“Both traditional stores and pure-play online retailers are working toward the same goal: to create a highly personalized, consistent, and integrated shopping experience across all points of contact between retailers and customers.”
Just a few years ago, the leading technologies in stores were point-of-sale systems and bar code scanners; now, new digital solutions are popping up everywhere. In-store technologies can increase employeesâ€™ effectiveness by providing data at the moment it is needed to execute a task (whether that is interacting with a customer on the sales floor or managing inventory in the back).
For the customer, digital technologies can integrate online and off-line sales channels and drive a seamless shopping experience. In-store touch screens that provide customers with â€œendless aislesâ€ (that is, the full range of available products); â€œmagic mirrorsâ€ that offer product information, recommendations, and virtual fittings; â€œclientelingâ€ (an approach by which well-informed store staff using data on individual customersâ€™ preferences and buying habits create a customized in-store experience)â€”all of these in-store digital solutions are transforming customersâ€™ omnichannel-shopping experiences.
R&D needs to be taken seriously to drive digital innovation. To make a significant impact with in-store digital strategies, retailers need to budget for digital innovation
Set up new organizational models to manage innovation. Developing digital solutions in stores to enhance the customer experience should not be viewed as an IT responsibility. The most successful models of innovation merge IT teams, which should understand the digital-technology landscape, with retail teams that know the operational challenges and customer base.
Develop an information architecture that provides meaningful insights into customer behavior. Retailers, as they delve more deeply into digital commerce, have the potential to unlock a wealth of data on customer behavior, transactions, and consumption patterns
Construct IT systems with a stable back end and flexible front end for agile development. To maximize the impact of digital technologies, retailers need to provide a stable back end, with solid support for supply chain, merchandise, and financial transactions
Setting a Course <!–googleon: all–>
Retailers can strengthen their connection with customers by creating unique in-store and omnichannel digital experiences and improving operational efficiency for employees, but these initiatives have to be rock solid in terms of features
“Iâ€™ve been using a phrase in my work with clients recently â€” the failed promise of social collaboration â€” and I thought I would take a few minutes to write down the thinking behind it, because I think we are at an inflection point in the market for work technologies.”
These I call social collaboration tools. Note that I am hesitant to use the term â€˜collaborationâ€™ these days, since it has become so tied up with the basic premises of these tools â€” and the management approach that underlies them â€” so I generally use the term â€˜working togetherâ€™ or â€˜cooperatingâ€™ to denote the most general idea of various people working together toward largely common goals.
Project- and group-centric â€” rather than starting with the individual, social collaboration tools are based on projects and groups.
Work assignment and status updates â€” in general, social collaboration tools are focused on updating other
Large social scale â€” social collaboration tools are based on the communication patterns of large groups: it is just as easy to post some update in a group or project involving hundreds or thousands of people as it is to send a message to one other person.
My sincere belief is that we are seeing a shift from social collaboration tools toward alternatives â€” like work chat â€” where the first two categories of work are supported and the last category â€” overseeing othersâ€™ progress and managing what others do â€” is significantly de-emphasized. We are moving to smaller social scale, starting with the individual, and then on to small cooperative groups, or sets.
Deep Work: Cognitively demanding activities that leverage our training to generate rare and valuable results, and that push our abilities to continually improve.
Shallow Work: Tasks that almost anyone, with a minimum of training, could accomplish (e-mail replies, logistical planning, tinkering with social media, and so on)
But deep productivity comes from supporting deep work, while trying to support shallow work doesnâ€™t necessarily even lead to shallow productivity increases.
“Cisco, for long one of the foremost practitioners of the bell curve methodology to evaluate employees, has decided to junk the practice and replace it with a new feedback mechanism. The company believes this will foster teamwork and collaboration. “
” In Paris last week at Enterprise 2.0 SUMMIT 2015, it was shortly after the CIO of one of the world’s largest organizations began walking through the progress of social business within her organization, that the realization hit: The leading edge companies are not really talking about adoption any more, that part is largely done, though plenty of work certainly remains.
Instead, the half dozen case studies from some of the largest firms in the world made it clear that leading organizations are now making advanced use of social tools in the way that they work.”
Community management is more crucial than ever for delivering success with enterprise social networks.
The companies that had the clearest objectives, especially KPIs, had more tangible outcomes.
The need for education and mentoring from top to bottom is one of the most common inflection points.
As organizations become networks, they are looking at what’s next: Rethinking their business.
Change management for social business requires passion matched with sustained effort to work through the many details, both technical and organizational.
Is Europe leading in social business today?
One interesting take-away that came from these case examples was the level of rigor that generally was applied to the effort to become a social business
This is often in contrast to social business effort in North America which tend to focus more on the broader vision and invest less time connecting their enterprise social networks directly to the work that they do
Posted from Diigo. The rest of my favorite links are here.