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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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Social Media Mimicks Old Media

Social Media Mimicks Old Media | digitalNow | Scoop.it
The slow changes in the media landscape are accelerating and virtually every pre-digital system is in danger. The slow changes in the marketing landscape are in their second decade and these changes will have their effects on every business and cause as well.

Cultural shifts create long terms evolutionary changes. Cultural shifts, changes in habits, technologies that slowly obsolete a product or a system are the ones that change our lives. Watch for shifts in systems and processes and expectations. That’s what makes change, not big events.

The breaking news mindset isn’t just annoying, it may be distracting you from what really matters. As the world gets faster, it turns out that the glacial changes of years and decades are become more important, not less.

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The Most Powerful Word In Business -- ENOUGH!

The Most Powerful Word In Business -- ENOUGH! | digitalNow | Scoop.it

The ability to say “Enough!” and the ability to apply the right balance is powerful. It is difficult to achieve, but when it occurs it leads to tremendous success. Here are five business cases that rely on “enough”:

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The Way The Most Successful People Turn Obstacles Into Assets Works Everywhere

The Way The Most Successful People Turn Obstacles Into Assets Works Everywhere | digitalNow | Scoop.it
The approach the most successful people use to turn obstacles into assets works everywhere.
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It's Not About You. (The Best Leaders Focus On Others.)

When too much time is spent making executive offices too palatial, focus may be shifting to the external trappings of power rather than the thoughtful exercise of it.
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Four Crucial Takeaways On Facebook ROI

Facebook ROI Tracking Shouldn’t Be Hard

September 2010 marked the pivotal moment when Facebook shut down conversion tracking for most advertisers due to swirling privacy concerns (mainly because of abuse by some Facebook application developers). Since that time there have been many Internet posts regarding issues encountered when attempting to measure Facebook ROI.

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Why Resisting Change Isn't A Bad Thing: The Social Change Adoption Path

Why Resisting Change Isn't A Bad Thing: The Social Change Adoption Path | digitalNow | Scoop.it
People change in a proven and specific path and process. Learn how to navigate this path and process to optimize, and expedite, organizational change.
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Why You Need to Ask Questions About Your Culture

Why You Need to Ask Questions About Your Culture | digitalNow | Scoop.it
Most leaders don't know how to develop a useful picture of their organization's culture.
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Major Trends in Corporate Training and Development

Major Trends in Corporate Training and Development | digitalNow | Scoop.it

Forecast for corporate trainers. Which direction is the training industry heading at? What is in demand?

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Senior Fundraisers and CEO's Don't See Eye to Eye

* More than two-thirds of chief executives said they actively “cultivate” donors, while only 60 percent of chief development officers agreed.

* Chief executives rated themselves higher than senior fundraisers did in spending an appropriate amount of time on raising money (44 percent versus 30 percent), on being comfortable asking for money (82 percent versus 55 percent), and actively thanking and showing appreciation to donors (68 percent versus 59 percent).

What about the top fundraisers and executives at your organization? Is a lack of understanding about fundraising issues causing turnover and other problems?

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Why I Decided to Rethink Hiring Smart People

Then I read "Teaching Smart People How To Learn," which argued trenchantly and compellingly that really smart people have the hardest time learning. They are so very smart that they are also very "brittle," to use Argyris's descriptor. When something goes wrong, rather than reflect on what they might have done to contribute to the error, they look entirely outside themselves for the causes and blame outside forces — irrational clients, impossible time pressure, lack of adequate resources, shifts beyond their control. Rather than learn from error, they doom themselves to repeat them.

Before reading the article, I would have been inclined to finish that last sentence with "despite being so very smart." After the article, my conclusion was "because they are so very smart." I personally changed my philosophy and worried a lot more about "smart is forever" than the opposite, and we at Monitor changed how we recruited and developed ever after.

