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The Future of Mobile Learning

The Future of Mobile Learning | digitalNow | Scoop.it
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Don Dea's insight:
What is the Future of Mobile Learning?

Mobile learning has not hit a great peak yet, but it is definitely on its way there. Keep an eye out for a larger implementation of mobile learning in the workplace this year. Employers will start looking for ways to offer mobile learning over a number of different platforms.

As you have noticed, everything in the world is beginning to rely more and more on technology. In the next few years, learning will eventually move its way in greater favor to mobile; employers who are not offering this learning platform will be considered outdated.

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
Curated by Don Dea
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Luxury shopping in the digital age

Three out of four luxury shoppers own a smartphone and about half own a tablet, according to our interviews with more than 3,000 luxury customers in six major luxury markets. Not surprisingly, while they’re at work they rely mostly on desktop or laptop computers, but while commuting, dining, or shopping, they’re more likely to use smartphones, especially to search for products and store locations. Indeed, more than half of luxury shoppers’ searches are mobile, and more than one in five of the shoppers in our sample said they often or always do some research on a mobile device before making a luxury purchase.
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How the public sector can remain agile beyond times of crisis 

Agility may be the last word people associate with public-sector institutions. Yet we have seen that they can indeed be agile, particularly in times of crisis, when employees actually say that it feels better to work for the government. Why? Because they get clear directions about how to achieve their mission and enough autonomy to make decisions at the front line; a burning platform for change replaces the cultural aversion to risk taking that’s characteristic of public-sector organizations; and teams work within and across agencies to achieve rapid results.

For example, a variety of publications have shown that many people who worked in US intelligence and law-enforcement agencies during the early 2000s believe that these organizations performed best in the days, weeks, and months after 9/11. The terrorist attacks on the World Trade Center and the Pentagon clarified both the mission and the way to achieve it. The cultural aversion to sharing information across agencies and acting in concert was replaced by an urgently felt need to collaborate. Intelligence and law-enforcement officers across the front lines received new authority to make important decisions and respond quickly to developments and threats.
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Two views on how customer experience can better serve US military veterans 

Government organizations are very “rules-based” cultures that are designed for fairness and to protect people. In a sense, they are designed to reward institutional longevity rather than performance, and decisions are put in the hands of committees rather than frontline managers and employees. If you are trying to deliver a great experience, you need extraordinary people who are focused on the customer and empowered to make the right decisions.

I like to tell two stories to illustrate what I mean. On one occasion, a nurse at one of our facilities noticed that a patient was late for his appointment. She knew the patient well and felt that something was wrong, to the point where she decided to call emergency services. The police were dispatched to his home, where they found that he was stuck between two pieces of furniture and had nearly suffocated. The woman made a judgment call and saved the man’s life.
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Innovation Is Spurred by Collaboration

Innovation Is Spurred by Collaboration | digitalNow | Scoop.it
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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Why Email Remains the King of Communication

Why Email Remains the King of Communication | digitalNow | Scoop.it
Why Does Email Still Dominate?
Given the range and scope of new tools available to help people collaborate more effectively, it's natural to wonder why email continues to persist and dominate. 

A few reasons why email is so resilient:

It is the lowest common denominator. Other collaboration tools are always presented as additions to email. This is because everyone has access to email without an incremental cost. No additional licenses required, no matter who you want to communicate with: email is always available and on all types of devices
Email is improving and adding lots of new features. One look at Microsoft Outlook and IBM Verse makes it apparent how much email has evolved. Both incorporate AI tools for composition and scheduling. Conversation mode, pioneered by Google for Gmail, is now standard and improving for both cloud and desktop versions of these email clients. Integration with cloud services, such as online file sharing applications, is making previously cumbersome activities much easier. This is whittling away at the advantage of both chat and ESNs.
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How to Build a Better IoT Framework

How to Build a Better IoT Framework | digitalNow | Scoop.it
As organizations embrace a connected world and build systems for both the industrial internet of things and consumer-facing IoT products and services, the initiative will begin to take shape, Capgemini's Krupitzer says. At this point, conversations typically revolve around how to add more sensors to products and machines, how to connect factories and supply chains, and how to achieve economies of scale with the IoT.

