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Why Now's The Right Time For A New Calendar App

Why Now's The Right Time For A New Calendar App | digitalNow | Scoop.it
After years of domination by giants, events are happening in the sector.
Don Dea's insight:

The calendar is also more than just a single app. Information about our daily schedule is a crucial set of data that can help other software anticipate our needs—think of the way Google Now reads your calendar to tell you when to leave for your next event, for example. 

Finding the best way to manage your time shouldn't waste it, however. Slogging through a saturated calendar-application market can be almost as overwhelming as staring at our packed monthly agenda. Luckily, there are a few applications that stand out from the crowd.

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
Curated by Don Dea
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Setting Standards: AI & Algorithmic Accountability

Transparency: Rometty discussed the need to be transparent with everyone about using these systems. She said the company is committed to detailing the purposes for which it will develop and deploy AI.

Skills: She affirmed that the company would help its employees obtain the skills needed to use this technology, so there will be jobs for them.

The substance of Rometty's recommendations are included in the principles advanced by the nonprofit Association for Computing Machinery US Public Policy Council, though the terms differ slightly. Here are the association's "Principles for Algorithmic Transparency and Accountability":

1. Awareness: Owners, designers, builders, users and other stakeholders of analytic systems should be aware of the possible biases involved in their design, implementation and use—and the potential harm those biases could cause to individuals and society.

2. Access and redress: Regulators should encourage organizations to adopt mechanisms that enable questioning and redress for individuals and groups that have been adversely affected by decisions based on algorithms.

3. Accountability: Organizations should be held responsible for decisions that are made based on the algorithms they use, even if it's not possible to explain in detail how the algorithms produce their results.

4. Explanation: Institutions that use algorithmic decision-making should provide explanations about the procedures followed by the algorithm, as well as the specific decisions made. This is particularly important in public policy contexts.

5. Data Provenance: A description of the way the training data was collected should be maintained by the algorithm builders. In addition, it should be accompanied by an exploration of the potential biases induced by the human or algorithmic data-gathering process.
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When the customer experience starts at home 

When the customer experience starts at home  | digitalNow | Scoop.it
Yet many companies struggle to align themselves internally behind these goals. Some, like banks, face security and regulatory constraints that make it hard to deliver internal services in a smooth and quick way—for instance, tight criteria for storing and sharing data limit the access of employees to multiple sources of information across locations. Worried about noncompliance, some companies place extreme limits on themselves, hurting their efforts to work efficiently, smoothly, and quickly. One bank, for example, stored all its data at the highest level of confidentiality, restricting its employees’ access to useful nonconfidential information.

At other companies, siloed organizational functions address individual touchpoints in a customer’s journey but leave no one responsible for the end-to-end experience. What’s more, in the search for efficiency and the advantages of scale effects, companies build large teams devoted to specific topics, creating silos that disconnect support functions from their users. Still other companies, which emphasize their external image and customer-experience efforts to the detriment of internal services, treat support functions not as core drivers of corporate health but as targets for cost cutting.
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Ways to Give Customers Better Content Delivery

While IT and other departments are fully committed to content initiatives, they admit that they're falling behind in adopting the latest in content delivery technologies to boost efficiencies and better meet customer needs, according to a recent survey from Data Conversion Laboratory (DCL) and the Center for Information Development Management (CIDM). The accompanying report, "Following the Trends - Is Your Content Ready?" reveals that survey respondents are developing user manuals, training guides and embedded user assistance content (such as information for help systems). They're taking advantage of XML Editor and other tech tools to do so. However, many are not incorporating social media into their content practices, nor are they customizing content for mobile devices. A significant share, however, expect to invest in more dynamic delivery systems over the next two to three years. "The bar is constantly rising, both in functionality and data volume, and if you're not keeping up, you're falling behind," said Mark Gross, DCL's president. Nearly 370 content strategists, information architects and managers took part in the research.
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5 Easy Strategies to Manage the Company Rumor Mill

5 Easy Strategies to Manage the Company Rumor Mill | digitalNow | Scoop.it
strategies for managing the company rumor mill:

1. Maintain your credibility and use it to your advantage.
Credibility won’t stop rumors from developing, but it will unleash the truth. It’s about communicating what you know, when you know it, and make sure your messages are consistent across all touch points.

2. Be open, and careful.
We know that remaining silent in tough times feeds anxiety and fuels the rumor mill. But being too open can hurt more than it helps, especially if it adds to people’s fears because you're sharing information that people can't digest or process.