The article had another positive knock-on effect for me, which added to its already great influence: It got me thinking about other assumed unalloyed goods. We had, for instance, assumed that "smartness" — in Monitor's case defined as analytical brilliance — was an unalloyed good. If Tom had a smartness rating of 10 and Sally was a 12, then she was just plain better. And if Jorge was a 15, he was better still. There was no downside to more of this obviously meritorious attribute, so just get more.

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The Eight-Word Mission Statement

The Eight-Word Mission Statement | digitalNow | Scoop.it

With a good eight-word mission, you can bypass all that input-output-outcomes stuff and cut to the chase with a simple question: “How would I best know if I’m fulfilling my mission?”

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Are Leaders Really in Control?

The first thing is to back away from omnipotence. Admit that there are limits to your power and control. Speak of how you are working to create conditions for success without guaranteeing it when it is beyond your control. CEOs who are rethinking providing analysts with quarterly earning guidance are taking a step in this direction.
Second, set expectations — but with room to revise. If Obama had said about unemployment that his goal was to get it below 8%, that if conditions improved faster than expected he'd shoot for 7.5%, but that if there were unexpected turns in the economy we might have to accept 8.5%, he would have left himself space to maneuver.
Third, delegate responsibility where appropriate and then be ready to share the credit. Among the more grating statements of CEOs and politicians are those that refer to "I" when it clearly is a case of "we." A leader needs the energy, commitment, and cooperation of followers. You get that when you give people responsibility to achieve a shared goal and are ready to spread the accolades. Remember the inspirational St. Crispin's Day speech from Henry V: "We few, we happy few, band of brothers..." Think of Churchill's famous words from World War II, "This is our finest hour." Not I, but we.

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Six Tips for Creating an Analytics-Driven Marketing Culture

Six Tips for Creating an Analytics-Driven Marketing Culture | digitalNow | Scoop.it
Treat data as a portfolio
Your data is like your 401(k): You need to manage it so it delivers the results you want. It needs to be accurate; otherwise, your analysis and ultimately your decisions could be flawed. Accordingly, you'll need to rebalance it every now and then: look for sources you don't need anymore or data that isn't providing value... and get rid of them; reinvest your resources where you're getting returns.
Recently, in our marketing organization, we focused an initiative on data source performance, and we were able to eliminate the poorest-performing investments, which translated to cost savings and increased effectiveness.

Read more: http://www.marketingprofs.com/articles/2012/9104/six-tips-for-creating-an-analytics-driven-marketing-culture#ixzz29p1hGZws

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15 Ways To Identify Bad Leaders

15 Ways To Identify Bad Leaders | digitalNow | Scoop.it
It’s important to realize that just because someone holds a position of leadership, doesn’t necessarily mean they should. Put another way, not all leaders are created equal.
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Creating order from digital chaos

Creating order from digital chaos | digitalNow | Scoop.it

Fortunately, there is a growing band of innovators who have taken up the challenge and are tackling those issues — with startlingly similar approaches. Their universal mission is to employ relevant, expert-based pattern recognition to generate a useful consumer outcome. So for instance in the way we discover music using a service like Pandora, the emerging forms of predictive modeling and expert recommendation architecture in the next wave of discovery engines will have enormous implications, and offer a systematic approach for extracting useful knowledge and wisdom buried within the cluttered world of big data.

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The Most Important Facebook Number: 140.3 Billion

The Most Important Facebook Number: 140.3 Billion | digitalNow | Scoop.it

Facebook announced that it had hit a billion active accounts Thursday; an extraordinary milestone, celebrated with a rather odd ad.


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19% of New Facebook Fans Now Come From Mobile

19% of New Facebook Fans Now Come From Mobile | digitalNow | Scoop.it

PageLever looked at more than 500 Facebook Pages with 100,000 or more Facebook fans and found only 5% of new fans came from mobile in May, but that number jumped to 19% in August.

