A Month at Media Labs: Building the Engine of Business through Social Media and Market Intelligence

What’s common between a Twitter page with 900% increase in Mentions, a LinkedIn page with 100% increase in Followers, a Twitter account getting followed by stellar influencers having 164K and 113K followers and engagements from big brands like SEMrush, Search Engine Journal, Social Media Today, all within 30 days?

Apart from the numbers they speak, they are the results of blood, sweat, and tears of a few curious people who eat ‘data’ and breathe ‘creativity’ — who are behind our ‘Media Labs’. I’m the ideation and execution guy there, in plain English, I’m the one who ensures that everything that comes out is ‘EPIC’.

How we built Media labs?

We don’t sell. We share stories that solve real problems in SEO:

“Of the humans, by the humans, for the humans” is what social media is all about. We know it better and that’s why we focus on building relationships than selling.

We put SMART to the work than doing smart work:

From ideation to execution, we use a lot of tools and so we get plenty of time to feed our creativity.

We take decisions from data:

We believe in Market Intelligence, that’s why we transform our data into intuitive insights and better decisions.

We embrace failures:

We never cease to believe that failures speed up our success. Hence, we break, fail, learn and most importantly never repeat them.

We get our hands dirty:

From designs to content, we take care of everything, even the minute details like a craftsman does, that empowers us to create amazing digital experiences.

One of the first things I did after stepping into the organization was focusing on building a team of ‘empowered employees.’ Because they act independently and require minimal direction. While working with each other, each team member will develop particular ways of interacting and getting work done. These interactions and work accomplishments will fall into habits and patterns around behaviors such as making commitments, meeting deadlines, planning next moves, and decision making. Some of these habits and patterns will make the team while some will break it as well. This understanding helps me to take a lead and determine what kinds of rules and guidelines will best serve the team’s efforts. We streamlined the process based on it. Now, we are clear about the purpose of the team and about each other’s roles on the team. Most importantly, we built a culture of innovation what we call as

LTER — Learn, Transfer, Experiment, Repeat.

Because, ‘Success isn’t final. Failure isn’t fatal. It’s the courage to continue that counts’ — Winston Churchill

Want to meet our team? Check them out!