Digitally transforming an organisation and capturing these opportunities is often challenging as it requires C-suite executives and entrepreneurs to identify possibilities and drive change concurrently in three areas where digital technologies are can make significant differences and change the face of organisations.
· Intelligence – Seeing digital data as a source of insight and using this data in knowledge-creation processes to create competitive advantages.
· Integration – Leveraging digital channels to transform organisational processes and create agility.
· Impact – Rethinking how digital dynamics can improve a company’s value proposition.
To successfully lead the digital transformation across these three building blocks, leaders need to measure their progress and the extent through which their organisation has embraced change, from an initiation phase (focusing on the discovery of new opportunities) to a ritualisation phase (looking at ways to interact with the digital ecosystem) and to a final internalisation phase (prioritising digital solutions; see table below). Only then can they assess where they lag behind and where they are on par or ahead, and establish a roadmap for moving the digital transformation forward.
How Einstein Supervisor Works Einstein Supervisor uses a mix of AI-powered analytics, real-time insights and smart data discovery to let contact center supervisors and managers dig underneath the current operating stats, such as queues and wait times, to find out what is really going on.
Salesforce gives the example of a service supervisor at an appliance manufacturer that receives an alert about an increase in calls coming about a specific dishwasher model. A drill down into the data shows that they all involve dishwashers made during a three-month period at one factory.
Not only does this insight help with the current service calls as they come in, but it also means the manufacturer can proactively reach out to other customers who bought dishwashers made in that factory in that same three-month period to offer a repair or replacement.
When a business moves from a linear, pipeline-centred model to a networked platform model, it needs to execute change along all four pillars laid out in the framework above. In doing so, it must craft strategies along all four pillars that impact not just the firm but also the ecosystem that builds around the platform.
Intention: A platform brings together participants with different mind-sets and motivations. Value creating exchanges can ensue only if the platform structures the right incentives for these various participants. As an example, when Yelp was launched in the United States, it attracted a strong community of high quality reviewers because of a well-structured community management programme. The top reviewers – known as the Yelp Elite – would get exclusive access to specific events in the city. Further down the line, Yelp tried scaling its reviews by offering inorganic incentives like a US$5 Starbucks card. Instead of driving quantity, it led to a sharp dip in quality of reviews as the incentives attracted students with free time who wanted to earn a few quick coupons. Yelp had to change its incentives to attract the right intention and removed all inorganic incentives and paid reviews.
Today’s business decisions are increasingly data-driven. However, with so much information instantly available to anyone at any given time, interpreting data is essential to making an impact on your audience. Simply listing facts and figures as supporting evidence for your proposal may not be enough to convince your listeners. Make your evidence more compelling by relating that evidence to your own experience, and even more essential, to what’s important to your audience. Learn more: "Moving Up The Value Chain Of Public Speaking: The Interpreter" 2. Make an emotional connection
While we all expect and value a logical argument, people tend to make emotional decisions. When your goal is to gain buy-in for your ideas and inspire action, building a rapport with your audience with a smile and eye contact is a great way to start. Then, strengthen that connection by relating your argument to their views or experiences. Use language, images, video, personal stories and anecdotes to evoke feelings and help your audience connect with your message on a personal level. Another way to build in emotional support is to make the effort to understand your audience’s level of comfort with change. Be sure that what you’re proposing is familiar enough that they feel safe, and yet new enough that they recognize the need to do something differently. 3. Be believable
Don’t underestimate the importance of your own credibility to the audience. How likely are they to trust you? Are you considered an authority on the subject? Do listeners believe that you are “on the same page” or are your interests conflicting? To gain their trust, it’s vital that you find and address the common ground you share with your listeners. Remind them about common experiences and goals you share. Show them you understand their point of view by addressing their questions and concerns. Learn more: "Finding Common Ground With Your Audience" Also, you gain trust when you are transparent about the source of information you provide. It’s easy to fall into the habit of misrepresenting your own opinions or conclusions as facts. It’s so commonly done that one of my clients has an acronym for this practice: MSU (making stuff up). In some cases (such as the “fake news” we’ve been hearing so much about lately) it’s even done intentionally. While it may be effective click bait, misleading people is unlikely to make them trust you.
