How Jeff Bezos leads

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Amazon, Jeff Bezos, Standards

In Amazon founder and CEO Jeff Bezos‘ annual letter to shareholders, he shares seven “essentials of what we’ve learned (so far) about high standards inside an organization” in this age of “customer empowerment.”

His first rule: Intrinsic or Teachable? … People “are pretty good at learning high standards simply through exposure. High standards are contagious.”

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Temkin Experience Ratings Software Snapshot

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Customer Experience, Ratings, Software, Technology, Temkin

Temkin recently released the 2018 Temkin Experience Ratings (TxR) that ranks the customer experience of 318 companies across 20 industries based on a survey of 10,000 U.S. consumers. TxR is based on consumers evaluating their experiences across three dimensions: success, effort, and emotion. See their FAQs about the Temkin Experience Ratings.

Who’s job is cyber security in 2018?

Tags

Cyber Security, Role, Security

Whose job is cyber security at your job or at home? No matter where we are these days, no matter what is going on, we are using digital technologies non stop. A plummer came out to fix a faucet for me the other day. He was managing everything, start to finish, on his i-Pad mini.

His schedule came to him that way. His inventory was updated on his truck. His time was captured. His quote for the job came that way. He took my credit card info, completed the transaction and sent me an invoice/receipt to my email.

So …

That is normal now.

What is our role in all of this when it comes to cyber security? We all have one and we should be active in it.

Here are some questions to think about.

• In sales, can you reassure customers of an organization’s security posture?
• In corporate communications, what is your assessment in the context of business reputation and brand trust?
• Does the legal team should ensure that the right security clauses are built into supplier and customer contracts?
• Is HR and/or security, know what’s needed for better security awareness and training?
• Do product managers should advise on good security features?
• In engineering development, have you developed proper secure code?
• Are security professionals performing reviews and quality assurance tests for functional and security verification?
• Has corporate management ensured that a good security incident response plan is in place to address any vulnerabilities?

Six Best Practices from the NGO Technology Report — Well worth the read

Tags

Best practice, Digital Nonprofit, NGO, Technology

There are many reports that get published every year. You can get overwhelmed with too much information. What should a nonprofit be focused on right now? What will move your digital nonprofit ahead?

I strongly suggest reading this report. It is good!

“The 2018 Global NGO Technology Report provides insight on the online and mobile communication tools NGOs around the world use to promote general awareness, communicate with core audiences and raise funds from donors, as well as an analysis of those online tools and comparisons of regional usage.”

Source: Six Best Practices from the NGO Technology Report | npENGAGE

“Most CEOs don’t fully understand the impact emerging digital technologies will have on their industry in the next ten years.” ~Nigel Fenwick

Tags

Awareness, Digital Business, Forrester Research, Nigel Fenwick

This may be your reality. You see a business (not technical) imperative to be a digital business. Your CEO and the C-Suite may not.

What if this is your reality? The first level of work is to “create a burning platform” and help change the way of thinking.

Your CEO may be the exception that proves the rule. But most CEOs don’t fully understand the impact emerging digital technologies will have on their industry in the next ten years. They think they do, but they typically limit their thinking through no fault of their own. If changing your business to become a digital business is not the number one goal of your CEO, he doesn’t yet understand digital.

What’s worse, the Boards of public companies are filled with executives who also don’t get it. If they did, they would realize their number one responsibility is to ensure shareholders have a viable business in future years by making sure digital transformation the number one priority of the CEO.

I spend a lot of time working with clients on how to think about digital differently. Digital is not a website. Digital is not a mobile app. Digital is not social media. Digital is a way of thinking, a way looking at the business differently; it requires a broad understanding of how technology will change the world, and the ability to meld that understanding with a passion for creating value for customers.

Source: DTQuickBytes: Your CEO Doesn’t Really Understand Digital

Digital Ecosystem

Google Launches Its First Cybersecurity Company, Chronicle

Tags

Chronicle, Cyber Security, Google

Now this is serious. Google tends to play for keeps. It is interesting that is funded as a “moonshot” initiative with no initial expectation of profitability. Exactly how Amazon had been run until recently. It will definitely require keeping an eye on what the launch as a part of this.

At the end of January, Alphabet, the parent company of Google, announced that it would launch its first cybersecurity company, which it is calling Chronicle.

Chronicle will be a subsidiary of Alphabet (the same way that Google is), after originally being incubated in Alphabet’s so called “X” unit (AKA The Moonshot Factory) dedicated to inventing and launching “moonshot” technologies that Alphabet hopes “could someday make the world a radically better place.” (“Moonshot” refers to ground-breaking technology projects that are undertaken without any expectation of achieving profitability or some other benefit in the foreseeable future.)

