The question is implied within the title of the post but I’ll paraphrase it here for the benefit of discussion. The paraphrased question is “Are you a Supply Chain CIO or a Strategic CIO“? When I say “Supply Chain CIO”, I’m not talking about your industry…I’m talking about your approach to the role as technology leader within your organization. Are you an order taker that does whatever the ‘purchase order’ says? Are you a logistics manager who just pushes orders around the data center?
"There is going to be room for a lot of different ideas around this idea of connecting around live in-the-moment video," said Josh Elman, a partner at Greylock who is joining Meerkat's board. The investment pits Elman, an ex-Twitter product manager, against his former employer, though he stresses, "I don't think it's a zero-sum game."
Don’t forget about the basics Compensating employees fairly and being flexible with scheduling when you can aren’t perks. They’re baseline boss moves. You build values by showing that you care not just about your employees when they’re in-office but when they are out of office; their family issues, hobbies and professional development. It’s fine if you, as a boss, don’t want to commit to these things, but remember that when you find yourself dealing with poor attendance, abuse of PTO of sick leave and retention issues. Values are a two-way street. If you can’t afford to pay your people fairly, then you might be doing business wrong.
Don Dea's insight:
Make sure they know what they’re signing up for
We get a lot of passive applicants. Why? It’s not because we were sugary sweet in our application process. It’s because we take a completely honest stance about what it’s like to work here. The people who wouldn’t last a day rarely apply. And the people who are up for the challenge come in ready to prove it. It’s a win-win. Instead of trying to sound like every other agency on the planet (trying to talk about awards) we tell candidates that we work HARD and they will be held accountable for every action they take here. Jobseekers also get an earful about the good stuff too. No dress code? Yay. Wine every Friday? Nice. A flexible work schedule and boss willing to teach you everything she knows? Awesome. We say this flat out in our sourcing emails, reiterate it in our job postings, and go over it in detail during phone screens and in-person interviews. People can select in and OUT of working with this team and in doing this, we reiterate what our values are again and again.
Content marketing campaigns have become essential for marketers to engage audiences and generate leads. In fact, more than half of all consumers are more likely to buy from companies that create custom content.
But one of the biggest challenges B2B and B2C marketers face is measuring ROI. Only 27% of marketers track content metrics effectively.
SEE ALSO: 10 Rising Social Networks You Should Explore
Luckily, the folks at Captora created a graphic visualizing new data on metrics of success, which types of content have the highest ROI, the best days to share content on social media and more.
Take a look at the infographic below to help organize your content marketing goals and make strategic decisions about effective content.
IT as a service is agility personified. With the ‘as-a-service’ approach, the IT group can quickly deliver any application, system, service or platform to the organization in a way that should allow lower costs, better management and more efficient operations when compared to the legacy approach that was focused on data center centric systems and platforms.
A few ideas for managing complexity are: Get visibility into the platforms throughout the organization to ensure that the IT group understands what platforms the business has Get visibility beyond the platforms to allow IT to understand the business processes that are driving platform changes Ensure open communication channels between all groups within the business to ensure when a new platform is needed or wanted, IT is informed and involved in the decision making process Have a proper business technology strategy that drives all technology projects. Build a technology council and invite members from all areas of the business to allow different opinions and insights into the technology strategy of the organization
While information technology introduces opportunities to achieve enormous efficiency and cost gains, it also creates a level of disruption that would have been unthinkable only a decade ago.
Barcode readers built into smartphones are a perfect example. They, along with easily available information about products and pricing via the Internet, have introduced showrooming—which has fundamentally reshaped brick-and-mortar retailing by making it easy for shoppers to look at a product in a store and then buy it from a competitor online.
We are only beginning to understand what's possible using more sophisticated devices, big data and algorithms. The latest example? A 22-year-old computer whiz named Aktarer Zaman recently built a Website called Skiplagged, which ferrets out rock-bottom airfares by assembling data on so-called hidden city flights, which involve a stopover.
People love a free lunch any day -- from coupons to complimentary product samples. Surprise, surprise! What people claim to want just as much is the right to exclusive information about your brand that they can use to their advantage. Things like prior notification of an upcoming clearance sale or the right to shop sales before they become open to the general public are great incentives.
Don Dea's insight:
Remember all those hours you spent at the mall just hanging out, not buying a thing? Well, a lot of us just never grew up. We just moved our hangout from the local mall to the Internet. We meet our friends online, we order food online, and we window-shop online. It's a good life.
That is, it's good unless you are at the receiving end of this online voyeurism. What do you do to make your visitor drop that teenybopper behavior -- flitting from store to store, online, in this case -- and instead, drop some real cash?
Many brands use remarketing display ads across the Web or on social media to keep themselves in their audience's mind-space. A well-thought-out email marketing strategy helps you stay on would-be customers' radars in an unobtrusive and inexpensive way.
