Liens de la semaine (weekly)

  • « Devant pareille diversité de comportements, l’enjeu de Gwenolé consiste à  adresser à  chaque mobinaute ayant choisi de tester l’application des messages appropriés. Au premier, il s’agira d’attiser la curiosité en l’incitant à  découvrir des usages futés de l’application, à  la deuxième, plus rationnelle, il conviendra plutôt de lui envoyer des messages rassurants orientés aide à  l’utilisation, ce que dans le jargon de la profession, on appelle des « serviciels ». »

    tags: bigdata sales customerexperience

      • Trois éléments sont remarquables dans cette utilisation de la technologie de type « Big Data » proposée par CAPPTAIN :



      • D’abord, le fait que le mobinaute soit rattaché à  un segment en fonction du comportement dont il fait montre dans l’utilisation de l’application mobile après téléchargement sans qu’il soit le moins du monde sollicité ;



      • Ensuite, le fait qu’une fois rattaché à  un segment particulier correspondant à  son comportement, le mobinaute reçoive de façon dynamique des messages incitatifs personnalisés au sens où ils sont adaptés à  sa psychologie et l’aident à  progresser dans l’utilisation de l’application.



      • Enfin, le fait que l’éditeur de l’application mobile puisse piloter en temps réel la pertinence des stratégies d’interactions mise en place pour chacun des segments en fonction d’indicateurs métiers comme le taux de conversion.
  • Le « Big Data » appliqué aux ventes, c’est avant tout l’idée de reconnaître en temps utile le comportement du client potentiel et d’imaginer une stratégie d’alignement pour en inférer une logique d’interaction respectueuse, donc bénéfique aux deux parties.
  • Nous voici propulsés dans l’ère de ce que les Américains appellent « the end of the average », ce que je traduirais par la fin de la ménagère de 50 ans.
  • A travers l’utilisation intelligente des facultés offertes par la plateforme CAPPTAIN en termes de couplage « big data » et « push », notre éditeur a pu faire croître de 30% son taux de conversion entre la phase de téléchargement gratuit et celle de souscription au service.
  • « Holacracy has been best defined as a social technology or system of organizational governance in which authority and decision-making are distributed throughout a fractal holarchy of self-organizing teams rather than being vested at the top of the hierarchy. « 

    tags: casestudies zappos lean holacracy leanmanagement

    • For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack command culture that comes with that. And yet, the way that Toyota implements standard work, it is much more akin to coding standards or working agreements, where you record the current best agreed upon way of the workers in the system for doing something, rather than an oppressive regime of Quality Checks.
      • Clarification €“ Minimum standard is explicit

      • Commitment €“ Level of commitment is expected from the individual

      • Connection €“ A path for support through conversation is provided.
  • « Yet there are real challenges in designing the digital workplace of the future. Many organizations invest in productivity technology but do not sufficiently integrate it with their business applications. Others lack sufficient IT infrastructure. Security issues are yet another challenge. »

    • 1. Access devices. Employees need the flexibility to choose the most effective way to access business applications wherever they work.
    • 2. Communications infrastructure. Strong connectivity remains a crucial requirement in the digital workplace, both in the office and on the road; it is fundamental to ensuring that the communications technologies and business and collaboration applications driving business today function effectively
    • 3. Business applications. Giving employees seamless access to business applications regardless of location and time increases productivity and supports collaboration with other employees, partners, and customers. Such applications also help virtual teams work cohesively and interact effectively, giving them instant access to the critical information they need.

        4. Workplace telecommunications tools. Workplace tools have a strong influence on employees’ motivation, performance, and productivity. In some situations€”when tapping faraway expertise or telecommuting, for instance€”email and phone calls may not be enough.

    • 5. Digital security. The convergence of cloud computing, social media, and mobile computing technologies has created data security issues worldwide.
  • « Patrick Hoffstetter came to Renault in 2010 to direct an effort called the Digital Factory €” which is not a Web-enabled auto plant, but a playful name for the company’s Web, mobile and social media efforts. He was later named Renault’s chief digital officer. In both roles, he held responsibility for Renault’s digital strategy and operations across its three major brands, Renault, Dacia and Renault Samsung Motors in South Korea, a joint venture with Nissan, with which Renault maintains an alliance. Renault by itself is the tenth largest carmaker in the world (combined with Nissan, it would be fourth). »

    tags: digital digitalfactory digitaltransformation renault patrikhoffstetter casestudies customerexperience