As announced in a blog post, Chronicle will initially offer two services: The VirusTotal anti-malware intelligence service (acquired by Google more than half a decade ago, and run by Google and Alphabet since that time), and a cybersecurity intelligence and analytics platform that will help enterprises better manage and understand their own information-security-related data.

Source: Google Launches Its First Cybersecurity Company, Chronicle | Inc.com

What does a digital business and its evolution look like for you?

Tags

Business Asset Management, Business Model, Business process, Culture, Departments, Digital Business, Ecosystem

Thinking and planning through the evolution of your digital business requires some holistic and strategic thinking. It is a core function of the C-Suite and the CEO is accountable to the Board of Directors for the results. So, what are some of the areas to consider?

• Business departments/functions: marketing, operations, human resources, administration, customer service, etc.
• Business processes: one or more connected operations, activities and sets to achieve a specific business goal, whereby business process management, business process optimization and business process automation come into the picture. Business process optimization is essential in digital business strategies and in some industries and cases is essentially customer-facing today, whereas in others internal goals come first in initial stages.
• Business models: how businesses function, from the go-to-market approach and value proposition to the ways it seeks to make money and effectively transforms its core business, tapping into novel revenue sources and approaches, sometimes even dropping the traditional core business after a while.
• Business ecosystems: the networks of partners and stakeholders, as well as contextual factors affecting the business such as regulatory or economic priorities and evolutions. New ecosystems are built between companies with various background upon the fabric of digital business, information, whereby data and actionable intelligence become innovation assets.
• Business asset management: whereby the focus lies on traditional assets but, increasingly, on less ‘tangible’ assets such as information and customers (enhancing customer experience is a leading goal of many digital business “projects” and information is the lifeblood of business, technological evolution and of any human relationship). Both customers and information need to be treated as real assets in all perspectives.
  
• Organizational culture, whereby there is a clear customer-centric, agile and hyper-aware goal which is achieved by acquiring core competencies across the board in areas such as digital maturity, leadership, knowledge worker silos and so forth.
• Ecosystem and partnership models, with among others a rise of co-opetive, collaborative, co-creating and, last but not lost, entirely new business ecosystem approaches, leading to new business models and revenue sources.
• Customer, worker and partner approaches. Digital business strategy puts people and strategy before technology. The changing behavior, expectations and needs of any stakeholder are crucial. This is expressed in many change sub-projects whereby customer-centricity, user experience, worker empowerment, new workplace models, changing channel partner dynamics etc. (can) all come in the picture. It’s important to note that digital technologies never are the sole answer to tackle any of these human aspects, from worker satisfaction to customer experience enhancement. People involve, respect and empower other people in the first place, technology is an additional enabler and part of the equation of choice and fundamental needs.

This list is not exhaustive and de facto the several mentioned aspects are connected and overlap. We do look at some less business-related ‘digital evolution’ phenomena and at so-called disruptions but the focus is on the business, which by definition means a holistic digital strategic view whereby aspects such as customer experience, technological evolutions and innovation with a clear purpose, instead of a buzzword, are crucial elements.

So, the evolution of your digital business strategy is certainly not just about disruption or technology alone. It is even not just about transforming for a digital age. If it were the latter, one has to realize that this digital age exists since quite some time and is relatively vague.

84 Percent of U.S. Healthcare Providers Have No Cyber Security Leader

Tags

Cyber Security, Healthcare, Security

Do you find this a little concerning?

Eighty-four percent of U.S. healthcare providers don’t have a cyber security officer, and only 11 percent plan to add one in 2018, according to a recent Black Book Research survey of 323 strategic decision makers at U.S. healthcare provider and payer organizations.

At healthcare payer organizations, the outlook is slightly better — 31 percent have an established cyber security manager, and 44 percent plan to hire one in the coming year.

Just 15 percent of all responding organizations currently have a CISO in place.

The critical role of medical facilities, combined with poor security practices and lack of resources, make them vulnerable to financially and politically motivated attacks,” Black Book managing partner Doug Brown said in a statement.

Source: 84 Percent of U.S. Healthcare Providers Have No Cyber Security Leader

How do you measure results for cyber security investment?

Tags

Cyber Security, KPI, Measurements, Strategy, Technology

With over 400 global business and security executives participating in a benchmark survey called The 2017 State Of Cybersecurity Metrics Annual Report, more than half of respondents scored an “F” or “D” grade when evaluating their efforts to measure their cybersecurity investments and performance against best practices.

Based on internationally accepted standards for security embodied in ISO 27001, as well as best practices from industry experts and professional associations, the Security Measurement Index benchmark survey provides a comprehensive way to define how well an organization is measuring the effectiveness of its IT security.

