A New Flying Car By Google’s Co-Founder Larry Page, Cora

Remember the flying cars in the TV series the Jetsons? Flying cars are not just for cartoons anymore! Google’s co-founder, Larry Page, has launched an autonomous flying taxi firm called Kitty Hawk. Could this mean competition for commuters and business travelers that use apps like Lyft? To reinvent personal aircraft transportation, Page invested in two flying start-ups, Zee.Aero and Kitty Hawk in 2010. The flying car projects were kept secret until a report by a bombshell investigation by Bloomberg Businessweek found that Page had invested $100 million into the project. Going back to 2014, Zee Aero and Kitty Hawk have filed dozens of different aircraft registrations with the FAA. These include electric gliders, rotorcraft, and fixed-wing designs that function more like traditional, commercial planes.

via GIPHY

The current prototype, Cora, is an electric, autonomous air taxi/commercial plane. It was reported to travel at 93 mph, with a range of 100 kilometers. Because it can take off and land vertically, it doesn’t require long runways. Cora is being piloted by the government of New Zealand as a part of a commercial air taxi service. Part of the goal in using Cora in New Zeland is for the country to reach net-zero emissions by 2050. The unveiling was showcased on YouTube:

Source: Kitty Hawk

What’s the Competition Look Like?

At the 2018 Geneva Motor Show, the PAL-V Liberty Sport and the PAL-V Liberty Pioneer were introduced. These are made by the PAL-V Dutch company, claiming the world’s first production-ready flying cars. The PAL-V vehicles are gyroplanes, which, according to the company makes them “much safer and easier to fly” than helicopters or small fixed-wing planes. But you need more than a driver’s license to take this one for a spin. In fact, you’ll also need to get a pilot’s license. And when the Liberty is in flying mode, it must comply with FAA regulations. Which probably means that you can’t just take off if you are stuck in a traffic jam on the freeway.

And it’s not inexpensive. In addition to the $25,000 non-refundable deposit, the Dual Mode Sports Vehicle is expected to retail for $399,000–$599,999. When will the production-ready flying cars be ready? Estimates are by the end of 2018. Here’s the video on PAL-V flying car:

Source: PAL- V

Other competitors…

  • Airbus launched their first successful flight of its self-piloted flying car
  • Velocopter is working on flying taxis in Dubai
  • Uber is working with NASA on its flying taxis and
  • German startup Lilium is creating aircraft smaller and quieter than helicopters to travel in urban areas
  • Lyft is creating partners and alliances with groups like nuTonomy, Magna and General Motors
  • Ford is investing $1 billion in Argo AI, an artificial intelligence start-up focused on developing autonomous vehicle technology
  • GM acquired Cruise for an estimated $1 billion in cash, stock and incentive packages
  • BMW has joined forces with Lego Technic to create a flying motorcycle concept, the Hover Ride, based on a Lego modeling kit
  • Toyota goal is to create a flying car piloted – potentially an athlete – that will deliver the Olympic torch to launch 2020 Tokyo Olympic games
  • Terrafugia’s flying car, TF-X, will have vertical take-off and will hit 320km/hr and offer an 800km range
  • AirQuadOne was created by Neva Aerospace, a UK-based syndicate comprised of five European aviation and robotics companies.

The future is flying high!

 

@DrNatalie, Success Cloud, VP, Salesforce.com

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What’s One of the Best Ways To Reach Your Audience to Avoid “Content Shock”?

