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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I’m Judging the SuperNova Awards: Make Sure to Submit Your Case Study

I’m judging the 2016 Constellation SuperNova Awards! Every year the Constellation SuperNova Awards recognize individuals for their leadership in digital business. Nominate yourself or someone you know before August 8, 2016.

About the SuperNova Awards
The SuperNova Awards honor leaders that demonstrate excellence in the application and adoption of new and emerging technologies. In its sixth year, the Constellation SuperNova Awards will recognize individuals who demonstrate leadership in nine categories:
•  Internet of Things – A network of smart objects enables smart services. (sensors, smart ‘things’, device to purchase, artificial intelligence)
•  Data to Decisions – Using data to make informed business decisions. (big data, predictive analytics)
•  Digital Marketing Transformation – Personalized, data-driven digital marketing.
•  Future of Work: Social Business – The technologies enabling teams to work together efficiently. (enterprise social networks, collaboration, digital assistants)
•  Future of Work: Human Capital Management – Enabling your organization to utilize your workforce as an asset.  (talent management, benefits, HR core)
•  Matrix Commerce – Commerce responds to changing realities from the supply chain to the storefront. (digital retail, supply chain, payments, ‘ubiquitous-channel’ retail)
•  Next Generation Customer Experience – Customers in the digital age demand seamless service throughout all lifecycle stages and across all channels.  (crm, customer experience)
•  Safety and Privacy – Strategies to secure sensitive data (blockchain, digital identity, authentication)
•  Technology Optimization & Innovation – Innovative methods to balance innovation and IT budgets. (innovation in the cloud, ENSW cost savings, cloud ERP, efficient app production)
The SuperNova Awards are seeking leaders and teams who have innovatively applied disruptive technolgies to their business models as a means of adapting to the rapidly-changing digital business environment. If you have what it takes to compete in the SuperNova Awards submit your application today: https://www.constellationr.com/events/supernova/2016
If you are doing something really interesting, make sure to send in your case study! It’s your time to be recognized for your hard work!
@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research
Covering Customer Facing Applications that Drive Awesome Customer Experience
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7 Principles To Drive Success Factors For CMOs to Thrive When Leading Customer Experience

As brands realize Customer Experience Management is key to their overall strategy and long-term growth, our research at Constellation found CMOs should consider the following 7 principles when leading customer experience initiatives:

  1. Bring passion about the brand you work for and drive cross-functional collaboration and lead organizational change
  2. Focus on both communications and brand guardianship as well as innovation, product and business responsibilities
  3. Balance the brand view and the business view so the CEO takes you seriously
  4. Gain mastery of technical and non-technical skills: it’s critical
  5. Use data and predictive insights to deliver real-time, optimized customer experiences
  6. Evolve into a strong, well-balanced leader of cross-functional teams and groom successors and
  7. Gain design-thinking experience.

Leaders of Customer Experience Management must have an emotional tie to the brand, identify with it and want to share the value it brings to customers. The CMO must be passionate about championing the customer experience and leading the development of the strategies, activities and tactics to create and sustain demand. Marketing must become the cross-functional voice of the customer. Having some organizational change management skills is very helpful to be able to lead the change, and is an inherent part of the changing role of the CMO, especially if they take on an end-to-end customer experience position.

The Reward for being a Great CMO? With a winning brand, you will be a CMO that not only knows how to adapt to change, but actually anticipates and drives it. You will be a CMO that knows how to cascade change down and across an organization so the changes to roles, processes, technology and its integration are accepted. You will be able to accomplish this by leading the employees in all departments. You will be able to structure teams to establish a culture that embraces change.
Your leadership will cut across functional department boundaries and get everyone on board, behind a vision and into a new way of working collaboratively. This may mean fixing processes that are broken or that no longer make sense. The reward is knowing that you have created an environment where cross-functional teams are not threatened by change, but instead embrace it and find ways to optimize the opportunities change brings.
What Does Leadership Have To Do With It? You will need to be a great leader. Just because someone is appointed to a position does not mean they actually have all the skills to get people to follow a new way of doing things. Asking for feedback on leadership skills is key prior to taking a new role. The innovation you will be responsible for can come in the form of how a brand enables customers to find, consume, participate in, talk about and share content about the brand.
Customers often control a majority of the dialogue about the brand and Marketing must be ready to talk directly to customers. This is new. In the past, marketers were accustomed to pushing content or campaigns out, but not having to respond. Social and digital media completely changed that with the likes of Facebook, Twitter, and customer communities. Influencing others is key, especially when communicating and engaging with so many different departments, with different agendas and success criteria. Often Marketing delivers a brand promise and other departments, like Customer Service, is tasked to deliver on it. So collaboration is key.
People Want to Follow Great Leaders. Times have changed, customer expectations have changed and now brands have to follow suit. Ask yourself, “Would you follow you?Are you able to lead the traditional responsibilities a CMO has had as well as the whole customer experience, which requires you to collaborate with many functional departments?  How is your company handling the leadership of customer experience?
Read my latest research report, Should the CMO Lead the Customer Experience?  Download the table of contents and an excerpt of the report here: http://info.constellationr.com/report-download-cmo-oversee-customer-experience
@DrNatalie, VP and Principal Analyst, Constellation Research
Covering IOT and Customer Facing Applications in Marketing, Sales and Customer Service that Create Amazing Customer Experiences
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Should the Chief Marketing Officer (CMO) Oversee the Whole Customer Experience?