Findings from this Cyber Security Metrics survey include:

Failures in planning

• 1 in 3 companies invests in cybersecurity technologies without any way to measure their value or effectiveness.
• 4 out of 5 fail to include business stakeholders in cybersecurity investment decisions.
• 4 out 5 companies don’t know where their sensitive data is located, and how to secure it.

Failures in performance

• 2 out of 3 companies don’t fully measure whether their disaster recovery will work as planned.
• 4 out of 5 never measure the success of security training investments.
• While 80% of breaches involve stolen or weak credentials 60% of companies still do not adequately protect privileged accounts—their keys to the kingdom.

In general:

• 58 percent of companies are failing in their efforts to measure the effectiveness of their cybersecurity investments and performance against best practices.
• 4 out of 5 companies worldwide are not fully satisfied with their cybersecurity metrics.

Most survey respondents do not feel confident about how they are measuring the value of their cybersecurity investments, and 80% stated that they are not fully satisfied with the metrics available.

You may think your business doesn’t need a formal, documented IT security policy based on cogent cybersecurity metrics. After all, documentation and worrying about information security is just for big unwieldy mega-corporations, right?

Cyber Security

Top 5 cybersecurity mistakes leaders make, and how to fix them

Tags

Cyber Security, Technology

Cybersecurity teams are largely understaffed and underskilled. Security breaches are only going to accelerate and get worse. In general, most businesses are not prepared.

At a strategic level, in the C-Suite, what do we need to focus on right now?

The the article, “Top 5 cybersecurity mistakes IT leaders make, and how to fix them” we find some good ideas to consider.

“Not aligning cybersecurity and business goals – Cybersecurity professionals said the most beneficial action companies can take is adding goals and metrics related to security that IT business managers and security teams can work toward.

“Not building repeatable processes – As mentioned above, one of the top two security challenges named by security professionals is too many manual and informal security processes. These workers suggest that the second most beneficial action organizations can take is to document and formalize all cybersecurity processes.

“Not investing in training – While companies are increasing cybersecurity budgets, they tend to invest more in technology solutions than their employees, according to the report. Investing in more training and education at all levels, from non-technical employees to the IT and security teams to executive management, is key for protecting organizations.

“Not providing the right training – Cybersecurity professionals said they look to specific training courses (76%) and professional development organizations (71%) to build knowledge, skills, and abilities, rather than security certifications. Organizations can look to offer more sophisticated, continuous training, with a focus on specific skills that tend to be lacking, such as application and cloud security.

“Not assuming a perpetual skills shortage in future planning and strategy – Since cybersecurity professionals say the no. 1 security challenge they face is their staff being undersized for their organization, businesses must create aggressive programs for recruiting talent from IT teams and the business side to bridge security gaps, the report recommends.”

Source: Top 5 cybersecurity mistakes IT leaders make, and how to fix them

A shortcut to cybersecurity

Tags

Cyber Security, Technology

Here is a great summary from Axios about the shortage of professionals in the area of cybersecurity. We need to fill the gap ASAP. Is there a shortcut?

Endgame’s Artemis desktop. (Screenshot: Endgame)

“With Russia, China, Iran and North Korea on the loose, experienced and knowing cybersecurity hands are among the world’s most-sought-after workers. The trouble is that there are not nearly enough of them — estimates are that the U.S. alone could use 200,000 more cyber experts to protect the country’s private and public computers. And half or fewer of those applying are not qualified, according to a survey by ISACA, an industry association.

“What’s happening: Endgame, a Virginia-based cybersecurity firm that has worked most closely with the U.S. intelligence agencies, launched Artemis, an intelligent chatbot.

“Why it matters: Hyrum Anderson, Endgame’s lead data scientist, says Artemis is a shortcut to closing the gap between inexperienced “Tier 1” computer analysts and top-flight but comparatively few “Tier 3” professionals, who know the field.

• The volume of potentially malicious alerts is “staggering, so a real threat can be lost in the noise,” Anderson tells Axios.
• But by typing questions using natural English into Artemis, a relatively new cybersecurity analyst can conduct a sophisticated investigation of a vast computer system. “Our customers are trying to protect their systems with limited resources,” he said.

Be smart: “The yawning shortage of professionals, propelled by a wildly active hacking community — such as BadRabbit, the most recent ransomware attack — is global. There will be 3.5 million unfilled cybersecurity jobs by 2021, forecasts CyberSecurity Ventures, an industry newsletter. The forecast includes the West and other countries including India, Japan and China.”

The elephant in the room is making a mess

Tags

Cyber Security, Elephant

There is an elephant in the room. It has been there for a while and everyone knows it. It doesn’t seem interested in going away. We keep hoping it will. If is making messes no one wants to deal with.