Content Shock” coined by Mark Schaefer, refers to the rising amount of content posted on the internet on the various channels vs. the finite ability of people to consume all that content. In talking with Mike Barrett, he shared with me a infographic on video content. What’s important to note is that if you want to reach an audience, then video can be the most effective method. And YouTube has a large number of viewers. But it isn’t just about the numbers. YouTube also creates unique relationships with viewers that few other sites can claim.
Here’s more of Mike’s thoughts on the topic and important reasons why YouTube can’t be ignored by anyone who is creating content. With the expansion of channels to reach an audience and the volume of content, whether you are a Marketer, an entrepreneur, a content creator, or simply an entertainer, it is difficult to succeed in a competitive online landscape without video in 2018.
Where Blogs Once Ruled
Video is now the expectation among people online who are seeking interesting content or valuable information.  There is a lot of evidence to suggest that not only is video more popular, but it is also more effective in delivering your message. For example, people remember as much as 80% of what they watch as opposed to merely 20% of what they read.
Top Video Platform
With improved bandwidth more video/ vlog content created every day, YouTube has maintained its position as the top video platform, even as other massive sites like Facebook have started leaning into video heavily.  YouTube has cleared an astonishing 1.5 Billion users and has over 5 million independent channels regularly contributing new content. There is more content than any one person could hope to consume – as many as 400 of hours of new video are uploaded to YouTube every minute!
Here’s some stats to get your wheels turning:
And this where the whole infographic from Mike Barrett – with many more statistic from Vlogging Guides – can be found.
YouTube is Trusted
 Since it was formed in 2006, YouTube has come a long way since funny cat videos.  It is now a credible source of information for many in both their personal and professional lives. YouTube is the second most popular search engine in the world behind only Google which means that a startling number of people are actually turning to YouTube first when they have a question that they need help answering.
That is significant – if you can produce videos that answer those questions and solve those problems, then you can build an engaged audience who will trust your brand and your voice.
Video as a medium has proven that it is effective. Forty-four percent of people report that they have taken action specifically due to an online video, and videos have shown that they improve conversion rates on sales pages, or within emails.
High Engagement
 YouTube is not a site that people use to skim headlines. In fact, an average YouTube user watches 1 hour of video per day on the site. Much of this is due to the many high-quality content producers, but the engineers at YouTube deserve some credit as well.
The site is intelligently designed to maximize use viewing time by promoting videos that perform well in user satisfaction metrics. It uses a sophisticated search algorithm that helps surface the videos that fit exactly what a user is looking for. This is supported by personalized recommendations that give users a number of suggested videos that are related to content that they have engaged with in the past.
The Platform Is Growing
 YouTube’s total view time increase 10x between 2012 and 2017, and it is showing no signs of slowing.  One of the main reasons this upward trend is likely to continue is that younger people have shown that they use the platform that most. 95% of 13-17-year-olds in the US are regular YouTube users, the most of any age bracket.
As more young viewers enter prime YouTubing age, and the platform grows in international markets, YouTube likely still has a long way to go before it reaches its ceiling. This is one of many reasons why it is not too late to establish yourself on this platform now, and why it is critical to do so in 2018.
Thanks Mike for gathering the stats on YouTube! Appreciate you sharing them with me and giving me the opportunity to share them with everyone!
@DrNatalie, VP, Success Cloud, Business Transformation
Salesforce
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Guest Post: Get to Know Your Customers Better with This All-In-One Tool

Whether you’re a business owner or marketing expert, you understand the importance of knowing your audience inside and out is key to attracting prospects and retaining existing customers. Fortunately, there are a number of tools on the market that can help you do just that.

Through cloud call center software available from companies like Aspect, you’re able to get a more complete picture and understanding of your customers, from their search behavior and purchase patterns to their history of interactions with your company.

Here are several ways this tool can help you achieve that highly-desired, 360-degree view of your customers.

Personalization

Aspect’s cloud call center allows for businesses to get a more personalized look at each and every customer. In particular, the software can provide insights into customers’ purchase and spending history, as well as the frequency with which they do business with your company. Indeed, gaining these insights will allow you to retarget specific customers — based on their specific desires — with similar products or must-have accessories, which will keep them coming back time and time again.

Furthermore, call center software in the cloud gives you the ability to recall every customer’s recent interaction history with your company. For example, when a specific customer calls your support line more than once, your live agents will already have a number of tools at their fingertips — this may include who the customer initially spoke with and the details of their previous conversations — to more seamlessly resolve any outstanding issues.

Based on this information, your live agents will be able to determine the customer’s needs and anticipate any problems or questions they may have.

Convenience

Another great customer-focused aspect of cloud call center software is its omnichannel capabilities. Of course, not all customers prefer the same methods of communication. But by providing omnichannel options, customers can reach your live agents through a number of different mediums, including voice, email, text messaging, live chat and social media.

