We've known for a decade or more that this shift to more production-engineered knowledge work was underway. Like most of us, you probably couldn't have anticipated how much it could impact local job markets. It's not easy, but you can still chart a career through this difficult this environment.
Get on the cutting edge of your discipline. It's tempting to concentrate on your core skills. But if your previous company isn't keeping your skills at your high-cost location, chances are high that prospective employers aren't either. You'll need to differentiate yourself. Every discipline evolves. You don't have to be a "fresh young thing" to bring new ideas and approaches to prospective employers. In fact, cutting-edge, seasoned expertise might be even more valuable. Learning about new developments in your field will be more engaging than pounding the pavement for your old job. Niche professional expertise is less likely to be reengineered and sent to an offshore or low-cost provider. Expertise that directly supports corporate leadership is also likely to remain in its current location because of its centrality to the leadership center of the organization. Become a contractor. If cost is a driving force for potential employers, you can still be cost competitive. As a consultant, you absorb the costs of benefits, and hiring you is a low-commitment proposition for employers. As you prospect for new clients, you can test out different combinations of your new cutting-edge focus. And as a consultant, your internal experience is a plus. Many companies in this transition hire back former employees as contract workers. Don't sell yourself short. It's tempting to get a job lower than your expertise. But with this global shift, de-skilling yourself is not likely to be an effective way to stay competitive because it puts you in direct competition with the low-cost, less-skilled competitors that are changing your field. Yes, as a contractor, you'll likely do some things that only use some of your skills, but it leaves you clear to continue to develop your edge. You offer your clients more for less.
Here are three suggestions for keeping a closer eye on your conscientious employees, and helping develop their critical hidden skills:
Keep track of their assignments. Make sure that you are not loading them up with extra tasks just because you know that they will take care of them.
Reward them. If you have overloaded your conscientious folks, reward them with some time and space to work on projects dear to them. That autonomy and appreciation strengthens their bond to the company. It also provides you with more opportunities to observe where their greatest contributions to the organization may lie.
Other common pitfalls include failing to have a plan before rolling out the devices; not understanding what tablets are -- and are not -- good for; and misjudging the ease of support and security. Companies are also attracted to the cheaper cost of tablet, but fail to recognize that the devices inevitably have to be replaced more often desktop, and even laptop computers. As WSJ reports, apps often present another issue for companies, which either assume that all the apps they need already exist or will be relatively easy to develop.
It provides a layer of privacy (through obscurity). Your anonymous, or personal persona is free to comment where you choose, say what you like, and be an active participant in any community you wish, without fear that your professional portfolio or career will be impacted by it. Photo by Tom Mc Nemar. You have control over your professional appearance. By keeping semi-separate identities, you can carefully curate who sees what, and what information is available to a potential employer, business partner, family member, or anyone else looking for information on you and what you've been up to. By minimizing the intersection between personal and professional, you have the option to let some people into both worlds while keeping most people in the ones you prefer.
Be the Leading Informational Provider for Your Industry – Content marketing works. We have tremendous flexibility in our business model simply because we deliver valuable and compelling industry information to our customers and prospects. Our daily updates, our weekly enewsletters, our quarterly magazine, and our annual research all helps to position us as the go-to resource for content marketing information. Without all this, I cannot imagine how difficult it would be to grow our business, not to mention the sheer cost of sales. Invest in the Right People – Although our people are some of the leading experts in the entire industry, we hire first based on attitude and flexibility. People with great attitudes who are fun to work with can learn and do just about anything. Give Employees Permission To Fail – We tell all our employees the following: “Do what you have to do to be successful. Don’t wait for permission. Ask for forgiveness later.” Whether this is a solid policy or not, it helps our employees to take risks and become leaders. If You Partner, Plan the Exit Strategy First – I cannot express how critical this is. If you partner with anyone, plan that someday the divorce will happen. …Or Just Don’t Partner – In my experience, most partnerships simply don’t work and hamper the creativity of the organization. Just be careful.
As social media continues to evolve, one reality is coming into focus: Brands are becoming more visual.
One indication is the emergence of new kids on the block, such as the image-driven social network Pinterest. Another is the recent updates to more established social platforms, such as Facebook's Timeline. What's clear is that brands without a solid visual vocabulary will be left behind.
"Visual" can be a loaded word. When we refer to a visual brand, do we just mean a brand with a good logo? Of course not, though it would be hard to imagine a visual brand that wasn't anchored by strong imagery. Rather, a visual brand has a strong visual identity, a clear visual vocabulary, and an eye for visual storytelling.
What does that mean? And, more important, how can you be sure that beyond simply being social your brand is ready for the visual revolution as well?