The elephant has a name. The name is Cyber-Security.

It is clearly a big issue so this is not a baby elephant. We will have to talk about it when a breach occurs (and it will). The problem with that approach is when it happens the focus becomes figuring out the technical aspects of how it happened not what we should do holistically beyond just the technology to prevent it.

This is where another elephant issue comes into play. Remember the blind men, who have never come across an elephant before, learn and conceptualize what the elephant is like by touching it.

Walmart plans to increase use of Macs

Tags

Mac, Walmart

According to Axios: Walmart has 7,000 Macs in use today, but expects that number to skyrocket next year as it gives workers the option of using an Apple computer or Windows PC.

“This time next year we will probably be managing 100,000 Macs,” Miles Leacy, technical expert for Apple technologies at Walmart, said at a conference hosted by Jamf. “In a few months we are going to announce the choice program for employees.”

What’s happening: Walmart is working on the project with Apple and Jamf, which specializes in managing Apple devices in business. Leacy noted that one reason for the project is the total cost of ownership, saying “it is a lot cheaper than supporting a Windows box — it just makes good business sense.”

Why it matters: While Apple makes most of its money in the consumer business, it has been steadily trying to grow business adoption of Macs, iPhone and iPads. Other big Jamf customers include Lyft (which has 90% of its 1,700 workers on Macs), IBM, GE, SAP, Capital One and Intuit.

Does Oracle have the answer to the future of data?

Tags

Data, Larry Ellison, Oracle

Building upon the next generation of the industry-leading database Oracle Database 18c, Oracle recently introduced the world’s first autonomous database cloud. Oracle Autonomous Database Cloud is supposed to eliminate complexity, human error, and manual management, helping to ensure higher reliability, security, and more operational efficiency at the lowest cost.

Does it? At what expense?

The autonomous database cloud is being sold with a promise it integrates adaptive machine learning to deliver self-driving, self-tuning, self-recovering, and self-scaling administration—without human intervention—resulting in streamlined operations, more efficient consumption of resources, and higher security and reliability. With built-in automation at all levels it could perform maintenance tasks. With companies could now use their valuable IT resources to focus on extracting more value from the data they currently manage to directly influence business opportunities and outcomes.

Big promises. Bold vision.

Quotes from Larry Ellison’s Keynote Presentation

• “Companies are losing the cyber war. And it gets worse every year. Companies have to defend themselves against nation-states who are stealing their data, and very sophisticated cyber criminals who are stealing their data.”
• “We have to reprioritize and re-think about how we defend our information. We need new systems. It can’t be our people versus their computers. We’re going to lose that war. It’s got to be our computers versus their computers. And make no mistake: it’s a war.”
• “The way to secure our data, the way to prevent data theft is more automation. And we need a cyber defense system that automatically detects vulnerabilities and attacks.”
• “And these two systems, the Oracle Autonomous Database and our highly, highly automated cyber defense systems are designed to stop data theft.”
• “The Autonomous Database and our automated security system, is based on a new technology called machine learning. Machine learning is the most important new technology to show up for a long time. It looks at all of these logons with all the IP addresses and URLs, distinguishes normal behavior from abnormal, risky behavior.”
• “The database automatically provisions itself, upgrades itself, patches itself, backs itself up, and tunes itself while running. And because there is no human intervention, there is no human error.”
• “The Oracle Management Cloud has a unified data architecture. Manage anyone’s technology — on-premise, other clouds, our cloud, no integration required. We engineered all of these pieces to fit together. We unify the data, we analyze the data, we detect the anomalies and we automatically remediate it. It’s one system. And it’s relatively easy to use, much easier to use than the other systems.”
• “It is not simply an analytical system, like Splunk. It is a security monitoring and management system designed to detect and remediate the problem.”

The Moneyball CIO and how data can make a difference

Tags

CIO, Data, Moneyball, Technology

IT can often feel like an unwinnable game, with limited resources, changing priorities, multiple stakeholders and increased demands.

Too often, IT leaders must make decisions with insufficient information and without knowing the true effect on the business. Info-Tech’s framework removes the guesswork from what makes the business happy and predicts the impact of key decisions before they happen.

Data and data about the data can make a big difference.

 

What is the value of offline data?

Tags

Data, Digital, Digital Executive, Insight, Offline, Offline Data

Not all data is as valuable as others. The human resources to manually enter offline data can be daunting and so many times it is the last priority.

There are great services that automate the collection of offline data at a reasonable cost. The first step in the automation process is to create a data value strategy. That will help justify the cost of capturing the offline data and integrating it into your customer systems.

