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HBR IdeaCast / Episode 842


WHY SOME COMPANIES THRIVED DURING THE PANDEMIC

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A conversation with consultant Keith Ferrazzi on cultivating “radical
adaptability.”

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February 22, 2022

Keith Ferrazzi, founder of the consulting firm Ferrazzi Greenlight, led a survey
of more than 2,000 executives to study how they reengineered operations during
the pandemic. The research identified a kind of extreme adaptability at the team
and organizational levels that helped some companies come out on top. Ferrazzi
argues that after months of ruthlessly adapting, leaders should continue on a
path of resilience and agility to stay competitive in the post-Covid-19 world.
And he offers concrete steps to take. Ferrazzi is a coauthor of the new book
Competing in the New World of Work: How Radical Adaptability Separates the Best
from the Rest.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m
Curt Nickisch.

There’s a basic practice of driving a car that applies to business downturns and
unexpected detours. And that’s driving in a curve. When you approach one, it’s
best to slow down before you get to it. You don’t slam the brakes when you’re in
it, that’s dangerous. And then partway through the curve, you start hitting the
gas pedal and accelerate out of the curve.

Companies that do this in economic downturns can come out of them in a very
different competitive position. Research shows that many of those that invest in
technology and their workforces while still in the recession go from being
industry laggards to leaders.

And today’s guest says that applies to the current curve ball that’s been thrown
at businesses, the pandemic. He says it would be a mistake to come out of it
thinking, it’s time to go back to work, back to a new normal. Rather, he makes
the case that organizations and their leaders need to keep leveling up all of
this nimbleness and resilience they’ve learned over the last couple of years to
slingshot forward into the future.

Our guest today is Keith Ferrazzi. He’s the founder of the consulting firm,
Ferrazzi Greenlight. And he’s the lead author of the book, Competing in the New
World of Work: How Radical Adaptability Separates the Best from the Rest. Hey,
Keith, thanks for coming on the show.

KEITH FERRAZZI: Curt, what a great introduction. Thank you so much for that. And
it’s great to see you again.

CURT NICKISCH: Adaptability has always been a powerful business concept, right?
But you’ve got that word radical in the title, radical adaptability. It’s almost
like you’re trying to shake people a little bit by their shoulders. Do you sense
some complacency out there?

KEITH FERRAZZI: Oh, absolutely. When we went into the pandemic, it’s not like we
didn’t have a dearth of volatility. We’ve been dealing in volatility for
decades. And we’ve been dealing with a pace of change for decades that many
organizations have failed to keep up with. And all of a sudden we hit the
pandemic. I love your analogy. We go into the curve. And the question is, how do
we adapt to the most radical volatility we ever have?

Now, many organizations have had aspects of agility and foresight and others
embedded into some parts of their business. But very few organizations were
fully prepared for the level of adaptability that was going to be necessary. If
you look at the process called agile, many organizations might have had isolated
elements of agile going on in their software, their IT division. Maybe program,
project management.

But we entered an era where we were in what I called crisis agile, up and down
the organization. What have we gotten done? What do we need to do next? Where
are we struggling? And that was a daily activity. I don’t want to lose that. I
don’t want to lose that. There was so much attentiveness to the nuance of change
and stepping up and meeting it in more innovative ways than ever before. I want
to hold onto that and go forward to work, not back to work.

CURT NICKISCH: Yeah. And why? I mean, do you have the sense that something
changed during the pandemic that is here to stay?

KEITH FERRAZZI: Well, as I mentioned, I feel that the level of volatility has
been there for some time, but we were able to cling by our fingertips on the
ledge to old ways of working that weren’t working for us, even in the decades
prior to the pandemic. In the pandemic, everything broke. And we definitely were
fractured, frustrated, fearful, and we needed to change new ways of working.

Those that did thrived. The basis, Curt, of our research was that we identified
2,000 executives during the pandemic. And we worked with those 2,000 executives
to ask them the question, what did you see, you and your team and your
organization doing that truly allowed you to succeed, thrive, maybe just
survive, but ideally succeed and thrive during the pandemic so that we could
hold onto those. And we aggregated those best practices and we actually inserted
them into new organizations. Measured the outcomes of those best practices until
we had really created this methodology of radical adaptability, that we decided
all organizations should hang on to coming out of the pandemic.

CURT NICKISCH: Now, in your book, you look at ways to make teams radically
adaptable, and then also how to do the same for organizations. Let’s start with
teams. You challenge team leaders to promote team resilience. I want to ask why
that is because a lot of people might think, “Well, we’ve learned to be
resilient.”