Customers, Value Chain and The Customer Experience Imperative Should the CMO oversee the whole customer experience? Today, the value chain in business has gone from products that became commodities to services that fuel anticipation of superb customer experiences that go beyond anything customers have expected previously. These new customer expectations have put pressure on companies to deliver on these experiences, which affect the revenue, margin and profits of a company. Brands are under a new type of pressure to keep the right customers and ensure that each of those customer’s experiences live up to their customer’s expectations. In order to make that happen, especially in large organizations, someone has to have customer experience as their primary responsibility and also have the clout to improve it. This is not your grandpa’s CRM. It’s starts with strategy and difficult leadership questions.

The big question? Who should lead the entire customer experience? With the shift to digital marketing, electronic commerce, social media and mobile interactions, brings a massive transformation to how brands and organizations engage prospects and customers. Customer Experience Management is a major pillar in many B2C and B2B organizations’ efforts to engage and retain customers. As it gets more complicated to engage and retain customers, organizations are realizing there is more to the job of customer experience than many first realized. This is in part because providing superb customer experiences often means getting many different departments or functional areas to collaborate, especially when they had not been in the habit of doing so before. Many times the reason for the lack of collaboration and why it has not happened before is because it’s not easy. Again, it’s not your grandpa’s CRM – it’s not about technology really. It’s really starts with a cultural mindset.

Falling Through The Cracks? There are many points along the customer experience journey where an organization can miss the mark and not even come close to meeting customer expectations. However, market leaders realize the future requires proactive, digital online engagement, integrated with in-person and/or in-store experiences to support the strategy. In this research we spoke to many leaders to find out how they are tackling the issues around customer experience and leadership and how best to lead this key strategic initiative in their organization.

The Research Found: The Role of Chief Marketing Officer Is Undergoing Fundamental Transformation, Yet Few Are Ready  As we explored the readiness, rewards, risks and gottcha’s for a CMO to step into an all-encompassing role to deliver the end-to-end customer experience, Constellation identified what CMOs are going through as they are being asked to add more to their “already” full plate. As they lead their organizations to become more customer-centric by creating and maintaining top-notch customer experiences, they helped us identify issues that can inhibit a CMO’s success –if how the business is run and the role of the CMO itself –doesn’t change. Here is a condensed version of the challenges we learned CMOs are facing:

10 challenges of the CMO in leading the customer experience natalie petouhoff constellation research

1. Confusion abounds on who should lead (own) the customer experience.

2. Agile, design-thinking is required to lead changes needed for successful customer experience.

3. Marketing is often focused on communications rather than innovation, product development and business innovation.

4. Marketing only recently became more accustomed to being highly measured, so building the business case for the additional responsibilities of the “new” CMO role may be difficult.

5. The Consumerization of IT has created often unfulfilled customer experiences.

6. The abundance of data requires immediate analysis and action to provide meaningful mass personalization at scale.

7. The plethora of data requires a data management and utilization strategy

8. Marketing can be isolated from other departments that affect customer experience and that isolation hurts the ability to lead change.

9. Marketing can be isolated from other departments that affect customer experience and that isolation hurts the ability to lead change.