3. Pulse your people.
Ask your direct reports what they’re hearing from their people on a periodic basis. And walk the halls and ask employees what’s on their minds. Having a better sense for what keeps employees up at night will help you get ahead of any rumors that might be waiting in the wings. The best part is that employees will know you’re listening and that you care about what they are thinking.

4. Anticipate and address concerns.
When people are worried about what they don’t know, they often imagine the worst and share their concerns with others. If leaders don’t anticipate and address concerns, the vacuum will fill with rumors. Get out in front of anticipated worries by understanding the mindset that causes them and immediately address those concerns.

5. Include your own messages in the rumor mill.
Engage thought leaders who typically feed and influence the rumor mill, along with supervisors throughout the organization. When employees hear the same messages from their supervisor (always their preferred source) or from the CEO, read it on the internet, and hear it through the rumor mill, they’re more likely to believe it and, most importantly, act on it.
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Product managers for the digital world 

Product managers for the digital world  | digitalNow | Scoop.it
Data dominates everything

Companies today have treasure troves of internal and external data and use these to make every product decision. It is natural for product managers—who are closest to the data—to take on a broader role. Product success can also be clearly measured across a broader set of metrics (engagement, retention, conversion, and so on) at a more granular level, and product managers can be given widespread influence to affect those metrics.

Products are built differently

Product managers now function on two speeds: they plan the daily or weekly feature releases, as well as the product road map for the next six to 24 months. Product managers spend much less time writing long requirements up front; instead, they must work closely with different teams to gather feedback and iterate frequently.
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How I Discovered The Values That Led Me To Leadership Success 

How I Discovered The Values That Led Me To Leadership Success  | digitalNow | Scoop.it
There were 7 “principles”:

Integrity
Commitment
Dependability
Teamwork
Responsiveness
Gratitude
Community
It was like a gift from heaven. I thought “My goodness, there were several that had been parked in my brain, ready for something like this to put it all in context. Wow! This is it.” I decided that I’d try to adopt them lock, stock and barrel for our use, since I didn’t think there were copyright problems with any of those words, and quickly got our CEO’s approval.

The marketing department created a little “gift” for each employee that represented each of the values – things like coffee mugs, mouse pads, and wristbands. We wanted to introduce them to everyone one at a time, over seven weeks, and reinforce them with the gift.

We went ahead with purchasing all the gifts (and it was a lot of stuff, filling up several of our closets in our corporate office in NY) and right around the time we were going to launch the first value, I got a phone call from my boss.

“Hold up, change in plan”

“What?! We’re ready to go here!”
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Recognizing the New Face of Cyber-Security

Over the past few years, digital technologies have rippled through the business world and unleashed unprecedented innovation and disruption. Yet today's technology framework also has put businesses in the crosshairs and created new levels of risk.

No longer are cyber-threats thwarted by clearly defined perimeters such as firewalls. No longer are malware and cyber-attacks blocked by traditional security tools designed to identify specific viruses and code. "It's an entirely different landscape," observes Oswin Deally, vice president of cyber-security at consulting firm Capgemini.

To be sure, mobility, clouds, the internet of things (IoT) and the increasingly interconnected nature of business and IT systems have radically changed the stakes. There's a growing need for security transformation.

Yet, at the same time, attacks are becoming more insidious and sophisticated. Phishing, spear-phishing, whaling, ransomware, hacking, hacktivism and corporate espionage are now mainstream problems. Data breaches and DDoS attacks are a daily concern.

"Cyber-security has moved from a compliance and regulatory topic to front-page headline news," says Dan Logan, director of enterprise and security architecture for Tata Consultancy Services (TCS).
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How IT Transformations Can Create Jobs

For CIOs and business leaders, digital transformation is about far more than "new tech toys." It's about overhauling the way organizations execute their core operational strategies and create jobs, according to "Digital Transformation Expected to Fuel–Not Curb–Job Creation," a recent survey from Appian. The vast majority of IT decision-makers believe companies that fail to deploy transformation-enabling technologies will risk losing potential revenue, according to the survey findings. They'll also miss out on opportunities to create new jobs, boost employee productivity and improve operational agility. The forward momentum could cause stress for IT departments, however, as a lingering lack of needed tech talent is considered a primary obstacle to transformation. "In 2017, the world wants more software per developer than ever before," said Matt Calkins, CEO of Appian. "We need productivity accelerators, like low-code platforms, to overcome the disparity between supply and demand." More than 500 IT decision-makers took part in the research, which was conducted by YouGov.
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The business logic in debiasing