"It's a dialog that requires business and IT involvement," she says. "There's a need to understand how the IoT will be used to collect data, but also how to use it and draw insights from it."

This, in turn, may lead to conversations about how to digitally transform the business beyond the IoT. In some cases, organizations may discover that they need to morph from product-centric firms to services companies. This may result is further discussions about new business models and ripple into areas such as analytics, automation, interoperability, security issues and privacy concerns.

In the end, it's important to avoid getting caught up in the technology and the deluge of data that can result from IoT sensors, machines, smartphones, social streams and more. It's about gathering more data. It's about collecting the right data and connecting the right data points.

"Once you identify the value points and have a hypothesis, you can begin to test, adjust or change them and home in on the opportunities," says Krupitzer. The process is iterative and incremental, but, "When organizations get things right, it can change the landscape and disrupt the business or an entire industry."
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New evidence for the power of digital platforms 

A significant finding is the correlation between recent financial performance and the 12 percent of companies in the sample that have chosen to create new platforms.4 The biggest impact appears to be on the one in five platform companies that pursued the “offensive” option. They did much better than one in ten defensive companies that chose a platform strategy.

Connecting customers. Another critical finding is that the nature of the chosen platform matters. The experience of successful platform players indicates that benefits increase when platforms redefine value propositions for customers, reshaping the demand side of the market. Many companies do so by enriching their products or services with information, social content, or connectivity, providing an easier experience for customers. Indeed, demand-driven platform plays, when combined with an offensive digital corporate strategy, are strongly correlated with superior financial performance—about six to more than seven percentage points in earnings before interest and taxes (EBIT) and revenues—relative to the nonplatform, defensive players.5 It is noteworthy that the revenues and EBIT of the latter group declined, suggesting that some companies will face greater competitive pressures ahead.
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Why Millennials May Hate Your Customer Service

But apart from their reliance on technology, what does make this generation so special and peculiar? And why do they anticipate changes to the concept of customer service as we know it?

Multiple devices & Channels

This generation was being raised with mobile devices at their fingertips. Internet having been around before many of them were born, they rely on their own knowledge of the web and can find the information they need in the matter minutes if not seconds. 87% of them have their smartphones on them at all times, day and night. 47% of millennials say they use their smartphone to pay for services and goods online. In fact, you could say that millennials are rather tech dependent.

They constantly switch between devices including laptops, smartphones, and TV. And unless your website has responsive design, chances are that your millennial customers are frustrated with bad functionality of your website on the different devices they are using. Furthermore, the need to start their shopping from scratch once they move from one device to another is another issue that can lead to losing your millennial customers. This according to Get Personal study by Adobe, which found that nearly 80% of consumers and 90% of millennials switch devices while engaged in an activity; two-thirds (66%) of device owners find it frustrating when content is not synchronized across devices. Therefore businesses should work toward delivering such seamless experiences across digital devices through consistently identifying users that move from one digital experience to another.



On top of this, millennials use multiple social media, and while Facebook is the favorite among this group of customers, they expect you to be present in other social networks as well. Curiously, more women than men in this generation want this multichannel access to customer service.

New Experiences

Being the most educated generation due to access to technology and information, millennials are the crowd most aware of cultures around the globe and enjoy adventure and discovery. It is probably this multicultural mindset that drives them to experience new things even while shopping or receiving services.
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The future of the Internet 

HOW THE INTERNET IS EVOLVING
There are several features, published articles and works that attempt to predict how the Internet and the world of technology would develop, including the rundown of the next few years by PBS’s, the Wall Street Journal’s general prediction of the future’s average internet experience as well as the BBC’s project of fears and ethics related to the possible changes that would come. There are some principles that stand out across most predictions and sources on the future of the internet.