10. Customer experience requires a highly collaborative individual to lead cross- functional collaboration.

The truth is there is not any “right” way to lead and deliver customer experience. Every single company has to think about their brand, the type of customer experience they want to deliver and their ability to do that consistently. As products and services have become commoditized, the last frontier to compete on is differentiation of the customer experience, so it is something that is more important than ever. What’s your take on who should lead the customer experience in your organization and why? Click here for more of what we found and read my latest research report, Should the CMO Lead the Customer Experience?  Download the table of contents and an excerpt of the report here: http://info.constellationr.com/report-download-cmo-oversee-customer-experience

@DrNatalie, VP and Principal Analyst, Constellation Research

Covering IOT of Customer Facing Initiatives in Marketing, Sales and Customer Service that Create Great Customer Experiences

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Teradata Influencer Summit Highlights

Herman Wimmer, Co-President kicks off the event. Herman says that the guiding priorities of Teradata are:

Key Principle #1: Analytic ecosystem: Teradata, DB, UDA, Real-time, Fabric Architecture

Key Principle #2: Big Data Technologies: Aster, Hadoop, Big Data Apps, Apps Center, Open Source Contribution and leverage

Key Principle#3: Cloud for Analytics

Key Principle #4: Enterprise Class Production Analytics, Hybrid Implementations (Pubic/ Private), Broader Market Penetration

Key Principle #5: Consulting, Big Data Consulting, Analytics Consulting, Managed Services

Key Principle #6: Future Markets: Healthcare, Government, Innovation, People, Passion….

In a digital world, where business models are changing very fast (note not everyone agrees with this or sees it) business will need real-time data to make better decisions to make the customer experience the best it can be. Companies that used to compete on selling cars are really COMPETING ON THE “experience or what it feels like to drive/ own the car.” Engineers, marketers, Customer Service Professionals can guess what is making the customer happy- DRIVING THAT CUSTOMER EXPERIENCE or they can use these technologies available to drive better business. It is not easy, but Teradata is definitely simplifying it. But it takes investment of people, process, time, and the technology and PASSION at a brand to take this conversation, strategy and tactics on and turn it into a reality. Hype doesn’t get you very far. We are out of the hype cycle and need to get down to business using data to make the best customer experiences.

My POV: Where is your company with respect to going beyond the conversations of “big data” for “big data” sake and are truly embracing the data in the business, where it can make a difference. Who should lead this? CEO’s that “get the value of data” are looking to someone in their organization to do it – CIO, CTO, CMO, Customer Service Professional to lead data revelations. And if one of those “titles” doesn’t step-up and lead or co-lead with other executives, CEOs will find and hire a Chief Digital Officers or Chief Customer Officers to make it happen. It is an opportunity, but it is not without risk. Done well, it bring huge financial rewards to the company that master it. And probably most likely help that person’s career. If you are in a position that isn’t data-centric – then it’s up to you to turn it into that.

@drnatalie, VP and Principal Analyst, Covering Marketing, Sales, Marketing and Customer Service using Big Data Analytics to Deliver Amazing Customer Experiences

 

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KeyNote: Who Will Lead the Big Data & Social Media Revolution? IT or the Line of Business?

This keynote at TWDI in NYC we explored Who will Lead the Social Media and Big Data Revolution — IT or The Lines of Business (Marketing, Sales, Customer Service…)

Whether its social media monitoring with software applications like Crimson-Hexagon or Fan Engagement and social media ROI platforms like Manumatix, there is tremendous value in these new applications. Perhaps the role of the CIO or CTO is to become the interpreter of software applications that analyze and use big data and social so that the line of business can reach their business goals? Many people would argue that that’s the role CIO and CTO’s have had all along…

Behind the scenes of the business potential of social media, another revolution is happening in IT departments. Social Media and other Big Data applications are provoking a tidal wave of new platforms, new development, and radical innovations in the creation of data, as well as the management and delivery of data. These trends are overwhelming the traditional approaches to data management and warehousing.

I presented the view that perhaps IT could help the lines of business by helping them understand how to apply these new types of software to their business. This means that IT would need to work very closely with the lines of business in understanding their business goals – like increase in awareness, leads, lead conversion rates, sales, customer loyalty, referrals, advocacy and loyalty.

Along with myself, Dr. Edouard Servan-Schreiber –Director for Solution Architecture at MongoDB, presented the his point of view on this topic.

In my presentation, I’ve included not only my 7 Steps for Executive Success for Big Data and Social Media, but I have also included some of the vendors that IT could be helping the lines of business choose to help them reach their goals.

The issue is that CEOs are pushing the decisions down into the lines of business. Never before have they had to really understand software to this extent. IT used to be in charge of software platforms and choices. With SaaS the line of businesses are making their own choices. Perhaps though, this additional responsibility of sifting through all the various types of software and choosing the best ones to reach the business goals could be a shared responsibility for IT and the lines of business.

