Companies need to integrate their platforms and applications to gain access to more and cleaner data. The longer you avoid addressing your data, the more time you expose yourself to the risk that your competitors will get in front of your customers first.
When integration is successful, campaigns are more personalized and their ROI can be effectively measured. Mature digital marketing organizations recognize that a data strategy is required to bring a sophisticated and disruptive digital campaign to life and to achieve maximum engagement and lift.
However, integration without strong data governance—and the bad data that can come of it—can hinder marketers' success. Companies with an effective data governance strategy are three times more likely to report that their marketing messages are personalized than those that lack data governance.
The concept of BYOD is driven by three principal forces: First, the enhancement of mobile technology capability; second, the rise of the "personal cloud" in which most major software offerings are now available via the Internet; and third, the changing expectations of users who demand the same access to IT performance at work that they enjoy at home, Wheatley said.
"From the employer's perspective, BYOD is an opportunity to enable a happy workforce, make employees more mobile and more motivated, with the associated increases in productivity and talent retention," he said.
So what's not to like about BYOD? Given the apparent benefits to both employees and employers, there should have been stratospheric adoption of BYOD across all industries, yet as recently as mid-2013, less than 10 percent of organizations had implemented formal BYOD programs. In the last two years that figure has grown, but some reports suggest it is still no higher than 60 percent. Considering the obvious advantages to BYOD, that seems low. So, what are the constraints and what does the future hold?
The Rise Of Bottom-Up Leadership As an idea, bottom-up leadership emerged from the egalitarian ideals that swept the Western world in the 20th century. It emphasizes participation as a way of drawing on all the skills and knowledge an organization's employees have to offer.
Sometimes it takes a strong, visionary leader to map a clear sense of direction—one that might otherwise get lost in a mass of opinions. Even though the roots of those ideas have been around for over a generation, bottom-up leadership approaches are often presented as something new. And advocates tend to argue that we've so far failed to learn its valuable lessons.
Last year I was asked to give a presentation on How I Built a Million $ Speaking Business (in less than 5 years). The truth is that most of the answer exists in our blog archives. Writing and sharing my ideas publicly has been a catalyst for our business growth. It’s a massive opportunity for entrepreneurs and sales organizations alike and a point I reinforce in this video on inbound marketing:
“Companies continue to struggle with providing growth opportunities for employees and other top engagement drivers. Career opportunities is the top engagement driver globally; however, positive perceptions surrounding this driver have fallen 3 points, to 44%” Yet again, organizations, talent professionals and leaders have to face the hard data and hard reality that we’ve still not cracked the code on what matters most to employees: career opportunities. It’s not for lack of effort. Companies are investing extraordinary resources in skills training, portals, online systems and processes designed to make this happen. And it all falls short. Here’s why. Dated definitions: We continue to hold tightly to and perpetuate the illusion that career development operates via the old career ladder, which (in days gone by) allowed for the regular, progressive and consistent movement upward toward increasingly desirable positions. Unfortunately, the ladder no longer exists. It’s been replaced by any number of alternatives that are more organic, flexible and a lot less linear — webs, jungle gyms and the climbing wall. We have to update our definitions and pictures, because as long as we confuse promotions with career opportunities, satisfaction and engagement will suffer.
What gives? The answer, I believe, lies in what I call the Big Personality Paradox. Both the fallen executives and the reigning champions have enormous, larger-than-life personalities. They’re opinionated, zealous about their beliefs, aggressive, and competitive. They’re often Type A people who like to win. They’re the last people we would expect to step aside so that younger talent can claim the spotlight.
Oftentimes, the biggest obstacle for a new leader has little to do with how well she knows the job or whether she possesses the right technical skills. In fact, most leadership experts identify poor interpersonal qualities and practices as the main reason that so many new leaders stumble out of the gate. They suggest that such relational transgressions as not communicating often, not being available for people on a consistent basis and being unpredictable emotionally are primary contributors to new leaders failing to gain traction.
Von Seeger agrees that emotional intelligence can mean the difference between success and failure in business.
“Throughout my meetings and travels, I was always asking myself: ‘How did I become so successful? What are the elements that people need in meetings?’”
Then it hit him.
“I realized that success is a combination of book smarts and street smarts,” he said. “But the glue that brings them together is emotional intelligence.”
Just what does emotional intelligence mean to von Seeger?
“I don’t have a definition or a formula,” he said. “You just have to work very hard. You don’t get street smarts by sitting in your office. You get it by talking to executives, and seeing what they do successfully and unsuccessfully.”
He explained his vision of emotional intelligence within the context of the most basic of human emotions.
“I compare it with love,” he said. “Do you have a definition for love? It’s something that happens. You have a rapport with executives. If you are authentic, approachable and articulate, you catch their attention.”
Spend Time with Customers A component of emotional intelligence, von Seeger views the ability to build strong relationships as one of the most important skills one can have in business today.
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Content marketing is something that everyone is doing, but not many people are very confident about it. You may have read CMI’s industry survey, which explained that only 9% of B2B marketers think their organization’s use of content marketing is “very effective.” That leaves the vast majority of the industry in a situation where they are not totally confident about their efforts.