1. Internet connection would be automatic and permanent. People have been connecting to the internet in different ways, from minutes-long processes of dialing up, to the seconds-long WiFi password entering for a particular location. Eventually, connectivity would be simplified and constant to a point wherein no individual ‘connection is truly necessary. Universal Internet is gradually becoming a reality and overall between systems could establish a redundancy layer, which prevents worries or bad connections and service outages.
2. Machines could take over jobs. Machines are already capable of a lot of manual tasks, and they are beginning to have mastery of high-level and intellectual tasks, such as writing. Along with the ubiquity of the Internet, the applications would make it so that more resources and less work are available directly. The need for persons to work would decrease, along with job availability, which could result to a system that is more or less balanced. As people struggle to find balance, undoubtedly people would encounter hurdles of joblessness as well as unbalanced resource distribution. However, these are short-term drawbacks of a richer, and more connected world.
3. Augmented and virtual reality play a major role. Mobile devices enable accessing the internet in the real world. However, next-gen devices would project the Internet, or embed it to the real world via a form of augmented reality. The Glass from Google pioneered this space, while HoloLens from Microsoft looks promising to carve the path forward. While augmented reality has witnessed some unsuccessful starts and fits, virtual reality, its close cousin is starting to see considerable growth amid the launch of HTC Vive, Oculus Rift and the upcoming PlayStation VR. A few years ago, the world was not ready for virtual reality, but a few years from now, it would be.
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Six steps to transform your marketing and sales capabilities 

While most major companies understand the need to adapt to the marketplace, we find that they often don’t have the level of commitment needed for a commercial transformation to succeed over time. Yet this is increasingly a decision leadership can’t put off. That’s because better commercial capabilities are necessary to respond to something that we observe more and more often in the marketplace: competitive advantage just doesn’t last very long anymore. “Sometimes we’ll spend a lot of time bringing a product to market, and we need to plan for the fact that that gives us only a six-month head start,” Gary Booker, the chief marketing officer of Dixons Retail, told us. “We need to then figure out, while our competitors are catching up with what we’ve just done, what we’re doing to make sure that when they get there, we’re already on to the next thing.”
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The Misalignment of Digital Transformation

The Misalignment of Digital Transformation | digitalNow | Scoop.it
A new survey finds a "widespread stall" in digital transformation efforts, suggesting that its leadership is in crisis. Half of senior executives polled said their company is not successfully executing 50 percent of its strategies, according to the new report from Wipro Digital, "A Crisis in Digital Transformation." While most executives believe the company is clear on the definition of digital transformation, an obstacle to success is the lack of alignment on what exactly digital transformation means. "Digital transformation efforts are coming up short on intended ROI, in part because digital transformation is as much a leadership issue as it is a strategy, technology, culture and talent issue," said Rajan Kohli, senior vice president and global head, Wipro Digital. "Real digital transformation occurs when courageous leaders align goals and practices as well as theory, manage opportunity more than risk, and prioritize the future versus retrofit the present." The study surveyed 400 senior-level U.S. executives at companies with more than 100 employees about digital transformation strategies within their organization. Following are key findings.
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Three Simple Secrets to Running a Remarkable Meeting

Three Simple Secrets to Running a Remarkable Meeting | digitalNow | Scoop.it
Communicate a clear objective for the meeting.
Be clear up front.  Determine if this a “Where are we going?” discussion, or a “How will we get there?” conversation.  If you’re not clear, you don’t have a fighting chance of an organized dialog. Yes. You can have both conversations in the same meeting, but not at the same time. Put it on the agenda. Reinforce it in your opening remarks. Heck, put it in the meeting invite: “By the end of this meeting, we will have decided __________.”People want to know that something will be accomplished with their time. Make that “something” perfectly clear.  One of our Winning Well clients has started including this message in their Outlook invites
This meeting’s goal is to reach a decision on xxxx, and to begin to define how we will achieve this, we need your best thinking on _______.

