, he ghostwrote the book Content to Commerce: Engaging Consumers Across Paid, Owned and Earned Channels, which examines the opportunities and challenges of social media and content marketing.

As an educator, Howard was a faculty member at Rensselaer Polytechnic Institute’s School of Management and Technology, where he co-founded one of the nation’s first MS/MBA programs to focus on digital communication applications and management.

By Howard Gross on Paris Innovation Review

In a world in which information, capital, and labor are no longer confined by time nor distance, nearly everything has an impact on practically everything else. As traditional barriers to entry crumble, organizations that once operated in separate universes now bump up against each other, competing, collaborating, or both in newly defined markets. The tag team of digital and complex systems is slamming business models and upending corporate cultures, nowhere more so than in the realm of communications. Individuals and organizations need more than merely manage technology. They have to master complexity. That means being able to step back and consider all of the critical components of system.
Dans un monde où l’information, le capital et la main-d’œuvre ne sont plus limités ni par le temps, ni par la distance, presque tout a un impact sur presque tout. Les traditionnelles barrières à l’entrée disparaissent et des organisations qui opéraient jadis dans des univers séparés se heurtent à présent les unes aux autres, qu’elles soient en concurrence, coopèrent, ou les deux, dans des marchés reconfigurés. Entre transformation numérique et prise en compte de cette complexité, les modèles d’affaires et les cultures d’entreprise sont mis à rude épreuve. Individus et organisations n’ont pas simplement à gérer la technologie. Ils doivent maîtriser la complexité. Cela signifie d’être capable de prendre du recul et de considérer tous les composants critiques d’un système en constante évolution.
Un mythe, écrivait le philosophe britannique Alan Watts, est une image à travers laquelle nous essayons de donner un sens au monde. Les spécialistes du marketing en ont imaginé quelques-uns pour expliquer l'état actuel de leur profession, profondément perturbée par l'arrivée du numérique. Le plus répandu est sans doute la fiction selon laquelle les consommateurs ont pris le pouvoir.
Granted marketers no longer exercise the leverage they once did, it is a delusion to assume it has been transferred to consumers; especially in an increasingly complex world where the very notion of control is, itself, becoming a myth.

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