For example, if a customer prefers to be contacted via text and requests a status update on their most recent purchase, your live agents can text them in real time with the requested information, allowing the customer to respond when it’s most convenient for them.

But perhaps one reason why employing omnichannel options can be valuable to your company is the ability for customers to reach support agents 24/7. No matter the time of day, employing a cloud contact center gives you the ability to offer live chat support via your website, where customers can ask questions at any time from virtually anywhere.

Ultimately, this allows your company to fit the individual needs of a variety of different customers around the clock, even outside of normal business hours.

Satisfaction

Last but not least, cloud call center software allows your company to track customer satisfaction scores by deploying surveys to gather important feedback. Simply tailor your questions to your liking and specific needs in order to gain crucial customer insights and gauge which areas of your business need some fine-tuning.

Cloud call center software can help you achieve this through both stand-alone and post-call surveys that can be deployed after a voice call or via text message. For example, you can deploy a post-call survey to use for training purposes or to simply gain additional feedback from your customers.

You can also deploy an in-app survey to gauge user experience, mobile-friendliness and overall satisfaction with your company. Gaining these types of insights are valuable, as the feedback comes directly from the customer, which can then help you make the best business decisions with their interests in mind.

Capturing a More Complete Picture

By using cloud call center software to aggregate customer data, your company will be able to gather a more complete picture of each and every customer. In the end, better understanding your customers’ desires will help your company in future retargeting strategies and, in turn, help retain this clientele.

 

About the Author

Andrea Rodriguez is a freelance writer and digital marketing expert

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Amazon Will Compete With FedEx and UPS and Provide Better Customer Experiences

Shipping with Amazon (SWA) is the name of Amazon’s new delivery service. It is thought to rival UPS and FedEx, according to The Wall Street Journal.

Why is it attractive to customers? It seems Amazon wants to offer lower prices than competitors (FedEx and UPS) by adding extra package to the empty spaces in their trucks.

The service is said to start in Los Angeles and work with third-party merchants that sell on Amazon’s marketplace. Will Los Angeles be the only city? No. In fact, there may be plans to expand to other cities.

What’s changed? In the past, Amazon offered third-party sellers warehouse management software and fulfillment support to help merchants. While it doesn’t seem like SWA will be required for Amazon’s vendors, vendors that participate will help Amazon to coordinate more of the fulfillment operations. Amazon will also have more control of the delivery process from the time the package leaves a merchant’s warehouse to its arrival on a customer’s front door. For merchants that can only be a good thing.

It is possible SWA may enable Amazon to offer Prime shipping for any products from a business using SWA. This may be an advantage to Amazon because offering more Prime-eligible products could make a Prime subscription more valuable, giving subscribers more options and lead to additional purchases. And the end result? It may provide better customer experiences. Which Amazon has already done a good job of – but this could increase customer’s choice and Amazon’s revenue. Looks like it’s a win-win.

@DrNatalie

VP, Salesforce

Image Source: Wall Street Journal

 

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Creating An ROI For Human Capital And Organizational Change Projects: Part 2

I was working at a company and asked to do several things. First was to recruit 100 engineers. That may not seem like a lot, but for every 100 people, we interviewed we had 1 person accept. So it took interviewing 1000 people to obtain 100 engineers. Part of that was because we were looking for a specific type of engineer – digital signal processing engineers. The company I worked for had gone through a series of hiring and layoff cycles, so they weren’t completely trusted by the local community as being a stable place to work. Many of those types of engineers had left southern California to go to northern California to pursue work – and for larger salaries and more stable positions.

Examining What Was Important to The Employees Was the Key

We had lost a large number of engineers and some accounts were in trouble. So the need to recruit quickly was key. Normally it could take us 3- 6 months to recruit these type of engineers. I had been given a month. So I stepped up to the challenge. I thought, what would I want to experience to determine if I wanted to work for this company? I would want to hear from the leadership that they were dedicated to doing things differently. I would want to know that there were exciting career options in various categories and I would want to feel, touch and see the advanced technologies I would be getting a chance to work with and enhance my skill set so I would be more marketable in the future, both inside the company as well as if I decided to leave. I would want to get to talk to potential colleagues and potential bosses. I would want to get a sense of the culture and the environment I would be working in. And I’d like to meet people who were seeking the same or similar positions to what I was seeking – who would be these new people on-boarding with me?

