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Quality Content, Social Media Ups Brands In Search Engine Rankings

Quality Content, Social Media Ups Brands In Search Engine Rankings | digitalNow | Scoop.it
Don Dea's insight:

Brand Web sites have an advantage when it comes to ranking higher in search engine query results on Bing and Google. Findings from the Searchmetrics SEO Ranking Factors–Rank Correlation 2013 for Bing USA study identify key factors helping Web pages rank well in searches on Bing in the U.S., and compare them with results from a similar earlier Searchmetrics study of Google U.S. results.

Read more: http://www.mediapost.com/publications/article/211235/quality-content-social-media-ups-brands-in-search.html#ixzz2hl31tA6X

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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Are You a Self-Aware Leader?

Are You a Self-Aware Leader? | digitalNow | Scoop.it
When Alan Mulally was telling me about Ford’s turnaround and his journey, he told me the single moment that was the most important part of that process was when his executive team started being comfortable telling him the truth. In that case, it was the truth about what was going on in the business. Mulally had a weekly meeting that he called the Business Process Review where his team would come in and give him reports on all these metrics. They were losing $17 billion, and everyone came in with green metrics week after week. He was able to instill that culture of truth-telling. It wasn’t easy. It wasn’t overnight. But when they got there, that’s when the turnaround had begun.
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How To Reignite Your Passion For Leadership

How To Reignite Your Passion For Leadership | digitalNow | Scoop.it
Remember The Impact You Make

In the Four Types of Influence I shared the main types of influence a leader can have. They included, negative, natural, positive, and life changing influence. If you are a leader who uses positive or life changing influence as your main tool for leading then you will be making a huge difference and impact with those you lead. Take time to look back and reflect on the people you have positively impacted through your influence. Remembering you had a small but significant role in your people’s lives can reignite your passion for leadership. Never forget you make a huge difference.

Study To Learn About Other Great Leaders

History is full of noteworthy leaders to learn from. If you are finding you are losing your passion for leadership, consider studying to learn about the lives and accomplishments of famous or historical leadership figures. Reading their stories, hearing them present a speech, or meeting with them can inspire you to be an exemplary leader. Let their life, influence, and example reignite your passion for leadership.
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Mentally tough people refuse to think these things

Here are seven things mentally tough people refuse to think:
1. Struggle has no meaning

To my horror, many of my FBI colleagues relished the new challenges presented each day at the Academy. I thought they were crazy -- they actually volunteered to experience pain and discomfort! I mean, what normal person does that?
I learned that mentally tough people often voluntarily choose the hard path, the road less traveled. They will go out of their way to experience failure so they can turn their focus into looking for ways to turn obstacles into opportunities.
It takes confidence to look failure in the face and keep moving forward, because if we are confident in ourselves and our ability, we look at our struggle as part of the fine-tuning process.
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Innovation Is Spurred by Collaboration

With relatively few executives describing their organization as an "innovation leader," companies are resorting to nontraditional methods to drive innovation, according to a recent "Innovation Benchmark" report from PwC's Strategy&. The report reveals that the majority of organizations are deploying so-called "open" innovation models, while "co-creating" with customers, partners and suppliers. With this approach, they hope to inspire fresher thinking, stronger C-suite leadership, and clearer business models to encourage more business-benefiting inspiration and creativity. However, most survey respondents admit that their organization still struggles to align their innovation strategy with their business operations—a formidable obstacle to overcome if efforts are to meet with success. The "nearly universal requirement to innovate is putting pressure on companies around the world to find the best ways to nurture, manage and measure innovation so that it delivers superior financial results, from strategy through execution," according to the report. "For most companies, that means opening up the innovation process more to customers, employees and partners. It's a far cry from the days when innovation was viewed as a functional capability existing only inside isolated R&D centers. Instead, organizations say they're focused on creating winning innovation cultures across their companies, and in bringing new thinking and ideas to their innovation initiatives, from both inside and outside corporate boundaries." More than 1,200 global executives took part in the research.
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Leadership in context 

Leadership in context  | digitalNow | Scoop.it
‘How healthy are we?’

