Links for this week (weekly)

  • “Just as industrial society became a society of corporations, it developed into a society of employers and employees. These were two different ways of looking at the same phenomenon, jobs. Almost all economic theories have made, and still make, the same assumption: the employer — employee relationship is necessary to create jobs. We have taken that relationship as given.”

    tags: jobs freelancing contractors work goals alignment

    • Traditional management thinking sets employee goals and business goals against each other.
    • The other assumption that is taken for granted is that it is the independentemployer/manager who exercises freedom of choice in choosing the goals and designing the rules that the members of the organization are to follow.
    • We should ask whether the current social construct of jobs is inevitable, or whether it is a social artefact that is over 100 years old, and should be redesigned
    • Industrial workers used to do as they were told. This now creates a systemic inefficiency. Today, knowledge workers should negotiate solutions in active interaction with their peers.
    • We need a new agenda connecting people and businesses.
    • We need to study the intersection of corporate strategy and personal narrative
    • Instead of the industrial era’s generalizations and abstractions about what skills everybody should have, or what steps everybody should take, it is now time to cultivate a deep understanding of the context, the unique, particular situation you are in
    • Workers must be their own HRD professionals.
    • To make the right decisions, you have to develop a new understanding of yourself and what you are actually up to in life.
    • We are accustomed to taking work home, but what would the opposite be?
    • Instead of thinking about what employers want, you’re better off conceiving a match between what you want and what customers want.
  • “Si la relation client nourrit depuis des années une abondante littérature à partir de l’idée que la qualité de la relation se caractérise essentiellement par le degré de confiance et d’engagement du client à l’égard de la marque. Plus généralement par le sentiment de justice, la qualité de l’expérience, l’attachement et la légitimité. On s’est beaucoup moins intéressé à la manière dont elle est déployée à la fois à travers les machines et les humains. Comment les combinent-elles? A quelles fins?”

    tags: customerrelationship machines experience customerexperience relationship robots automation

    • a première est de substituer des algorithmes aux agents humains, autrement d’automatiser.
    • La seconde modalité est celle de la complémentarité soit en redistribuant selon leur degré de routine les activités entre canaux humains et digitaux, soit en complétant les services déjà délivrés par des services digitaux (c’est le destin du m-banking)
    • La troisième revient à concentrer la mise à disposition des services digitaux aux agents humains, et à faire en sorte que les outils accroissent leur productivité : c’est la stratégie de la capacitation ( un programme tel que Facteo à la poste en représente l’enjeu).
    • Un modèle individualisé de relation – One 2 One : ce modèle se fonde sur la capacité à personnaliser les messages, les prix et éventuellement les services.
    • Un modèle relationnel local (ou de proximité) : le modèle local de relation peut être considéré comme le modèle premier, au sens historique, il se fonde sur les réduction d’incertitude qu’une gestion de proximité de la relation permet.
      • Un modèle relationnel expérientiel : dans ce modèle l’objectif est d’optimiser la qualité de l’expérience clients à travers les canaux et les produits.
    • Un modèle collaboratif de relation  : ce type de relation réclame un degré élevé au moins d’une partie de la clientèle et des collaborateurs, il crée de la satisfaction en procurant des avantages dont la source est en dehors du modèle de production ( ex : conseil venant d’autre clients).
  • “Si la banque privée est toujours le royaume du conseil personnalisé, en tête à tête, ses clients n’en sont pas moins de plus en plus immergés dans le monde numérique, prêts à prendre le contrôle de leur fortune sur leur tablette ou leur téléphone. Pour répondre à ces nouvelles attentes, Crédit Suisse adopte une stratégie parfaitement ajustée.”

    tags: bank casestudies digitaltransformation creditsuisse customerrelationship

    • a plupart d’entre eux restent néanmoins attachés à la relation privilégiée qu’ils peuvent entretenir avec leur conseiller individuel, qui connaît et sait répondre à leurs besoins, des plus simples aux plus complexes.
    • Cependant, avec cet ajout, le conseiller personnel n’est plus l’interlocuteur unique du client (bien qu’il conserve une vue sur toutes ses interactions), ce qui demande un important changement de culture dans la banque.
    • D’un côté, il est conscient des changements potentiellement inquiétants auxquels devront faire face les collaborateurs, dont, en particulier, les conseillers de clientèle. De l’autre, le principe d’un réseau social pour la clientèle privée est certainement en avance sur son temps et a peu de chances de devenir un succès rapide.
    • La logique sous-jacente est que, quel que soit son degré d’indépendance, l’utilisateur doit pouvoir toujours accéder à un spécialiste lorsqu’il le désire.
    • Crédit Suisse met en place un espace de dialogue – qualifié dans l’interview de « Facebook des riches Â» – au sein duquel ses clients vont pouvoir échanger entre eux et avec des experts, développer leur réseau, partager leurs avis
    • Et les établissements préparés et acculturés seront plus à même de résister à la tempête qui s’abattra alors sur le secteur.
  • Many skilled jobs require a considerable amount of learning while doing, but learning requirements have reached unrealistic levels in many roles and work situations today. This phenomenon of “too much to learn” is not only feeding the perception of critical skills shortages in many sectors, but it can also accelerate burnout.