KEITH FERRAZZI: What we identified in the research was that resilience was
thought of as an individual sport. It was, I am resilient. What we saw though
were that the organizations that thrived and had better engagement scores, less
reported mental stress, stronger mental resilience, these organizations
recognized that resilience was actually a team sport, where the team adopted a
commitment to raise each other’s energy, to identify each other’s energy.

I’ll give you another very simple nugget or a practice that came out of the
chapter around resilience, which is a leader doing a monthly energy check. I
just did it this morning, actually, with a client, where you just go to the chat
room and you say to your team, “How is your energy these days? From a scale of
zero, I’m lying in the mud puddle, all the way to a five, which is I’m skipping
on rainbows with unicorns. Put your energy level in the chat room.”

Now, in this case, there were three individuals that had scores between zero and
two. It was actually, it was a zero, one and a two. But it allowed us to pause
and say, “Jane is everything okay? I see you put a two.” Jane’s answer was,
“Well, last night was just a tough night with the kids. They were up all night.”
“Got it. Hope you get some rest.”

But in one other instance with David, David actually reported that his spouse
needed a kidney transplant. And the family’s been struggling with that. Now,
this was an individual who was the head of HR of this company. And this was
something they had discovered two weeks before, but the team didn’t know about
it.

And it was such a simple and elegant safety net practice to bring into a team,
but it’s more than just that. It creates bonding, empathy and relationship,
which then breeds higher degree of psychological safety for risk-taking and for
a challenger sense of safety in the room, et cetera. So there’s so many goodies
that come from that simple, elegant little practice.

CURT NICKISCH: You also challenge leaders to get their teams to develop active
foresight. And it seems like an interesting time to do that because a lot of
people are kind of looking forward to the coming out of the curve and enjoying
the straightaway for a while. And you’re encouraging them to look ahead and see
more curves, and try to learn to see around the curves that are coming.

KEITH FERRAZZI: Yeah. Two of the most important elements to a team’s radical
adaptability are agility and foresight, as you’ve suggested. Now, those two are
beautiful as bookends to each other. The foresight is identifying and gaining
the insights of where should we be going, looking around corners, seeing the
risks, seeing the opportunities. The agility married with that is the
accompaniment that allows us to get there.

The work of foresight is beautifully illustrated by Rick Ambrose. Rick Ambrose
was the president of Lockheed Aerospace. He as a team leader brought a simple
elegant process, basically put on a five minute agenda item on his executive
team agenda. And every member of the executive team came to the table prepared
to announce risk or opportunity that they saw from their vantage point.

So the head of sales was looking at a customer and changes in customer. Head of
marketing was looking at competition. The CFO was looking at macro economic,
etc. Well, one individual didn’t even have a vantage point on this particular
issue but one individual raised their hand and said “I read something about this
virus going on in China.”

How this was identified in December. They then decided to park that issue in a
January assessment meeting. They made an assessment, and they went into planning
and by February they were fully remote. Fewer than 15 percent of organizations
were fully remote in advance of the lockdown time and as a result of that you
can really see that a simple and elegant foresight process which identifies not
only risk but potential opportunities is absolutely critical for all of us to
run an agile and adaptable organization.

CURT NICKISCH: This applies on a team level right? Like, you often have people
in a team who are aware of other developments or what competitors are doing, but
it comes down to practices to kind of bring that out and have them be
intentionally discussed and worked up at the team level?

KEITH FERRAZZI: Yeah what a lot of people used to think of as an organizational
competency ultimately organizations thrived when they turned those things into a
team competency. Like foresight. Many organizations in the financial services
industry had very robust risk mitigation and risk management divisions. Not just
because they’re financial services companies, but because they had been centered
in New York City, they had suffered 9/11, and they really wanted to make sure
that their organizations were robust and fortified from risk. And in this case,
they had these amazing divisions that had, yes, predicted the challenges of the
pandemic, but the executive team didn’t act on it. So parking foresight into an
organizational competency does not assure that your organization is going to be
adaptable. You need to make sure that it becomes a simple and organic process
within the team.

So across the board… We talked about resilience. Across the board we found that
resilience used to be thought of as a policy issue, where organizations created
policies to make sure that if somebody hit a wall that they’d be taking care of
discreetly, privately, elegantly. But what we ultimately found was that when
resilience was adopted as a team practice and a team principle and a team
priority, that’s when you saw the shift in the metrics because we made it
through the pandemic with crisis agile, with crisis resilience. But if we want
this to be sustainable, we’ve got to adopt much more elegant practices and
processes at the team level that you can actually sustain itself, as opposed to
making it sprinting marathons.

CURT NICKISCH: Let’s get into some of your ideas for making organizations
radically adaptable, which might be harder than bringing that to teams. You
suggest the idea of a Lego block workforce. What does that mean and how do you
do that?