This is a problem. If content marketing is the wonder technique that we think it is, shouldn’t we have a bit more confidence in it?
The core of the problem seems to be with strategy. The proof is in the data.
What we’re facing is an industry in which “strategy” – whatever that is – is either not working or nonexistent. Why? Because there isn’t a strategy at all.
As mobility has moved into the center of the enterprise, business and IT leaders have been forced to shift their focus to an app-centric environment. This means creating new apps, updating existing apps and managing all the apps, which includes building in robust security protections. A new report from Apperian, "2015 Enterprise Mobile App Trend Report," examined nearly two million app deployments across hundreds of thousands of enterprise users. It found that mobile apps are rapidly expanding beyond external customers and encompassing partners, dealers, contract workers and others. Organizations are using these apps to streamline core business processes and drive productivity. "While there are examples of successful apps deployed across entire enterprises, [there are] some remarkably innovative apps that are fundamentally changing how business is done—even when only one or two apps are deployed to smaller organizations or single teams," said Mark Lorion, CMO at Apperian. Among the key findings: Companies are developing portfolios and mobile apps to serve their workforce, and these apps tend to revolve around function rather than industry-related or companywide initiatives. Not surprisingly, technology organizations lead the way in deploying mobile apps.
I would sum up my experience in four words: observe more, react less. I try to observe myself more disinterestedly and to avoid knee-jerk reactions to the rush of incoming stimuli and to situations that seem negative. Even if I don’t always succeed, I am more easily able to identify my weaknesses: my sense of insecurity, addiction to short-term benefits, and overemphasis on process-driven results. That helps me work smarter and lead better toward longer-lasting achievements.
The Babson Survey Research Group’s final annual report about online education shows the number of distance education students growing faster from 2014 to 2015 than the prior year, 3.9%, even while overall enrollments in higher education was down. The proportion of chief academic leaders that say online learning is critical to their long-term strategy actually fell in 2015 to 63% from about 71% the year before, and while 60% of those at the schools with the highest distance enrollments say their faculty accept the “value and legitimacy of online education”, the average is just 29%. Among academic leaders, 71% say learning outcomes in online education or the same or better than face-to-face instruction, good news considering more than one in four students take at least one distance education course.
Did you also know that you’re 65 percent more likely to remember this information about mutton busting three days from now because I included a relevant (and truly priceless) image with it? That’s just one of the insightful statistics HubSpot highlighted in its post, “37 Stats You Should Know About Visual Content Marketing in 2016.” The remaining 36 are just as impactful when it comes to getting your message out there—and read, remembered, shared, etc.
CIOs have a lot on their minds these days: Their CEOs and other C-suite colleagues are constantly pushing them to come up with the Next Great Disruptive Innovation, while their CFOs are telling them to keep spending in check. Their organization's employees are introducing an assortment of new devices and applications to the network-often inviting cyber-security risks and business process disruptions. Meanwhile, CIOs struggle to recruit IT staffers who bring the right skill sets to the right position-only to see them poached by competitors who can offer more money and benefits. All of this translates to the modern CIO emerging as the ultimate change manager-he must combine IT knowledge with business savvy to respond effectively to rapid market and tech shifts. To further illustrate, Janco Associates has come up with the following top 10 list of CIO concerns, speaking to an ever-changing landscape of trends, including cyber-security, cloud computing, consolidation, big data/analytics and mobility. The rankings are based upon a Janco-conducted survey that involve 110 CIOs.
When it comes to the importance of banishing blame from the organization, Zwieback likes to invoke technology journalist David Kirkpatrick. To paraphrase him: In a world consumed by software, your company is now a learning company, regardless of what industry you’re in. Pretending that it’s not spells serious peril. Zwieback’s counsel is meant to protect startups from this trap, by reprogramming their responses to setbacks and evolving traditional postmortems into “learning reviews.”
Don’t trade convenience for context.
For all the talk of disruption, companies frequently default to the path of least resistance when something goes awry. “Blame and biases — such as hindsight bias — give us a really convenient story about what happened in any negative situation. Cognitive science research shows us that to the extent that a story feels comfortable, we believe that it's true,” says Zwieback. “The reality is that when we get to that comfortable story we stop learning — we say ‘Oh that explains it.’ This short-circuits the learning process to alleviate discomfort of dealing with the complexity of systems — and organizations — that we’re building. That may be a short-term relief, but it’s a compounding expense over the long run because we’re not addressing areas of fragility.”
A team of researchers at the University of South Australia have now created the prototype for a piece of wearable technology in the form of a contact lens that sounds more like science fiction than actual reality. The contact lenses have been created to be a wearable technology that is electrically conductive and that could potentially host tiny displays. The tech would make it possible for a wearer to receive health feedback, such as blood sugar levels, and would be able to take advantage of certain augmented reality displays that would be shown as an overlay on top of the actual visible environment around them.
Blended learning is no longer an option for classrooms. The combination of face-to-face instruction and online learning opportunities allows for individualization, flexibility, and greater chance for student success. Educators have 6 models of blended learning from which to choose, so that they can implement a delivery system that works for their classrooms/students.