All this presupposes, of course, that leaders have an accurate sense of how healthy their organizations are. Developing such a view is easier said than done: it’s only natural for leaders to overestimate the health of their organizations and the effectiveness of their leadership, given the way many of them identify with their companies and roles. In our experience, too many executives default to describing their companies as good and striving to be great. But this can’t be true; by definition, more companies can’t be above the median line of organizational health than below it. When we examine survey data through the lens of the different levels of an organization, we find that leading executives typically have more favorable views of its health than do its line workers—who are, after all, much closer to the true center of gravity.
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Protecting your critical digital assets: Not all systems and data are created equal 

Protecting your critical digital assets: Not all systems and data are created equal  | digitalNow | Scoop.it
Cybersecurity spending: When more is less

In the face of such diverse threats, companies often decide to spend more on cybersecurity, but they are not sure how they should go about it.

A global financial-services company left cybersecurity investments mainly to the discretion of the chief information-security officer (CISO), within certain budget constraints. The security team was isolated from business leaders, and resulting controls were not focused on the information that the business felt was most important to protect.
A healthcare provider made patient data its only priority. Other areas were neglected, such as confidential financial data relevant to big-dollar negotiations and protections against other risks such as alterations to internal data.
A global mining concern focused on protecting its production and exploration data but failed to separate proprietary information from information that could be reconstructed from public sources. Thus, broadly available information was being protected using resources that could have been shifted to high-value data like internal communications on business negotiations.
These typical examples illustrate the need for a unified, enterprise-wide approach to cyber risk, involving the business and the risk, IT, and cybersecurity groups. The leaders of these groups must begin to work together, identifying and protecting the organization’s critical digital assets as a priority. The process of addressing cyber risk will also have to become technologically enabled, through the implementation of workflow-management systems. Cybersecurity investment must be a key part of the business budget cycle and investment decisions must be more evidence-based and sensitive to changes.
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Why effective leaders must manage up, down, and sideways 

Why effective leaders must manage up, down, and sideways  | digitalNow | Scoop.it
If you want to build a “movement” within the company, lead from the front with an inspiring story to win the hearts and minds of colleagues, including those who don’t report to you, and with a clear action plan to deliver tangible results. That can initiate a virtuous circle of internal recognition by energizing a cadre of early followers among colleagues. Our research suggests that leading from the front and having a strong narrative together explained nearly 10 percent of business impact and about 20 percent of career success. The ability to reach beyond the marketing silo to executives in areas such as IT and finance explained an additional 13 percent of the variation in both business impact and career success.

Only 56 percent of CEOs, however, described their marketing leaders as role models who lead from the front, and only 61 percent of CMOs said they use their storytelling skills. Tellingly, while marketers are adept at telling stories that mobilize customers to buy their products, we find they are less likely to ply that strength internally, despite the importance of effective engagement with colleagues.
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Leading in the digital age 

Leading in the digital age  | digitalNow | Scoop.it
I think the leadership challenge is even deeper than that. When we talk about leaders, we too often think about an individual with specific abilities. But no one can do everything. Leadership is a team sport. What’s really at stake here is finding the right combination of complementary talents. The CEO playing Moses is a distortion, particularly in America, compared with Europe. Leaders should be asking themselves “how do we build a diverse and creative team that can reach better decisions?”
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4 Agile Principles for the Modern Marketer

4 Agile Principles for the Modern Marketer | digitalNow | Scoop.it
4 Core Principles for the Modern Marketer 
Agile was born in 2001 at a ski resort in Utah. On a cold winter’s night, 12 collaborators brainstormed ways to deliver results quickly, without losing the ability to be nimble and enhance the final product. The result of their work was the Agile Manifesto, a working philosophy that has proven incredibly effective in its simplicity.

In the spirit of Agile, my company has adapted Agile’s four core principles for the modern marketer: 

1. Individuals and interactions over processes and tools
Agile is all about collaboration. When marketers, content creators, analysts, UX designers and technologists collaborate in real time, they form tightly knit, self-organizing teams focused on critical thinking and problem solving. For example, a marketer can assess the impact of a campaign by collaborating with an analyst, whose insights might shift how budgets are allocated to the best-performing channels.