KEITH FERRAZZI: Well, I think if we wake up today, it’s been very interesting to
watch the shifting relationship between employer and employee. So many of the
themes that we saw come to life during the pandemic were things that were
certainly visible for decades, but they really landed strongly during the
pandemic and they became unavoidable. And one of them is the independence of the
associate at the workplace.

And the fact that an individual had the power to plug in and out of
organizations anywhere in the world, that in one regard to an employer,
particularly a company like let’s say Aflac, which is in the suburbs of Atlanta.
That company like that can now hire extraordinary technology talent anywhere in
the world. At the same time, that means that individuals could now be hired by
any company anywhere in the world. And that shifting scorecard was really
shifted to the individual.

So we now have what we call Lego block workforce. We need to think about our
employee base like a customer base. And increasingly, as you know, the gig
working community is thriving. Individuals choosing to work on their own hours
and plug and play into sometimes multiple companies or multiple projects at any
given time. And the burden on a company to think about how to reassemble the
Lego block workforce is an entirely new skillset than ever before. But what’s
exciting about it is that organizations can thrive in this.

CURT NICKISCH: Yeah, this seems almost like a bigger deal and even harder to do
well than the simple question of like, do we need to go back into the office and
how many days a week? Building a workforce from and changing the
employer-employee relationships in a powerful way that benefits everybody seems
like a really hard thing to do.

KEITH FERRAZZI: Well, hard but also, as I’m mentioning, incredibly valuable if
you get it right. Many organizations really thought that there was this binary,
this simple binary decision. Are we remote or are we physical? And of course,
what we’ve ended up in is a hybrid type of environment all across that spectrum.

Now, there was a type of collaboration, which we saw emerge as a real
extraordinary competitive advantage for teams and organizations that if they
mastered had a lot less fatigue and a lot more innovation than their peers who
did not. And it’s called asynchronous collaboration.

Now, asynchronous collaboration flies in the face of an old myth or an
assumption, which is that all collaboration is a meeting, or at least starts
with the meeting. It’s a wonderful example of the chief operating officer of
Delta Air Lines, Gil West, who moved over during the pandemic from the COO of
Delta Air Lines to become the head of operations at Cruise, the unicorn
self-driving automotive car company.

It’s part of General Motors. But it really operates as a distinct entity,
allowing its innovation to thrive, et cetera. What he identified was that when
he would go over to the new organization and he would say, “Oh, this is an
interesting or important issue we need to address. Let’s have a meeting.” And
the engineers and the leaders over at Cruise would look at him as if he was
crazy, because you don’t start with the assumption in a meeting. That would be
too time consuming.

We start collaborating in the cloud. We put an assumption out. We invite dozens
perhaps of people to opine, so that they could all visibly debate in a shared
Google Doc or a SharePoint document or something. And from that debate in the
cloud, which could take several days or a week, there is a discernment of what
meetings we actually have to have and who would be in part of them.

I mean, it sort of blows your brain up to think about how organizations
lethargically and cumbersomely walk through these meeting after meeting. Which
is why so many people were so frustrated with this principle of Zoom fatigue.
When in reality, that was just because they used to have physical meetings all
the time in the office. We just ported them to remote meetings all the time and
just never looked at that other side of the spectrum, which is asynchronous
collaboration.

CURT NICKISCH: Another idea that you challenge your readers with is super
charging your purpose. Purpose being one of those attributes that’s really been
amplified by the pandemic. You showed how organizations that really had a good
sense of purpose or put purpose at the front of their decision making, it made
their decisions a lot easier.

KEITH FERRAZZI: Yeah. And let me add to that, which is it allowed dispersed
alignment and decision-making to be more confident. What I mean by that is, I
remember speaking to one of the senior executives at a large telecoms company.
And she was saying one of the great things about the way their guidance around
purpose was we knew that up and down the organization at the time of crisis, we
could drive decision-making further down into the organization, closest to the
crisis, closest to the customer, closest to operations. And we didn’t have to
worry that the right decision was going to be made – exactly your point. But it
wasn’t just allowing the purpose to align us to making the right decisions. It
was the ability to trust anybody in the organization at a time like this to
disproportionately take risks with more resources than ever before.

Now, let’s pause on that, right? Why isn’t that a sustainable activity? Why do
we, then I don’t want to roll back and have, once again, all of the most
important decisions to roll up to the highest level of authority. Because what
we saw during the pandemic was individuals who… It was a title of a previous
book of mine, who are willing to lead without authority, right? Individuals who
had a vision for what needed to get done based on their information at the
forefront of the challenge or the problem or the opportunity could make the
decision. Let’s not go back to old ways of hierarchical goal working. Let’s make
sure that that level of empowerment, purpose-driven empowerment thrives and
survives.