What’s your thought’s on who should lead the Social Media and IT Big Data Revolution?
@drnatalie
www.drnatalinews.com

Here’s the link to the slides: http://slidesha.re/1h1wFuB

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Judging at the International Career Development Conferences 4/26

Join me as a judge on April 26th for the 2013 International Career Development Conferences in Anaheim, California.

 If you have experience in the fields of accounting, finance, marketing, management, retail, hospitality, tourism or entrepreneurship, you are invited to register as a competitive event judge by completing the appropriate registration form(s) below.

By volunteering your time and expertise, you will be helping over 15,000 high school and college students that will become the next generation of leaders and entrepreneurs. All volunteers will receive breakfast and/or lunch, free parking at the conference site, and a certificate of appreciation to help document community service hours. To register, click on the date that you would like to volunteer.

Collegiate DECA International Career Development Conference

Hilton Anaheim Hotel

DECA International Career Development Conference

Anaheim Convention Center

Registering large numbers of volunteers from your organization? Complete the volunteer spreadsheet and send to Shane Thomas.

If you have questions or would like more information, please contact Shane Thomas, Director of Competitive Events, at shane_thomas@deca.org or 703-860-5000.

I hope to see you there!

At Social Business Builders,
we work with brands & software companies to deliver increased revenue and decreased costs.
Our Motto? Learn. Share. Grow!

@DrNatalie L. Petouhoff
310-919-8467

Want to see how to get an ROI from Social Media? Check out these fun videos:
Video 1: Building the Business Case for Social Media
Video 2: How to Measure the ROI of Social Media

Video 3: How Social Media Benefits the Whole Company

Here’s My book on Businesses can Drive Sales on Facebook: Like My Stuff: How To Monetize Your Facebook Fans

Want to get more info on the business use of social media? Connect with me here:
Twitter:
 @drnatalie
LinkedIn: DrNataliePetouhoff
G+ : Google Plus posts
Facebook: https://www.facebook.com/natalie.petouhoff

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New Book on TRUST by David Horsager – The Bottomline of Success

David Horsager, author of The Trust Edge, reveals the foundation of genuine success. What might that be? Success, in its most simplest element, requires clarity and trust. What’s great is the book is based on research – so you can take it to your executives and get buy-in. And what is also wonderful is that research has been translated into “how to” so the principles in the book are laid out perfectly for the practical leader to take and make their own. This is a great book for leaders who want to gain faster results, deeper relationships, and a stronger bottom line.

Being the ROI Maven – I was fascinated by the way David has figured out how trust is quantifiable. As many of you know my background- I didn’t start out by being an ROI-focused person. I went in that direction because it was difficult — often times–  to get people to understand the value of what was being presented –regardless of what the offering was – a new training, a new way to look at consulting, a new way for sales & marketing… and this was true whether I was an executive in a company, a management consultant or an analyst. So I began back when I was at Hughes Electronics to look at the ROI of human potential — I calculated the ROI of an employee development program. Without it, I was nearly laughed out of the room to suggest that engineers would be affected by a program focused on their development. With it, I was given a very large budget to put an end to the high attrition rates the company I was working with was experiencing!

Here’s how David looks at the bottom-line:

David’s platform and point of view is great for bringing dramatic results to businesses and leaders because he makes people think differently about how to achieve lasting success. In this book, Horsager teaches readers how to build the 8 Pillars of Trust:

English: David Horsager, America's Business Tr...

English: David Horsager, America’s Business Trust Expert (Photo credit: Wikipedia)

1. Clarity: People trust the clear and mistrust the ambiguous.
2. Compassion: People put faith in those who care beyond themselves.
3. Character: People notice those who do what is right over what is easy.
4. Competency: People have confidence in those who stay fresh, relevant, and capable.
5. Commitment: People believe in those who stand through adversity.
6. Connection: People want to follow, buy from, and be around friends.
7. Contribution: People immediately respond to results.
8. Consistency: People love to see the little things done consistently.

When leaders learn how to implement these pillars, they enjoy better relationships, reputations, retention, revenue, and results. What you will learn as you read The Trust Edge is how trust has the ability to accelerate or destroy any business, organization, or relationship. The lower the trust, the more time everything takes, the more everything costs, and the lower the loyalty of everyone involved. Conversely, an environment of trust leads to greater innovation, morale, and productivity.

