NEW YORKMay 18, 2017 /PRNewswire/ -- The Shipyard and the CDO Club, the world's largest community of C-suite digital and data leaders with 5,000 registered members, today released its Top 50 CDO Influencers list for 2017.

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NEW YORKMay 18, 2017 /PRNewswire/ -- The Shipyard and the CDO Club, the world's largest community of C-suite digital and data leaders with 5,000 registered members, today released its Top 50 CDO Influencers list for 2017.

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Technological advances can be a huge benefit to insurance agents, streamlining processes and improving service – and as the older generation retires, it’s the youngsters who really seem to be adapting.

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Technological advances can be a huge benefit to insurance agents, streamlining processes and improving service – and as the older generation retires, it’s the youngsters who really seem to be adapting.

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The Shipyard is acquiring Jon Bond’s consulting shop Tomorro to combine their strategic, creative and data-centric expertise under one network. Terms of the deal were not disclosed.

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The Shipyard is acquiring Jon Bond’s consulting shop Tomorro to combine their strategic, creative and data-centric expertise under one network. Terms of the deal were not disclosed.

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Fast-growing digital marketing agency The Shipyard has acquired the design firm Stream Digital, headed by a veteran of Central Ohio retail design and marketing fields.

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Fast-growing digital marketing agency The Shipyard has acquired the design firm Stream Digital, headed by a veteran of Central Ohio retail design and marketing fields.

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JPMorgan Chase had a bold idea: Spurred by word that one of its ads had appeared on a website called Hillary 4 Prison, it would slash the number of sites where it advertises to 5,000 from some 400,000. To its surprise, the early going has brought no significant hit to effectiveness and no hike in prices.

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JPMorgan Chase had a bold idea: Spurred by word that one of its ads had appeared on a website called Hillary 4 Prison, it would slash the number of sites where it advertises to 5,000 from some 400,000. To its surprise, the early going has brought no significant hit to effectiveness and no hike in prices.

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On St. Patrick’s Day, executives at ad buying giant Havas filed into their London offices for another day at work — and discovered some very unpleasant news.

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On St. Patrick’s Day, executives at ad buying giant Havas filed into their London offices for another day at work — and discovered some very unpleasant news.

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Marketing agency the Shipyard and Tomorro LLC, a consultancy that works with advertisers, have formed a new joint venture called Mediopolis that aims to more effectively use data to inform media planning and buying.

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Marketing agency the Shipyard and Tomorro LLC, a consultancy that works with advertisers, have formed a new joint venture called Mediopolis that aims to more effectively use data to inform media planning and buying.

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SOUTH SEAS ISLAND, Fla., April 25, 2017 /PRNewswire/ -- The Shipyard, one of the nation's fastest growing independent marketing firms, will deliver a keynote address today at Mediapost's "Data and Programmatic Insider's Summit."  Entitled "Nature's Testing Engine," the session will be streamed via live webcast and presented by The Shipyard's Co-Chairman & Chief Tomorroist Jon Bond; and The Shipyard's President Ben Clarke.

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SOUTH SEAS ISLAND, Fla., April 25, 2017 /PRNewswire/ -- The Shipyard, one of the nation's fastest growing independent marketing firms, will deliver a keynote address today at Mediapost's "Data and Programmatic Insider's Summit."  Entitled "Nature's Testing Engine," the session will be streamed via live webcast and presented by The Shipyard's Co-Chairman & Chief Tomorroist Jon Bond; and The Shipyard's President Ben Clarke.

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Point Of View

Disrupt the Disrupters

Twenty years ago, most big companies would run just a handful of big, expensive experiments each year. Today, the most innovative businesses run thousands – Intuit: 1,300, P&G: 7,000–10,000, Google: 7,000, Amazon: 1,976, and Netflix: 1,000 – thanks to a combination of new technologies and “lean” business approaches:


  • The cost to do experiments has gone down by orders of magnitude.

  • New breakthrough experiments can be done that couldn’t be done before.


Companies that deploy these “experimentation engines” are able to buck conventional wisdom on disruption theory. Instead of being disrupted by low cost entrants, they are disrupting the disruptors. An experimentation engine is company-wide platform and culture that empowers employees to quickly, rigorously, and easily test innovative ideas and share the results with others.

The thesis of this White Paper is that to build an enduring enterprise in an era of rapid change, all companies must deploy an experimentation engine at scale. In an era where all forms of sustainable competitive advantage are being destroyed, the only source of long-lasting advantage will come from having an experimentation engine.

In other words, to succeed in the future companies must apply the principles of the scientific method (observe, hypothesize, test, measure) across their organization and build a testing platform that empowers customers, employees, and vendors to create their own experiments. This thesis is put succinctly by Amazon chief Jeff Bezos, “Our success at Amazon is a function of how many experiments we do per year, per month, per week, per day.”

The experimentation engine is not just another strategy to combat disruption. It is THE strategy. And, until now, there has never been a resource on how to create one.