Following are five crystal clear suggestions on going above and beyond push marketing and retargeting to get that elusive customer to stick.
So what's better, authenticity or personalization? Why must we think we need to choose? A warm greeting is always welcome and demonstrating empathy for a customer issue is not only good business, it is humane. It just shouldn't be the only trick in our kits because no amount of being nice substitutes for a solution
Don Dea's insight:
Armed with this knowledge, you can become proactive by building journey maps of your processes and thus prepare for the inevitable. Should you also use this knowledge to fix or improve a broken product or process? Absolutely. But that's another department. In service and sales you have to deal with today's reality today. So building out your repertoire of solutions for known moments of truth is a great way to build authenticity. It ensures your precision and professionalism and gets your customers back to their lives with minimal fuss.
It is designed to communicate with the network of Tesla Superchargers and destination chargers to ensure that drivers aren't left on the side of the road. Toward that end, Tesla also is increasing the number of charging stations. Over the next year, it will provide coverage for most of Europe and North America, as well as much of China, Japan's main islands and southern Australia.
Digital Darwinism is claiming businesses everywhere. As technology and society evolve, leaders face the need to adapt or die. Doing so stars with rethinking what it takes to compete for market share by competing for relevance. However, executives do not know what they do not or choose not to know. In my book, you either compete or relevance or you don’t.
Don Dea's insight:
Everybody is talking about digital transformation these days; what exactly is digital transformation? Digital transformation, as I define it, is the evolution (or revolution) of business philosophy, processes, models and systems to compete in a digital economy. Technology is and isn’t the answer to change. Some of (many) are merely investing in all of these new technologies without understanding the culture and the nuances and the relationship that the user has within those communities or how they use those devices. These companies do not necessarily think about changing their work ecosystem to adapt to new technologies but instead try to include new technologies within the existing framework.
Although mobile lights the fire for larger digital change, it is still widely misunderstood and requires a new approach to CX architecture.
Don Dea's insight:
Some companies are approaching mobile through the lens of advertising alone, without incorporating it into larger, top-level customer experience design efforts. Other companies are unwittingly forcing channel-hopping and multiscreening due to an incomplete understanding of their customers. Overall, mobile customer engagement and experience architecture is far behind what consumers desire, creating a severe chasm that’s swallowing customers as they leave brands for competitors offering more mobile-friendly (and, mobile-only) app and site experiences.
The mobile problems strategists face mirror those felt on a larger digital scale, and in many other silos that execute against digital priorities. This primes mobile to be the ideal case study for strategists looking to steer the greater digital ship—a ship that would otherwise require more time, support, and resources to change course.
Meerkat is going to need to look at optimizing the experience across other social platforms. Its reliance on Twitter exposes a weakness for the app to maintain long term scale. And, with Twitter limiting social graph access, Meerkat is already at risk of losing momentum and relevance. Additionally, it needs to also ensure that content producers and content consumers find one another similar to that of a TV guide or directory.
To avoid this competency trap, Ibarra argues, people have to regard their jobs as platforms for building “outsight” and leadership capacities. How? By creating slack in your schedule so you can get involved in projects outside your core area and participate in extracurricular industry activities. By consciously making the effort to network with people who work in different industries and have different competencies. By finding a context or situation that makes you uneasy—giving a presentation, showing up at a conference for the first time, speaking up at an internal meeting. “Act as radically different from your normal behavior as you can,” she suggests.
Don Dea's insight:
Also, the prescriptions may not work in every context. Ibarra concedes that the impulses that inform her book are characteristically American—the ability to network, to invent one’s self, and then to reinvent one’s self. In the U.S., “it’s a culture where hierarchical differences are minimized, and you can walk up to anybody and introduce yourself,” she said. “It’s not something you do as easily in France.”
But that doesn’t mean you shouldn’t try. And it’s never too early to start. Becoming a leader, this valuable book reminds us, is a process, not simply an event. And it requires building a set of skills rather than following a series of prescribed steps. “Stepping up to leadership is more like becoming a great chef,” Ibarra writes, “than following a recipe.”
Think about all the change and growth Meetup has witnessed in the social-media space, since the company's birth in 2002.
That was the era of Friendster. One year later, in 2003, Meetup was just passing the 12-month mark when MySpace began its meteoric rise. The company had pulled together two years of connecting people by the time Facebook first appeared on Harvard University students' screens, and, in 2006, Meetup said hello to Twitter (but probably only in 140 characters or less).
The group-building and networking platform now boasts nearly 20 million members, according to Scott Heiferman, its co-founder and CEO. Approximately half a million events per month flow through its system, all of this managed by about 130 employees.
The point is, Meetup has survived where others haven't, and it's staked out a space all its own as a major, if somewhat atypical, player in the social-network milieu.
"Well, we existed before there was this current concept of social media," says Heiferman. "And so, hot things will come and go, but we're going to outlive and outlast them all."