The trusted leader is followed. So for those of you looking to increase your leadership capabilities, this book is an essential tool. And if we think about it, we know the content makes sense — whether its from the trusted salesperson, from who people will buy; whether its the trusted brand, people will pay more, come back, and tell others.

When you break it all down, trust, not money itself; what it is- is the currency of business and life!

You can get your copy of the Trust Edge here: http://amzn.to/RB62Dq  Follow David here: @davehorsager

Learn. Share. Grow!


Learn. Share. Grow!

For more info on my work:
Ebook
:Social Media ROI

Social Media ROI YouTube Videos:
Video 1: Building the Business Case for Social Media
Video 2: How to Measure the ROI of Social Media

Video 3: How Social Media Benefits the Whole Company

Book on Monetizing Facebook: Like My Stuff: How To Monetize Your Facebook Fans

Let’s Connect here:
Twitter:
@drnatalie
LinkedIn: DrNataliePetouhoff
G+ : Google Plus posts

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Authenticity is Need MORE Now Than Ever! Benioff vs. Oracle’s Debacle

As a Former Forrester Analyst, I attended all the software conferences. Now I only attend the ones that I think are really relevant to my clients. What’s nice about being an independent software and business analyst is that I don’t have to pretend any more to say a vendor is great when they are not and I don’t have to be afraid of speaking the truth.

Why Oracle allowed Benioff to speak at previous OpenWorld’s is beyond me, when they are competitors. But they did. Maybe Oracle didn’t see that they were competitors. I think that they looked down on Salesforce and didn’t see what that the world had changed. It’s not the first time this has happened.

Sometimes even the brightest people don’t-know-what-they-don’t-know. In Joel Barker’s book, Paradigms: The Business of Discovering the Future, he uses the following examples to illustrate how we negate ideas through our own filters or perceptions of the world. When we see the world from our own limited perspective, sound solutions are dismissed or overlooked.

“The Earth is the center of the Universe.” PTOLEMY, Astronomer, 300 B.C.

“The phonograph is not of any commercial value.” THOMAS EDISON, inventor of the phonograph, 1880

“Who the hell wants to hear actors talk?” Harry Warner, WARNER BROTHERS PICTURES, 1927

“There’s no reason for anyone to have a computer in their home.” Ken Olsen, President of DIGITAL EQUIPMENT CORPORATION, 1977

It’s interesting this year that they did what seems to be a last minute change of heart around having Marc speak. What it did is drive all the PR to Salesforce.com, which as we all know, Marc is a master marketer.

I’m not at OpenWorld because there is really nothing new. Oracle’s Fusion has been promised for years. Their customers are frustrated by the user interface, specially when it comes to Customer Service and I don’t think they are leading the social business capabilities that business must have. Their acquisition of InQuira was a good move.  I did attend Dreamforce and I spoke on the ROI of social media and had a great panel with real-world experience of transforming their organizations.

But Social Media is the MOST important thing that has happened to business in 100 years. Companies need software to facilitate this. Maybe that’s why Oracle decided to un-invite Benioff? The handling of this leaves lot’s of room for speculation on why they would do this.

What’s difficult in the connected social network world we live in, is excuses like, “We offered Benioff a different time slot and he choose not to accept it” doesn’t fly in the face of the need for companies to be authentic, genuine and human. This event has been set in stone for a long time. The last minute change up of Benioff’s time slot doesn’t hit the mark with respect to honestly.

It’s a new world we are living in. We are all under a microscope that our behavior as brands gets played out on the big stage called life. And social media is the giant megaphone and broadcast system that reaches millions and billions in a nano-second.

What do you think Oracle should do now? Let it go? Apologize and admit that they changed the time slot because they felt threatened by Salesforce? Make up a different story? Love to hear your thoughts!

Here’s some other articles: New York Times, IT News,

Forbes AllThingsD

Here’s my friend Charlie Issac’s youtube video on Larry Ellison’s speech- that speech may have been the tipping point to the change in the Benioff schedule…

@drnatalie

www.drnatalienews.com

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Did U See The Videos On the ROI of Social Media?

I’ve been asked… a number of times, where can we see these videos that Kathy Herrmann and I wrote? We created them based on our thought leadership with the help and support of Salesforce.com and www.rebelunit.com (RSA) on the ROI of social media… so I thought I would post them here… so that you have access to them at any time!

Video 1: How Social Media Benefits the Whole Company

 
Video 2: How to Calculate The ROI of Social Media

Video 3: How To Build a Business Case For Social Customer

@drnatalie Learn. Share. Grow.

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