Can there really be a program for something so nuanced and fragile as the human self? Can we ever experience an “I-Thou” relationship with an artificially intelligent design, or will it forever be an “It.” I suppose that would depend on the person (and the robot). No matter how lifelike a robot’s appearance may be, I remain convinced a robot’s programmed personality will leave us wandering through the uncanny valley — at least for the time being.
Today, mobility rules the computing universe. Thanks to radical advances in mobile devices, cloud computing and back-end IT infrastructures, managers, professionals, technicians and others work on an anytime, anywhere basis—exchanging data instantaneously. At the same time, consumers increasingly interact with businesses through smartphones, tablets and other devices, using apps, geolocation features, scanners, cameras, speech tools and more.
According to industry studies, more than half of all network and Internet traffic now originates from mobile devices. A report from telecom firm Ericsson predicts that this figure will hit 90 percent by 2021.
To be sure, all paths lead to a mobile-first strategy for today's enterprise. "It's difficult to find someone who is not carrying a smartphone," says Tony Fross, vice president of digital advisory services for Capgemini Consulting. "Mobility has emerged as the form factor for our lives.
Omnichannel marketing means different things to different marketers. But one common — and necessary — goal is to create a cohesive customer experience across channels. Consider this: Eighty-seven percent of consumers polled by software development company Zendesk say that brands need to put more effort into providing a seamless experience. And 73% say that brands pay more attention to generating sales across channels than to providing an integrated customer experience. Marketers, however, should pay attention to both. In-store analytics company RetailNext reports that two-thirds of customers recently polled have made a purchase involving multiple channels.
The first step is to recognise when avoidance is happening. Remember, avoidance is an almost imperceptible pressure and it is often completely outside of our awareness. But asking key questions can help us to identify its presence:
Are things getting done in your group through heroics and fire-fighting? Do you get the feeling that you and your team are “dancing around something” or “walking on eggshells”? Do you experience this feeling when interacting with your managers? Do you find yourself becoming agitated, frustrated or easily upset? Are members of your team becoming agitated, frustrated or easily upset? Are you seeing this behaviour in your managers? Do you feel you are working towards unrealistic expectations or being exposed to ungrounded thinking? Are blame and/or cynicism becoming more prevalent in your team? Are factions developing in your team?
SMART goals and campaigns are developed at the beginning of the quarter but can be changed on a weekly or even daily basis based on the team and activities. Things happen. Priorities shift. Your ability to adjust to change on a daily basis will mean your success. Did something happen within Hubspot to change our landing page conversion goal? Let’s shift it. Did the Facebook retargeting campaign drive 2% CTR in the first test? Let’s change the quarterly goal to 4% CTR and 20% of the newsletter subscribers. Goals should be planned weekly, monthly and quarterly. Goals should be continuously and rapidly improved. One thing to note and it is extremely important, the key word in this phrase in IMPROVEMENT. This doesn’t not mean that you decrease the goal if you are having trouble achieving it. SMART goals should always shift UP… not down. If the goal becomes impossible to reach you need to spend more time planning.
Talk less, listen more. The leader’s job is to pay attention to what other people say, especially those who think their views don’t count. Show you’re listening by acting on what people tell you, and gain their trust by giving them the credit.
2. Don’t give a solution too soon :. No- one learns anything new if you keep doing what you already know how to do, and don’t allow others to try. Anyway, they may find a different, or better way, and if not… you always learn from your mistakes.
3. Be Passionate : about what you believe in. Share your vision , live your values and walk the talk. The personality is more inspiring, than the process.
Emotional intelligence is important in a company’s internal communication as well as customer-experience activities. A recent Gartner survey shows that 89% of executives believe customer experience will become their key competitive differentiator in the next year. Leading companies and Customer experience analysts have discovered that a customer’s emotional experience with a company is the most important component in developing a relationship. In fact, according to noted customer experience expert Bruce Temkin’s extensive research, customers who experience an interaction in which a good emotional connection is developed are 12 times more likely to recommend that company to a friend. Those good emotional connections are reliant upon emotionally intelligent company representatives, employees that are able to effectively demonstrate empathy and build rapport with customers.
But it turns out that while Millennials do dedicate a larger amount of time than Generation X and Baby Boomers to media, the patterns in their media usage aren’t all that different across generations.
Take a moment to let that sink in. It means that, whether you’re a Millennial or Boomer, you tend to be making similar decisions about media.
That’s the finding of a new study from Nielsen that examines media usage among Millennials, Gen X and Boomers.