The opportunity to collect offline data for most companies is huge. We tend to underestimate how much of it we really have. For some retail oriented businesses it is close to 100 percent. Think about what you know about customers online and what you know about them offline.

Offline can include knowledge gained in the call center, by sales staff, from surveys, point of sale transactions and retail interactions from service personnel. It may be helpful to do a quick audit of all that you really have. If may be more than you think. And it may lead to great insight than online data which leads to action and engagement.  It also getting easier and more cost effective to get the data via scanning / OCR technology.

Digital executives are passionate about getting insight on what is important to customers. Think about a world where you could act on the insights gained from your offline data. The cost of integrating may be worth its weight in gold.

The other side of this is that when customers give us information and tell us something, they expect us to remember it to provide them better service. The point of integrating offline data is to gain insight into customers that can’t be gained otherwise and to be able to act for better service.

Everyone can be involved in the effort. Imagine having a simple card that service personnel fill out with the answers to 3 questions what will give you great insight. They ask the questions and write down the answers. You have a service scan it and integrate it with your other customer data. What if you could get their email address? It may not be as difficult as you think. You can get everyone involved in the effort.

There is always the constraint of the budget. It is just too costly you think. Creating a value framework is not that difficult. A simple table can help you assess what offline data you have, what it would cost to get it into your systems and what insight it will give you to build relationships (leading to greater sales).

Alert!! Do you have a privacy policy? Is it up to date? How good is your data security? Has someone independent from your technical team assessed risks in your customer data security? Not having a budget to look at this is a high risk. The damage to your credibility is at stake.

Ask yourself:

1. What is the value of the offline data you have about your customers? How much of it do you have? What would it cost to get it integrated with your other data?
2. If you have that additional insight, what could you do with it to increase engagement, cross-sell, and up-sell?
3. What don’t you know, that if you started asking and integrating the data, would be hugely valuable?

Here are the key ideas:

1. Start by creating a strategy based on your offline data value framework.
2. Begin by testing high insight data integration. Have a plan of what action you will take based on that insight.
3. Encourage frontline staff to gather critical data that provides a high level of insight you can act on.
4. Focus on insight and action.
5. Create a team to oversee the effort and serve as ambassadors.
6. Establish a budget to do something to get started.
7. Pay attention to privacy and security.

What data should we collect to create amazing customer experiences?

Tags

Customer, Data, Strategy, Technology, Value Framework

360 Customer View

We probably shouldn’t try to collect everything. We also should be collecting the “right” data. We should consider enhancing the data we collect to make it more valuable. Several suggested priorities are all online transaction detail and insight, most offline transaction detail and insight, social media data and insights and finally, call center transactions and insights.

There has been a lot said and written about the 360 degree view of the customer. A quick Google search will bring up 13.7 million results. Many in favor and some questioning the strategy.

I believe customer data is important. One thing to think about, however, is how much data do you need to know to make actionable decisions? Perhaps more than you have and perhaps less than you plan to gather which could be holding you back from acting today.

Most of us have a ton of online data. It is easy to gather and relatively inexpensive to integrate. That said, many of us have no to very little offline data. Another gap can also be unstructured data.

A core question is how important is a 360 degree view anyway? No human can see 360 degrees. Here is something interesting to think about.

“To draw an analogy from the physical realm, out of 360 potential degrees, what’s our actual field of vision? Approximately a 120-degree arc. But even most of that is peripheral. In fact, when it comes to seeing in high resolution — say for reading purposes — our actual field of view is only about 6 degrees.

“What happens if something important happens in our peripheral vision? We move our eyes to look at it. In other words, we’re not primed to look at everything at once. Rather, we focus on the essentials and filter out the rest so we don’t experience information overload.”

Source: The Cloud Sherpa

In thinking about data integration, it will be helpful to suspend any discussion of what data can we integrate. Any data can be integrated. The real issue is what results you want for your business and what data do you need to improve the customer experience. From a planning point of view it is helpful to start with the end in mind and not the details of how we integrate everything. It is critical to know what data will give you actionable insight.

Customers are using many channels to engage with your company. They expect a seamless experience across those channels. At a core level, that will involve collecting and integrating the data that customers expect to see across those channels. The important issue to think through is what does the customer expect you to know about what they have told on the mobile app and what you know about them when they make a purchase. It is all about the customer expectation.

If you ask for information from a customer and they are willing to give it to you, then they probably expect that you will use it across channels to create a seamless experience. Customers also expect that you remember them. They get very upset when you don’t. They love you when you do. Know and remember is key to service.

Alert!! Do you have a privacy policy? Is it up to date? How good is your data security? Has someone independent from your technical team assessed risks in your customer data security? Not having a budget to look at this is a high risk. The damage to your credibility is at stake.