CURT NICKISCH: I want to close with getting at that individual again, right? For
those out there working at established large organizations, what is just one or
two things they can do tomorrow, this week, this month, to try to become more
adaptable in this world of work we’re in now?

KEITH FERRAZZI: Yeah. Well, as I mentioned, the thread is the team. The thread
is this principle of a team committing to a mission and committing to each other
to get there. What I might suggest is convening your team with a simple
question. The question that was the basis of the book’s research two years ago.
What have we seen? And what are we proud of that we did over the last two years
that we do not want to go back to old ways of working, but we want to sustain
them, hold onto them, celebrate them, institutionalize them, and go forward with
those principles?

And what you’ll find… I’ll give you the prescription. You will find that a
greater sense of foresight and agility built into our ongoing discussion, not
just head down operational focus, but keeping our head up and attuned to the
shifts in the marketplace and the shifts in the environment. And then using some
form of agile process to attack those. But being willing to constantly pause and
shift and pivot as needed. And you’ll find that we were much more inclusive,
collaborative than ever before. And we ignored silos. We broke down barriers and
we got stuff done.

And then finally, you’ll find that we were more intimate, more connected, more
vulnerable, more open, more engaging, and frankly, more of a team than we ever
were before. And at a simple basis, I’d say, ask your team to co-create with
you. What you will probably find in your microcosm is a very similar set of
research that we found over a two-year period with real statistical
significance. Open up your team. Open up your team to create the future of how
it works in a radically volatile world with radical adaptability.

CURT NICKISCH: Keith, thanks so much for coming on the show and talking about
your research.

KEITH FERRAZZI: Curt, beautiful.

CURT NICKISCH: That’s Keith Ferrazzi, the founder and chair of the consulting
firm, Ferrazzi Greenlight. And with Kian Gohar and Noel Weyrich, he wrote the
new book, Competing in the New World of Work: How Radical Adaptability Separates
the Best from the Rest.

For another episode on this topic, check out the one on Building Successful
Hybrid Teams, part of our Back to Work, Better series. That’s episode 811.

This episode was produced by Mary Dooe. We get technical help from Rob Eckhardt.
Our audio product manager is Ian Fox. Thanks for listening to the HBR IdeaCast.
I’m Curt Nickisch.

Back / Why Some Companies Thrived During the Pandemic
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View Podcast

Episode 842


WHY SOME COMPANIES THRIVED DURING THE PANDEMIC

Keith Ferrazzi, founder of the consulting firm Ferrazzi Greenlight, led a survey
of more than 2,000 executives to study how they reengineered operations during
the pandemic. The research identified a kind of extreme adaptability at the team
and organizational levels that helped some companies come out on top. Ferrazzi
argues that after months of ruthlessly adapting, leaders should continue on a
path of resilience and agility to stay competitive in the post-Covid-19 world.
And he offers concrete steps to take. Ferrazzi is a coauthor of the new book
"Competing in the New World of Work: How Radical Adaptability Separates the Best
from the Rest."

Read More
View Podcast

Episode 841


INSIDE COMPANIES THAT GET THE PURPOSE-PROFIT BALANCE RIGHT

Purpose has become a corporate buzzword over the past decade. Leaders are
embracing the idea that companies can’t just do well financially; they also have
to do good for society. But how many organizations are really walking the talk?
Ranjay Gulati, professor at Harvard Business School, has studied how dozens of
purpose-driven companies -- from Etsy in the United States to Recruit in Japan
-- simultaneously pursue profits. He argues that while we all want a win-win,
leaders must also sometimes learn to make thoughtful tradeoffs. Gulati is the
author of the book "Deep Purpose: The Heart and Soul of High-Performance
Companies” and the HBR article “The Messy but Essential Pursuit of Purpose.”

Read More
View Podcast

Episode 840


THE POSITIVES—AND PERILS—OF STORYTELLING

Jonathan Gottschall, a distinguished fellow at Washington & Jefferson College,
has researched storytelling and its unique power to inspire. But as he spoke at
business conferences and grew aware of the popularity of storytelling in the
corporate world, he came to realize just how much stories can also manipulate
and destroy. From addressing climate change to the Theranos scandal, he explains
the ins and outs of stories and argues for establishing a culture of honest
storytelling in business. Gottschall is the author of the book "The Story
Paradox: How Our Love of Storytelling Builds Societies and Tears them Down".

