“We are at a transition point with respect to social business. The old regime is passing away and transitioning to something new. Iâ€™m not predicting a demise of any of the major social business players, but the rules of the game are changing â€” and social business professionals should be aware of these changes.”
In other words, the key to social business success was not necessarily something related to social business directly but involved how companies used data and analytics to understand social business.
The march toward mobile devices will likely continue unabated as hardware companies begin to develop new wearable technologies, such as the recently announced Apple Watch or futuristic implantable technologies.
Another change: our social interactions are no longer necessarily connections with other people (anonymous or known). Automated algorithms or â€œbotsâ€ now drive over 60% of Internet traffic, and represent about 9% of all Twitter users.
Social business isnâ€™t just about social business anymore, but it is converging with other emerging digital trends to generate a â€œperfect stormâ€ of digital disruption.
“When it comes to the future of work itâ€™s not just employees that are changing, managers are also having to change the ways in which they lead and in fact are HAVING to become leaders. These are 10 core principles or characteristics that managers will and must possess going forward. “
“HR already is grappling with the challenges of out of date, incomplete or potentially inaccurate about corporate employees. Analytics teams are addressing issues of data cleansing and the creation of data dictionaries to solve the linguistic and data model incompatibilities across the organization. (Note the great variation in what constitutes an â€œemployee,â€ or how â€œattritionâ€ is defined across a company).”
The challenge for HR becomes to better understand the intersections between the workforce in total, and the mission and vision of the organization â€” current and future. Furthermore, HR will need a firm grasp of the comparative costs of workers of all types: not only competitive salary data and benefits;, employer costs of labor; and workforce overhead, for example, but also the costs related to an increasingly contingent workforce.
New data types abound within HR: video and telephoneâ€“derived candidate interviews and the job applications themselves are just one example. Capturing text communication between recruiters and candidates or employees and customers is another.
synthesizing, extracting meaning, and storing unstructured data; data gathered from all parts of the organization. How will HRIT and IT professionals derive standard data models from these more recent types of data? How will it integrate with the structured data in the employee profile and system of record today?
“For example, experience design can be used to increase employee health and morale. It can also be used solely for the cool factor in technology user interfaces. It can also be used to increase the safety of employees, travelers and society. In this regard, experience design overlaps but does not entirely reside within customer experience design.”
Data has become an integral part of our society today. Widespread use of the Internet, social media, location-based services and multimedia are contributing to the ever-growing data explosion that is generating information about people, their preferences, likes and so much more. Such vast amounts of data have created new opportunities for industries to better understand their customers, and to provide personalized services based on their preferences.”
Big data has the potential to give customers a personalized travel experience every time. When a business knows what a particular customer wants, it can make changes to its services accordingly.
Creating the Right Products and Services
Big data can provide a better sense of direction for companies with respect to their products and services. They will be in a better position than before to know which products will be a hit, so that they can plan their operations accordingly
Big data is likely to become a key factor for helping companies to gain a competitive advantage. In this sense, big data tools will be the key differentiators because all companies, whether they are new or experienced, will have access to the same amount of data.
Despite the benefits that come with using big data, there continues to be some gray areas that companies should watch over. Firstly, over-personalisation can backfire because it will be seen as an intrusion to privacy by some people.
Secondly, big data by itself is of little use unless companies use it in an innovative manner
Lastly, businesses should have the right big data tools to make the most out of it
“With such a strong focus these days on digital communication channels, my company recently conducted a communications channel audit of our 40,000 employees. The results of the survey show that email remains, today, the NUMBER ONE preferred method of communication with the Intranet coming in second.”
Email IS NOT DEAD and, in fact, it remains an essential communication tool.
Email remains an essential channel. Communicators are not looking to replace it â€“ only 27% say internal social networks will replace email in the organization within the next five years
Email remains a significant form of communications in most organizations â€“ Nearly 60% of respondentsâ€™ corporate communications send out email at least once a week
Engagement is the primary purpose â€“ 75% of respondents agreed or strongly agreed that â€œInternal communications is responsible for making sure employees are engaged.â€
Email is best for critical messages. A landslide majority of 98% of respondents use email for critical, must-read information.
Must-have policies â€“ 75% of respondents have a policy in place for the newer social media channel, but fewer report having such policies for the well-established email channel, with 62% answering yes.
“At every major conference, preachers, teachers and one-model gurus are to be found waving their hands and offering thoughts about the possibility of change in complex organisations. Sometimes we are inspired and excited, and sometimes we sit there quietly sucking our teeth and wondering whether some of these speakers are aware of the painful, complicated, imperfect landscape inside large organisations that makes change so hard to achieve.”
A key problem with organisational change efforts has been this notion of change as an initiative â€“ i.e. a one-off, top-down wave outside the flow of daily work, which might produce short-term improvement, but rarely sustainable impact
perhaps change would be more likely to sustain if it too was part of our everyday management of teams and organisations. New behaviours, habits, practices and working culture take time to develop, and they tend to endure only if they are embodied in day-to-day work, not mandated from above.
the idea of Quantified Organisation has only been applied to individual task performance rather than the heath and shape of the organisation itself
Our take on the idea of the Quantified Organisation is a framework of organisational health measures, informed by theory and company goals, that can guide ongoing change in an agile, iterative way and assess the success or failure of change actions against a desired future operating state.
So in our framework, capabilities are first class objects that can be derived from more general goals (â€˜faster to marketâ€™, â€˜one face to the customerâ€™ etc) and attributes represent what needs to be in place to achieve them; but also, crucially, they can be either measured or qualitatively assessed.
Think of the goals as agile user stories for the organisation: â€œWe would like to be able to spin up a new team in a day, with everything we need to serve a new customer accountâ€.
So, now we have a model that can take a given organisation (or just a department or team), analyse what is wrong or needs to change and, informed both by theory and aspiration, define target capabilities required to improve it; then, we can create a categorised set of recommendations for small actions and changes that can move us forward towards a desired target operating state,
For us, this is exciting, because it means we go into 2015 with a alternative model to traditional strategy consulting or technology implementation as a way to engage with our clients, and crucially one that focuses on how we really add value, rather than trying to shoehorn our work into old ways of bringing external input to a client organisation.
We can now go further to create a toolkit and a management system for ongoing change actions that puts control in the hands of the individual teams and managers who want to improve their area of operations; but rather than offering a single, fixed methodology, this approach enables people and organisations to assess and assimilate new idea, theories and models that emerge in the future
“I probably speak for many people when I say that the first word that comes to mind when I think of email is â€œfrustration.â€ Actually, the word that comes to mind is less polite than that. That high level of collective frustration is what drove a talented team of software engineers and user experience designers at IBM to reimagine the domainâ€”putting people and relationships at the center of things. “
for all the time we spend dealing with our email, itâ€™s one of the least-evolved computer activities around. Think of it as a tax on your brain.
â€“Understands you. The analytics engine tracks what you do on email, in collaboration tools, and in social networks and is aware of your role in the company and of the people and tasks you deal with most often
â€“Reduces clutter. The most important people, topics and to-do items are pinned right there where you need them. One of the coolest features is the â€œMuteâ€ button. After you have contributed to an email thread and donâ€™t need to be included in the follow-up traffic, you and your inbox wonâ€™t be burdened with incremental messages.
â€“Brings the â€œmeâ€ to â€œwe.â€ Verse enables you to click once to transfer a mail conversation into a more collaborative settingâ€“such as a wiki, a blog or a discussion forum