• tags: digitalworkplace intranet

    • 1. Digital workplaces seize on AI in the “intelligent workplace”
    • 2. Focus shifts from “firing up tech” to changing behaviour and culture
    • 3. Digital workplace strategy takes central role
    • 4. Intranets keep getting better and stronger
    • 5. The “centre of gravity” for work moves from physical to digital
    • 6. Public and civic organizations transform their digital workplaces
    • 7. Leaders influence (rather than control) as leadership becomes digital
    • 8. Quality search becomes common
    • 9. Workplace by Facebook disrupts the digital workplace industry
    • 10. Digital literacy becomes an essential competence
  • « Bonne année, bonne santé, bonne transformation numérique ! Voilà comment résumer en une formule les vœux de Carsten Sphor, le CEO de Lufthansa. Pour démarrer l’année 2017 et faire part de ses ambitions en la matière, la compagnie aérienne allemande a convié les journalistes du monde entier à la première édition de son digital forum, qui s’est tenue mardi 10 janvier, à l’aéroport de Francfort. »

    tags: casestudies digitaltransformation lufthansa airlines travel

    • « Chez Lufthansa, le digital n’est pas une fin en soi ». Il est, en revanche, une condition sine qua non pour permettre au groupe de maintenir une position de leader sur un marché extrêmement concurrentiel
    • e numérique va permettre à Lufthansa et ses nombreuses filiales de se positionner sur de nouveaux marchés, de créer de nouveaux services et d’inventer de nouveaux modèles économiques.
    • « Le lancement de nouveaux projets qui, peut-être, ne verront jamais le jour est donc quelque chose de complètement nouveau pour nous. Nous devons apprendre cette nouvelle culture, accepter l’échec, adopter une démarche de ‘test and learn’ et trouver également de nouveaux modes de financement »
  •  »
    Why Macy’s Struggles Expose a Deeper Crisis in B2C Marketing Automation

    paradeTragic news has just come out stating that over 10,000 people will lose their jobs at Macy’s. The iconic retailer is struggling to adapt to a more modern and relevant form of consumer engagement and commerce.

    Contrary to what the media suggests, the lessons here aren’t just about transitioning to online sales. Retailers are succumbing to a much broader phenomenon that goes far beyond a binary analysis of brick & mortar vs e-commerce. Instead, it points to retailers needing to embrace 3 data-driven cross-channel marketing approaches that progressive marketers have already ingrained in their DNA: »

    tags: retail marketingautomation data B2C machinelearning artificialintelligence

    • 1. Be data-driven at every step so that you can adapt to changing consumer preferences and buying journeys, in real-time
    • 2. Employ a channel-agnostic approach that’s more nuanced than broad brick & mortar vs e-commerce brush strokes
    • 3. Leverage machine learning and artificial intelligence to treat every consumer as an audience of one
    • . Email (yes, email) still accounted for a fifth of holiday online sales.
    • when research starts on a mobile device, 79% of shoppers buy within the day
    • provide a single profile of the consumer and can respect the pace at which the consumer wants to traverse the purchase journey, engaging him on just the right channel with the right message and at the right time.
  • « New business models: Shift from “sell product” to “sell service” to “sell usage” to “sell outcome” to “sell network” »

    tags: digitaltransformation businessmodel

    • Sell product or service; make money – spend money to make product or deliver service – invest profit to make new product or service
    • Sell product – make money THEN sell service – make money
    • Sell product AS a service – make money over time
    • Sell product AS a service – make money based on USAGE
    • Sell product AS a service – make money based on OUTCOME
    • Sell platform services – make money from all participants:
  • « : HOW DO I CREATE THESE NEW EXPERIENCES TO SUBSTANTIALLY GROW MY BUSINESS AND KEEP DELIGHTING MY CUSTOMERS? »

    tags: digitaltransformation customerexperience

    • Production (producing something from nothing):   In media, the customer experience is ALL about producing amazing feats of visual magic
    • Vanish (makes something disappear):  In construction, the customer experience is a series of project management steps to wipe clean the current physical space and imagine something new. 
    • Transformation (transform from one state into another):  In manufacturing, the customer experience transitions from transforming raw material and combining them with trial and error in physical form to final products built in electronic form.
    • Restoration (destroys then restores an object):  In government, the customer experience is often non-existent or poorly understood, lacking the cross department collaboration needed. 
    • Transportation (move from one place to another):  I took the easy route on this one.  In transportation, the customer experience is waiting at the bus stop for next bus to arrive hoping you make it to the Dentist appointment on time and before the downpour begins.
    • Escapes (restrain and escape):   In energy, the control of the cost of the product is ENTIRELY in the hands of the producer.  The customer experience is simply, use energy, pay bill.  
    • Levitation (defying gravity):  In telecommunications, the customer experience is product centric even though the service is data centric. 
    • Pass Through: (pass through an object):  In retail, the customer experience is a pass through, or a workflow of buying.  Traditionally that has meant creating an Omni-channel experience, where you can buy the same shoes for the same price online as you do in the retail outlet. 
    • Prediction (predicting outcomes):  In Financial Services, Education and Healthcare, the customer experience depends HIGHLY on the individual professional supplying the service. 
    • 1.  Start with your business model:  Decompose, document and detail the elements of your cost structure and revenue model, your partnerships, you key activities, customer relationships and segments.
    • 2.  Draw upon your core value proposition:  it may be your heritage, your experience, your diversity, or your culture.  How, at your core, are you a differentiating factor for your customers?  Keep that factor, and allow every other part of your business model to change.
    • 3.  Break out of your logistics:  Re-evaluate the current partnerships and go to market philosophy:
    • 4.  Create independence between how you make money, and how you spend money:  Don’t tie your $/widget or $/service directly to the costs associated to deliver the service.
    • 5.  Find operational effectiveness throughout the organization, in every department, for the entire value chain.  When competing for fractions of percentages of market share, every dollar counts:

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