Ask yourself:

1. Do you need a deeper understanding of customer sentiment from both internal and external sources?
2. Do you want to increase customer loyalty and satisfaction by understanding what meaningful actions are needed?
3. Are you challenged to get the right information to the right people to provide customers what they need to solve problems, cross-sell, and up-sell?

Here are the key ideas:

1. Start simple and don’t get carried away with all the possibilities.
2. Begin creating a strategy now.
3. Encourage collaboration and create a team to “oversee” your efforts.
4. Decide, up front, what data is worth
5. Commit to not collecting everything and be ok with that.
6. Focus on key channels like online, offline checks / credit card transactions, and direct response.
7. Create a data value framework to help set priorities.
8. Pay attention to privacy and security. Your reputation is at stake.

This is an ecosystem built for data, insight and action

Tags

Action, Customer, Data, Ecosystem, Insight

Resist the temptation to focus and organize around silos. While silos can maximize a part of the system, they sub-optimize the whole. We are building a customer (digital) ecosystem.

There is something as “not seeing the forest for the trees”. In the case of data (including big data), that can certainly be the case. It is easy to get lost in the data. It is important to see data as a way to gain customer insight. Having gained insight, we must take action to improve results for our customers and business.

The digital executive needs to evaluate whether the department silos are structured properly as a part of the overall ecosystem. One area to look at is what is the overall level of accountability around supporting the total results (including renewal and upgrades) from customer experiences and relationships. Structural change may be needed to support optimal results.

In scientific terms, an ecosystem is formed by the interaction of a community of organisms with their environment. The ecosystem has multiple, interdependent components that function as a unit. Innovators have long envisioned a similar environment where data, technology, people, and business processes operate in synchronization to improve customer satisfaction and business performance. The key to achieving this vision is having the capacity to discern the true nature of customer relationships in an intuitive manner. This capacity is known as “customer insight.”

The concept of the customer data ecosystem can be further broken down into two key aspects: the Customer Lifecycle, and the Information Lifecycle.

Below is an example from Forrester Research of how an ecosystem could look.

In the customer ecosystem, there are several components that are important.

1. The value of data
   1. Customer interaction data
   2. Contact and account data
   3. Customer information files
   4. External data
2. Turning data into insight
3. Turning insight into action

Integrated customer data forms the cornerstone of the customer ecosystem. Organizations have rich sources of data including customer interaction data, account data, external data sources, and customer information files. This data must be cleaned and properly linked together as fast as the data becomes available.

Digital Business Ecosystem

Individual data elements provide undeniable value in the ecosystem. Integrated data provides even greater value. However, integrating customer data is far from an easy task. Disparate systems and errors in the data typically prevent all of the data from being used by analytical processes. To turn all of this data into insight, sophisticated technologies and techniques are needed to clean the data, discover hidden relationships, and integrate it. This integrated view must then be fed into analytical models to discover and predict patterns in customer behavior. This deep insight into a customer services help organizations fully understand customer profitability, attrition, and retention.

Providing insight, however, is only one part of the solution. This insight must be turned into action to achieve real benefits. Two best practices have emerged in a customer relations focus: dashboards and scorecards.

Dashboards provide a quick way to get an immediate picture of business processes. Similar to a dashboard in a car, data is displayed in an intuitive manner that allows employees to see how the processes that they are responsible for are working. In the customer ecosystem, a dashboard contains multiple information displays that show how customer processes are working.

Scorecards are a vital part of the dashboard display that show specific measurements, also known as key performance indicators (KPIs), for a specific employee role. Unlike financial condition ratios reported to the Board and the IRS, KPIs always reflect strategic value drivers. For example, Return on Investment or functional expenses are common metrics used to judge financial performance, but it doesn’t measure a specific driver of value.

For the customer ecosystem, a KPI measuring the average value of a new customer reflects a strategic objective of acquiring more profitable customers.

In order to drive the right behaviors in the ecosystem, these mechanisms must be part of the daily job role for customer-focused employees. That is, insight must be “in sight” of people in day-to-day operational roles. Therefore these capabilities must be quick and easy to use.

In the business world, there is an old saying that “what gets measured gets done.” Dashboards and scorecards also provide a strong way to clearly communicate business strategy and objectives across the enterprise.

When viewing a report, graph, or KPI, people often need to understand why a specific number is different from what they expect. For insight to be truly “actionable”, a user must be able to drill down into the details. This process is typically called “Root Cause Analysis” because the user must get to the “root” of the problem. For example, if the KPI Average Value of New Customers is lower than expected, the user needs to be able to look beyond the KPI to the underlying data.