The Answer? A Career Day With a Special Invite to Top Candidates

What I proposed was a career day. We took out an ad in the LA Times, inviting the best of the best to apply to our company and upon invitation, they would be invited to come to the career day, hear from our leadership about our company and their future there, be interviewed by direct hiring managers for our 5 major divisions as well as tour booths staffed by some of our top engineers and business folks. In the booths, we demonstrated our “cool” technology – at least that which was not classified as top secret.

To pull this day off, I worked with our graphics department to create amazing ads, colorful booth content, onsite brochures and the personal invites sent to those that had sent in resumes and qualified to participate in the career day.

The Launch of the Career Fair

The day started with a group of engineers who began their career day journey with us by hearing from our top leadership. Then they got to tour 5 divisions, each with several booths where the top technology was being demonstrated. We tried our best to come up with really interesting, real-life demos that potential employees could get to touch and feel the technology = actually experience it. Then they were invited to interview with a hiring manager there on site. The hiring managers were given the ability to hire people on the spot (something we’d never done before.)

The Reaction of the Interviewees Was Fantastic

What was interesting was the feedback we collected on video as the employees left the career day. Most of them, after interviewing wanted to go back and hang-out in the tech booths or listen to more talks from our leadership. They commented that it was the best interviewing process they had ever experienced. What was even more gratifying was that the day not only had a positive effect on the interviews but also on the employees who helped put the day together. I had not seen the employees shine so brightly in a long time. It was clear they had a new found sense of pride in the work they were doing as well as for the company. We even captured their feedback on the video and put a compilation video together. Why the video? To help demonstrate the ROI.

Examining the ROI for the Career Day

The cost to develop the day and put it on was about $1,00,000, including the a portion of the salary of all people who participated in the project for various amounts of time, the graphics, the ads in the LA Times, the billboards off the 405 freeway, the booths, tanks we had onsite as part of the booths, etc… When we looked at the cost of recruiting one engineer in our typical process. HR had calculated that to be about $150,000. To obtain 100 engineers we would have had to interview 1,000 people at a cost of $150,000 and that would be equal to $15M. Most people would have considered those soft costs. But they still cost the company time and money. In this new process of interviewing, it cost about $2M. We were able to interview and hire over 100 engineers. The ROI?

$15M – $2M / $2M x 100 = 650%.

(Benefit of saving the regular cost of interviewing – Cost of the new interviewing process / Cost of the new interviewing process x 100 = ROI %.

What I Found Surprising

It wasn’t just that we were able to recruit so many great people quickly. Another aspect of this process was that we actually interviewed our own employees who staffed the event and created all the content to make it amazing. What they said on camera was they were truly proud of the place they worked. They felt a sense of pride they had not in years. I what I learned was that by engaging our own employees, making them part of the recruiting process in this event, it changed their attitude towards the company and their work. So not only were we able to hire all the engineers we needed, but we had boosted the internal company morale! It was a very exciting day for everyone. Something I will proud of for years to come!

@DrNatalie Petouhoff, VP, Innovation and Transformation Expeditions, Salesforce

 

 

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ROI of Human Capital and Organizational Change Management: My Personal Story

I was working for a company that had found themselves in a situation where they had poor morale. Raises were few, partially because of the economy and as a result, people were working very hard and not feeling appreciated. HR came to me to ask what to do. As an early design-thinker, my reaction was always to ask the “customer.” In this case, the “customer” was our own employees. When I interviewed them, I asked them what they wished they had- essentially what was missing? I found that the answers were very surprising. They didn’t feel appreciated. They didn’t feel they were growing and expanding their skills. They didn’t feel like they had a future or that the future looked bright or that they had a hand in creating that future. Or that they even mattered.

The Root Cause of Employee Dissatisfaction

I found that in the appraisal process, once the employee heard they were not getting raise, they shut down. So pretty, much after the first few minutes of the appraisal, they stopped actively participating. So when it got to the part where they were going through their goals for the next year, they had stopped engaging and were only going through the motions.