Be clear on how decisions will be made.
Nothing is more frustrating to people than asking for their opinion and ignoring it. Be clear up front as to how the decision will be made.“I need to make this decision, but I would love your input”
or “We’re going to decide by consensus”
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The true importance of good spelling

The true importance of good spelling | digitalNow | Scoop.it
Spell-check: part of the problem
Spell-checking tools may seem like the answer, but they also create a new problem, warns Anne Trubek, an expert in new writing technologies and founder of Belt Publishing in the US state of Ohio.
A long-term comparison of errors in university students’ essays in the US found that spelling used to be the most common mistake. But the new number one error in student writing is now using the ‘wrong word’, explains Trubek. “Spell-check, as most of us know, sometimes corrects spelling to a different word than intended; if the writing is not later proofread, this computer-created error goes unnoticed.”
New technologies, such as Apple’s Siri function, also contribute to the rising apathy toward correct spelling. “If you look at the development of technologies, whether it’s quill pens to fountain pens to ball point pens to keyboards, the goal is to go faster because you want to match the pace of the ideas in your head,” says Trubek. “Siri does that the best.”
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Here comes the modern Chinese consumer

Chinese consumers are also increasingly trading up from mass products to premium products: we found that 50 percent now seek the best and most expensive offering, a significant increase over previous years (Exhibit 3). It’s no surprise that the growth of premium segments is outpacing that of the mass and value segments, and foreign brands still hold a leadership position in that premium market. What’s more, a rising proportion of Chinese consumers focus on a few brands, and some are becoming loyal to single brands. The number of consumers willing to switch to a brand outside their “short list” dropped sharply. In apparel, for instance, the number of consumers willing to consider a brand they hadn’t before dropped from about 40 percent in 2012 to just below 30 percent in 2015.
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Using data to improve customer experience in passport services

Using data to improve customer experience in passport services | digitalNow | Scoop.it
We are learning that we don’t currently have a great process to capture valuable insight from customers, so we are trying to start up a function to conduct interviews, have focus groups with customers, and even follow-up on things like Yelp reviews for passport agencies to help with that prioritization process. We’ve also started making a concerted effort to gather feedback directly from employees and contractors, so we can start to build a view of what preferences our customers have in their experience. All of that is in its infancy, but getting better data is definitely our top priority.

In the meantime, we try to categorize and rank order-improvement efforts based on the quantitative data we have from the operation. For example, taking a photo of the customer at the point of accepting their application has become a top priority for us, based on some recent research. We found the number-one reason applications were suspended was due to photo issues. Around 15 percent, or 2.5 million, applications each fiscal year are suspended during the adjudication process, causing delays and more effort on the part of the customer. So we wanted to dig into that process and find ways to improve. Many suspensions are caused by preventable issues like over- or underexposed photos, pictures that were too big or small, or even something as simple as glare on an applicant’s glasses. Based on that information, we are now working with our photo vendors to improve the ability to take quality photos. We are also focusing on taking a secure photo of the customer at the point of accepting their passport. We do live capture of customer photos now in our overseas government-run acceptance offices, and we’ve seen some great technology in places like the Mexican consulates, so we are encouraged that it can be done.
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Some Business Executives Say They Could Replace IT

Some Business Executives Say They Could Replace IT | digitalNow | Scoop.it
As company culture and existing "organizational context" (attributes in the environment that can influence performance) keep CIOs from being as effective as they could be, many business executives said that IT is either significantly or fully replaceable by third-party services, according to a recent survey from McKinsey and Company. The resulting article, "IT's Future Value Proposition," calls out a wide range of perceived IT shortcomings: The tech department doesn't collaborate with business about digital strategies as much as it should. It's not extremely effective at leading the design of e-commerce and online experiences, or developing analytics use cases. IT also struggles to identify cutting-edge or innovative technologies, according to the findings. To overcome this, CIOs and their teams must work more closely with top organizational leaders to more effectively ensure that their efforts contribute tangible business value. "CIOs will need to increase expectations for themselves and the IT function," according to the article. "They must also work hard to elevate their role within the organization, developing both their leadership and business muscles, while building a more direct reporting line to the CEO. To do so, they will need to write a more ambitious job description that reflects their organization's broader aspirations for growth and innovation. … CIOs will also need to focus on developing both the functional skills (such as digitization and delivery) and the leadership skills necessary to gain credibility as a true business partner, and they must ensure that the IT organizations they lead are meeting—or even surpassing—expectations."
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Servant Leadership: What's in It for Them?