It finds both groups are spending more time than last year with multimedia devices, things like Roku and Google Chromecast that allow you to watch online content on your television.
Though Millennials use these devices for more time each month, at 30 hours and 33 seconds to Boomers’ 20 hours and 50 seconds, they both increased time spent with them by similar percentages compared to last year, up 16 and 17 percent, respectively.
And that’s not the only medium where this pattern is seen. Monthly usage of gaming consoles is up among Millennials and Boomers, as is smartphone video viewing and app usage. Again, while Millennials devote more time to these things, the percentage of increase in time spent year over year is similar.
Transformational leaders know and science has discovered emotional's deeper purpose: the timeworn mechanisms of emotion allow two human beings to receive the contents of each other's minds. They are using the power of emotion to get managers to innovate through taking risks on-the-job.
Yet, after years of cost-cutting initiatives and growing job insecurity, most executives don't feel like putting themselves on the line. Add to that individual performance incentives, where a one-year term determines a large bonus while investing in risky long-term payoffs takes a back seat.
Most managers postpone risky decisions for fear of failure---yet to make incremental mistakes can lead to innovative successes
– We micromanage people to drive it: 11% – We use principles for people to adhere to: 44% – We share stories that reinforce culture: 19% – We don’t focus on reinforcing culture: 20% – We do something not on this list: 5%
Principles and Stories Win. You can’t be there for every minute of every team member’s day. Micromanaging culture is simply unfeasible. The most effective way to reinforce culture is through the use of behavioral principles. A close second is telling stories. By giving your team members principles they can apply to any situation, you’ll be leading them and reinforcing culture without you having to be present to provide direction. Spend some time thinking through the principles you want them to live by. Tell them stories that reinforce those principles. Long term, their behaviors should fall in line with the culture you desire.
We're all overloaded with email. OK. Welcome to the year 2016. Some of us have accepted that new reality, and we have figured out how to make it work. We use technology to our advantage, postponing a message with a Gmail extension like Boomerang or using an auto-reply function. We use Gmail features like labeling messages. Or, we use the "touch once" concept of email management, where you never just let a message sit idle and look at it a few times. You receive and respond, even if the response is to let the sender know you are not in charge of that project.
What we don't ever do is complain. How does that help? How does it help to let people know you are overloaded and have too much work? It's like telling everyone in a snowstorm you don't like shoveling, even though everyone around you is also shoveling. Or, it's like complaining that you don't have enough new clothes even though you live next to a shopping mall. Or maybe, complaining that the boss only brings bagels to work to feed everyone breakfast in the morning. Boo-hoo!
Don’t do what others can do (or that doesn’t need to be done).
If you’re in upper management, you can easily spend 50% of your day in meetings, which comes out to 4 (or more) hours a day. If 25% of those meetings didn’t need to happen—a conservative figure based on surveys, and how much people despise meetings generally—killing them would buy you an hour per day right there.
The problem is that it’s hard to rescue the time once a meeting starts, and many people are so busy going from meeting to meeting that they don’t triage their schedules ahead of time. The solution is getting in the habit, on Friday afternoons, of looking at your calendar for the next week and asking what can be skipped or killed. Five minutes can buy back hours.
The most rapidly evolving kinds of "collective intelligence"--a phenomenon where a shared or group intelligence emerges from the collaboration and/or competition of many individuals--are those enabled by the Internet. Wikipedia and YouTube are the best-known examples of collective intelligence. Similarly, InnoCentive is a web community that outsources companies' research problems and invites answers from anyone who wants to contribute, awarding a handful to cash prizes to the best of the bunch. And at MIT, the Climate CoLab uses crowdsourcing to harness the collective intelligence of thousands of people all over the world in an attempt to solve the problems of climate change.These design patterns presented in technology-enabled collective intelligence is also represented more generally in the shift from traditional hierarchies to flatter organizational structures. For years, pockets of the U.S. military have been slowly taking decisions out of the hands of high-ranking commanders and entrusting them to teams of soldiers, who are told what problems to solve but not how to solve them. And last year, Zappos adopted a controversial flat organizational structure referred to as "holacracy." By order of CEO Tony Hsieh, the company abolished managers, eliminated job titles, denounced its organizational hierarchy and instead adopted a radical new system of self-governance. Automattic, the firm behind WordPress, only employs a couple hundred people, who all work remotely, with a highly autonomous flat management structure. GitHub is another highly successful firm with a similar structure.
