What’s also striking here is just how dominant Facebook has become in certain markets. As well as scoring 80 percent-plus in 28 of the countries tracked in our chart, Facebook membership of some type is near universal in places like Mexico, Indonesia and Vietnam.
These figures are extremely encouraging for the company’s future expansion plans. With growth now coming mostly from fast-growth markets (where Internet populations continue to increase rapidly), this trend suggests that the vast majority of new internet users over the coming years will join at least one Facebook-owned service.
Starbucks is setting up a partnership with a former journalist for the Washington post. The goal is to make content about global issues the world needs to address. Starbucks is not just about selling coffee. Starbucks is about connecting people one coffee at a time, one neighborhood at a time. By setting up this partnership they want to push their content marketing to the next level and make it more purpose-driven. The ambition of SpaceX (Elon Musk’s second company next to Tesla) is to colonize Mars. Their partnership with Nasa is almost like a means to an end. Their content is about their ambition, about their purpose. Since both Starbucks and SpaceX have lofty goals, everyone talks about them and shares them.
Takeaways to Break Corporate Silos and Improve CX 1. Companies must identify their IT Silo disconnects and develop plans for sustainable information sharing. While technology integration is a lofty and expensive goal, new data input strategies and employee access to various systems for customer lookups can be a short term fix.
2. To break the silo mentality, companies need to fundamentally rethink, change, and improve cross-department relationships to cultivate teamwork and collaboration with unified CX goals and priorities.
Remedying communication disconnects at every level of an organization starts with an attitude adjustment regarding collaboration as well as information ownership and information sharing. Today’s omni-touchpoint consumer requires nimble companies with CX practices that effortlessly keep up and deliver without pain.
Often people think of culture as something that is like art, but you say that the “magic behind great culture is actually an elegantly simple science.” Tell us more about your research.
We all know that culture is important. We’ve felt it. Some cultures are filled with fear and stress, while others inspire creativity and enthusiasm. What has eluded us, however, is why. Our research provides an “elegantly simple” answer: culture is what tells your people why they should work, and why they work is what determines how well they work.
Managing the details. The term “micromanagement” has a negative connotation for a good reason. Getting lost in the details is a sure way to waste your time, waste your employees’ time, and wrack up enough annoyances to alienate your team completely. You don’t have to be completely hands-off to be a good manager, but you do have to focus on high-level thinking and planning. Set a general course or a general goal that you want your employees to achieve, and let them worry about how they want to get it done. If you don’t trust them to do that alone, you probably have the wrong person for the job.
Solicit Perspectives of Trusted Advisors When possible, it is always better to obtain the opinions of trusted colleagues before making a difficult decision. Even more important than their opinions are the reasons why they feel that way. Take the time to understand why your trusted advisors maintain certain perspectives as you drive towards making a decision that will be the most beneficial while addressing legitimate concerns.
– Highly — we analyze everything sometimes at the cost of action: 42.71% – Very — we balance analysis with judgment: 27.62% – Somewhat — we do some analysis but act quickly: 19.44% – Not at all — little analysis, mostly action: 10.23%
Analysis Paralysis. Doing more analysis is often a stalling tactic to avoid making a decision. There’s a limit on how much data you can gather to predict the future. Your ability to make decisions based on good data is also a function of how strong your organization’s analytics program is. If you’ve created a solid analytics team, the likelihood of making faster decisions with better data goes up significantly. So try to build a solid analytics program and once you’ve gathered sufficient data, make your decision and move on with life.
Notice the moments that call for a bit of light. Sometimes, these are the most serious times that don’t need to be quite as solemn as they appear. Entering into those moments with a light heart and a willingness to gently express positivity can sometimes break others free of unnecessary darkness they read into the situation.
Lean into fun when stress has captured those around you. Notice when things get tough with deadlines or an intense project. A simple thing to offer to your team might be a break including coffee or a group lunch (p.s. if you have a virtual team, get creative in how you can include them in these activities). Invite them to take a break, if only for a few minutes, and a spike in creativity and productivity just might follow.
Fluff statements don’t define a coherent strategy.
The absence of a strategy is…well, a strategy to flail and fail.
Growth is not a strategy.
And big, lofty goals don’t define or describe a strategy. In the meeting where the customer count went from 10,000 to 100,000, it was like a bidding war to see which executive could propose the most outlandish number.
“20,000, you’re thinking too small,” crowed one executive. “It should be 50,000.”
Do not bog yourself down by the need to define the business you are in. Instead, smart brands defy conventions of traditional industries and create a new category of their own. If Uber defined itself as a taxi company, it would not only be the most valuable taxi company without vehicles, it would also narrow its business to transportation of people. By positioning itself as a "global urban infrastructure," Uber now successfully competes in a number of markets, ranging from on-demand flu vaccinations to delivering Christmas trees to providing same-day shopping service.