Disrupt the Disrupters



Twenty years ago, most big companies would run just a handful of big, expensive experiments each year. Today, the most innovative businesses run thousands – Intuit: 1,300, P&G: 7,000–10,000, Google: 7,000, Amazon: 1,976, and Netflix: 1,000 – thanks to a combination of new technologies and “lean” business approaches:


  • The cost to do experiments has gone down by orders of magnitude.

  • New breakthrough experiments can be done that couldn’t be done before.


Companies that deploy these “experimentation engines” are able to buck conventional wisdom on disruption theory. Instead of being disrupted by low cost entrants, they are disrupting the disruptors. An experimentation engine is company-wide platform and culture that empowers employees to quickly, rigorously, and easily test innovative ideas and share the results with others.

The thesis of this White Paper is that to build an enduring enterprise in an era of rapid change, all companies must deploy an experimentation engine at scale. In an era where all forms of sustainable competitive advantage are being destroyed, the only source of long-lasting advantage will come from having an experimentation engine.

In other words, to succeed in the future companies must apply the principles of the scientific method (observe, hypothesize, test, measure) across their organization and build a testing platform that empowers customers, employees, and vendors to create their own experiments. This thesis is put succinctly by Amazon chief Jeff Bezos, “Our success at Amazon is a function of how many experiments we do per year, per month, per week, per day.”

The experimentation engine is not just another strategy to combat disruption. It is THE strategy. And, until now, there has never been a resource on how to create one.

In order to compete with this 800lb Gorilla, you need to realize that it isn’t just a company; it’s an economy.

What business is Amazon actually in?

If this is the question you’re asking, you’ve already lost. This is a typical question you’d ask about a typical company. Amazon, on the other hand, breaks every box that people try to put it in. In order to compete with the behemoth, you need to start asking yourself a different question: is Amazon even a company in the traditional way we think of companies?

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If you want an example of how to build a brand today, there’s no better place to look than Burning Man, the festival that takes place annually in the heart of the Nevada desert. Anyone involved with Burning Man would swear that it is completely devoid of ‘marketing,' and that is precisely what makes it brilliant marketing, circa 2017.

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In order to compete with this 800lb Gorilla, you need to realize that it isn’t just a company; it’s an economy.

What business is Amazon actually in?

If this is the question you’re asking, you’ve already lost. This is a typical question you’d ask about a typical company. Amazon, on the other hand, breaks every box that people try to put it in. In order to compete with the behemoth, you need to start asking yourself a different question: is Amazon even a company in the traditional way we think of companies?

Learn More

If you want an example of how to build a brand today, there’s no better place to look than Burning Man, the festival that takes place annually in the heart of the Nevada desert. Anyone involved with Burning Man would swear that it is completely devoid of ‘marketing,' and that is precisely what makes it brilliant marketing, circa 2017.

Learn More

Twenty-odd years ago, most big companies would run just a handful of experiments each year. Today, the most innovative businesses run thousands–Intuit: 1,300, P&G: 7,000–10,000, Google: 7,000, Amazon: 1,976, and Netflix: 1,000–thanks to a combination of new technologies and “lean” business approaches. And it isn’t just quantity that’s rising but the quality and pace of experimentation, too. These days, the true test of how innovative a company can be is how well it experiments.

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Twenty-odd years ago, most big companies would run just a handful of experiments each year. Today, the most innovative businesses run thousands–Intuit: 1,300, P&G: 7,000–10,000, Google: 7,000, Amazon: 1,976, and Netflix: 1,000–thanks to a combination of new technologies and “lean” business approaches. And it isn’t just quantity that’s rising but the quality and pace of experimentation, too. These days, the true test of how innovative a company can be is how well it experiments.

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In 2012, Netflix found itself in an existential crisis. Its very favorable content licensing deal with Starz ended. Even a $300 million offer to continue licensing Starz’s catalog, 10 times the 2008 price, was not enough, and the deal fell through. Hulu, a Netflix killer that included the catalogs of Disney, Time Warner, and 21st Century Fox, was proving to be a formidable competitor. Finally, Netflix was reeling from a debacle that led to an 80% drop in the stock’s value.

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In 2012, Netflix found itself in an existential crisis. Its very favorable content licensing deal with Starz ended. Even a $300 million offer to continue licensing Starz’s catalog, 10 times the 2008 price, was not enough, and the deal fell through. Hulu, a Netflix killer that included the catalogs of Disney, Time Warner, and 21st Century Fox, was proving to be a formidable competitor. Finally, Netflix was reeling from a debacle that led to an 80% drop in the stock’s value.

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Over the last month, part of my daily routine has been visiting RealClearPolitics to get an unbiased prediction of who was going to be the next Commander-In-Chief of The United States. Every time I refreshed the site, which aggregates dozens of the most statistically rigorous national polls, the consensus was unanimous: Clinton was going to win.

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Over the last month, part of my daily routine has been visiting RealClearPolitics to get an unbiased prediction of who was going to be the next Commander-In-Chief of The United States. Every time I refreshed the site, which aggregates dozens of the most statistically rigorous national polls, the consensus was unanimous: Clinton was going to win.

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Each year we make personal New Years resolutions for one reason: We want to change, to be better versions of ourselves .

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Each year we make personal New Years resolutions for one reason: We want to change, to be better versions of ourselves .

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