Bias is costly. Take the effect of one kind of bias, stability bias, in one dimension of business, capital allocation, as an example. McKinsey research has shown that companies that allocate capital dynamically—rebalancing regularly according to performance—return between 1.5 and 3.9 percent more to shareholders than companies with more static and routinized budgeting. The study suggests that companies with dynamic capital allocation could grow twice as fast as those without it. Yet in a classic example of stability bias, we found a 90 percent correlation in budget allocation year after year, for a 20-year period.2 The latest McKinsey research only underscores the relevance of these findings. A 2016 survey of nearly 1,300 executives worldwide revealed that higher-performing companies more tightly link reallocation to performance and value creation, using rigorous bias-reducing principles.3
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7 More Technologies To Jumpstart Your Customer Service 

Drishyam.ai

This company uses image recognition and deep learning in the home improvement space. Imagine that you’re remodeling your kitchen and you see a cool new sink on Pinterest. With Drishyam you can take a picture and it will find where you can purchase that exact sink. Now imagine working in technical support and you need to get a customer’s make and model for the device you’re supporting. What if the customer could take a picture and you could instantly identify their devices and even quickly find the appropriate documentation for them? This image recognition technology is something we’re going to see more of in customer service.

Miuros

Macros, templates, or canned responses — regardless of what you call them — we have a love hate relationship with them. Use them correctly and they are a powerful tool to drive quality and efficiency. Use them wrong and you risk meaningless chatter that doesn’t solve customer problems and ultimately pushes them away. Miuros recognized a huge need for insight around macros and developed a platform using AI that gives valuable insights about your macros.

Their advanced reporting allows customer service leaders and quality managers to see how often certain macros are being used and how often they’re being customized or even completely changed. They can also spot cases where individuals have their own rogue set of macros. All responses are tied back to customer satisfaction, giving valuable insight into the performance of your messaging to customers. If you use macros heavily with your team, I recommend taking Miuros out for a test drive.
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What a Customer First Strategy Means for Marketing’s 5Ps 

Here are some examples of how companies get it wrong and a couple of right actions for inspiration: 

WRONG! Any business that reduces pack content without informing its customers of it and the effective price increase. Read JD Roth’s “Hidden price increases at the grocery store” for more on this.

WRONG! Exaggerated claims or twisting the numbers of contained calories by having unnatural serving sizes – seven potato chips anyone? Or saying a product is 95% fat-free, but it refers to the weight, not the calories! I once heard that everything written on the front of a pack is a lie! Check this out with any pack and you’ll see what I mean; there’s sure to be something not strictly correct on it.

I once heard that everything written on the front of a pack is a lie! Check this out with any pack and you’ll see what I mean; there’s sure to be something not strictly correct on it. Please share any funny or annoying examples you find in the comments below.

WRONG! Making variant identification difficult for customers. Have you ever bought the wrong product because packs were the same colour and just the names changed? I know I have. Or tried to understand the differences between variants that have five or seven descriptors?

WRONG! Running frequent product tests only comparing to the latest version. Although this is standard procedure, if you make regular tests for small changes which go unnoticed in the short term, they can amount to a big, noticeable change over the long term. Better to compare results also to past best ones than only using the current benchmark.
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Millennials and the New Era of Experience Loyalty |

It’s time for brands to stop thinking about loyalty in terms of brand name and start thinking of it in terms of experience. This is the mind shift that has allowed so many tech startups to disrupt their respective industries, and it’s what will continue to drive consumer decisions from now to the foreseeable the future. For brands that haven’t yet taken this leap, here are three ways to start improving experience and turning one-time millennial customers into lifelong ones.

1. Make it easy
Millennials are fans of technology. They use their mobile devices for just about everything, from finding a great restaurant to ordering a valet. Part of what makes tech so appealing is the ease in which it helps them find and acquire whatever they need. The same principle can be applied to customer experience. If getting in contact with a brand requires navigating confusing automated menus and long wait times, the experience will be poor. Instead, brands should consider how to make interactions as easy as possible through the introduction of apps and self-service options or, at a minimum, an easy-to-find and click phone number to take care of them.

2. Make it personalized
Although personalization is not new, it is a critical component of the customer experience and the most challenging to get right. Brands know that no two customers are alike. Where eggs benedict might make a delicious complimentary breakfast for one hotel guest, it could spell disaster for another with a poultry allergy. Some brands address this by offering a middle-of-the-road solution for everyone, but the result is unsurprisingly a middle-of-the-road experience. Getting truly personal means being able to offer both eggs benedict and vegan French toast.