Promote quality, integrity, and challenge. We’ve all completed multiple-choice assessments whereby one answer is screamingly, obviously wrong, another is still clearly wrong (but not as stupid), and the remaining two are all that are left to provide any element of challenge. It’s no wonder employees get the impression that some corporate training is a box-checking exercise! The success of multiple-choice assessments depends not only on the quality of the questions you ask, but also the quality of the answer options provided. Decoy options should still be relevant, provoking learners to think about the consequences of each choice. Avoid trick questions; remember, your goal is to train, not trap your employees.
It drives me crazy when I see leaders who believe they have time to ponder. As Mario Andretti, the famous race car driver, once said, “If your car is under control, you’re not driving fast enough” (and this is a man who knows what fast means). As recently as ten years ago, it took a lot longer to design and launch products, or even companies for that matter. But with improvements in technology, resources and cash available globally things happen much more quickly. We’ve all watched the decline of numerous companies who did not realize that the pace at which they were moving, while it might have sufficed before, was no longer going to work in today’s world. They sat by and watched their vaunted products, and in some cases the companies themselves, wither on the vine. In the past, corporate demises took decades, but today the same thing can happen in months and years.
I really don’t think leaders intentionally want to move slowly; but there are several factors preventing them from moving fast. Fear is a clearly an element. Fear can lead to endless requests for analysis, meetings, studies and other measures, whose sole purpose is to minimize risk and avoid making decisions. While some of that may have value, the problem is that the analysis is often too internally focused and the time spent reviewing the information exacerbates the fundamental problem itself. I believe that perfection never happens, and that therefore, “85% of very good, now” is a much better plan of action than 100% of perfect.
Changing Content Roles The development is a response to dramatic changes in the content marketing space. "The traditional lines between structured and unstructured information — which served in the past to separate what was part of AIIM from what was not — have become so blurred as to be meaningless," Alan Pelz-Sharpe, Vice President at Digital Clarity Group, noted in a statement.
“Content has become so ubiquitous, voluminous, varied and critical to business processes that it is impossible to separate ‘content management’ as a separate discipline from business processes and applications."
Mancini told CMSWire he is "shifting gears." He plans to help companies with their go-to-market strategies and content marketing strategies, as well as being much more externally focused on evangelizing the space.
Navigating the Market Part of the new advisory role will be helping organizations navigate the increasingly complex content management market, notable in part for the volume of vendors in the space. He noted that it is easy for users to get confused, and added that vendors need help with their positioning and their messaging.
“The market for me is very unsettled. It feels very much like it did in the late '90s when e-business was starting to sweep through," he said, adding that he thinks AIIM has the resources to "help people sort through that."
AIIM will also continue to produce its regular research and reports.
Board members who want to be great stewards of the institutions they are entrusted to lead—today and into the future—must ensure two things: that they truly understand what the numbers say about their institution’s contributions to restoring opportunity in America and that they have capable leadership teams in place committed to aggressively expanding that contribution over time. In the end, it is a matter of leadership at every level.
Global consumer spend on mobile apps is expected to grow 24% in 2016, reaching $50.9 billion—and eventually doubling from that level within four years to reach $101.1 billion in 2020—according to a recent report from App Annie.
The report was based on forecast gross spend by global users across Apple's iOS App Store, Google Play, all third-party Android app stores, Microsoft's Windows Phone Store, and Samsung's Galaxy Apps. The projections include revenue generated from in-app purchases, subscriptions, and paid downloads, but not advertising and e-commerce revenue.
The rapid mobile app revenue growth will be driven largely by two factors, according to the analysis: strong app adoption in developing economies, and mobile apps' ability to capture greater wallet share in mature economies.
When potential donors hit your website, the design should lead them easily to and through the donation process. Your main goal is to make the giving experience straightforward and boost the commitment level of someone who is thinking of donating.
At the most basic level, you should have a clear button on your website that takes donors straight to your simple donation page. But there’s a way to help donors begin the checkout process before they even get there.
Equipped with the right fundraising software, you can create a smaller, customized form on your webpage that donors can begin filling out, before they even navigate to your official donation page. This form can even include a suggested gift amount that makes it easy for donors to decide how much to give. When they hit submit, they’re taken straight to your donation page where their information has already been prepopulated. All they need to do is fill out the remaining fields, and voila! They’ve successfully completed their gift in seconds.
1. The use of predictive- and prescriptive-only analytics decline, and explanatory analytics rise
Predictive analytics is an incomplete approach because it only gives you a likely outcome if nothing changes. It doesn't tell you why outcomes are likely, the correlations driving those outcomes, or—perhaps most importantly—how to change those outcomes.
Prescriptive analytics is something of a step beyond predictive analytics in that it tells people not only where they're headed but also the moves they can make to improve the outcome. However, that is still basically a black box approach; most prescriptive platforms don't let people understand why the platform made certain recommendations.
Enter explanatory analytics. Marketers are smart people, and as such they (not computer code) should be asking the analytics questions, driven by their curiosity and intuition. They should then bring in the machine to investigate the correlations that matter.
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.