While there are undoubtedly many technological breakthroughs that can’t be reduced in this way to linguistic and conceptual changes, it’s surprising how often apparent innovations depend on shifts in terminology and discourse.
To take another example besides “virtual assistants,” the financial world is currently busying itself with its own line in blockchains, aka distributed ledgers, which banks are rushing to design and test. However, as Chris DeRose noted in an article published last year by American Banker, “the technology powering distributed ledgers predates blockchains by well over 20 years.”
Here, DeRose is referring to the Paxos consensus algorithm and its more recent successor, Raft, which enables the nodes of a decentralized network to agree with each other on questions of value, and which will most likely be used in one form or another by financial institutions in building their distributed ledgers.
While the U.S. Postal Service struggles with Congress over a reform package to provide it enough cash to replace a pre-internet truck fleet, the forward-thinking folks at the USPS Office of the Inspector General never fail in their effort to drag the Post Office into the 21st Century. Its latest report suggests that USPS could take advantage of blockchain technology—the operating system behind Bitcoin—to fast-track its emergence in allied businesses that the OIG has been touting to the agency for years. Such as: Financial services. OIG has long been a proponent of retail banking in Post Offices, though such a move would require Congressional approval. USPS already has a big business in money transfers, however, and OIG sees that revenue stream flowing more freely using the peer-to-peer transactional abilities of blockchain. A “Postcoin” system, says the watchdog agency, could process transactions faster across a global network of 600,000 post offices and keep the money transfer business relevant in a digital wallet age.
As companies race towards digitisation, the expectation that people in organisations need to be permanently on-call is creating very human challenges. How well an individual copes depends on their personality.
We used to communicate with the people we work with as we walked down the hall to a meeting, or over lunch, or (all too often) with those little hand-written phone messages starting with “while you were out …” These days however, people are more likely to be in constant touch through Information and Communication Technologies (ICTs) such as social media, mobile phones or video links. In fact, a recent study found that almost one third of adults in the U.S. never turn off their smart phones - such is the all-pervasive nature of modern communication technology.
Every brand should be doing the following six social marketing activities on a regular basis. For each of these six activities lets see what should and should not be automated.
1. Follow People
Stop! (Don’t Automate)
Never pay for a service that allows you to buy followers on Twitter (or Facebook). Trust me, you’ll regret it. I could write an entire blog post on the negative consequences of doing this. One consequence is that you’ll end of blindly following a bunch of accounts that have nothing to do with your brand or marketing goals, or worse, you end up following bots. Don’t get hung up on the size of your social networks. It’s quality that matters. On Twitter, follow strategically. This includes accounts that are active and:
Engaging with topics relevant to your industry/brand Interacting with your competitors but not you Using hashtags for industry conferences Trending in your industry
Connected Consumer Mobility is the largest trend we’ve seen in all the recent trends we’ve uncovered—and this is just the beginning. Smartphones still have a massive growth potential with only 30% of the total market using smartphones. “The connected consumer is constant,” Kyle noted. “As the global consumer becomes more connected, we don’t care what device they’re using. I only care that they are connected.” Kyle shared that 42% of US consumers purchased a product on their mobile phone in 2013 and 83% of US consumers research products while in-store on their mobile phone.
The fundamental conversation regarding mobile communication with consumers needs to change. It used to be that having a mobile marketing strategy was “the non-negotiable.” However, due to consumer demand, having a personalized, tech-driven mobile presence to enhance the overall customer experience is “the new non-negotiable” that marketers need to embrace.
A bland, impersonal mobile strategy won’t cut it. Comments such as the following, from 15,000+ hours of VoC research interviews we conducted, should be a wake-up call for marketers:
“I want easy access to your brand any place, any time, via every means, especially via mobile.” “What they consider personalization is so old-fashioned.” “With today’s technology, I expect the experiences to reflect my interests and preferences.” A small company with a big personalized, mobile app idea, is home-health care firm Home Team which provides an iPad for each home with an app that the caregiver uses to track care and communicate with the family via texts, pictures and medical updates. As their web site states, “We have an iPad in every home. The caregiver uses it to plan fun activities and keep you updated on what’s happening every day. You use your mobile phone to send notes & suggestions to the caregiver because you know your parents best.”
The move makes sense at a time when U.S. papers, especially major metros like The Times, are looking to leverage anything they can to boost revenues and offset steep print advertising and circulation losses.
“The difficult U.S. newspaper environment has driven the industry to hunt for new audiences,” Gordon Borrell, president and CEO of ad tracking firm Borrell Associates, tells Media Life.
