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In an age of cookie deprecation and stricter data laws, businesses that excel at value exchange will win. Customers no longer accept being tracked silently. They want clear reasons to share, and they expect something in return.
This is not simply a tidy-up exercise. It is about sharpening objectives, making smart use of budgets and checking that KPIs reflect business priorities.
Done well, it gives confidence to leadership teams and clarity to marketing departments, ensuring everyone finishes the year aligned.
When you’re optimising campaigns, customer journeys, or product experiences, testing is your best friend. Recently, I wrote about A/B testing: what it is, why it matters, and how to use it. That post covered how to compare two versions of a page, email, or campaign element to see which performs better. But A/B testing isn’t the only option. Incremental testing offers an alternative approach to measuring impact, particularly when assessing the incremental lift from a change, rather than a direct side-by-side comparison. Let’s explore the differences, pros and cons, and where each approach shines. I became an NLP Practitioner over 20 years ago. It was a time when Neuro-Linguistic Programming (NLP) was not only popular but considered essential for anyone in leadership, coaching or sales. It opened up a different way of looking at people, one rooted in curiosity rather than assumption, in modelling rather than managing. Back then, I used it to improve communication, defuse tension and even navigate my own inner saboteur. These days, NLP isn’t mentioned very often in leadership development programmes or team workshops. You’re far more likely to see references to coaching theory, behavioural science or psychological safety. But quietly, behind the curtain, many of those newer frameworks still owe a debt to the principles NLP introduced. While some of its language may feel dated, and a few of its techniques overly rehearsed, the core thinking remains sound—and perhaps even more necessary now than it was then. |
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