Because their future goals and engagement to their jobs and their careers was key to being a top company, I came up with the idea of separating the employee appraisal process from the employee development process. And set out to design an employee development process where employees could examine, through goal setting practices, personal-professional goals that would enhance their skill set and make them more valuable to the company, but also have a personal sense of accomplishment and growth.

The Cost of Low Employee Morale?

The cost? With my team, we estimated about $6M for 60,000 employees. I went to the executive leadership meeting and presented my proposal. There was a lukewarm reception, that is… until I got to the cost. At $6M I was laughed at and told to sit down. That was the longest meeting I have ever been in. I couldn’t wait for it to be over. Trying my best to hold back the tears, I just sat there feeling awful.

I went home that night and I did cry. I had interviewed the “customer” figured out what was missing and proposed the solutions. But what I didn’t do is calculate the return on the investment (ROI.) This was very early in my career and this experience taught me the valuable lesson of creating the business value or business case of whatever it was I wanted to propose. The lesson served me well because once I learned to do this, I always got my funding.

Calculating the Cost of Low Employee Morale and Attrition

So you might be wondering how did I calculate the ROI of employee development? Isn’t that a soft skill or a soft benefit? My grandpa had taught me that any time there is value, there is a financial benefit. You just had to find the numbers. So the next day, after a good night’s sleep, I went o HR and asked them, “How much does it take to hire this type of engineer – a digital signal processing engineer?”

They said, combining the recruiting teams time, traveling to various universities, ads in the local papers, radio advertisements, (This was way before social media) reviewing incoming resumes, having the initial screening calls, and then interviewing with a number of the staff and the hiring managers, getting the engineer a secret clearance, etc… the cost was about $150,000 / engineer.

And then I asked the crowning question, “How many engineers did we lose in the last month?” HR said, “200.” And I saw the ROI. If we had lost just 40 people, then $150,000 x 40 would equal the $6M I was asking for. But in the last 3 months we had lost 200, so the cost of attrition just for 3 months was $150,000 x 200 = $30M.

So with the loss of 200 engineers, if I could retain half of them, 100 engineers, then the cost of attrition would only be $15M.

Calculating the Cost of Employee Attrition

The ROI = Benefit – Cost / Cost x 100 = % Return on the Investment

The benefit is the saving of the $15M in attrition costs. The cost is the cost of the program or $6M.

So to calculate the ROI…

Savings of $15M in attrition – Cost of the employee development program of $6M /Cost of the employee development program x 100

So the calculation looks like this:

$15M – $6M / $6M x 100 = 150 % ROI

The Defining Moment

So after pulling my self together and confident with my calculations, I asked for 5 minutes on the agenda. Of course, they were reluctant to give me any time. I got 2 minutes. So I went in with one slide. The slide with the ROI calculation. I said, “We are spending $30M in attrition and if we pay attention to why people are leaving and create a better culture so people feel that they matter, they are learning and growing and feel apart of something bigger than themselves, we can reduce that attrition. So let me walk you through the calculation….” And I did.

To my surprise, instead of sighs of ridiculousness and grumpiness, there was silence. I had hit upon something that no one had thought about. The cost of attrition. While is at first seemed like a “soft” cost, when it was laid out for them in black and white… even if I was off by 50% – we were still wasting the companies money on having people leave because we weren’t paying attention to what was important to them to feel loyal. Why go through all the time and expense to recruit these amazing people, only to push them away and have them go to our competitors, making our competitors smarter and stronger?

How Does This Story End?

Actually very well. I was given the money to develop the employee development program. I was very surprised to get so many emails and people stopping me in the hallways to tell me how much they appreciated what I had done. I didn’t do it for the accolades. I did it because I truly wanted to create an amazing place to work.

The lesson learned? If there is value to something, even if it feels like it is initially a “soft” cost, there is a way to express it in hard dollars in a way that executives can see change is needed. And this was my first experience in organizational change management!