Apple's release of its smartwatch couldn't come at a better time for other wearable brands. The company is slated to make its first holiday season debut in 2015, and as a result, other device manufacturers will likely benefit. The Cupertino, Calif.-based company will be selling its smartwatch -- simply called Watch -- at physical stores other than its own this holiday season, as the device is set to go on sale at both Best Buy and Target. Yet for consumers who don't want to spend $350 or more, other brands like Pebble, which start at about $100, will be appealing, experts say.
IBM Corp. today is rolling out a new app called Watson Trend, which uses cognitive computing to predict the hottest products and trends for the holiday shopping season.
Watson Trend App Credit: IBM Corp. The app, which is designed for shoppers but has implications for retailers and marketers, uses natural language and predictive analytics to monitor online conversations on social media, blogs and websites to predict shopping trends. "As we are dipping our toes into the applications of cognitive technologies in the commerce space, why not start with consumers and give them a leg up to be a holiday hero this season -- then take those learnings and apply them to retail and consumer packaged goods industries," said Justin Norwood, partner at IBM Commerce and offering manager for IBM Watson Trend App.
Here are six tips that leaders can implement to help create and foster a business environment that not only welcomes, but also thrives on innovation:
1. Your behavior matters. As the leader of a company your behavior is amplified and seen as the true north to how things are done in the company. Your words do not matter, if you behave contrary to them!
2. Your words do matter when they are aligned with your actions. Language is a powerful tool to rally and unify people – especially around innovation. Choose sticky language, use it, help people make it their own to align and inspire people to embrace an innovative mindset and innovation behaviors.
Millennials are "leading the streaming revolution." It's no secret that 18-to-29-year-olds are less inclined to consume content on their big(ger) screens.
The survey found that 70.32% of respondents in that age demographic use a streaming service, while only 64.41% have a cable subscription. A whopping 84.93% said they have used a streaming service at some point in time.
"Millennials are really really important because they are growing category and driving a lot of the consumption behavior," David Mowrey, of Clearleap, told Mashable.
The question is, “Will Customer Experience go the way of 6 sigma?” Unfortunately, I see some of the warning signs already. Ask yourself, “Are we really trying to improve customer experience or are we just trying to improve out net promoter score (NPS)?” You can view a webinar on this topic here. How much time are you spending building your team vs. time spent understanding your customer’s journey? Are you counting the number of CX projects your business completes or are you measuring the outcomes of those projects? In particular, I think it’s in “outcomes” where we’re collectively falling short.
Deals without Campaigns: What percentage of deals have no campaign “touches” recorded against them? Are these really “deals spontaneously generated by sales,” or is there a data fidelity problem here? (One of my favorite behaviors s is where the sales reps deliberately delete any trace of marketing activities for the deals they win, to show how it was all their doing.) Again, compare the number of marketing touches for the historically won deals, the lost deals, and the current pipeline. Deals without Activities: What percentage of deals have no activities recorded against them? What is the average number of activities involved with won deals (in most enterprise deals, it’s going to be at least 5)? What’s the average number of activities for a lost deal? In many sales organizations, they’ve recorded more activities for the losers than the winners. So much for “fail fast.” Insta-Close Deals: What percentage of your deals were closed within a day or two of their creation? If it’s over a few percent, you’ve got an adoption and/or sandbagging problem on your hands. (Of course, in this analysis you need to screen out ecommerce and other system-generated deals that do not involve the sales people.)
Unfortunately, leadership is not all about influence, perks, and big offices. There is a reason that leaders are paid the big bucks, and that is not simply to lunch on the corporate account and tell others what to do. Instead, leaders have significant responsibilities and are often accountable for substantial operational, technology, budget, and personnel decisions. As you can imagine, these decisions aren’t typically easy. More likely, they are complicated and multi-faceted with both short and long term implications. Definitely not for the faint of heart. So how do strong leaders make tough decisions? Solicit Perspectives of Trusted Advisors When possible, it is always better to obtain the opinions of trusted colleagues before making a difficult decision. Even more important than their opinions are the reasons why they feel that way. Take the time to understand why your trusted advisors maintain certain perspectives as you drive towards making a decision that will be the most beneficial while addressing legitimate concerns.
Balance ‘learning by analysis’ and ‘learning by doing’ Strategy doesn’t always come before execution! Sometimes a strategy can only become fully clear after having tried things in practice. In today’s business world both are equally important. The traditional sequence of defining strategy, design, build, and deploy is in many situations no longer valid. Signs of ‘analysis addiction’: Reluctance to implementing things before all the answers are known; Always wanting to have everything under control; Focus on details, interpreting not knowing all the details as lack of competence; Slow decision-making.