Businesses must boost operational efficiencies enterprisewide if they want to keep up with rapid market and technology shifts. And many are investing in machine data analytics to do so, according to a recent survey from Logtrust and 451 Research. The resulting report, "The Need for Speed: Machine Data Analytics in 2016-17," indicates that organizations are deploying the latest in machine data analytics to benefit big data and internet of things (IoT) efforts, as well as overall IT operations and cyber-security. Subsequently, they're increasing revenue and productivity, with quicker incident resolutions and time to market for products and services. To continue to make progress, IT will need to overcome obstacles in infrastructure and staffing demand, as well as difficulties in scaling, to manage data ahead of the pace of business and technology changes, instead of falling behind. "It's been shown time and again that in all sorts of areas, the value of data erodes dramatically as it ages," according to the report. "In other words, the faster you can run some analytics on data and subsequently respond to the findings, the greater the chance of having achieved something that adds business value: the take-up of specific offers, a reduction in customer churn or basket abandonment, or resolving a situation in which a company may have been left with customer ill-will and poor reviews, for example. … In fact, [big data is] of far less importance than the notion of 'fast data.' How quickly can data be ingested, processed, analyzed, visualized and acted upon? For more and more companies, this is one of their biggest challenges if they are to remain competitive." An estimated 200 IT decision-makers took part in the research.
[We’re talking about] $300 billion in indirect healthcare costs, $500 billion in disengagement, and more than 70 percent of companies describing stress as a top problem in the company—and this is all within the United States. This is a huge problem in China, in Japan, in South Korea, and all over Europe. It is truly a global epidemic.
What gives me optimism is that the companies and the leaders that are ahead of the curve, that are introducing a lot of these policies in their companies and seeing the results, are going to have an incredible competitive edge.
The first step is to become conversant with the science. If we continue to congratulate employees for working 24/7 or for being always on—then we are ignoring the science. We are ignoring the fact that they’re operating in an impaired state, that being up for 24 hours is the cognitive equivalent of being drunk.
Reinvention, as the term implies, requires a significant commitment. From our Digital Quotient® research, we know that digital success requires not only that investment be aligned closely with strategy but also that it be at sufficient scale. And digital leaders have a high threshold for risk and are willing to make bold decisions.1 But companies don’t have to wait far in the future to realize those benefits. We’ve found that 60 to 80 percent of total improvement targets can be achieved within about three years while also laying the foundation for future growth.
For all the fundamental change that digital reinvention demands, it’s worth emphasizing that it doesn’t call for a “throw it all out” approach. An engine-parts company, for example, will still likely make engine parts after a digital reinvention, but may do so in a way that’s much more agile and analytically driven, or the company may open up new lines of business by leveraging existing assets. Apple, with its move from computer manufacturer to music and lifestyle brand through its iPhone and iTunes ecosystem, reinvented itself—even as it continued to build computers. John Deere created a whole series of online services for farmers even as it continued to sell tractors and farm equipment.
Building a culture of trust is largely one-to-one in nature. Over time, those simple interactions accumulate and help create rapport and camaraderie, which are key ingredients for a high-performing workplace. Are you capitalizing on those small moments in ways that affirm your interest in those you work with? The elevator rides, the lunch line in the cafeteria, the walk in from the company parking lot -- all are opportunities to build trust, should you choose to see it that way. Distraction and time pressures often blind leaders to one of the simplest and most cost-effective methods of building trust: human connection. Don’t squander these opportunities. Sadly, Bridget probably doesn’t even realize what she missed. In a busy world, keep interactions with your team members top-of-mind so those brief moments don’t pass you by. It could be “just an elevator ride.” Or maybe it’s the chance to make a positive impact with a member of your team.