Evidence is accumulating that companies are shifting more resources into their mobile marketing budgets. Matt Miller, senior vice president of strategy and analytics at Performics, told Mobile Marketer that this past holiday season was an inflection point for many brands as they watched mobile capture a greater share of e-commerce sales. Also, while mobile clicks have more than double in terms of their share in the past year, "we have seen spend almost triple," he said.
Consumers, not brands, choose when, where, how and if they engage with a brand. As a result, virtually all metrics, including esteem and loyalty,are in serious decline.As these empowered customers become increasingly savvy, marketers need to re-evaluate how they define and build customer loyalty.
Experience matters a lot, because without it, you don’t know what you don’t know, and that will only be worsened by flawed information you might receive. Throwing money at problems is a mistake based on the fact that you don’t really understand the true nature of the problem, and thus can’t figure out how to solve that. Practicing victory by re-definition is another form of lying—and proves to others that you can’t be trusted to tell the truth. Nobody has all the answers; everybody needs to consider input from different sources, especially those who disagree with your conclusions. They might be right after all!
Is thinking about marketing and branding really becoming a lost skill and art ? According to Media Post 59% of companies on social media have no social media strategy and that’s more than alarming it’s downright scary. In addition a study from Crowd Science indicated that less than half of consumers stick with brands they like. To me this means that there is a serious disconnect between marketing and consumers and the gap is getting wider
To most of us data mining goes something like this: tons of data is collected, then quant wizards work their arcane magic, and then they know all of this amazing stuff. But, how? And what types of things can they know? Here is the truth: despite the fact that the specific technical functioning of data mining algorithms is quite complex -- they are a black box unless you are a professional statistician or computer scientist -- the uses and capabilities of these approaches are, in fact, quite comprehensible and intuitive.
Email averages a return on investment (ROI) of $40 for every $1 spent, far outstripping banner ads ($2) and keyword ads ($17). So it's no surprise that 67% of organizations plan to increase their email spend in 2012. You can use those increased email marketing budgets to push your ROI higher by focusing on the following three areas. 1. Deliverability Though it's long been discussed, email deliverability remains a critical issue. A recent Return Path report found that nearly one-in-five emails sent by commercial email senders never reaches the intended recipient's inbox (and may not even reach the spam folder!). Therefore, the average campaign can enjoy a 25% increase in response. If you believe that emails that don't bounce are being delivered, you may not realize anything is wrong.
A one-click online payment system using Facebook and Twitter that could boost Internet sales for newspapers, music vendors and other low-priced goods and services is being tested by a major European media company, according to its developer.
Another curriculum idea would be to rethink time and curriculum [and allow] for grand challenges? Mr. Adams is all for ½ normal curriculum and ½ time for grand projects. (For reference on grand challenges, look at Cal Newport’s How To Be a High School Superstar.) Ms. Howard was a bit more skeptic. She wondered if only a little was worth it and not just a waste. She supported he idea of having grand challenges as a sort of cumulative piece but wondered what the time trade off needed to be.
The cost of reach is being exponentially lowered for social savvy brands.
Between March 8 and 14, the 13 sponsors potentially reached 33,154,224 people via Twitter. To reach as many people, it would cost an estimated $675,000 through a Times Square billboard and $800,000 through a 30-second commercial during the Grammys.
A small group and time period helps achieve maximum results with big events and social.
Although the vast majority of marketers agree that digital marketing can reduce customer acquisition costs when properly used, existing tools are not providing the leverage needed in a number of key areas, details DataXu [download page] in a March 2012 report. Indeed, just one-quarter of respondents said the software tools they currently use allow them to determine if they are efficiently allocating their digital marketing spend, and only one-third say their tools provide insights into
The bottom line is that an ever connected consumer world where social media is part of the consumer experience with your brand can you afford to let your social media pages unanswered for weekends and holidays ? The answer to that is it depends on just how important you social media page is to the conversion process.
Almost three-quarters of enterprise decision makers report a shift in budgets from traditional advertising to digital in the past year, according to [download page] a March 2012 report from DataXu. These shifts are not minor, either: in fact, about one-third of those say that more than half of their budgets have shifted from traditional to digital marketing, while an additional 23% report between 26% and 50% of their budgets moving to digital. And this trend appears not to be short-lived, as more than 4 in 5 who have seen an internal shift expect it to continue in the next year.
There has been an interesting amount of chatter of late around the concept of “when to lead.” What puzzles me is this statement’s inference there must be a good time to not lead. I couldn’t disagree more – abdication is not a leadership quality, characteristic or trait. Leaders who view their role as a part-time activity will be replaced by those who realize the frivolity of such a belief. When you’re in a leadership role everything you do is on the clock. Whether you realize it or not, everything you do as a leader is leading – the question is whether or not your action or inaction constitutes good or bad leadership.