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Timing Is Everything for Social Media Marketers

"One of the biggest differences we noticed was that B2C companies tend to be much more active right now on social media than what B2B companies are. Generally speaking, B2C companies tend to find it a more direct relationship with their customers than do B2B companies, so they have taken to social media a little bit faster than their B2B counterparts," continued Kime.

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“Connected Thinking” is Hallmark of Successful Leadership in Today’s Digitized, Borderless World | Business Wire

A look ahead at the technologies and consumer trends that will redefine experience and transform global business in the year ahead.
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How Marketers Are Measuring Content

How Marketers Are Measuring Content | digitalNow | Scoop.it

In a recent survey of over 1,000 marketing professionals, Econsultancy set out to assess the current state of content marketing strategy and how marke...

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Does Leadership Quality Matter?

Does Leadership Quality Matter? | digitalNow | Scoop.it

Does Leadership Quality Matter infographic depicts not only attributes of an effective leader but what matters to becoming a good leader.

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10 Reasons to Stay in a Job for 10 Years

As business owners, we have big incentives to do all we can to keep our talented people around. But beyond our own motives, we think it's often good for employees to stick around, too. Here are the 10 reasons why we think executives and employees need to think carefully before making a jump:

1. Seniority: Executives who remain at a single company are able to rise in seniority, rather than having to compete for a stronger role at each new company as they go.

2. Leadership Opportunities: With seniority comes the chance to lead others and mentor newcomers through the transition to their new jobs. Executives who build loyal followings are naturally upheld by their teams, rather than having to defend the authority they've been given in a new firm by decree.

3. Stability: If executives are perpetually moving, it's difficult to make long-term plans. A little stability in career and workplace can help them cope more effectively with the stresses that are sure to occur within the rest of their lives.

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What Marketers Can Learn From Farmers

What Marketers Can Learn From Farmers | digitalNow | Scoop.it
Rule 1: You reap what you sow
If farmers plant wheat, they can't expect to harvest sorghum—that's obvious. But this principle also applies to the quality of what they plant: if they buy cheap seed wheat that wasn't cleaned of weed seeds, they'll get a field full of weeds with their wheat.
Marketers also need to think hard about what they sow. Know what kind of results are reasonable from the media you choose and the campaigns you plan. Watch out for those cheap campaign seeds. I've heard businesspeople say, "This isn't the best marketing tool, but it is cheap, so we'll do it." Taking that approach will bring in a thin harvest: some good stuff, but a lot of weeds, too.

Read more: http://www.marketingprofs.com/articles/2012/9119/what-marketers-can-learn-from-farmers#ixzz29p2iSmYq

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Big Data Hype (and Reality)

Big Data Hype (and Reality) | digitalNow | Scoop.it
We can expect big data to have transformative effects in other areas, too. Location analytics and location-based services such as foursquare come to mind. So does healthcare, where big data will drive progress in personalized medicine.

Finally, big data will see its biggest and most important application in the realm of artificial intelligence. IBM Watson has beaten the best human players in Jeopardy games. Apple's Siri has been conversing, with some success, with millions of people. Google has made significant steps towards AI with its Knowledge Graph. Google Now — Google's answer to Siri — can learn from user behavior to anticipate its users' requests. By 2020, all of these will be vastly more capable thanks to the growing ability to make sense of big data and learn.

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Creating Shared Value

Creating Shared Value | digitalNow | Scoop.it
A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it.

Capitalism is an unparalleled vehicle for meeting human needs, improving efficiency, creating jobs, and building wealth. But a narrow conception of capitalism has prevented business from harnessing its full potential to meet society’s broader challenges. The opportunities have been there all along but have been overlooked. Businesses acting as businesses, not as charitable donors, are the most powerful force for addressing the pressing issues we face. The moment for a new conception of capitalism is now; society’s needs are large and growing, while customers, employees, and a new generation of young people are asking business to step up.

The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy. It will also reshape capitalism and its relationship to society. Perhaps most important of all, learning how to create shared value is our best chance to legitimize business again.

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