A Persona Mapping Framework Here is a recommended framework for mapping a persona onto a customer journey map:
1. Stages What precise stages does this customer pass through on their journey? This likely covers the progression from initial awareness of the brand, to selecting a product or service, to being a user, to becoming a brand advocate and purchasing again as the customer lifecycle comes full circle.
2. Thoughts Now that we know the stages of this customer’s journey, what are the most pertinent thoughts going on in this customer’s mind at each stage? What key questions and common objections does this customer have before moving forward with the brand, and what are the best methods for helping them overcome hurdles?
You will only recognize the value of rolling out an application your users love by seeing beyond the now. This doesn't require a crystal ball, just clear analysis of the current business processes and a little forward-thinking. It requires organizations to consider the costs over the lifetime of the software — and it's this longer term view which reveals the true value of an optimal UX.
Too many organizations are spending a fortune (and wasting time and effort) on enterprise software their users hate.
The High Cost of a Cumbersome User Experience The problems start as soon as you implement a new software application, during the adoption stage. Often, this is the first time many users will have anything to do with the new software.
The acquisition and design of enterprise software is rarely made by the people who will use the system day-in, day-out. If the system has a steep learning curve and is slow and frustrating to use, adoption will be half-hearted or require coercion.
Businesses too often overlook or fail to consider employee satisfaction when it comes to introducing new tools. User experience architect, Jim Ross explains it thus:
“The experience employees have with their tools can greatly impact their job satisfaction. Employees today spend a large part of their time using technology, such as software and web applications, to accomplish their work. Those systems can either be easy to use, efficient, and helpful in performing tasks; or they can be difficult to learn, cumbersome, inefficient, and unhelpful in accomplishing
Aim High Don’t compromise your strategy or your execution. Set a lofty ambition for your strategy: not just financial success but sustained value creation, making a better world through your products, services, and presence. Apple’s early goal of making “a computer for the rest of us,” which effectively shaped the personal computer industry, is a classic example.
Next, aim just as high on the execution side, with a dedication to excellence that seems almost obsessive to outsiders. Apple, for instance, has long been known for its intensive interest in every aspect of product design and marketing, iterating endlessly until its notoriously demanding leaders are satisfied. The company’s leaders do not consider execution beneath them; it is part of what makes Apple special.
Together, a strong long-term strategy and a fierce commitment to excellent execution can transform not only a company, but a regional economy. After the 1992 Olympics in Barcelona, a group of local political and business leaders realized, with some disappointment, that the event hadn’t triggered the economic growth they had expected. So they resolved to change the region’s economy in other ways. Led by the mayor, the group created a common base of technologies and practices and set up training programs for local enterprises. By 2014, after two decades of persistent effort, the city had become a hub for research and technology companies. One legacy of the Olympics is a group of about 600 sports-related companies with a collective annual revenue of US$3 billion and 20,000 employees.
The most common causes of digital transformation failure boil down to the following 4 categories:
Technology Using outdated technologies Failure to integrate with legacy or other digital systems Believing that it’s only a technology problem People Lack of clarity and vision Lack of leadership support Too much top down imposition without grassroots support Lack of a digitally savvy workforce
IDC predicts that by 2018, more than 50 percent of large enterprises—and more than 80 percent of enterprises with advanced digital-transformation strategies—will create or partner with industry platforms.1 At the same time, there will be more than 50 billion connected devices expected by 2020, according to Cisco.
These numbers point toward a radical reframing of what IT is and how CIOs manage it—not as an internal collection of information technologies (IT) but as a broad network of ecosystem technologies (ET). For the CIO, this shift also creates a significant opportunity to work closely with the CEO on business priorities and to become a prime strategic partner.
All in all, fools are honest and loyal protectors, who allow society to reflect on and laugh at its own complex power relations. They can act as our “conscience” by helping us question our perceptions of wisdom and truth and their relationship to everyday experience. Through humor and frank communication, the “fool” and the “king” or “queen” engage in a form of deep play that deals with fundamental issues of human nature, such as control, rivalry, passivity and action.