Read More
View Podcast

Bonus


NEED A RESET? TRY THIS ONE QUICK MEDITATION SESSION (BONUS)

You've probably heard about the benefits of mindfulness and how meditation can
help you achieve it. But you still can't find the inclination to start or the
time to practice regularly. In this short bonus episode, Rasmus Hougaard, the
CEO of Potential Project and a meditation expert who has studied with the Dalai
Lama, takes us through a short exercise and explains why mindfulness is a
game-changer for our careers and well-being. Skeptics welcome!

Read More
View Podcast

Episode 839


NO, TECH START-UPS AREN’T TAKING OVER THE WORLD

Looking at business news and stock market coverage over the past decade
(including a few HBR articles), you'd think that just about every traditional,
old-economy company has fallen prey -- or will soon -- to tech-focused
competitors. But London Business School's Julian Birkinshaw says that story of
disruption and destruction is overblown. His research into Fortune 500 and
Global 500 organizations shows that, despite the rise of a few tech giants like
Amazon and Google, many industries haven't been radically remade and that many
older incumbents are still standing strong. He outlines the strategies they've
used to do so, from fighting back to reinvention. Birkinshaw is the author of
the HBR article “How Incumbents Survive and Thrive.”

Read More
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LATEST IN THIS SERIES

View Podcast
Episode 842


WHY SOME COMPANIES THRIVED DURING THE PANDEMIC

22 Feb 2022
View Podcast
Episode 841


INSIDE COMPANIES THAT GET THE PURPOSE-PROFIT BALANCE RIGHT

15 Feb 2022
View Podcast
Episode 840


THE POSITIVES—AND PERILS—OF STORYTELLING

08 Feb 2022
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   Do I have to consent to everything?

Your personal data will be processed and information from your device (cookies,
unique identifiers, and other device data) may be stored by, accessed by and
shared with third party vendors, or used specifically by this site or app.

Some vendors may process your personal data on the basis of legitimate interest,
which you can object to by managing your options below. Look for a link at the
bottom of this page or in our privacy policy where you can withdraw consent.

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Data preferences


MANAGE YOUR DATA

You can choose how your personal data is used. Vendors want your permission to
do the following:

TCF vendors

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STORE AND/OR ACCESS INFORMATION ON A DEVICE

Cookies, device identifiers, or other information can be stored or accessed on
your device for the purposes presented to you. View details
Consent


SELECT BASIC ADS

Ads can be shown to you based on the content you’re viewing, the app you’re
using, your approximate location, or your device type. View details
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CREATE A PERSONALISED ADS PROFILE

A profile can be built about you and your interests to show you personalised ads
that are relevant to you. View details
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SELECT PERSONALISED ADS

Personalised ads can be shown to you based on a profile about you. View details
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CREATE A PERSONALISED CONTENT PROFILE

A profile can be built about you and your interests to show you personalised
content that is relevant to you. View details
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SELECT PERSONALISED CONTENT

Personalised content can be shown to you based on a profile about you. View
details
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MEASURE AD PERFORMANCE

The performance and effectiveness of ads that you see or interact with can be
measured. View details
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MEASURE CONTENT PERFORMANCE

The performance and effectiveness of content that you see or interact with can
be measured. View details
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APPLY MARKET RESEARCH TO GENERATE AUDIENCE INSIGHTS

Market research can be used to learn more about the audiences who visit
sites/apps and view ads. View details
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DEVELOP AND IMPROVE PRODUCTS

Your data can be used to improve existing systems and software, and to develop
new products View details
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ENSURE SECURITY, PREVENT FRAUD, AND DEBUG

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Your data can be used to monitor for and prevent fraudulent activity, and ensure
systems and processes work properly and securely. View details


TECHNICALLY DELIVER ADS OR CONTENT

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Your device can receive and send information that allows you to see and interact
with ads and content. View details


MATCH AND COMBINE OFFLINE DATA SOURCES

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Data from offline data sources can be combined with your online activity in
support of one or more purposes View details


LINK DIFFERENT DEVICES

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Different devices can be determined as belonging to you or your household in
support of one or more of purposes. View details


RECEIVE AND USE AUTOMATICALLY-SENT DEVICE CHARACTERISTICS FOR IDENTIFICATION

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Your device might be distinguished from other devices based on information it
automatically sends, such as IP address or browser type. View details


USE PRECISE GEOLOCATION DATA

Your precise geolocation data can be used in support of one or more purposes.
This means your location can be accurate to within several meters. View details
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You can choose your data preferences. This site or app wants your permission to
do the following:

Site or app


STORE AND/OR ACCESS INFORMATION ON A DEVICE

Cookies, device identifiers, or other information can be stored or accessed on
your device for the purposes presented to you. View details
Consent


MEASURE CONTENT PERFORMANCE

The performance and effectiveness of content that you see or interact with can
be measured. View details
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CONFIRM OUR VENDORS

Vendors can use your data to provide services. Declining a vendor can stop them
from using the data you shared.