    • At Renault, the CDO has got an actual digital factory, a digital team to manage strategy, all the way from strategy to implementation.
    • From central HQ we’re managing, maintaining and developing all our digital platforms.
    • For example, we produce guidelines for social, for mobile marketing and for dealers. We’re also centralizing digital initiatives for cars, for new cars and for used cars.
    • That covers two topics, coordination with Information Systems on all the internal digital tools, collaborative tools. Last year, for example, we launched an internal social network. A second topic on that is direct e-commerce initiatives; we are working on commerce for new cars, for used cars and for after-sales. We are addressing B to C, B to B, and B to E, [which is] B to employees.
    • At car companies, people internally are very focused on the product. The idea with this new organization is to focus more on the customer.
    • The ultimate goal is to have this 360 [degree] customer vision and customer experience.
    • That’s where you stand between technology, [information systems] marketing and communication. You need to make sure databases are talking to each other, that all the data the customer is giving you or that you’re giving to customers are managed in a seamless way. We now have a whole strategy around “create once and publish everywhere” that is at the heart of what we’re trying to do with the Internet.
    • Number two, we have to come up with figures, KPIs, benchmarks, and so on to show you are not pushing them to do that to look modern or because it’s trendy but because it’s really impacting the business.
    • we saw that consumers were eager to do most of their customer experience online, and basically buy online and just pick up their car at the dealer
    • We always apply the same principle, working with countries in pilot then expand with the support of dealers.
    • When you’ve got a manufacturing culture, you spend a lot of time thinking about what you’re going to do, and then managing it from A to Z. You want to make sure at the end it’s 100% perfect. In digital, it’s the opposite. You try to develop something as quickly as possible, you test it, you learn from the test, and then you deploy or you stop. From a habit or cultural point of view, it’s very different.
    • You can’t do something on YouTube or Facebook in France without any potential impact in Brazil or India. Whereas car markets are quite different from one country or region to another.
    • For example, in social and mobile, countries like India or Brazil are much more advanced than most of our countries in Europe
    • I’m quite strict in terms of global strategy, and the necessity of having global platforms, and so on. At the same time, I’m trying to push this bottom-up internal communication and trying to push countries to learn about what their colleagues and neighbors are doing in other countries and develop and leverage best practices
    • I’m not at all involved in the car piece. Where we get involved is where it comes to marketing and promotion and customer experience. We are making sure that we are optimizing the customer experience once the customer is using the car.
  • « You will need an infrastructure layer, an information management layer, and an experience layer to make this happen. In addition, you will show this via interfaces, and you will augment the power of your transformation by focusing on optimization, personalization, and automation as ideal outcomes »

    tags: digitaltransformation analytics information

    • The Interfaces Layer
    • The Interfaces Layer
    • The Analytics Layer
    • The Analytics Layer
    • The Analytics Layer
    • The Commoditized Cloud


      To say the cloud is commoditized would be disingenuous.  The open, three-layer cloud has less than 10% adoption in the organization.

    • Think about it, any information you get from an organization or use in a business situation has all three: it has data (usually customer identifying, product identifying), knowledge (this is more like static data, things we know to be true and we use to make a point), and content (more like static knowledge if you want to define it €“ it is approved and usually has knowledge in a specific format).


      The use of all three, or two or one, of these elements in any one interaction means that they should (at least from the strategic level) be handled and managed together.

    • Experiences, not customer only, is something that all organizations must embrace for all stakeholders.  Whether we are talking about customers, partners, allies, providers, employees €“ or any other constituency (citizens?), they all need to work together.
    • When talking about experience, you must begin to think of them as end-to-end and encompassing many stakeholders along the way €“ and design and implement them that wa
    • The Analytics Layer
    • The most important aspect of analytics is the outcomes €“ which so far you’ve been told they’re insights.  We put so much emphasis into generating insights (and I will count myself as one of them as i often encouraged clients to find actionable insights into what they do €” without much explanation of what they are or how to get them) that we miss out on the applications of those insights.
      • There are three outcomes you should be seeking via analytics:



      • Optimization (improving processes and functions, even innovating by finding new and different ways to do things)

      • Personalization (make sure that each user gets what they need, when they need it, as they need it €“ and no more or less), and