Servant Leadership: What's in It for Them? | digitalNow | Scoop.it
When we collaborate with our business colleagues and partners, are we thinking about our objectives or theirs?
How many of us have made calls with sales executives who were clearly focused on selling their product or making their quota? How did that feel? And how did it feel on the rare occasions when you encountered a sales executive whose focus was on helping you solve a business problem? How different did that feel?
True servant leaders focus on the needs of their clients, their team, their management and their shareholders. They look at life through the prism of helping others succeed. These leaders realize that all ships rise with the tide.
They also realize that it’s very rare for a player on a last-place team to win the MVP award in their sport. These awards are usually given to the players whose teams have won championships.
Perhaps the greatest athlete of all time (certainly the greatest in my lifetime) is Michael Jordan. One of the most important things people always said about him was that he made everyone around him better.
Are we focused on making others better and helping them succeed? Or are we focused on hitting our personal bonus metrics? Remember, the question we should ask in all personal engagements is not, "What's in it for me?" but "What’s in it for them?"
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Personalization: How Much is Too Much?

Personalization: How Much is Too Much? | digitalNow | Scoop.it
Assessing the Value of Personalization
Consequently, at the start of any personalization project, particularly one with heavy input from analytics, big data or modeling, I find it helpful to ask these questions to inform and guide my approach:

How much human involvement will be required in the purchase decision-making process?
A high level of personal involvement may mean a simpler model that is easier to understand, making the process of analyzing future purchase scenarios more effective.
Will my customer receive incremental value from added customization?
If there is little or no perceived customer benefit, how can there be any expectation of increased sales or margins? In cases like those, the simpler, mass market approach will probably be better.
Can I address my customer’s purchase needs in a less complex way?
Some customer experience scenarios are hard and require going the extra mile. Others really don’t need to be made more complicated than necessary.
How will the relative costs of each solution compare?
How will the relative costs in time, money and ongoing maintenance compare between alternative products and services?
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When to shift your digital strategy into a higher gear 

There may be a premium for making early moves.

When companies first sense a digital competitor entering their market space, they tend to react timidly, reasoning that the risk of damage to revenues and profits is not enough to justify tampering with current business models. Our research indicates, however, that executives may underestimate how close they are to an industry tipping point.1
The signals. As the exhibit shows, during the early stages of digital competition (when rates of digitization hover below 30 percent), fewer than one out of ten incumbent players across industries have adopted offensive corporate strategies that change their portfolios and business models.2 At this juncture, new digital entrants typically hold less than 10 percent of the market. However, when industry digitization climbs toward the 40 percent mark, the environment changes abruptly. That’s when digital attackers will likely have locked in a 15 percent market share and incumbents will be sensing that the upstarts have sufficient momentum to tilt the market to their advantage.
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10 insightful questions to work into your 1:1 meetings

10 insightful questions to work into your 1:1 meetings | digitalNow | Scoop.it
Questions you could be asking
While you're likely already asking the person how they feel about their workload and discussing goals, here are 10 questions you might not be asking but should be.

What motivates you at work?
What excites you most in your work?
What skills do you get to use most?
Do you have any skills that you aren't using often enough?
Think back to your last three projects, is there one thing you would do differently next time?
Is there anything preventing you from doing your job as well as you’d like?
Is there knowledge areas or skills you’d like to develop to help you be more effective?
What is one thing I could do to better support you?
Are you happy at work?
Are you able to do things you enjoy outside of work to manage stress?
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3 Ways to Ensure Your Customer Has a Bad Experience 

3 Ways to Ensure Your Customer Has a Bad Experience  | digitalNow | Scoop.it
Your customer is your lifeline. As cliche as it sounds, one small mistake could cost your business big time. Rather than looking to the things that make good customers experiences, we’ll negate that and reveal three ways which definitely ensure bad customer experiences.  With ever-changing consumer habits with respect to mobile technology, customers expect you to be there every micro moment.  It’s no longer about ‘mobile marketing’, but rather ‘marketing in a mobile age’.

 1. Mismanagement of Customer Data

Starting off a little data is better than none, but making the data ‘actionable’ is key. Let’s say you’re a retailer with an online shop/site and you have stores located all over the map. You also just launched your new mobile app hoping your online and in-store customers will download it and automatically buy merchandise. First of all, that alone will get you nowhere. Instead of viewing you mobile channels as ‘money generating machines’ you’ll need to view it as a customer engagement tool first.