Fortunately, analytics is making personalization easier. By capturing customer interactions across digital and voice communication channels and applying advanced analytics, brands can understand their customers more deeply. They can also share their findings across departments in real-time to get ahead of process or product-related experience faux pas before they occur.
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How to Tell If Someone Is a Real CEO 

Can Early-Stage CEOs Make the Critical Transition?

The single biggest factor that determines whether or not a given founder can be a permanent CEO is whether they can make the all-important transition from being a specialist to a generalist. Too many CEOs revert to their comfort zones — the specific areas where they excelled as an individual contributor — and ignore other parts of the business. They fail to take a balanced approach across the whole business.

The two most common backgrounds for early stage CEOs are sales or technology. Those who cannot make it as a CEO are the ones who spend too much time in those areas or others, taking on a “Super VP” role in their organizations. For instance, they spend all their time in sales trying to land the big deal, and don’t care as much about the other areas of the business.
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Problems With Technology Make Employees Unhappy

A significant segment of professionals are either unhappy or only somewhat happy at work, according to a recent survey from Teem. The resulting "2016 Employee Happiness" report reveals that technology-related issues are causing a lot of the disengagement. Many professionals, for example, said they aren't getting the training required to work with new tech tools. They also feel that a part of their current workload could be automated. As for the technologies they'd like to see in their organization, artificial intelligence (AI) solutions top the list, followed by digital assistants. Given this, the IT organization should work closely with business leaders to ensure employees have the technologies they need to do their job—and are effectively trained on how to use them. "New technologies are rapidly overhauling everything about how we work," said Shaun Ritchie, CEO and co-founder of Teem. "Business must remain flexible to keep pace. … Employees associate these tools with happiness, and, by extension, productivity. [They also value] having proper equipment, usage guidelines and training to avoid burnout." An estimated 1,300 U.S. professionals took part in the research.
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How good is your company’s internal customer experience?

How good is your company’s internal customer experience? | digitalNow | Scoop.it
We needed to find a concrete and strong methodology to capture the experience of the customer—the user of the service. What is important is to understand that any user of a service, whether internal or external, wants the service to be real-time, efficient, quick, simple to access, and, if possible, nice.

In this journey of transforming yourself, probably the most difficult part is to start to understand what the problem is. And our methodology enabled us, first of all, to divide our services into a number of concrete user journeys, then to go and capture their satisfaction through surveys, and then deepen the understanding of the different pain points. What is so interesting in this methodology is that you don’t start your transformation from the usual point of view—you start from the point of your user. You start seeing the problem differently: for us that was a major discovery. We put ourselves in the shoes of our customers to really understand what they wanted from us, and then bring solutions.
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Gaps in Digital Strategy Harm Customer Experience

The vast majority of companies recognize that digital customer experiences (CX) represent a make-or-break proposition in terms of competitive differentiation, but digital strategy shortcomings are limiting their ability to deliver, according to a recent survey from Dimension Data. The resulting "Global Customer Experience Benchmarking Report" indicates that very few organizations are able to connect all CX channels. Most, in fact, still rely on dated resources such as telephone and email communications to support customers. Very few consider their company's digital business strategy optimized. And, while most said customer analytics and connected customer journeys will greatly affect CX for the near future, the majority of businesses do not collect data to review and improve customer journey patterns. "The digital dilemma is deepening, and organizations need to choose a path between digital crisis or redemption," said Joe Manuele, Dimension Data's group executive for CX and collaboration. "The world has formed a digital skin, and business, service, technology and commercial models have changed forever. However, organizations are strategically challenged to keep pace with customer behavior." Representatives of more than 1,350 global organizations took part in the research.
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An operating model for company-wide agile development 

Research indicates that many traditional companies are experimenting with agile practices in discrete pilot projects and realizing modest benefits from them. But fewer than 20 percent consider themselves “mature adopters,” with widespread acceptance and use of agile across business units.1 Meanwhile, according to our own observations, the companies that are deploying agile at scale have accelerated their innovation by up to 80 percent.

