“Everyday learning is the learning that takes place everyday as individuals do their jobs â€“ individually or working with their internal colleagues, as well as connecting with others in (online) professional networks and channels. Itâ€™s about continuously acquiring small pieces of information or skills (often unconsciously) that over time build up into a large body of knowledge or experience, which means an individual becomes proficient in their job and knowledgeable about their industry or profession.”
“In the final installment of our two-part interview, General Electric chairman and CEO Jeff Immelt explains whatâ€™s driving the companyâ€™s evolution, how he leads, and why heâ€™s different from Jack Welch.”
“As organizations realize they are no longer selling products and services but delivering on experiences and outcomes, the shift to delivering on a brand promise requires the ability to deliver mass personalization at scale. This is the heart of delivering digital business value. However, many of todayâ€™s customer experience discussion focuses on linear customer journeys across multiple channels and often discuss the need for delivering on omni-channel.”
with the advent of internet of things (IOT) and customer experiences, omni-channel is not good enough for digital. The design point must deliver on channel ubiquity across a wide variety of settings and scenes. Why? Digital customer experiences:
Move from channels to settings and scenarios.
Deliver rich relevance through context.
Provide natural user experiences based on identity.
The Bottom Line: The Future of Customer Experience Delivers Intention Driven, Mass Personalization At Scale
Cognitive computing systems arenâ€™t programmed; theyâ€™re trained to sense, predict, infer and, in some ways, think, using artificial intelligence and machine learning algorithms that are exposed to massive data sets.
Cognitive computing will enable new business models and change the way entire industries work, allowing business and government leaders to take on projects of previously insoluble size and complexity. It combines massive data sets with sophisticated analytics, natural language processing, and machine learning to help human experts synthesize findings and improve decision-making
But this new form of computing will require collaboration and different types of partnerships, ones that extend across the public and private sector and into academic and research organizations. Independent software and services companies will be in demand to design applications that run on new cognitive computing platforms and create specialized offerings to meet the needs of different users and organizations.
“In this first installment of our two-part interview, General Electric chairman and CEO Jeff Immelt explains why industrial companies are now in the information businessâ€”whether they like it or not.”
So industrial companies are in the information business whether they want to be or not. This is going to happen in the industrial space. Now, add to that a series of decisions every company needs to make: â€œDo I outsource all of that? Do I do it myself? Do I change my business model accordingly?â€ The decision weâ€™ve made is that we just want to be all in.
do you as an industrial company want to sit there and say, â€œI donâ€™t want any of that. Iâ€™m going to let a Newco or some other company get all thatâ€? Is that really what youâ€™ve relegated yourself to?
We went through a process of â€œmake versus buy,â€ â€œin versus out.â€ We basically said, â€œLook, do we want to make a big acquisition in analytics or IT?â€ And we analyzed a bunch of different cases and said, â€œWe donâ€™t have the foundation inside the company to do a big acquisition. Do we want to partner, or do we want to do it ourselves?â€
what we call the â€œdigital thread.â€ We want the digital thread to go from engineering all the way through our installed base.
We have probably hired, since we started this, a couple thousand data scientists and people like that. Thatâ€™s going to continue to grow and multiply.
What weâ€™ve found is weâ€™ve got to hire new product managers, different kinds of commercial people. Itâ€™s going to be in the thousands.
This is something I got wrong. I thought it was all about technology. I thought if we hired a couple thousand technology people, if we upgraded our software, things like that, that was it. I was wrong. Product managers have to be different; salespeople have to be different; on-site support has to be different.
We started our digital initiative maybe five or six years ago. Weâ€™ve also, as a companyâ€”and I donâ€™t think GEâ€™s uniqueâ€”lived through the financial crisis. And weâ€™re an old company. We live in highly regulated industries. What we found was our culture was too complicated to get the work done the way we needed to get our work done, both in terms of how we were trying to digitize and how we were trying to survive in terms of a more highly regulated world.
So what weâ€™ve tried to do inside the company is really just drive what we call a â€œculture of simplificationâ€: fewer layers, fewer processes, fewer decision points.
And broadly, getting to digitization, weâ€™re democratizing information inside the company; getting IT tools that were contemporary in a mobile setting, and we call these things the culture of simplification.
“The overwhelming majority of digital publishers (90 percent) have adopted or are considering adding native advertising to their sites. Itâ€™s seen as an effective tool by brands and advertisers, garnering 4.1 times more views on average per session and improving purchase intent by 18 percent compared to banner ads. And with spend forecasted to grow 33 percent to $5.7 billion in 2016, it may seem like a very viable option for publishers.”
Native content lacks scalability and measurable performance
Native ads match the look of the media brandâ€™s site or the social media brandâ€™s posts. Native content has been written by or in partnership with the publisher/media brand. Ad blockers are a mounting problem for native ads, while, for the moment, native or sponsored content is immune.
For native content to deliver this, the publisher must put forward an enormous amount of front-end efforts to produce high quality content that meet the marketer requests and drive traffic to it, and still, the direct link to ROI can remain murky.
They do what native attempts to: serve the advertiser/brand and offer a relevant, utilitarian purpose rather than annoying the reader
By reconciling user service and marketing performance, native commerce may be the only true scalable business model for native.
“In the beginning, my conviction is that HR must be closer to the business, stronger in support and more present in the boardroom. After a year, my conviction remains stronger and my articulation clearer. We simply cannot continue to use conventional workplace management methods towards an evolved and evolving market place.
But there is also nothing revolutionary at its core. When I look back at the agile manifesto, it is the most basic and common sense of things. We need to interact more, collaborate more, adopt more and produce working outcome. But to do all these, we canâ€™t leave it to chance, we need to synchronise and practice the principles and ceremonials.”
If we look into a company, often, the smallest department in the company is the HR.
And HR can be more organised in communicating with business. Instead of the big annual headcount, performance review meeting, try shorter feedback loops and frequent discussions on needs. If there are more interactions, there can be less paperwork and misunderstandings
One of the key points we kept arriving at was, HR and technology teams speak different languages and sometimes, they simply donâ€™t understand each other without interpretation or time and effort. Itâ€™s like the Gershwin song, â€œLetâ€™s call the whole thing off.â€
Collaboration takes time. Especially in the beginning, it takes a lot time to understand each other and decoding the messages. B
HR can collaborate more to create a profile of the requirements instead of asking to fill out job description forms.
This is when HR fails the business completely because it seems to be blocking and helping. If we look back into the reasons why these came up, itâ€™s often not because HR were the ones responsible for the set up but are accountable for it. And they lack the will and courage to find break through solutions.
To change, some of the bad practices needs to be abolished.
People strategies simply have to catch up with technology driven strategies