As such, fools contribute to group cohesion and an atmosphere of trust by providing an opportunity to humorously and critically review our values and judgments as the powerful socio-cultural structures of power pull, push and shape our identity.
A Digital Workplace, 36 Floors Up Digital workplace discussions usually focus on managing Office files or social media or even the occasional mobile question. Rarely do we think of the structural engineer working on a ruggedized portable terminal 36 floors up in a new office building.
Any building or engineering project is now a digital workplace. If things don’t join up, the project becomes a very visible failure.
The Crossrail tunnels and stations in London are now complete. At Canary Wharf the deep level station had to be constructed in such a way that an escalator bank could be dropped 90 feet through a carefully designed gap in the floors. Finding out the escalator bank was in the wrong place wasn't an option.
side effects of using extrinsic motivation: Decreases students' locus of control/agency. Students, who behave to receive the approval/rewards and to avoid negative consequences, tend to attribute their behavior to external factors and not to their own sense of doing what is right or their desire to learn. When they are in situations without external controls in place they can often be at a loss for what to say or do. Promotes more of a "me" and less of a "we" orientation towards school. Students tend to perceive those who acquire positive rewards and avoid negative consequences as being better or more deserving than those students who don't. Students measure their success by how many more tokens of tickets they have compared to their peers. Competition and social comparison can inhibit a sense of community. Promotes a transactional view of education. When students are in an environment that emphasizes extrinsic rewards provided by those in positions of authority, they can perceive learning as being an act of "doing this to get that."
If you're like many CIOs and other executives and managers, you've been saddled with a bad hire at least once in your career. In fact, most companies have to deal with this issue, according to a recent survey from CareerBuilder. In some cases, candidates lie about their qualifications. In others, they develop negative attitudes while failing to meet quality-of-work expectations. As a result, department productivity and morale typically take a plunge. And this costs companies plenty—a five-figure loss on average. That's why it's essential to conduct background checks, if simply to distinguish candidate fact from fiction during the hiring process. "If an employee isn't well-suited for the job or has a bad attitude, the time they spend not working could significantly impact your bottom line," said Ben Goldberg, CEO of Aurico, a CareerBuilder company. "That's why it's so important to make sure qualifications are substantiated. It's a hard cost to quantify, but it adds up when you consider the loss of employee morale, the additional supervision that employee needs, productivity loss for the organization, revenue that's not being generated and client relationships that could be turning sour as a result of bad impressions." Nearly 2,380 hiring managers and HR professionals took part in the research, which was conducted by Harris Poll.
CIOs face a great many challenges these days: They're under constant pressure to deliver greater innovation, even if they're not getting more funding to do so. They need to justify tech investments by clearly forecasting their quantifiable and qualitative impact on ROI and problem-solving. They're tasked with recruiting the best and brightest tech talent in what could be the most competitive recruitment landscape ever. And they must be ready for anything, as profound business and technological changes are a given these days—not a rarity. To thrive in such an environment, CIOs have to bring a broad range of qualities to the table, including these 10 must-have skills. They cover everything from personal style to people management to trend forecasting to alliance building. When you put them all together, you not only have the makings of a great CIO, but also that of a great organizational leader. Our skills list was compiled from a number of online resources, including those posted by EY and Caldwell Partners.
Each year, we distribute the Gallup Q12 survey companywide, making adjustments based on the feedback we receive. In addition, we rely on accountability appraisals and 360 performance reviews twice a year. Our accountability appraisals allow individuals to first self-evaluate, then receive feedback directly from their managers and team leads. This allows both employees and managers the opportunity to address any improvements or adjustments needing to be made -- as well as to honor successes. The 360 review is a straightforward system that allows employees to nominate any co-worker to provide feedback. Though simple, it often leads to really great conversations, and it provides an outlet for employees to express praise or concern outside the scheduled appraisals.