Insight Ecosystem

Here are the key ideas:

1. Start with the view of “the forest”.
2. Begin with simple integrations of valuable data to create insight.
3. Encourage taking action on insights. Structure everything around actionable outcomes of data and the insights.

Unifying Online & Offline Customer Data for a Consistent Experience

Tags

Customer Data, Customer Experience, Ecosystem, Offline Data

Unify Data – Convergence Ahead

The challenge of creating meaningful relationships is complicated by an abundance of data from both online and offline sources, as well as a multitude of communication channels to contend with.

A big issue is how to consolidate customer information to drive consistent communications across channels. By taking a unified approach, marketers can better shape interactions with their organization to create outstanding customer experiences.

What should we think through?

1. How to collect and manage online and offline data in order to truly understand our customers
2. Why a unified experience is essential for growth
3. Common inconsistencies and gaps in the customer experience, and how to handle them
4. How to use data to track customer interactions, and use this information to improve communications across multiple channels

Here are the key ideas:

1. This is an ecosystem built for data, insight and action – Resist the temptation to focus and organize around silos. While silos can maximize a part of the system, they sub-optimize the whole. We are building a customer (digital) ecosystem.
2. What we should collect – We probably shouldn’t try to collect everything. We also should be collecting the “right” data. We should consider enhancing the data we collect to make it more valuable. Several suggested priorities are all online transaction detail and insight, most offline transaction detail and insight, social media data and insights and finally, call center transactions and insights.
3. The value of offline data – Not all data is as valuable as others. The human resources to manually enter offline data can be daunting and so many times it is the last priority. There are great services that automate the collection of offline data at a reasonable cost. The first step in the automation process is to create a data value strategy. That will help justify the cost of capturing the offline data and integrating it into your customer systems.
4. Understanding the customer – Data is very useful if it allows us to understand our customers better. Collecting data is of no value if it doesn’t lead to insight. Think data, insight and action.
5. Unifying the data – Even 2 pieces of unified data is more powerful than one. Having a plan for the most valuable sources and at least integrating some of the data will move insight ahead.
6. Unifying the experience – This is not all about data. At the end of the day, customers will expect a great (unified) experience across multiple channels.
7. Doing something about the gaps – Knowing you have a gap in the data and the experience is one thing. Doing something that improves the experience is another. Insight is very useful but it must lead to action.
8. Creating a value framework – Not all data is of equal value and not every customer is either. Part of the framework that leads from insight to action is understanding which customers are of more value and those that will lead to greater levels of renewal.
9. An “Omni-Channel” approach – Unified data and a unified experience is created by an Omni-Channel approach. Omni-Channel creates a unified approach seamlessly across channels. All channels need to be fused into a single approach.

Most CEOs Can’t Lead A Digital Transformation

Tags

CEO, Digital, Jim Collins, Transformation

I am a big fan of Jim Collins. It is nice to hear again about his influence.

It is also sad to hear about CEO’s that don’t seem “to get it” when it comes our new digital world. It is also sad for the stock holders.

It is not a question of “if they will get it” but when, if at all. The velocity of digital transformations is stunning.

Years ago, Jim Collins wrote the best-selling book, Good to Great, praised by business leaders and academics alike. Collins noted seven characteristics common to firms that go from “good to great,” one of which was their ability to get the right people “on the bus.” This obviously includes the bus driver as well—the executives who guide their organizations. Unfortunately, more and more companies are concluding that they don’t have the right leadership. Significant CEO departures like Jeffrey Immelt leaving General Electric and Mark Fields stepping down at Ford highlight the struggle many companies face to find the right leadership in the digital age. As Michael Useem, professor at the Wharton School, said to the NY Times, “Who ever thought Ford would be competing with Google? But they are, and Mark Fields wasn’t moving fast enough.”

Speed is a serious concern for incumbent organizations. While their leaders are “driving the bus,” Jeff Bezos is flying past in a Prime-branded rocket ship. What has changed in the past sixteen years? The evolution of new, more profitable business models using new technologies like social, mobile, cloud, analytics, and platforms. The underlying technologies and rapid speed of evolution required to succeed with newer business models are real challenges for the average executive. Incumbent companies and traditional boards need new thinking and skills to succeed.

Source: Most CEOs Can’t Lead A Digital Transformation

The US government’s requirements for passwords has changed

Tags

NIST, Passwords, Security

This makes sense. Password security needs an overhaul. Let’s see if this takes off.

It might be getting easier to remember all of your passwords. The standards organization of the United States, NIST, has concluded that many common requirements for passwords, like forcing you to use special characters, are misguided.

Instead, NIST recommends the use of lengthy passwords, and instructs administrators to allow passwords to run at least 64 characters long. It also says people should only be forced to change their passwords if there is evidence of tampering, rather than at an arbitrary interval.