TCF vendors

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EXPONENTIAL INTERACTIVE, INC D/B/A VDX.TV

Cookie duration: 90 (days).

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ROQ.AD INC.

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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ADMAXIM INC.

Cookie duration: 60 (days).

View details | Privacy policylaunch
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INDEX EXCHANGE, INC.

Cookie duration: 395 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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QUANTCAST INTERNATIONAL LIMITED

Cookie duration: 397 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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BEESWAXIO CORPORATION

Cookie duration: 395 (days). Cookie duration resets each session.

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SOVRN HOLDINGS INC

Cookie duration: 365 (days).

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ADIKTEEV

Doesn't use cookies.

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RTB HOUSE S.A.

Cookie duration: 365 (days). Uses other forms of storage.

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WIDESPACE AB

Cookie duration: 372 (days). Cookie duration resets each session.

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Consent


THE TRADE DESK

Cookie duration: 365 (days). Uses other forms of storage.

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ADMETRICS GMBH

Doesn't use cookies.

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Consent


AMOBEE INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

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EPSILON

Cookie duration: 400 (days). Cookie duration resets each session. Uses other
forms of storage.

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YAHOO EMEA LIMITED

Cookie duration: 365 (days). Cookie duration resets each session.

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ADVENTORI SAS

Cookie duration: 90 (days).

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TRIPLELIFT, INC.

Cookie duration: 90 (days). Uses other forms of storage.

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XANDR, INC.

Cookie duration: 90 (days). Cookie duration resets each session. Uses other
forms of storage.

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NEORY GMBH

Cookie duration: 90 (days). Cookie duration resets each session.

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UNRULY GROUP LLC

Cookie duration: 395 (days).

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NEURAL.ONE

Cookie duration: 365 (days). Cookie duration resets each session.

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ADITION TECHNOLOGIES GMBH

Cookie duration: 90 (days). Cookie duration resets each session.

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ACTIVE AGENT (ADITION TECHNOLOGIES GMBH)

Cookie duration: 90 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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TABOOLA EUROPE LIMITED

Cookie duration: 366 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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SMART ADSERVER

Cookie duration: 396 (days). Uses other forms of storage.

View details | Privacy policylaunch
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ADFORM

Cookie duration: 60 (days).

View details | Privacy policylaunch
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MAGNITE, INC.

Cookie duration: 365 (days).

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ADARA MEDIA UNLIMITED

Cookie duration: 730 (days).

View details | Privacy policylaunch
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SIFT MEDIA, INC

Doesn't use cookies.

View details | Privacy policylaunch
Consent


RAKUTEN MARKETING LLC

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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AVOCET SYSTEMS LIMITED

Cookie duration: 365 (days).

View details | Privacy policylaunch
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LIFESTREET CORPORATION

Doesn't use cookies.

View details | Privacy policylaunch
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SIZMEK BY AMAZON

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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OPENX

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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YIELDLAB AG

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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ROKU ADVERTISING SERVICES

Cookie duration: 731 (days). Uses other forms of storage.

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NANO INTERACTIVE GMBH

Cookie duration: 182 (days). Uses other forms of storage.

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SIMPLIFI HOLDINGS INC

Cookie duration: 366 (days).

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PUBMATIC, INC.

Cookie duration: 90 (days).

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COMSCORE B.V.

Cookie duration: 720 (days). Cookie duration resets each session.

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FLASHTALKING, INC.

Cookie duration: 730 (days).

View details | Privacy policylaunch
Consent


MEDIAMATH, INC.

Cookie duration: 393 (days). Uses other forms of storage.

View details | Privacy policylaunch
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SMAATO, INC.

Doesn't use cookies.

View details | Privacy policylaunch
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SEMASIO GMBH

Cookie duration: 366 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
Consent


CRIMTAN HOLDINGS LIMITED

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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SCENE STEALER LIMITED

Cookie duration: 365 (days).

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BETGENIUS LTD

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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TRESENSA TECHNOLOGIES, INC.

Doesn't use cookies.

View details | Privacy policylaunch
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CRITEO SA

Cookie duration: 390 (days). Uses other forms of storage.

View details | Privacy policylaunch
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ADLOOX SA

Doesn't use cookies.

View details | Privacy policylaunch
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BLIS MEDIA LIMITED

Cookie duration: 400 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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LOTAME SOLUTIONS, INC

Cookie duration: 274 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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LIVERAMP, INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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GROUPM UK LIMITED

Cookie duration: 395 (days).

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LOOPME LIMITED

Cookie duration: 365 (days). Uses other forms of storage.