      • Automation (leverage the optimization and personalization to take some of the interactions away from users and traditional processes and allow them to happen automatically)
  • The Interfaces Layer
  • The final layer is the interfaces layer.  This layer serves two purposes, both incredibly important for digital transformation.  First, they are the connecting point to all things “legacy”.
  • The other function it performs is to make sure that the outcomes of the analytics layer are properly displayed and used in any interface: mobile, desktop, internet-of-things, laptops, tablets, and just about anything else that may have access to the DT platform and needs information from it.
  • « In the Age Of The Customer, executives don’t decide how customer-centric their companies are €“ customers. In an attempt to move the needle on customer service operations, in order to keep customers satisfied and loyal to your brand, these are the top trends that you should be paying attention to. »

    tags: customerservice mobile bpm omnichannel engagement insights customerinsight customerexperience

    • Trend 1: Customers Demand Omnichannel Service
    • Trend 4: Customers Expect Outbound Notifications
    • Trend 4: Customers Expect Outbound Notifications
    • Trend 1: Customers Demand Omnichannel Service
    • Trend 1: Customers Demand Omnichannel Service
    • Trend 2: Customer Service Will Adopt a Mobile-First Mindset
    • Trend 3: BPM Tools Are Being Used To Standardize Service Delivery
    • Trend 4: Customers Expect Outbound Notifications
    • Trend 5: Companies Will Explore Proactive Engagement
    • Trend 6: Knowledge Will Evolve From Purely Reactive To Giving Advice
    • Trend 7: Decisioning Will Power Offers, Actions and Connections
    • Trend 8: Customer Feedback Will Be Used To Operationalize Insights
    • Trend 9: Analytics Will Improve End-to-End Service
    • Trend 10: The Agent Experience Is No Longer An Afterthought

      Trend 11: Customer Service Organizations Are Adopting SaaS Solutions for Agility

    • Trend 12: Reliable Data At The Right Time Will Become A Cornerstone of Good Service
  • « Un tsunami. La déferlante des cours on line – (Massive Online Open Courses), bien que naissante, submerge déjà  toutes les préoccupations des patrons de grandes écoles et d’universités. Tant les enjeux de cette remise en cause radicale et rapide de leurs traditions pédagogiques sont colossaux. Ces enseignements gratuits, ouverts à  tous, bousculent les méthodes traditionnelles, sollicitent de nouveaux modes de formation tout en posant des questions cruciales, aujourd’hui sans réponses : quel est le bon modèle économique ? faut-il dispenser les cours en français ou en anglais, attribuer une attestation, un certificat, un diplôme ? Faut-il mettre en place des centres d’examen, payants, eux ? « 

    tags: learning mooc roi payback education

    • Ambition qui, il y a une dizaine d’années, faisait déjà  partie des promesses du e-learning. Suite à  quelques péchés originels non résolus, elle a bien vite viré à  la débandade : désolante et dissuasive solitude de l’apprenant devant son écran, sessions beaucoup trop longues sans aucune gratification. Bref, la technologie a étouffé la pédagogie. Rien de tel avec ce spectaculaire retour de l’enseignement en ligne. Les cours y sont découpés en digestes modules sur 6 à  8 semaines au rythme d’un quart d’heure par jour, par exemple,
    • Philippe Dedieu, chef de projet schéma directeur du numérique, estime à  20 000 euros la dépense pour une heure de cours pour ses MOOC. Des dizaines de milliers dans une autre.


      “Aux Etats-Unis, certains MOOC coûtent 300 000 dollars pour des sessions de 25 semaines. Chez nous, il faut parfois 30 heures de montage pour fabriquer une heure de cours

