“So, while many marketers have so much data at their fingertips, they just donâ€™t know how to use it. This is a pity as research has indicated that 73% of customers prefer retailers who use personal information to create a relevant experience. Thanks to all that amount of data, retailers can now better target customer and offer the right product for the right price via the right channel.”
Organizations however start to see that the most important aspect of Big Data is not so much the volume of a dataset, but more the insights derived from combining several, smaller, datasets.
Data that resides in silos across the organization is useless, as it cannot be combined easily in real-time with other datasets, it is difficult to reach and does not give the organization a helicopter overview of what sort of data is available within the organization.
Combining different data sets is a powerful tool to increase your sales and drive mass customization.
The Social Genome enables Walmart to reach their customers using a real-time semantic analysis of the different social media streams.
As a result, the Social Genome is a massive, constantly-changing, knowledge base with hundreds of millions of entities and relationships. Walmart is using it to become a me-tailer instead of a retailer. Focusing on the individual shopper, providing a personalized experience.
Walmart not only uses Big Data to send personalized messages, but also optimizes their revenue with dynamic pricing
Dynamic pricing is done by monitoring pricing at your competitors, in real-time and it means dynamically changing prices to optimize revenue
Big Data also enables retailers and manufacturers to predict the combinations that will be sold most
The website of the Adam is key, as the Internet page will let people design their car from the base upward, from a completed model downward or by starting with a â€œmost popularâ€ format
give Opel an idea about the most preferred designs and as a result can predict what is required for production. T
Mass customization in relation to personalized marketing, dynamic, personalized pricing and mass customized manufacturing.
“Mastery of digital services is going to become a key competency for organizations to grow their business and build sustainable competitive advantage in the years ahead. Itâ€™s no longer sufficient to have an innovative set of products or services, you have to be a master of how you design, develop, deploy, manage and continually evolve your digital services as well.”
If we look at interactions, digital interfaces and channels are likely the primary way your customer engages with your business.
If we look at transactions â€“ i.e. revenue opportunities â€“ the product purchase is a one-time transaction, but the services associated with the product provide the opportunity for continual customer engagement and annuity revenues.
The upshot of all this is that the ability to design, develop, deploy and manage digital services – and do this with tremendous agility and at high levels of sophistication and scale – is going to be a critical capability for organizations that wish to become, or even remain, digital leaders within their industries.
With digital business comes the expectation of intelligent, personalized and contextualized services that can be provided to customers and rapidly redesigned or enhanced as business needs dictate.
Taking a lifecycle perspective, in the digital services lifecycle, the idea is to accelerate digital service development and deployment, make services agile, scalable and available on-demand, automate extensively, personalize and contextualize for the customer experience, and manage holistically.
With an envisioned business model or process at hand, how quickly can you develop it via software?
How quickly and reliably can you move digital services into production?
How responsive is your IT infrastructure to dynamically changing business conditions?
How automated are your digital services?
How compelling is your digital customer experience?
How well can you manage your services and gain visibility into digital service performance?
Les startups franÃ§aises qui peinent Ã trouver 1mâ‚¬ Ã 3mâ‚¬ doivent bien se demander ce que lâ€™on peut bien faire avec $500m ! Le principe est que cela permet de croitre trÃ¨s rapidement et de tenir longtemps
the concept of continuously narrating â€“ and/or executing â€“ work openly.
WOL is highly important to get business value out of a true â€˜Global Grundfos Network Communityâ€™ where â€“ in theory â€“ all 18000+ employees with Grundfos can connect, ask questions, and explore.
But we need to learn to â€˜doseâ€™ WOL and to navigate in the knowledge and network access.
The interesting thing is that if we waited 10 years, the bulk of new employees with their digitally native background would do the job for us just by working as they have learned to work effectively anyhow â€“ but we cannot afford to wait!
At the core of the work, is a wish to rock the boat on a number of fundamental assumptions with which almost all experienced Grundfos managers have been born and raised.
. But in the end it all breaks down to simple questions of how you do things differently with digital: When do I share, How do I share, How do I motivate online, How can I be private or have private conversations, How am I subtle or bold, How do I/we get in control (what is control?), When do I insist on real-time communication, When do I trigger asynchrounous media, How do I measure progress, How do I remain present to all team members, etc.