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DYNATA LLC

Cookie duration: 365 (days).

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Consent


FUSIO BY S4M

Cookie duration: 1 (days).

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TEEMO SA

Cookie duration: 30 (days).

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DOUBLEVERIFY INC.

Doesn't use cookies.

View details | Privacy policylaunch
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BIDSWITCH GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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IPONWEB GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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NEXTROLL, INC.

Cookie duration: 395 (days).

View details | Privacy policylaunch
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TEADS

Cookie duration: 365 (days).

View details | Privacy policylaunch
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STRÖER SSP GMBH (SSP)

Cookie duration: 365 (days). Uses other forms of storage.

View details | Privacy policylaunch
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STRÖER SSP GMBH (DSP)

Cookie duration: 90 (days). Uses other forms of storage.

View details | Privacy policylaunch
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PLATFORM161 B.V.

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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ADACADO TECHNOLOGIES INC. (DBA ADACADO)

Cookie duration: 365 (days).

View details | Privacy policylaunch
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MEETRICS GMBH

Cookie duration: 365 (days).

View details | Privacy policylaunch
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SMADEX SLU

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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BOMBORA INC.

Cookie duration: 365 (days). Uses other forms of storage.

View details | Privacy policylaunch
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SPOTX, INC

Cookie duration: 365 (days). Uses other forms of storage.

View details | Privacy policylaunch
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EASYMEDIA GMBH

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
Consent


REMERGE GMBH

Doesn't use cookies.

View details | Privacy policylaunch
Consent


ADVANCED STORE GMBH

Cookie duration: 24856 (days). Uses other forms of storage.

View details | Privacy policylaunch
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SPOTAD

Doesn't use cookies.

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DELTA PROJECTS AB

Cookie duration: 365 (days).

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USEMAX ADVERTISEMENT (EMEGO GMBH)

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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EMETRIQ GMBH

Cookie duration: 365 (days). Uses other forms of storage.

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PUBLICIS MEDIA GMBH

Cookie duration: 1827 (days). Uses other forms of storage.

View details | Privacy policylaunch
Consent


MCCANN DISCIPLINE LTD

Cookie duration: 14 (days).

View details | Privacy policylaunch
Consent


ONETAG LIMITED

Cookie duration: 741 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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CLOUD TECHNOLOGIES S.A.

Cookie duration: 365 (days).

View details | Privacy policylaunch
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SMARTOLOGY LIMITED

Doesn't use cookies.

View details | Privacy policylaunch
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IMPROVE DIGITAL

Cookie duration: 90 (days).

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ADOBE ADVERTISING CLOUD

Cookie duration: 365 (days).

View details | Privacy policylaunch
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BANNERFLOW AB

Cookie duration: 366 (days).

View details | Storage details | Privacy policylaunch
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TABMO SAS

Doesn't use cookies.

View details | Privacy policylaunch
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INTEGRAL AD SCIENCE, INC.

Doesn't use cookies.

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WIZALY

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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WEBORAMA

Cookie duration: 397 (days).

View details | Privacy policylaunch
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JIVOX CORPORATION

Cookie duration: 90 (days).

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MOBILE PROFESSIONALS BV

Cookie duration: Uses session cookies.

View details | Privacy policylaunch
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ON DEVICE RESEARCH LIMITED

Cookie duration: 30 (days).

View details | Privacy policylaunch
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EXACTAG GMBH

Cookie duration: 180 (days).

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CELTRA, INC.

Doesn't use cookies. Uses other forms of storage.

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MAINADV SRL

Cookie duration: 1 (days).

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GEMIUS SA

Cookie duration: 395 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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THE KANTAR GROUP LIMITED

Cookie duration: 914 (days).

View details | Privacy policylaunch
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IMPACT TECH INC.

Cookie duration: 720 (days).

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NIELSEN MARKETING CLOUD

Cookie duration: 120 (days). Uses other forms of storage.

View details | Privacy policylaunch
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SOLOCAL

Cookie duration: 365 (days). Uses other forms of storage.

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PIXALATE, INC.

Doesn't use cookies.

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ORACLE DATA CLOUD

Cookie duration: 180 (days).

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NUMBERLY

Cookie duration: 396 (days).

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AUDIENCEPROJECT APS

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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EFFILIATION / EFFINITY

Cookie duration: 60 (days). Uses other forms of storage.

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ARRIVALIST CO

Cookie duration: 730 (days). Cookie duration resets each session.

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SEENTHIS AB

Doesn't use cookies.

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COMMANDERS ACT

Cookie duration: 365 (days). Uses other forms of storage.

View details | Privacy policylaunch
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TRAVEL AUDIENCE GMBH

Cookie duration: 397 (days).