There are many reasons traditional companies have not been able to successfully scale up their agile programs, but we believe a chief impediment is their existing operating models and organizational structures. In most of these companies, the process of software or product development remains fragmented and complex: a business request for a new website feature can kick-start a development process involving multiple teams, each tackling a series of tasks that feed into the original request. For instance, one team working on the front-end application, another updating associated servers and databases, and still another reconciling the front-end application with legacy back-end systems. What’s more, the supporting business processes (among them, budgeting, planning, and outsourcing) and existing roles and responsibilities in both the IT organization and business units continue to adhere closely to the legacy waterfall approach.2
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Machine learning in cybersecurity moves needle, doesn't negate threats

Machine learning in cybersecurity moves needle, doesn't negate threats | digitalNow | Scoop.it
The report, based on a survey of 412 IT and cybersecurity professionals, found that 93% of IT leaders are using or planning to use these types of solutions: 12% of respondents have deployed machine learning technologies designed for security analytics and operations automation and orchestration; another 27% said they're doing so on a limited basis, while 22% said they're adding them. Some 20% are in the project phase to onboard such solutions.

Only 6% of respondents said they're either not planning on or not interested in deploying these technologies.

Forte said it's no surprise that the appetite for AI and machine learning in cybersecurity is strong. Tech vendors and their corporate clients are deploying these advanced technologies in a variety of functions within the enterprise, and starting to see returns on investment. He said early use cases show that these tools likewise have great potential in cyber defense, too.
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Critical to your team's culture: Equal air time

As the leader or manager of your team, how can you facilitate this conversational equality?
First, take a moment and evaluate your team’s collective conversational aptitude. Overall, is there currently equal air-time among team members? If not, who speaks up most often? Who doesn’t? Then take a moment to think about why this might be the case.
Is it simply a matter of introverts as compared to extroverts?
Is it a matter of confidence?
Is there someone who struggles to sit through the slightest pause and has to jump in?
Is there competitive vying for air space?
Does someone consistently interrupt others (or a particular team member)?
Is someone consistently repetitive? Or who over-describes?
Do you tend to listen more closely to a particular individual on your team?
If there’s a lot of dead air space, does it feel safe to contribute thoughts?
Does anyone tend to steamroll, ramble, blame, stall or attack?
Does anyone consistently take the team off-topic or go from tactical to theoretical?
Perhaps those who are repetitive don’t feel heard. Perhaps those who are most vociferous are trying to prove their value to the team. Your over-describers likely want you to really know how hard they are working. While all of these are assumptions, consider why your current team’s conversational acumen is in its current state.
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CIOs Choose Collaboration to Drive Innovation

new survey says that technological innovation is crucial to modern enterprises' ability to solve business challenges, pursue innovation and drive higher revenues. Almost half of CIOs must follow the board's vision, but one-third said they have "wide scope to pursue innovations, whether they receive a free hand on IT or the directors' backing for their work colleagues' new ideas," the report said. The research was conducted by Sapio Research for Teneo, a specialist technology integrator. Teneo's CTO Marc Sollars said, "CIOs know that old-style board-driven or in-house innovation models won't satisfy customers who are already working closely with them in extended supply chains or federated business models, giving them far more clout than before." IT leaders are taking more sophisticated approaches to make innovation happen on a worldwide scale. To do so, Sollars said, CIOs must either set up new types of collaborations as they execute across multiple time zones and hundreds of locations, or cede specific areas to outside experts if their in-house teams lack the necessary skills. The reasons CIOs are ceding sole control of innovation strategy are complex global operations and extended supply chains. Sapio Research surveyed 400 global enterprises, half in the United States and half in the United Kingdom.
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Leadership and behavior: Mastering the mechanics of reason and emotion 

Leadership and behavior: Mastering the mechanics of reason and emotion  | digitalNow | Scoop.it
People have a perception about decision making, as if we have two boxes in the brain. One is telling the other that it’s irrational, these two boxes are fighting over time, one is prevailing—and then we make decisions based on the prevailing side, or we shut down one of these boxes and make decisions based on the other one only. This is a very wrong way of describing how people make decisions. There is hardly any decision that we take that does not involve the two things together. Actually, there’s a lot of deliberation between rationality and emotion. And we also know that the types of decisions that invoke perhaps the most intensive collaboration between rationality and emotions are ethical or moral considerations. As a neuroscientist, you know that one of the more important pieces of scientific evidence for this is that much of this interaction takes place in the part of the brain called the prefrontal cortex. When we confront people with ethical issues, this part of the brain, the prefrontal cortex, is doing a lot of work.
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Voice of Customer Industry Trends: Consolidation, Disruption, and the Rise of Real-Time Action 

Trend 1: Convergence and Consolidation


Nearly 20 years ago, CustomerSat and Satmetrix were founded to spark what most analysts now call the Enterprise Feedback Management (EFM) industry. That’s a really long time in enterprise software. Since then, more than a dozen major vendors have entered the space, with customer survey management as a core function.