2. Working marketing strategy over comprehensive documentation 
Planning documents, spreadsheets and PowerPoint slides are not substitutes for a working strategy delivered by a cross-functional team. For example, an analyst’s findings could reveal a behavior loop in a goal funnel, knowledge which a marketer could use to assess the impact on success outcomes and formulate a strategy. Based on the marketer’s strategy, a designer could then make design recommendations. The team could then run an A/B test to compare which design tactics achieve the desired marketing outcome.
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The future is now: How to win the resource revolution 

The future is now: How to win the resource revolution  | digitalNow | Scoop.it
1. Resource prices will be less correlated to one another, and to macroeconomic growth, than they were in the past. During the supercycle, all resource prices moved up almost in unison, as surging demand in China encountered supply constraints that stemmed from years of market weakness and low investment. China’s appetite for resources went well beyond just fossil fuels; in 2015, it consumed more than half of the entire global supply of iron ore and about 40 percent of copper.

Today, however, the underlying drivers of demand for each commodity have changed and are subject to factors that can be highly specific. While iron-ore demand could decline by more than 25 percent over the next 20 years as a result of the weakening demand for steel and increased recycling, copper demand could jump by as much as 50 percent. Or take thermal coal. Although it remains a primary energy source in emerging economies, coal faces competition from solar and wind energy, as well as from natural gas, and many economies would like to “decarbonize” for environmental reasons. As these interlocking shifts play out in the years ahead, past supply, demand, and pricing patterns are unlikely to hold.
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The Power of Storytelling

The Power of Storytelling | digitalNow | Scoop.it
Stories are an integral part to communicating effectively with your employees. A great story goes a long way, because it’s memorable and helps create an emotional connection with the listener. What we feel impacts what we do, so stories can be a great way to move employees to action.

So why not prepare some stories of your own. When you do, here are a few things to think about.
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The Art of Manipulation and Misdirection

There's an art to manipulation and misdirection. I first became aware of this skill in college while doing my undergraduate work. One of the modules in a class I took on manpower management was on manipulators -- people who were good at getting people to do things for them, changing minds, and generally, well, manipulating others.

There was a test for measuring this skill, and the scoring range was 1-20. Anyone who scored more than 12 had a high inherent ability to manipulate, according to the test. One poor guy scored 15 and everyone in the class made fun of him. However, there was another student who scored 17, and no one even noticed. He was the one who focused the rest of us on the guy who scored 15 -- and he didn't even know he was doing it.

People with this skill often end up in marketing where their ability is valued and utilized. If you are observant, however, you'll see the same skill applied by friends, family and coworkers -- both to accomplish their unique goals and often just to mess with people. Surprisingly, the person doing it often doesn't even seem aware of the behavior.
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Savvy Marketers Don't Ditch the Non-Digital

Savvy Marketers Don't Ditch the Non-Digital | digitalNow | Scoop.it
Which activities is it dangerous to deprioritize in the data era? Following are examples of three types.

1. Ungated Content

New customers often need a bit of education to understand the complexities of their problems and the applicability of your solutions. This is natural, and it happens for virtually any company.

If you want customers to understand that you're the best choice to fix their problems, they first have to understand the problems and then have to understand your solutions, in that order. The result is plenty of what often is referred to as "top of the funnel content" -- material light on your products but heavy on the ideas behind your products.

This is content you want people to see and to use. If your products are a fit for them, then you want to deliver valuable information that leads them to seek more details from you, which improves the odds that they'll buy from you.

If they aren't a fit, those prospects should be able to de-select themselves -- sucking them down the funnel is unlikely to earn a deal, but it is likely to waste sales' time on customers who aren't ready to buy.

This basic content costs the same to make as other content, and that makes marketing managers leery about leaving it freely available without a form-fill. How can you understand its ROI otherwise? How can you turn readers into leads?

Again, not all readers should turn into leads -- but this basic content needs to be read widely if it's going to have an impact -- and putting it behind a form is a great way to limit the number of people who bother to read it. It also tends to damage your SEO impact, so readers may not even find it to ignore in the first place.
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Be passionate, resolute and kind, says Presence Marketing CEO