Lâ€™entreprise peut-elle inventer son modÃ¨le dâ€™empathie digitale ? Lâ€™entreprise peut-elle initier, grÃ¢ce au digital, une nouvelle faÃ§on dâ€™Ãªtre en relation “hi-touch” les uns avec les autres ?
Organizations need to identify the loyal behaviors that most deserve explicit recognition, reward, and investment
Thatâ€™s not a loyalty program based on points, frequency, or customer profiles but a loyalty mechanism built on the foundation of the companyâ€™s brand promise.
Loyalty is a mutual investment, not just an exchange
Retaining costly customers who stress out customer service staff usually proves a money-losing proposition.
Confusing loyalty with retention, promotion, and rewards undermines brand equity more than it creates new value opportunities.
Who is truly more valuable to an airline or hotel chain? A profitable repeat customer? Or a two-thirds as profitable customer whose comments and critiques on Twitter and Yelp influence hundreds of prospects?
When loyalty can be defined as innovative contributions and influential word-of-mouth as opposed to repeat high-margin business, traditional measures and metrics for loyalty decay into anachronism.
Loyalty here is as much about ethics as it is business. Loyalty shouldnâ€™t be a data-driven gimmick for capturing customers and market share.
f we listen to eachother and focus less on the glamourous world of technology, we will both understand each other better and ultimately become better at helping each other out.
I found a strong corelation between age and tenure vs. Intranet satisfaction. The younger (and the shorter tenure), the lower the satisfaction. Expectations are rising once again driven by consumer products and itâ€™s up to the digital workplace community to rise to that challenge. We need to take more risks and build an intranet that is essentially not just a faster horse
The idea that â€œThe Intranetâ€ will increasingly become a number loosely coupled apps may very well be true but we will still be looking for that infamous single point of access.
“CIA director John Brennan ordered a complete review of the spy agency in a reorganization effort considered the largest in history. Among the many changes outlined in an unclassified version of the director’s March 6 Message to the Workforce, was instruction for the CIA to “embrace and leverage the digital revolution” and the announcement of the creation of the Directorate of Digital Innovation.”
Such discomfort is evident in the unrealistic expectations expressed by companies that decide to launch employee communities. You may find some of the following questions familiar:
How long will it take for the community to deliver its results?
Whatâ€™s the top usage scenario we should bet on?
Which are the key content and services we should provide?
Is the enterprise social software platform we already have the right one for our community?
How much savings / revenues will we get thanks to the community?
Communities (meant first of all as networks of relationships) evolve in a chaotic way.
In order to reach a critical mass of participation (the main failure point still today), control, content and services must be assigned to the very users of the community.
Even spotting crucial usage scenarios require a complex translation process between what social collaboration can do and the day-to-day flows, bottlenecks and business opportunities
Technology acts as a successful enabler only when addressing some real needs of its users.
nertia is another major source of complexity
Unfortunately community success doesnâ€™t demand more control. It demands releasing control.
Interest is the amount of motivation, attention, energy a community launch is able to attract.
Value is the level of tangible and intangible returns both the organization and its members are able to derive from the community.
Investment is the amount of time, skills, training, change management, technology, communication, cultivation required for a community to reach its maturity.
Expectations are balanced in the inception phase
A paradox emerges in the resistance phase as the interest quickly fades away while investment is disproportionately high in respect to the value achieved.
Adolescence happens when the organization accepts adoption fatigue and the need to win group after group, use case after use case in order to reinvigorate both the level of interest among users and the value perceived from the top
Maturity is where critical mass is finally reached. Interest is up again. With interest comes adoption. Massive adoption brings exponential value
is that cultivating a successful community is both about envisioning a future organization and leading from the back
Self-management, just like the traditional pyramidal model it replaces, works with an interlocking set of structures, processes, and practices; these inform how teams are set up, how decisions get made, how roles are defined and distributed, how salaries are set, how people are recruited or dismissed, and so on Â»
The factory was an eager and early adopter of Japanese manufacturing techniques; it masters continuous improvement like few others, a critical capability to survive and thrive in the low-margin automotive business
In Teal Organizations, profits are a byproduct of a job well done.
Le premier point fondamental de convergence est la constatation que le rythme exponentiel de changement des technologies, et donc de lâ€™environnement, impose un changement dâ€™organisation aux entreprises.