@drnatalie

VP, Salesforce, Innovation and Transformation Expeditions Center

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Avoiding the Failure Chasm: Gaining The Most Value Possible From Digital Transformation

Whether you are a CEO, a CIO, a CTO, a CMO or the head of Customer Experience, Customer Service or Digital Transformation, you know software can be an amazing invention. It can be part of the key to digitally transforming your businesses in so many ways. In fact, here’s just a few of the ways digital transformations can take shape…

Digital Transformation and Software can help in the area of human capital by:

  • Increasing employee engagement, creating a passionate culture, increasing productivity and motivation
  • Attracting the top talent, making your organization the sought after place to work and an awesome culture to be envied
  • Reducing attrition of talent you want to keep to make sure you are able to produce the best possible business results.

Digital Transformation and software can help business generate revenue by:

  • Developing incremental innovation of products or services from receiving feedback from employees and customers
  • Co-creating new products with input from customers and employees
  • Developing new business models by creating new products and services that didn’t exist in the company’s line of business
  • Generating new applications and uses for existing technology, products & services, i.e., moving them from the core business and finding adjacent/new markets
  • Increasing the customer lifetime value, i.e., increasing the amount and frequency of purchases per customer over the lifetime of a customer
  • Increasing customer acquisition by increasing market awareness of the company, it’s products and services by engaging customers and brand ambassadors through delivering content at the top, the middle and the end of the funnel through two-way texting, email, digital ads, banners, digital and social media… and
  • Increasing the brand’s equity, reputation and preventing a PR crisis and brand intervention projects and so much more…

Digital Transformation and software can help business reduce costs by:

  • Creating new products and services with more agile processes (vs. waterfall processes)
  • Improving an exiting process or eliminating redundant processes / steps
  • Reducing the cost of products or services that fail in the marketplace because now they have feedback from customers and employees way before the product hits the market
  • Reducing the cost of bugs or flaws in the product or service because of using more agile processes and outcome-based thinking
  • Reduction in contact center costs by increasing first contact resolution (FCR) by using the most innovative ways to engage customers and
  • Reduce customer churn by increasing customer satisfaction by better customer experiences and hence increasing customer retention….

Why Do Company’s Fail At Digital Transformation?

So just from that short list it’s clear there are so many ways software can enable a business to function at it’s very best. However, there is something that can get in the way of the effectiveness and efficiency of the actual software’s ability to deliver on the promise. What might that be? If the software is good, then it’s not the software. So what is it? How can you realize your company’s vision through digital transformation when over 80% of digital transformations fail. Nobody wants to spend the time, the money and the effort getting a project approved, implementing it only to find a year or five later that it didn’t produce the results it was supposed to. But surprisingly, this still does happen. Some of those reasons include:

  • The absence of a clear plan to achieve digital transformation
  • Lack of alignment between business and IT
  • Legacy systems
  • Siloed data
  • Gaps in talent and skills
  • Cultural resistance to change and
  • Group think (seeing the problem from the same perspective.)

How Smart Companies Are Avoiding the Digital Transformation Failure Chasm

Smart leaders need all the efforts of all their employees, as well as, feedback from their customers so they don’t fall into the digital transformation failure chasm. However, often times they are so busy doing what they have always done, they they might not see a new way of looking at things. That’s where another pair of eyes or hands or even a team can help. You’ve experienced this probably yourself. You are trying to solve something. You feel you’ve looked at it hundred different ways and nothing really new comes about. You might even show a friend or a team mate and they are stuck, too. Why does this happen? You are not alone. In fact, it’s quite common.

1962, Abraham Kaplan, then a Professor of Philosophy, was giving a speech to scientists in which he urged scientists to carefully consider their methods for their research. He emphasized that – just because certain methods happen to be handy, or one has been trained to use a specific method or trained to look at a problem from a certain perspective -it doesn’t mean that that method will produce the best outcomes. Sometimes people formulate problems that reach solutions by using those techniques they are especially skilled in. In other words, we tend to formulate our problems in ways that make it seem the solutions to those problems demand precisely what we already happen to have at hand. In Abraham Maslow’s The Psychology of Science, published in 1966,  stated, “If all you have is a hammer, everything looks like a nail.” The issue is the reliance or over-reliance on the familiar or the habit of using the same perspective.