Thus, synchronize all your data (from all channels) to see the devil in its details. The integration of your POS, eCommerce or loyalty systems along with your mobile activities are best managed in one place where you can see the 360 view of your customer.
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Building a marketing organization that drives growth today 

Brands have long been managed by global teams that design global campaigns and local teams that execute those campaigns as well as manage local ones. This often results in frustration in both directions: Local teams think global doesn’t understand their market, and global thinks that local isn’t using collective assets. To combat this issue, we have seen marketers start to build “brand tribes”—informal, globally dispersed networks of marketers, who collectively identify and share their best assets.

Instead of top-down direction, the tribes have community managers who foster global collaboration, post insights, promote assets for particular markets, and discourage off-brand execution. They put in place internal social platforms such as Slack to make it easy for people to share and find relevant content. This gives local managers access to assets that have been recommended by peers and approved by global managers and also provides recognition for those responsible for successful campaigns. Once adopted and embedded into the culture, brand tribes also become a way to reinforce brand standards.
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Courageous Execs Blur Lines Between Business & IT

Courageous Execs Blur Lines Between Business & IT | digitalNow | Scoop.it
Instead of deferring any and all tech-related issues to the IT department, today's most successful C-suite leaders are diving deeply into technology challenges and solutions, according to a recent survey from ThoughtWorks. The accompanying report, "The Next Big Disruption: Courageous Executives," reveals that a majority of these leaders believe that the digitization and adoption of new technologies have become a top priority. As a result, most are developing an in-depth understanding of business technology, and some are even writing code. They're also paying more attention to what their customers are saying, and are responding to their feedback. "In order to survive in our rapidly changing world, it's vital to acknowledge that antiquated leadership won't push businesses forward," the report states. "For every slow-moving enterprise struggling to stay relevant, there's a lean startup about to change the landscape overnight. … In this era of chaos and uncharted possibility, courageous executives are the ones willing to challenge everything: the status quo, internal silos and immovable strategies. … They are erasing the lines between business and technology." A total of 150 CIOs, CTOs, CEOs and other c-level executives in Fortune 500 companies took part in the research, which was conducted by Northstar.
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Gen Z Indiviuals Are Joining the Workforce

Gen Z Indiviuals Are Joining the Workforce | digitalNow | Scoop.it
As Generation Z enters the workforce, its work priorities will differ substantially from its predecessors, the Millennials. The workforce shifted dramatically to accommodate Millennials, also called Generation Y, (born 1977-1994), who have wholeheartedly embraced technology. The pendulum may swing back in the direction of Generation X (born 1966-1976) and their children, Generation Z (born 1995 and later). A new study, "Rogue One: How Generation Z Is Going to Bring Balance to the (Work)Force," finds Gen Z less tech-dependent than the previous generation. They favor face-to-face interactions and want a physical, rather than a remote, workspace. They also value tools for their effectiveness rather than convenience and efficiency, "Gen Z will bring more balance to the workplace through face-to-face communication and tools that will help them communicate more effectively. This will have an impact over the next 12 months," said Enzo Signore, chief marketing officer of 8 x 8, which conducted the survey. In partnership with Koski Research, it surveyed full-and part-time U.S. workers in November 2016. The 1,000 respondents include 200 Gen Z, 400 Millennial and 400 Gen X respondents. This slideshow focuses on key findings of the report.
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Here's why you don't want a team stacked with rock stars

Here's why you don't want a team stacked with rock stars | digitalNow | Scoop.it
To find the right balance within a team, leaders should ask a very important question of their team members: "What do you love to do?" This helps align employee interests to the team’s goals.
It’s also important to remember that this isn’t an endorsement for leaders to tolerate mediocre performance or overlook a lack of “fit” within the team.  A leader’s role is to help every team member perform up to his or her full potential, whatever that is.
As with many things in life, “too much of a good thing” applies in team composition as well. Whether it’s retail customer service, sports teams or office workers, it pays to understand the role your star employees play in delivering top team performance. Strike a balance that encourages others to perform well, but doesn’t overload the team ecosystem.
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