Organizations need to be able to pivot and turn quickly to address their clients needs and their competitors offerings. This agility requires the utmost agility in all aspects of the business, including the IT group. The IT group must provide systems and capabilities to allow the business to gather data, analyze that data and act upon that data quickly and easily.
As we experience a more entrenched commodification of the Internet, I think we'll see increasingly higher-budget productions on our devices in the next few years. I continue to see games holding a larger share of the audience than anyone gives them credit for, and I'd expect high-profile collaborations in that world, like the one we saw this year between Kevin Spacey and Call of Duty, to multiply.
Like the music industry before it, the world of visual media will become less homogenized, letting individuals curate their own consumption. It'll be more about the shows, brands and even celebrities that an individual likes, and less about what the industry wants us all to be into.
Impossible questions collide the scale of your ambition with the problem itself
Don Dea's insight:
Turn “can’t” into “can if”
Problems make us feel paralyzed. When you meet a roadblock, it’s natural to throw your hands up and want to walk away. But next time you find yourself brainstorming on something and saying “We can’t because…” try starting the sentence “We can if…” instead.
We spend a lot of thought cycles on personalizing a relationship, at least the part when the vendor and customer are in a moment of truth, but I am skeptical that this is the right approach. Personal is nice, but in a business or commercial relationship what's needed is authenticity, not personalization. The business system that suggested condoms instead of antacids won't get extra points if it addresses the customer by name. But if it suggested a store brand of antacid as a legitimate substitute it likely would have preserved the transaction.
Organizations deal with literally hundreds of IT incidents every year, with each one consuming a considerable share of the tech department's time, according to a survey from Everbridge. The report, titled "Current Trends and Concerns in IT Communication," indicates that these incidents include hardware failure, app outages, data center outages/performance issues and lost connectivity. They can prove costly, with consequences such as increased stress, customer dissatisfaction and lost business. To address the issues, organizations must take a more proactive approach toward the detection, prevention and resolution of these problems. The vast majority of companies still rely on manual phone calls to notify IT when something is wrong, and a number of them still simply wait for customers or users to complain before notifying the tech department about an issue. Given this, it should come as no surprise that few organizations are fully satisfied with their notification and activation process for incident response. More than 200 individuals responsible for IT operations took part in the research.
Transformative change is certain to happen, often in unforeseen ways and not necessarily led from the front. Unintended repercussions often stymie our best-laid plans. The world is neither simple nor static. It is patterned but not predictable. In the face of new challenges, we all default to how we think we should act and to what seems to have worked before. Managing the probable is reassuring but leaves us more open to being blindsided. Some problems do not lend themselves to rote methods, simple models, or sophisticated algorithms. When we treat them as different, complex, and uncertain, we can unlock solutions of immense creativity and power. And by exercising three simple habits of mind, we can begin to delight in the possible.
Customer experience is the sum of all engagements and interactions a customer has with your business in every step of their journey and lifecycle. It’s what your customer feels, thinks, says (to you and others) and more so, what they do now and in the time to come that counts for everything. CX is measured not by NPS (Net Promoter Score) but instead by the sentiment and outcomes in every moment of truth throughout the relationship. That.is.the.experience. And, it’s yours to define.
Don Dea's insight:
We live in an era of incredible technological advancements where innovation is a constant. While tech allows for scale, we must first rethink what it is we truly want to scale. The experience we want people to have and share is the essence of CX. Technology then becomes an enabler for introducing or reinforcing desired experiences. The heart of any CX strategy should start with making business more human in a digital age. That’s why humanity is the killer app.
Remember that being a best-in-class executive isn't about you. It is about effectively and selflessly serving those entrusted to you. Your primary role is to set a standard worth following and ideally, emulating. Be a beacon — a light in the darkness. Choose to guide your team through hurdles and obstacles by being the first to endure hardship and the last to celebrate victory.
Don Dea's insight:
Then you will know how exceptional leadership in its purest, most rewarding form is foremost about exercising commitment, confidence, courage, resolve, and determination
Declare amnesty for the past. Organization design should start with corporate self-reflection: What is your sense of purpose? How will you make a difference for your clients, employees, and investors? What will set you apart from others, now and in the future? What differentiating capabilities will allow you to deliver your value proposition over the next two to five years?
For many business leaders, answering those questions means going beyond the comfort zone. You have to set a bold direction, marshal the organization toward that goal, and prioritize everything you do accordingly. Sustaining a forward-looking view is crucial. That means letting go of the past.
Don Dea's insight:
We’ve seen a fair number of organization design initiatives fail to make a difference because senior executives get caught up in discussing the pros and cons of the old organization. Avoid this situation by declaring “amnesty for the past.” You collectively, explicitly decide that you will neither blame nor try to justify the design in place today, or any organization designs of the past. Whether or not they served their purpose, it’s time to move on. This type of pronouncement may sound simplistic, but it’s surprisingly effective for keeping the focus on the new strategy.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.