The role of big data in medicine is one where we can build better health profiles and better predictive models around individual patients so that we can better diagnose and treat disease.
One of the main limitations with medicine today and in the pharmaceutical industry is our understanding of the biology of disease. Big data comes into play around aggregating more and more information around multiple scales for what constitutes a disease—from the DNA, proteins, and metabolites to cells, tissues, organs, organisms, and ecosystems. Those are the scales of the biology that we need to be modeling by integrating big data. If we do that, the models will evolve, the models will build, and they will be more predictive for given individuals.
5 ingredients into your organization’s culture, and your leadership abilities will improve by having your team responding to their work with the right sense of urgency:
Respond as though it matters: Whether dealing with a small problem or a big one, everyone needs to respond as though it matters, because it always matters to someone. Help your team define who it matters to when they do their collective best. Respond to the plan: When working as a team there always needs to be a plan to follow. Make it a cultural expectation for your people to always follow the plan and to always know: What are we trying to do? And, why are we trying to do it? If they don’t know, expect them to find out. Respond with a sense of appreciation: Leaders who show appreciation to the contributions of others will find that appreciation gets passed around. When you instill a culture of appreciation within your team, you will find that people who feel appreciated are happy people, and happy people are successful people. Respond with teamwork: Teams that go the distance always get there together. Nurture the spirit of teamwork. When you do, your people will start working together by holding each other accountable for owning a sense of urgency that is right for each situation. Respond with a “will do!” attitude: With the right leadership and organizational culture working in concert, your teams will want to make a positive difference. I call this a “will do!” attitude because when your people understand the importance of what they do, and why they do it, they are living with a sense of urgency.
Minimum viable management: Once you know where your intrapreneurs reside within the organization, you need to get middle management out of the way. After all, it is in the interests of management to stall innovation and change – not because they don’t see value in innovation, but because their job is to manage risk. If you want to support innovation, you need to move management accordingly. Rather than running innovation projects through existing management functions, create a layer of “minimum viable management” – just enough to help your teams learn and grow, not enough management to kill the best of your teams’ innovation. Data driven learning: Enterprises are awash with data – and this is an enormous potential advantage. Understanding how your new innovations can be more rapidly brought to market, or to a market segment, means using the data at your disposal. Lean leaders understand that data not only helps them make better and faster decisions, but also helps the whole organization learn faster. And in learning faster, better decisions can be made.
The commitments are based on six principles of personal change that have emerged from my work with hundreds of leaders who have succeeded in changing long standing patterns of thinking and behaving. And from those who have failed.
HOW PERSONAL CHANGE HAPPENS
My part of the conversation with new clients goes something like this.
Our work together will focus on important patterns in the way you think, how you behave and interact with others.
Insight and Awareness
As you work on changing some of these patterns, we’ll examine their origins and history along with the environments in which they are most and least likely to occur. We’ll look closely at various aspects of these patterns. You’ll identify the physical sensations in your body, the thoughts, and the emotions that accompany each pattern.
Business-to-business buyers are behaving more like consumers. So CMOs are struggling with 'How do we blend a compelling digital experience with more traditional offline approaches that we've depended on and have worked for us' -- things like events, print and even physical mail. And how do they do all of that while building a consistent experience from a customer's perspective across all those channels? Another issue is looking at how to turn the data they have available to them from inside and outside their companies into insights. This is still going down the path of transforming marketing from art to science. In 2016, CMOs will really have to up their game on the data front.
key trends for 2016 from the study include: 1. The rise of virtual reality: Consumers are craving more experiences, and while VR will continue building momentum in the gaming and entertainment space, marketers will begin looking at new ways to integrate it into a wide range of content. 2. Using content to compete with Amazon: Brands will use targeted content and campaigns to offer consumers rich experiences that will encourage them to return to their company sites rather than Amazon to make purchases. 3. Real-time rather than planned content: Marketers will focus resources more on real-time content than planned editorial calendars next year.
To be a highly effective leader, you’ll need both an internal drive - the mindset - and an external framework – the tools - for results. The internal drive is made up of three action-oriented conditions:
· A deep desire for better results. If you cannot picture any difference between where you are and where you want to be, nothing will change. (Hint: this difference is usually easier to see a few years out rather than today. By picturing how a change will affect what you care about most in, say, five years, you can usually find the energy to start changing now.)
· A willingness to learn and change your own behavior. If you can experiment with doing things differently and then be open to feedback, you can get better. Perhaps it’s human nature to try to avoid making mistakes, yet I’ve always found the lessons I learn from making mistakes define me more than when I “get lucky” and succeed the first time.
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.