    tags: learning workplacelearning

    • Many skilled jobs require a considerable amount of learning while doing, but learning requirements have reached unrealistic levels in many roles and work situations today. This phenomenon of “too much to learn” is not only feeding the perception of critical skills shortages in many sectors, but it can also accelerate burnout.
    • “Without sufficient time to process and make sense of all that must be learned, burnout manifests in several ways,”
    • Thus, leaders faced with learning overload are more likely to default to intuition, rather than more evidence-based decision making.
    • Several things happen to less experienced employees when there’s too much to learn. A sense of frustration and incompetence can set in, as employees blame themselves for not knowing enough. Priorities get misplaced when it’s not clear what to learn first, and colleagues get angry if mistakes are made that hurt the group’s performance.
    • These MIT economists insist we’re now in a race between education and technology, if workers’ skills are to stay economically viable. I’d argue that talk of a “skills gap” in any field (whether real or imagined) is evidence that education — both formal and informal — is losing the race with technology.
    • 1. What is a realistic amount of learning to expect of people in this job?
    • If it’s not already clear, management needs to set realistic expectations and make learning requirements for a particular role discussable.
    • 2. What are learning priorities?
    • In other words, clearly bound the scope of what has to be learned.
    • 3. How can we make learning more practical and efficient?
    • Learning overload is exacerbated when employees don’t have the infrastructure they need to improve their know-how.
  • “In this consumer era, the power of the consumer is such that they tend to make no practical between the digital and the real, the online and the offline. The current age is characterized by the fact that digital is simply part of our daily lives, from working and shopping to sleeping and eating—even finding a partner. This has led to the situation where the boundaries between channels are virtually non-existent but customers need unique experiences..”

    tags: digitalcustomer customerrelationship customerexperience data customerdata analytics customeranalytics customerloyalty customerretention

    • The expectation is for the brands and the entities to provide exceptional experiences.
    • To provide such an edge in every transaction with the customer it becomes important to satisfy customer demands and expectations, technology, process and business alignment across service and marketing becomes highly critical.
    • The reality is that customer interaction is a treasured moment for every enterprise. Every interaction could have a varied purpose ranging from selling to needing a service or a potential cancellation
    • Without proportionate investments with customer behavior in the moments of truth and aligning everything with business outcomes, thestrategy may come as a cropper.
    • Customer data should be made available to all inside the enterprise dealing with them. Not just in raw form – but the processed data sets – segmented and amenable for targeting and other actions, in easily accessible ways
    • Such data ought to provide direct , measurable and meaningful l insights into customers and provide an easy path to defining and delivering a relevant set of products/information/services to them
    • The outcomes of such initiatives are highly alluring – it’s seen that, successful data-driven marketers realize a 40% competitive advantage over the customer
    • he beauty of analytics kicks in with its variety in being able to process/handle individual interactions and entire set of campaigns as the need may be.
    • The superior insight that analytics can drive towards specific customer needs can provide awesome experience to customers and deliver disproportionate results to business
    • Data driven companies find that their advantage lay across the marketing spectrum from customer loyalty to retention to gaining customers and increasing revenues and enhanced profitability.
    • Remember Burberry started their journey with the stated mission of being able to be totally connected with everyone who touches the brand, a strategy that got them very handsome returns.
    • What can not be overemphasized is the fact that every interaction matters. Every time a customer visits your digital or physical property, there is a footprint left –these carry great value.
    • The savvy marketer powers customer interactions with analytics, empowering representatives to maximize the value of that interaction and delight your customers. This journey needs to be repeated across channels to get great returns, over the lifetime of the customer. As they say, digital is a battle of relevance versus irrelevance and then it’s a game of the survival of the fittest.

Posted from Diigo. The rest of my favorite links are here.

Head of People and Business Delivery @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
1,756FansLike
11,559FollowersFollow
28SubscribersSubscribe

Recent posts