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HUMAN

Doesn't use cookies.

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ADLUDIO LTD.

Doesn't use cookies.

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NEODATA GROUP SRL

Cookie duration: 366 (days). Uses other forms of storage.

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INNOVID INC.

Cookie duration: 92 (days).

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TACTIC™ REAL-TIME MARKETING AS

Cookie duration: Uses session cookies.

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NEUSTAR, INC.

Cookie duration: 3650 (days).

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SUBLIMESKINZ - ADLEDGE

Doesn't use cookies.

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SALESFORCE.COM, INC.

Cookie duration: 180 (days). Uses other forms of storage.

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VERVE GROUP EUROPE GMBH

Doesn't use cookies.

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KOCHAVA INC.

Doesn't use cookies.

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OTTO (GMBH & CO KG)

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

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ADOBE AUDIENCE MANAGER, ADOBE EXPERIENCE PLATFORM

Cookie duration: 180 (days). Cookie duration resets each session.

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LOCALSENSOR B.V.

Doesn't use cookies.

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ONLINE SOLUTION

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

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RELAY42 NETHERLANDS B.V.

Cookie duration: 731 (days).

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GP ONE GMBH

Cookie duration: Uses session cookies.

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LIFTOFF MOBILE, INC.

Doesn't use cookies.

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MINDTAKE RESEARCH GMBH

Cookie duration: 93 (days).

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CINT AB

Cookie duration: 730 (days).

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GOOGLE ADVERTISING PRODUCTS

Cookie duration: 396 (days). Uses other forms of storage.

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GFK SE

Cookie duration: 730 (days). Uses other forms of storage.

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REVJET

Cookie duration: 730 (days).

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DIGISEG APS

Doesn't use cookies.

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PROTECTED MEDIA LTD

Doesn't use cookies.

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CLINCH LABS LTD

Cookie duration: 730 (days). Cookie duration resets each session.

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RESOLUTION MEDIA MÜNCHEN GMBH

Cookie duration: 60 (days). Cookie duration resets each session.

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AMAZON ADVERTISING

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

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MOLOCO, INC.

Cookie duration: Uses session cookies.

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OBJECTIVE PARTNERS BV

Cookie duration: 90 (days).

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EBAY INC

Cookie duration: 90 (days).

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General vendors

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GSKINNER

Privacy policylaunch
Consent


AKAMAI

Privacy policylaunch
Consent


FACEBOOK

Privacy policylaunch
Consent


AUNICA

Privacy policylaunch
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BOOKING.COM

Privacy policylaunch
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C3 METRICS

Privacy policylaunch
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IBM

Privacy policylaunch
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ADTRIBA

Privacy policylaunch
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PULSEPOINT

Privacy policylaunch
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DEMANDBASE

Privacy policylaunch
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EVIDON

Privacy policylaunch
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CUBED

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HURRA.COM

Privacy policylaunch
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OPTOMATON

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INTELLIAD

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ANALIGHTS

Privacy policylaunch
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DSTILLERY

Privacy policylaunch
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DMA INSTITUTE

Privacy policylaunch
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ZMS

Privacy policylaunch
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DENTSU AEGIS NETWORK

Privacy policylaunch
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IGNITION ONE

Privacy policylaunch
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OMNICOM MEDIA GROUP

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RESONATE

Privacy policylaunch
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CENTRO

Privacy policylaunch
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SOJERN

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HAENSEL AMS

Privacy policylaunch
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BDSK HANDELS GMBH & CO. KG

Privacy policylaunch
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VIDEOLOGY

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TRADEDOUBLER AB

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TRUSTARC

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TRUEFFECT

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MARKETING SCIENCE CONSULTING GROUP, INC.

Privacy policylaunch
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DENTSU

Privacy policylaunch
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ESSENS

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TRAVEL DATA COLLECTIVE

Privacy policylaunch
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ADVOLUTION.CONTROL

Privacy policylaunch
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VIMEO

Privacy policylaunch
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ENSIGHTEN

Privacy policylaunch
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BATCH MEDIA

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VODAFONE GMBH

Privacy policylaunch
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NETQUEST

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MANAGE.COM

Privacy policylaunch
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CLOUDFLARE

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SCOOTA

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HAVAS MEDIA FRANCE - DBI

Privacy policylaunch
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NETFLIX

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MACROMILL GROUP

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EBUILDERS

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APPLOVIN CORP.

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FRACTIONAL MEDIA

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RACKSPACE

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MSI-ACI

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NAVEGG

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ADMEDO

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MOBITRANS

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ADEX

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AARKI

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SFR

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CABLATO

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WAYSTACK

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