For many CIOs operating in the digital era, the need to meet customer demands is paramount. But many CIOs also realize that before their organizations can serve customers they must empower employees with premium tools. Borrowing a page from Apple’s Genius Bar playbook, Salesforce.com CIO Ross Meyercord instituted Tech Force teams in the SaaS software vendor’s break rooms. Employees needing technical help can approach the Tech Force staffers to troubleshoot computer, phone or other issues. They get face-to-face with IT staff, rather than filing impersonal help-desk tickets from their desks.
On average, 60 percent of married or partnered couples said they agree when discussing various giving decisions and another 29 percent they “disagree rarely” compared with 11 percent who said they disagree occasionally/frequently.
When asked how giving decisions are shared, the widest disparity in answers among men and women was found among which assets to contribute, with 73 percent of women saying it’s a shared decision compared with 49 percent of men. On other questions of which charities to support, how much to give to a specific charity, or an overall annual charitable budget or amount, the percentage of men and women who said decision-making was shared equally was much closer, as much as 66 and 63 percent, respectively.
Married women said a third of the charitable dollars in the household go to nonprofits that are primarily important solely to them while married men said it was more like a quarter for organizations important solely to them. Married men said almost two-thirds (63 percent) of charitable dollars go to organizations important to both partners while women estimated it was closer to half (52 percent).
Generic or Precise: Which Experience Would You Choose? Customer experience is now entering an era that will be defined by Digital Experience Platforms (DXPs), smart business systems that can gather personal data from all available sources in real-time and present actionable information to customer service representatives no matter what platform they are interacting across.
Whereas today brands interact with customers rather generically based on (often outdated) customer personas, DXPs are introducing a new precision to customer experiences.
Strategic customer interactions are now mostly based on the big things a brand can tell about the customer: age, gender and a general sense of what they’re interested in. A customer persona will say: “Henry, CX professional, flies a lot.”
Yes, personas are valuable for working on the general satisfaction of user segments. But the limitation with solely using personas is that, like an airplane at cruising altitude, brands are viewing customers from 30,000 feet. Personas can’t get personal.
“People are trying to speak in a way that gets people’s attention because it’s so hard to do in the business world.”
One of the challenges that we have in the business world is there’s so much going on. There are so many initiatives, and they all start to blend together. I can see where someone might say, “Hey, you know what? If we say this a little bit differently, it might stand out and people will pay attention to it. I get that. There’s actually a kernel of value in there, where people are trying to speak in a way that gets people’s attention because it’s so hard to do in the business world
Research by Karl E. Weick, a professor of organizational behavior at the University of Michigan, shows that when people are under stress, they regress to deeply embedded habits. The way we train ourselves to think, feel and behave during our regular daily life is exactly the way we will respond when hit with hard times. How to make it work for you: Take the time to develop good daily habits that become so ingrained into your thinking that you respond in ways that set you up for success when you’re confronted with the unknown. 3. Focus on possibilities
Resilient people are always asking this question: What can I do to change my situation? When they focus on the possibilities that lie before them, they make their own luck. They do what they can with the hand they’ve been dealt, and in doing so, they take control of their life. In his book "The Status Syndrome: How Social Standing Affects Our Health and Longevity," Michael Marmot explains how clerks and secretaries are more likely to die of heart attacks than senior executives. Even taking into consideration other variables such as smoking and poor nutrition, his research team concluded that those in lower-category jobs had less control over their life, and they were more likely to suffer from heart disease. How to make it work for you: Believe you can control the important events in your life. Often this will mean you will need to be flexible in the way that you approach your goals and agile in the way in which you overcome obstacles.
The steady uptick in cyber-attacks and the increasingly risky and destructive nature of breaches—including the use of ransomware and cyber-espionage—has sent jolts through organizations throughout the world. It's painfully clear that traditional perimeter-based security approaches no longer work. Making matters worse, hacking for hire is on the rise.
"We are seeing many new forms of weaponized malware that can easily be purchased by relatively unsophisticated actors," notes Andrew Serwin, a partner at the law firm of Morrison Foerster. "This means that companies will likely be under attack more and more, as the tools of the hacking trade become ubiquitous."
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