I value everybody's contributions, every human. I look forward to spending time and seeing how people respond in certain situations."
"I do a high percentage of my conversing with a skinny handful. People I speak with pretty much multiple times weekly and sometimes on a daily basis. I think it's important that people don't stray far from the point -- that everybody brings a perspective that's valuable and contributes to life. People have often pointed out to me that, ‘wow, you treat everybody the same,’ and it's true. I recommend that to leaders. I mean, you talk to people about different issues depending on the space they hold in your life personally and professionally, but I treat everybody the same, Elliot. I treat everybody with kindness and respect, and I receive information well from people because they sense that about me.
“I've set up a force field, people don't talk to me about nonsense. I believe it's a posture that I have developed. There's people that will burn a lot of daylight in the margins talking about stuff. People just drone on about stuff and it just doesn't contribute anything valuable in getting over a hurdle or attacking a challenge. It just drives them further into the quagmire.”
“People just literally do not come and talk to me about nonsense and even when they don't know that I'm the president or CEO of a company, you know I'm out and about traveling. I have high-value interactions with people, whether it's a brief chat or deep dive into business or philosophy of life. I feel like I have figured a way subtly to bring out the best in people.”
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Are you a boss who plays favorites? Break those bad habits

Habit No. 1: Going with who you know

It’s great to have familiar faces on your team, whether you’re starting a new project or moving up in the company and taking people with you. While they can add continuity and get up to speed quickly with your working style, you’re missing out if you don’t add fresh perspectives and new ideas from new people. Don’t forget to consider people you’ve worked with in the past, too – they may surprise you with how they’ve grown and changed since you last interacted.
Instead: Balance your teams with a mix of old and new to keep both continuity and fresh perspectives flowing.
Habit No. 2: Picking youth over experience, or vice versa

Some of us are drawn to the brightness and vitality of young members on the team. Whether we see a glimpse of our earlier selves in them, or we are simply energized by the vigor they bring to the table, it can seem natural to give extra focus and attention to foster and refine that youthful drive. Similarly, it can seem logical to reward knowledge and experience, giving extra weight to the opinions of those who have been at the table the longest.
Either way, it’s a missed opportunity to only consider the opinions of one group or the other, especially when neither side will always have the whole answer to a challenge.
Instead: Bring everyone to the table and leverage the power of both perspectives. A great leader can combine both youth and experience to gain the best advantage.
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System Outages Can Stall Digital Transformations

The majority of organizations experience unplanned IT systems outages, which can stall their digital transformation efforts, according to a recent survey from Veeam Software. The resulting report, "Why Organizations Still Struggle to Digitally Transform and Innovate," indicates that this issue speaks to bigger-picture problems in the form of what are called "availability gaps" and "protection gaps." The report defines availability gaps as the difference between the service levels expected by business units and an organization's ability to deliver the applications and information that users demand. Protection gaps are defined as IT's inability to protect data often enough to ensure that the business units’ expectations against data loss are met. Most companies are struggling with both types of gaps, and they're losing millions of dollars in the process. It doesn't help that servers frequently go on the fritz—with the subsequent downtime exceeding what's considered acceptable. This leads to lost customer and employee confidence, as well as damage to brand integrity. "We've never been as dependent on technology as we are today, nor have we had as many critical business functions and personnel that rely so heavily on their data," according to the report. "For organizations to achieve their business goals, they are looking to digital transformation and the cloud to deliver more efficient, agile and reliable services to meet user needs. As part of this transformation, IT teams have to do an increasingly better job to ensure their systems' availability and protection." A total of 1,060 global IT decision-makers took part in the research, which was conducted by the Enterprise Strategy Group (ESG).
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How small shifts in leadership can transform your team dynamic 

How small shifts in leadership can transform your team dynamic  | digitalNow | Scoop.it
By focusing on something positive before getting into the tough stuff, leaders can help people stay in high-performance discovery mode. It doesn’t take much. Research found that when volunteers were given a puzzle where they had to navigate a little mouse out of a maze, all it took to lift their performance by 50 percent was seeing a picture of some cheese next to the exit instead of a menacing owl. In a meeting, the metaphorical “cheese” can even be as simple as discussing the ideal outcome everyone’s shooting for, before talking about the steps to get there.