CustomerSat was sold to MarketTools in 2008, then to Confirmit in 2012. During the past few years there has been some minor consolidation of the industry, with the bigger — and better financed — players picking up technology to expand their platforms.

For example, Clarabridge entered the industry in 2006 as a text analytics provider, then acquired survey vendor Market Metrix in 2014 and social monitoring vendor Engagor in 2015. This was, according to founder Sid Banerjee, part of its strategy to become a VoC platform that would “bring together customer feedback from all channels into one intelligence hub.”

In other activity, InMoment (formerly Mindshare) acquired Empathica in 2013 to expand its geographic and industry footprints. At the time, CEO John Sperry noted a desire to reach $100M in revenue in three to four years — right about now – which would make an IPO or acquisition a viable exit strategy for investors. In recent years OpinionLab and Vovici were snapped up by Verint, and NICE acquired Attensity by way of InContact.
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AI – cost saver, service enhancer. What’s not to love?

There are six factors for successfully designing a connected digital and human experience.
Make sure:

1. The role of AI in the customer experience is well-defined
2. The touch points which can best deliver what customers’ needs functionally and emotionally are agreed and prioritised
3. The implications for optimisation of the current delivered customer experience are recognised
4. The implications for innovation and transformation of the customer experience in the future are defined
5. The way in which the physical and digital touch points will work hand in hand and complement each other is clarified
6. The limitations of digital and human/physical touch points are established

I’ve used a journey mapping approach with many clients in sectors as diverse as healthcare, automotive, travel and telecom’s. Despite some people’s cynicism that journey mapping may have had its day; my view is that there is more need for it than ever. Not only does it help organisations navigate, manage and optimize their multi-touchpoint experience, it also ensures that they work seamlessly together. It also places the customer at the heart of all development work, even if they are not physically present. The stories that journey maps tell visually, done well, are a perfect way to engage the organisation around the customer; their needs, expectations and emotions. It also helps root any technology initiatives in the reality of the customer experience.

Acknowledge the current limitations of AI, recognise the potential and root initiatives in the customer journey. After all, it’s not a coincidence that companies who use a customer journey management approach realise 50% greater YoY growth without.

Seamless, effortless and personal engagement = Happy customers
Cost savings and technology exploitation = Smiling companies
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How To Measure Emotion In Customer Experience

How To Measure Emotion In Customer Experience 

Martin Powton | May 17, 2017 973 views 3 Comments



Designed by Wizu

Customer experience experts have created measurement systems to track customer satisfaction, customer effort score and net promoter score. But there is one area that has been more difficult to translate into a simple metric. Customer Emotion. How do your customers actually feel? How do you measure emotion in customer experience?

The Importance of Emotion

A large amount of your customer experience is emotional. This can be both at a conscious level and subconscious. Throughout the customer journey your customers are having positive and negative emotional reactions. A great CX strategy will focus on creating an experience where the positive emotions outweigh the negative.

Competition is fiercer than ever with fewer barriers to entry. Just having a good product at a reasonable price is no longer enough. Customer experience is the new battleground and emotion should be your weapon of choice.

Valued = Loyal?

Emotion is a key element in customer loyalty. You need to make your customer feel confident, respected and valued. Equally you need to avoid emotions like annoyed, disappointed and frustrated.

74% of customers with positive emotions will advocate, while 63% will be retained.

Only 8% of customers with negative emotions will advocate for your company and only 13% will retain.

Customer emotions can affect not only whether you lose or keep customers but also if they will buy more or less from you. It can also dictate whether they will spread good or bad word of mouth about your company.

So clearly it is important to try and measure and understand your customers’ emotions. The question is how?

How To Measure Emotion In Customer Experience
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What is Charisma, Anyway?

What is Charisma, Anyway? | digitalNow | Scoop.it
Engaging Your Audience
Engaging an audience begins with content. Look at your notes—are you simply giving a lecture or are you adding the kinds of supporting material that will resonate with a broader audience? Are you sharing stories and personal anecdotes to draw listeners in? Are you including some data for the mathematically minded in the audience? Citing interesting sources? As you look for the right mix, it might help to refresh your memory on the three types of persuasive appeals.

Off the page, are you making eye contact with your audience? Often, speakers manage nerves by focusing on their notes, scanning the crowd, or fixing their gaze on a point directly over the back row. But the audience will pick up on this disconnect and, likely, disengage. Goldberg recommends that speakers try to make direct eye contact with individual audience members for brief moments to help your listeners feel like you’re speaking directly to them.
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