Taking this concept into software development and implementation, José M. Gilgado, wrote a law  that is still relevant and highly applicable in 21st century. He observed, often times software developers and implementors, “tend to use the same known tools to do a completely new and different project with new constraints.” Why? They blamed it on what he calls the comfort zone, a state where we don’t want to change anything to avoid risk. What’s the problem with using the same tools every time? We get good at those tools and we like using what we are good at, right? The issue can become that you don’t have enough diversity when discussing the problem (because you are using the same perspective you’ve always used) so the exchange of diverging or opposite views is limited and the choices to look at the problem from different points of view are limited because there’s nothing new to compare it to. What would be better if is… to look for the best possible choice with varying perspectives, even if we aren’t very familiar with them. But we rarely do that. Rather, we fall into group-think.

There’s some very interesting research by a professor at the University of Michigan, Scott E. Page who studies complexity theory. In his book, The Difference, he shows how the power of diversity creates better groups, firms and business outcomes. We all differ in how we see and interpret the world. How we code things is our “perspective.”  Scholars from a variety of disciplines have studied how people and groups make breakthroughs. The bottom-line? Encouraging and working with diverse perspectives. For example, do you know how pins came to be manufactured? Adam Smith ran one of the first brush factories. Someone saw that the bristles could be cut off and made into pins. That’s what I mean about seeing things differently. Most people would have looked at a brush factory and saw a brush factory. But the first pin factory was imagined by seeing that diverse perspective – seeing the world differently – seeing the world as a forest of pins – provided the seeds of innovation.

What does your team need? You’ll want to engage and partner with a new set of diverse senior advisors and specialists who are dedicated to your success, who use unrivaled expertise, processes and methods to make your business more agile. You’ll want to make sure they are the kind of people who thrive on guiding your team so your team learns the key principles to create and sustain change. And you’ll want to choose the most powerful technology platform to be the basis to fuel your transformation for today and far into the future. With all of that, and a collaborative team culture you can:

  • Align key leaders around a digital transformation strategy
  • Implement the right framework to move forward
  • Create the agility needed in today’s digital environment and
  • Adopt new technologies faster to keep pace with change.

Often it is –outside, diverse points of view– that are just what is required to steer you clear of the failure chasm, and instead have an immersive engagement based on a proven approach that combines people, expertise, culture, and technology. You want to be working with people who are uniquely able to help a business realize their visions and co-create the future by:

  • Exploring the art of the possible by
    • Leading with out-comes based thinking (OBT begins with defining a desired outcome, no matter how bold or provocative. It’s fundamentally different from problem solving, which looks at the current state and attempts to improve it)
    • Inspiring design-led thinking (instead of solving a problem, your team becomes solution-focused and action-oriented towards creating a preferred future)
    • Testing new strategies (vs. setting a plan and sticking to it for a year and then realizing they’ve wasted a year or more on something that isn’t going to work; maybe even trying a little experimentation to see if something could even work)
    • Sparking agility throughout the organization, igniting the whole culture’s motivation in whole new ways, giving them a renewed sense of purpose and outlook on the future and feeling they have the dream job and a reason for showing up other than a paycheck!
  • Building your digital capabilities by
    • Improving your operating model (and maybe even shifting the revenue model to something you’ve never considered, but it was the innovation that was needed to grow the company exponentially)
    • Growing the competitive advantage; as the Blue Ocean Author’s would say, you’ll want to create new, uncontested market spaces making the competition irrelevant
    • Stimulating breakthrough ideas that transform business as usual and
  • Creating sustainable transformation by
    • Creating a customer-first culture
    • Managing complex changes and
    • Continuing the processes required to innovate, iterate, pivot and grow.

How do you find such a group? Look at their DNA. Is it digital? Are they a natively global, mobile, social, cloud, community-oriented company? Are they trusted advisors who put the customer first and teach them to fish? Do they experiment, try new things, iterate and pivot quickly when it doesn’t work and tweak things till they hum? Do other companies desire to be like them and wonder what technology they use to be so innovative and wonder how is it, they do what they do? Are they super customer focused? As my friend and colleague, Peter Coffee would say, “Do they create a sense of urgency, hope and glory? Or conviction, belief and desire in your team? Are they all about (and seriously about this, it’s not just some words on a website or a brochure) connection, collaboration and innovation?” If you want to learn more about how one group guides business through digital transformation, here’s more info on that!