Ros also reinforces her team’s feelings of autonomy and competence—two things that feel highly rewarding for the average brain. Usually, when a colleague has an issue, leaders help by offering advice or direction. But that can backfire, because a well-intentioned “have you tried this/that . . .” can be subconsciously interpreted as a judgment, as in: “why haven’t you tried this/that?” And this mild cognitive threat can be enough to constrain the deliberate system and make people less creative in their own thinking. The alternative: create space for people to do their own best quality thinking. Ros uses the “extreme listening” technique. She asks someone what they want to think through, and lets them talk without interrupting or making suggestions. Sounds simple, but Ros says it’s rare enough to feel a little strange initially.
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Learn the art of avoiding action for the sake of action

Sometimes it’s good to plan, but some other times action is the best way to figure the best action out. If you use actions as experiments (not solutions) you move into “doing” more easily and learn to correct course and refine based on evidence. Try approaching action as a test of your understanding and a step towards defining solutions iteratively. And start now. As the old Chinese proverb says, “The best time to plant a tree was 20 years ago. The second best time is now.”
Collective overthinking ensures quality solutions. When we succumb to our terror of analysis paralysis, we forget that the only way we know how to successfully deal with uncertainty is to share information and multiple interpretations. This is true as we navigate a new team, a new startup, try to build consensus or deal with an unprecedented event. Investing time isn’t about delaying action -- it’s about building connections to leverage diversity, knowledge and experience as a premise for success. This investment in connecting the system cohesively is the right way to achieve the variety and range of solutions needed to deal with complexity.
Get into action for the right reasons. We often get into action to satisfy our need for closure, not because we have the right action to pursue. Especially in groups, we are often so allergic to ambiguity that any course of action –- no matter which one -- will do for the sake of getting rid of our feeling of uncertainty. Action for the sake of action rarely accomplishes anything of value except for the decision-maker. When you feel that pressure in your meetings, be bold. Ask directly, “Are we choosing this course of action because we can’t deal with the ambiguity and need closure, or because we think it’s best?”
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Connecting People: The Key to Customer Centric Leadership 

Time and time again, I am immersed into companies that have a noticeable gulf, gap, chasm — call it what you will — between leadership and employees. Companies that possess talented, passionate people, who are open to and acknowledging of the need for continuous improvement. People who want to learn and become even better than they are today. People who seem to completely ‘get it’ — the need to become ever more customer centric to enable sustainable business growth.

Yet these people seem to work with leadership who are so far removed from their way of thinking, that they are living in a parallel universe!

It is more common than not to find businesses in 2017 whose employees have little sense of the following:

What the business purpose is
What the business ambition is
What the business strategy is
What the customer strategy is – or if there even is one
How the business is performing – financially and from the customer perspective
These businesses tend to be the ones whose people are not allowed to think. People who are employed to fulfil tasks that have been identified by leadership as being necessary to meet the purpose, ambition and strategy of the business, that only they are aware of.

It may seem as though I am being extreme in my description – but I can assure you that what I am describing is far more common than not. The misconnection between leadership and employees around the world is growing. At a time when there is increasing recognition of the need to put people – customers AND employees – at the heart of any strategy to drive sustainable business growth, this is a sad and startling issue.
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Is Customer Experience the New Marketing in 2017? 

Customer Experience and Marketing are Different

The definition of Marketing, per Merriam-Webster, is:

“the process or technique of promoting, selling, and distributing a product or service”

Dr. Philip Kotler defines Marketing as “the science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and desires. It defines, measures and quantifies the size of the identified market and the profit potential.”

In a nutshell, marketing is all about communicating with people to influence them to buy from you.

Wikipedia defines Customer Experience as “the interaction between an organization and a customer over the duration of their relationship. A good customer experience means the customer’s experience during all points of contact matches the individual’s perceptions.”

My favorite definition of customer experience – which comes from Forrester – is:

“every interaction, or touch point, your customer has with your brand. It not only includes the what’s (the interactions), but also the how’s (perceptions, feelings) the customer experiences.”

Thus, customer experience focuses on the entire customer journey. If done well, customer experience is in place before you even have initial contact with the customer and continues throughout the course of the relationship.

Here’s where things get murky…
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Artificial Intelligence: Overhyped and Underappreciated

Artificial Intelligence: Overhyped and Underappreciated | digitalNow | Scoop.it
The Future Belongs to Pragmatic AI
This is what Forrester calls ‘pragmatic AI’. It might not have the wow factor of a robot butler, a talking toaster or even deep learning technology, but it nevertheless manages to cut through the AI hype to provide meaningful impacts for businesses in the here and now.

While it can be easy to get sidetracked by the latest shiny tech, businesses have to consider whether or not the technology is available to help them to extract business value. Of course, this value can come in numerous ways: one company could use pragmatic AI to retain existing customers, while another could use it to maximize resources by automating specific repetitive processes.