    • Certains n’ont pas encore évalué la voracité en temps de professeur d’une seule heure de cours :
    • Dans cette réinvention de l’enseignement, bien évidemment tous les professeurs ne jouent pas le jeu. Cette révolution se révèle d’ores et déjà  particulièrement clivante parmi le corps professoral du fait des remises en cause drastiques auxquelles elle oblig
    • La renommée, la marque, de l’institution le dispute alors à  la notoriété du professeur. On imagine bientôt les classements des professeurs en fonction de leur audience. Avec tous les effets d’amplification que cette starisation provoquera.
    • “Gutenberg a vidé les abbayes au Moyen Age comme les MOOC videront les universités demain.”
    • Car il n’existe pas €“ encore €“ de modèle économique avéré pour ces cours “open & free” qui répondent magnifiquement aux urgences du temps présent. Les compétences sont de plus en plus rapidement obsolètes. Et le diplôme délivré une fois pour toutes fera place à  une série de certificats attestant de la mise à  niveau des compétences afin de garantir son employabilité. Ils pourront être délivrés aussi bien par la Cegos que par le Collège de France
    • il n’existe actuellement aucun modèle économique permettant de sécuriser le retour sur ces vastes investissements.
    • “Pour l’instant personne ne sait comment gagner de l’argent sur les MOOC réalisés.
    • Qui va tirer profit de cette nouvelle chaîne de valeur ? Pas évident que cela soit ceux qui mitonnent de dispendieux contenus. Mais plutôt tout un écosystème leur permettant de se développer.
    • Après le MBA mis sur pied par Mazards, Accenture, PWC, Danone, Airbus pourraient bien proposer des cours, qui de marketing, qui de finance, sans oublier les opérateurs de télécoms.
    • La diplomation est le grand débat du moment. De la simple attestation d’assiduité au diplôme en passant par le certificat de réussite à  un examen
    • Faut-il alors exclusivement diffuser des cours en anglais ou avoir comme ambition, aussi, la communauté francophone avec des cours en français ? “Il était important de tester nos cours sur une plateforme américaine dans un pays où la pédagogie est vraiment très différente. Et se frotter à  ces spécificités”, explique Franck Pacard à  l’X.
    • Les MOOC se déclinent en deux modèles : le “transmissif” où le professeur, “le sachant”, distille les connaissances au plus grand nombre, et le “connectiviste” passant par la mutualisation des connaissances de la communauté et de multiples échanges en son sein.
    • Jusqu’à  présent, le professeur s’effaçait derrière l’institution €“ c’était tellement malvenu de faire sa publicité. Demain il va lui voler la vedette, sa notoriété étant l’un des éléments clés de l’attractivité d’un cours. Ce dernier s’imposera grâce à  de vigoureuses actions marketing auxquelles ne sont pas franchement préparées les universités.
    • “Les MOOC s’inscrivent dans une logique de marketing mix totalement étrangère au logiciel mental de nombreuses universités françaises notamment scientifiques : politique de produit, de prix, de distribution et de communication”
    • Alors que des compétences nouvelles sont indispensables pour mettre en musique ces innovations pédagogiques réclamant humour, sens ludique, réactivité. Talents qui vont solliciter ceux du mammouth. L’espace temps €“ amphis €“ et la transmission de savoir €“ “top-bottom” €“ sont les piliers de l’Alma mater, selon Rabelais, sur lesquels toute l’université repose. Les cours “on line” vont les faire voler en éclats.
  •  »

    Declining return on assets (ROA) doesn’t fit with the stories commonly reported about firm performance and the business environment. »

    tags: creativework ROA productivity performance compensation

    • Paradox 4: The economy has been growing for years, but companies are still under pressure.
    • Paradox 4: The economy has been growing for years, but companies are still under pressure.
    • Paradox 4: The economy has been growing for years, but companies are still under pressure.
    • This story is embodied in the economy-wide, secular decline in return on assets (ROA) over the last 47 years. The decline signals companies’ decreasing ability to find and capture attractive opportunities relative to the assets they have. Companies lack a clear vision or the ability and commitment to execute a long-term strategy. The long-term trajectory of ROA, rather than a snapshot in any given quarter or year, reveals how effective a company is, over time, at harnessing business opportunities in a highly uncertain environment.
    • A school of thought emerged that the main goal of a company was to maximize returns for shareholders; if companies focused on shareholder returns, everything else would fall into place. The side effect of this thinking was to establish a culture of short-term decision making in the highest echelons of business.7
    • ROA captures how well a company used its assets to create value. Thus, ROA is a more effective measure of fundamental business performance. The long-term trend for ROA has been decreasing for decades across the economy and across industries (see figure 1).11
    • . Companies seem unable to capture the benefits of labor productivity for themselves. Instead, cost savings are competed away in an effort to serve more, and more powerful, customers.
    • Despite improvements in overall worker productivity, exponential technology advances continue to outpace increases in worker productivity. This suggests that firms are falling behind in their ability to use technology to its full potential.14
    • Lower transaction costs for these types of activities within many areas of companies have yielded benefits both in productivity and financial returns, but these improvements capture only a fraction of the potential created by technology.
    • Workers who learn to continuously upgrade their skills and harness technology will increase their productivity. Those who do not will stagnate.
    • Over the last 10 years, this compensation gap between creative and average workers has grown to $61,000, increasing nearly 34 percent (see figure 3).16 This is another reason that companies are unable to retain the cost savings that accrue with productivity improvements€”creative workers are gaining bargaining power and reaping higher compensation as a result.
    • GDP is growing in part because companies are delivering so much more value at lower cost to customers. This is good, and it needs to be amplified by effectively tapping into the exponential improvement in technology performance. At the same time, companies must be more creative in finding ways to capture some of the increasing value being delivered to the marketplace.
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