Until next time, here’s to realizing your vision and the best possible future for your company, your employees, your stakeholders and the planet. It’s all of our jobs to make the world a better place. And what better place to do that than starting with businesses? That’s where people spend a great deal of their time! So make it a fabulous experience for employees and the customers will feel the love. You will be their go to source for all your customer’s products and services. Don’t give them reasons to leave you, Give them reasons they can’t possibly give you up. Because… at the end of the day, that is what drives customer lifetime value. No customers, no business. It’s really that simple.

@DrNatalie Petouhoff

VP, Program Executive, Innovation and Transformation Center, Salesforce.com

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Guest Post: 10 Of The Best Best Marketing Tips From Apple

If you’re in the business of developing new and improved ways to market your company, we have 10 tried & tested strategies for you, that worked wonders for Apple.

Everything from customer service to brand message and pricing, Apple incorporated have built their empire with the following marketing techniques that are not only simple but also very effective.

Speaking of simple – how intricate are your current marketing campaigns? Complex enough that your target audience quickly switches off?

Learn to speak the language of your buyers and keep your campaign message direct and straight to the point.

A great product speaks for itself, and in saying that, the best marketing campaign will highlight all the features and benefits whilst omitting price details. The very reason Apple never engage in a price war is because they focus heavily on the quality of their product. And people are willing to pay the price for a product they believe is of high calibre.

So if you´re ready to launch your product to the next level with the same tactics used by the leaders in technology, read on this infographic by The Website Group to discover just exactly how Apple became so successful through marketing.

About the Author:

Ashley Phillips is Managing Director of The Website Group, a UK based Digital Agency specializing in pay monthly business web design, Search Engine Optimisation (SEO) and Social Media Marketing.

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B2B Customer-Centric Strategies

Customer-centric strategies have been the mainstay of B2C companies like Amazon and Google. But today B2B the landscape of business-to-business relationships is changing. Industry-leading B2B companies increasingly respond to intensifying global competition by putting customer-centricity and experience at the heart of the strategy. For a very many B2B companies, across many sectors, the growing influence of customer-experience strategies and the bold moves of customer-centric leaders pose a critical challenge.

Traditionally, being successful in the B2B arena has been largely a matter of being in the right markets, offering superior products and services, or being the lowest-cost producer. These advantages have come under threat from increasing global competition and many players have invested in functional excellence. But while these benefits are great, they are dissipating quickly as competitors tap the increased mobility of labor markets and expanded access to knowledge.

This is why the emerging battle in B2B will be fought on the smart combining of digital and non-digital transformation to improve customer experience. A holistic, cross-functional transformation of a company’s core, including its culture, enabled by digitization offers a significant opportunity for differentiation and competitive advantage, especially as new competitors fluent in digital tools move into the B2B space. The trick is striking the right balance between digital and human interaction in B2B’s more complex customer relationships.

Investing in improved customer experience pays dividends. We have seen companies substantially raise customer-satisfaction scores through significant improvements in operational performance. These improvements can lower customer churn by 10 to 15 %, increase the win rate of offers by 20 to 40 percent, and lower costs to serve by up to 50 percent. In parallel, as customer experience improves, employee satisfaction tends to increase as well, because a more direct connection with customers adds meaning to employees’ work and helps them witness customer satisfaction.

Business-to-business customers are already demanding a better experience. In a recent McKinsey survey of 1,000 B2B decision makers, lack of speed in interactions with their suppliers emerged as the number-one “pain point,” mentioned twice as often as price. And digital solutions loom large in executives’ thinking as a way to make routine tasks more efficient. Some 86 percent of respondents said they prefer using self-service tools for reordering, rather than talking to a sales representative.2

Yet the reality at most B2B companies is far from this vision. Many companies often need days to provide a quote, require customers to fill in complicated order forms (often on paper), and frequently leave customers in the dark about the status of their order.

 

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