And The Times has an advantage over many of its international rivals.
It has an excellent digital product. Its U.S. site draws more than 50 million visitors per month, according to comScore, and it now has more digital-only subscribers than print ones.
“While they’ve had a decent overseas audience (about 220,000 subscribers for the International Times), there’s much more to be gained abroad, especially if papers like LeMonde or The Times of London aren’t keeping pace with the demands of digital readers,” says Borrell.
“The NYT could steal some of their readership, as well as that of other newspapers.”
The company has partnered with several companies on a new program called Radar, which will track travel patterns, behavior and other information of interest to advertisers by arming billboards with devices that tap into the data on mobile phones of passersby.
Media buyers and planners can then use that information to better target their campaigns, whether by finding the best location or tailoring the creative in a certain manner.
It’s a step beyond the basic demographic data currently offered by TAB ratings, and it comes at a time when measurement companies are under pressure to deliver better, more relevant information amid a sudden flood of big data availability.
“We’ve been advocating for the last several years how important this is,” says Mark Boidman, managing director at Peter J. Solomon and an expert in OOH media.
“In the world of online they can track you with cookies, they know where you’ve been and where you’re going next. It’s almost the same thing in real life.”
Recommendation systems are fueled by both our explicit and implicit interactions. Explicit interactions are mined through your expressed preferences via ratings or reviews and data that has been gathered on your profile (i.e., gender, age, etc). Factors such as location, weather, the device used for access and the time and date are examples of implicit interactions.
Derived passively, the information here is often gathered without user consciousness. Amazon’s recommendation system, for instance, can be broken down into a few simple elements: what you’ve purchased or viewed in the past (explicit), what shoppers with similar profiles have viewed or bought (implicit) and the date and time of viewing (implicit).
The recommendation systems market predominantly operates on a proprietary basis, with companies such as those listed above developing their own models built around one of three designs, or system “types” (highlighted below).
The goals of any business, large or small, should always include corporate/organizational pride, employee productivity and healthy profits.
How an employee feels about his or her work performance and work environment directly affects his or her productivity and job satisfaction, which in turn affects the corporate culture and ability to make money. Respected, valued employees make a company strong. Conflict or dissension or feeling under-valued or under-appreciated will always affect how work is performed. A low level of employee satisfaction allows for a less committed, less productive work-force.
I was hired into an engineering group as a non-engineer, and in my group, I was the only “professional” female. This was no secret – I have a Master’s degree in Public Policy and had worked for five years in the Legislative Department before I moved to a new assignment. However, every year, when it was time for my review, I was always downgraded for not being an engineer. Not being an engineer – not a secret! I was also asked to outline in writing every project that I had worked on the past year and what I had accomplished. None of my male co-workers was asked to do that. And my raise was pre-assigned before my review, usually low, though it never ended up being that low after higher management intervention.
BREAK EVERYTHING INTO QUADRANTS Designing your time each week only works if you have the right mind-set: it’s not only okay, but necessary to say no. You probably write strategic plans for just about every big project and business decision you confront. So why not take the same approach for your time? Planning helps you think critically about which projects will have the greatest positive impact, instead of just coping with everything that comes your way. The workweek can wind up feeling more organized (and yes, "manageable") as a result.
I start by dividing my work responsibilities into four quadrants:
People development (managing my teams, coaching, mentoring) Business operations (data analysis, running sales meetings) Transactional tasks (one-off things like responding to an email or reviewing a budget) Representative tasks (serving as a "face" for the business, like having drinks with customers or speaking at conferences)
Along for the ride? The logic behind Disney’s surge pricing
While families spending their vacation at Disney will be mostly unaffected by the pricing strategy, day trippers will be more likely to feel the pinch. The new pricing model is designed to encourage day trippers to schedule their visits during non-peak days and seasons. Those day trippers are essentially provided an incentive to visit the park when there are fewer people. In theory, that could decrease the congestion at the parks during peak times and, accordingly, decrease the amount of time spent waiting in line for rides.
Obviously it's too early to determine if this new pricing strategy will work at Disney's parks. "In pure economic terms, Disney's price increases have been modest considering soaring demand," wrote The New York Times. What might have been a flat increase across the entire pricing scheme has shifted to reward those spending more time at Disney, as well as reward those single-day visitors who are willing to be more flexible on the days and times they visit the parks. It's likely that while many high-season visitors will adjust their schedules accordingly--or not care about the surge pricing at all--others will feel they are being priced gouged.
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