Think Business Outcomes, Not Technology
The fact remains that the technology itself is irrelevant because it’s only a means to an end, a tool that enables you to reach a business outcome. Of course, none of this is to say that some of the cutting-edge technology that currently resides in the AI hype bubble won’t have significant business applications in the years to come.

Clearly, voice and language recognition will have an important part to play for enterprises as they look to interact with customers. For example, more sophisticated chatbots that can support new channels and maintain conversations across a number of different platforms in natural, conversational ways, will only improve the customer experience.
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Leading Late in the Game Can Be Dangerous 

"We found that learning you're in the lead early on in a competition was motivating, compared to learning that you're losing or getting no feedback," Etkin said. "It made people feel they could win and increased their motivation."

But the studies also revealed that being in the lead had a demotivating effect later on.

"In a later phase of the competition, when we asked people to estimate how many more points they needed to win, they estimated fewer when they were ahead," Etkin said. "Rather than focus on the fact they hadn't won yet, they focused on the fact that they had almost won," Etkin said. "That's maladaptive, because you can get caught."

The researchers also tested their theory that using a higher standard can help sustain motivation late in a competition. They invited more than 2,500 students from two university campuses to sign up for a competitive book donation drive, in which the campus with the most donated books would get cash to buy more books.

The researchers tracked how many students signed up and how many books each donated. Two days from the end of the drive, students at each campus were told whether they were ahead or behind. Some students at both campuses were also told their campus was 10 percent behind their best year for donations. Students at the leading campus who got that additional benchmark subsequently contributed more books than those who didn't.

"In domains where you're uncertain of your ability to win, reference points that make you feel you can do it should be motivating," Etkin said. "But when you already feel confident about your abilities, we want to be comparing ourselves to reference points that are better than we are. Working to close that gap between where we are and where that higher standard is will make us work harder than if we see ourselves as being better than the standard -- which is the case when we know we're in the lead."
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Technology, jobs, and the future of work 

Technology, jobs, and the future of work  | digitalNow | Scoop.it
We find that about 60 percent of all occupations have at least 30 percent of activities that are technically automatable, based on currently demonstrated technologies. This means that most occupations will change, and more people will have to work with technology. Highly skilled workers working with technology will benefit. While low-skilled workers working with technology will be able to achieve more in terms of output and productivity, these workers may experience wage pressure, given the potentially larger supply of similarly low-skilled workers, unless demand for the occupation grows more than the expansion in labor supply.

On a global scale, we calculate that the adaptation of currently demonstrated automation technologies could affect 50 percent of the world economy, or 1.2 billion employees and $14.6 trillion in wages. Just four countries—China, India, Japan, and the United States—account for just over half of these totals. There are sizable differences in automation potential between countries, based mainly on the structure of their economies, the relative level of wages, and the size and dynamics of the workforce.
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Are You a Self-Aware Leader?

Are You a Self-Aware Leader? | digitalNow | Scoop.it
One of the things I tell people is that other people’s self-awareness journey is not yours to own. If someone is saying, “Gosh, my boss is so not self-aware; I don’t even know what to do” — it can do more harm than good if you decide to take that on. But if we flip the coin and you are the leader that we’re talking about, there’s a lot of things you can do to instill a culture of truth-telling.

There’s a lot of ways you can get feedback in a confidential way. Many people are familiar with the 360 process where it’s a numeric, anonymous survey by which you get the results. But what I’ve found is there have to be certain building blocks in place before leaders can say, “Why don’t you just tell me the truth about how you see me,” because not only will people feel uncomfortable doing that, they might just sugarcoat everything.
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The Subscription Economy's Maturation

Cheapening products can take many forms. For instance, you can remove features or substitute materials or components in the process, shortening the product's useful life. You also can curtail services, which are expensive to provision when using employees rather than systems.

Until subscriptions, that was the reality of commoditization -- but by their nature, subscriptions do none of that. The same grade of product delivered as a service is available to all, though the current reckless actions by the FCC to degrade Net neutrality may be a retrograde step in the direction of cheapening the Internet.

Everyone also pays the same base price, though there's still opportunity for creativity when it comes to volume discounting.

The Revolution Goes On

Most importantly, development and maintenance in many subscription industries are ongoing. If they aren't, like when you subscribe to a car through a lease, at least the service level remains high. The reasons are all the same: Subscription vendors are always in the hunt for the renewal.
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