Source: The US government’s requirements for passwords has changed — Quartz

The C-Suite and IT Need to Get on the Same Page on Cybersecurity

Tags

C-Suite, Cyber Security, Decision Makers, Security

A recently published global survey of C-Suite level executives and IT Decision Makers (ITDMs) revealed a large gap in assessments of cyber threats, costs and areas of responsibilities. Among the most significant disconnects:

• 80% of the executives surveyed in the U.S. believe cybersecurity to be a significant challenge facing their business, while only 50% of ITDMs agree.
• ITDMs estimated the average cost of a cyber breach at $27.2 million, much higher than the average $5.9 million cited by executives.
• 50% of the executives surveyed believe the reason why an attack on their organization would succeed would be due to human error of employees, compared to 31% of ITDMs.

The research shows there is a lack of understanding when it comes to the cost of a successful breach, which many underestimate. It isn’t just about what the thieves get away with. A successful cyber attack can have far reaching implications such as impacting share price, lost business, fines — even a failed strategic investment or merger.

Source: The C-Suite and IT Need to Get on the Same Page on Cybersecurity

Unifying the experience for the donor

Tags

Digital, Donor, Donor Experience, Insights, Journey Mapping

Donor Experience

This is not all about data. At the end of the day, donors will expect a great (unified) experience across multiple channels. While it takes data to know the donor and systems to remember them, only great experiences lead to amazing service.

If I call you, I reasonable expect you have a history of my transactions regardless of channel and how long I have been your donor. I also probable expect for you to remember other issues and challenges I’ve had and how they were resolved. A breakdown in that at any point creates painful experiences.

This speaks to having worked through the donor journey, what is working and what isn’t, and improving the experience for the donor. This journey should identify data that is useful to know and insights that can create for you in delivering stunning service.

While journey maps are about much more than data, it is important to look at what data you have, what data you could use and what insight that could create in improving the whole experience.

Pay particular attention to data (structure and unstructured) that you already have from donors via your call center, web site, social media comments and email responses. There is a richness here that can inform the donor journey and the data that can used to improve it.

Improving the experience for the donor by providing front line staff better insights is foundational to the digital executive obsessed with the donor.  Journey maps without great data and insight could just be someone’s opinion.

Staff who are closest to the donor usually have a handle on what data and insight would be most useful to the journey mapping process. Be sure to engage them regularly.

Journey maps can be tedious and budgets may be constrained to bring in external resources to help. Consider an investment in training at least one of your staff who be the subject matter expert and facilitate the process, even if it just part time.

Here are the key ideas:

1. Start with one segment or persona and develop a simple journey map.
2. Begin by identify data that you have or gaps that exist in providing great insight.
3. Encourage a focus on insight and improving the journey.
4. See this as a holistic process integral to your ecosystem.

Involve staff closest to the donor.

Unifying donor data and creating actionable insight

Tags

Donor Data, Insight, Integration, Strategy

Smart Data

Even 2 pieces of unified data is more powerful than one. Having a plan for the most valuable sources and at least integrating some of the data will move insight ahead.

Let’s be honest. This is just plain difficult. I’m a small business. I believe in the value of integrated data. But it is painful and difficult. I use one tool a lot. It is call email. I have another tool for managing Customer Relationships. If I send an email, I can also get it in the CRM tool just by sending it as a bcc. So far so good. But then I use a different tool for eMarketing. I then have to export it from CRM and import it to the eMarketing tool. And on and on it goes from there.

Imagine the challenge for a mid-size nonprofit. It gets worse for large corporations. It just isn’t easy.

That said, it is worth doing as best you can. So that is what I do. And you should consider the same.

First, we need a strategy. Pick at least two systems that will give you a better level of insight. Integrate the core data needed for that insight. Don’t get carried away. If it doesn’t give you insight and you can’t act on it to move the relationship ahead then it isn’t useful.

Second, we need to execute the strategy and evaluate its effectiveness. If it isn’t effective consider stopping. Why waste the energy and resources.

Third, while data integration is generally very complex and difficult, the focus needs to be on simplicity. If a business unit cannot make a case for the insight that the data will bring and the action / results that it will accomplish, I say “move on”. That takes courage and great support from the executive level.

Knowing more than one thing generally leads to greater insight. Our everyday experience teaches us that. The insight I gain by knowing a decision maker at a target nonprofit is opening my emails leads me to see if I can schedule a call to discover more about their challenges. Simply integrating CRM and eMarketing tools can lead to that insight.

As more data is integrated about donors, the biggest issue is data quality and duplicates. If left unchecked, the insights and action will be suspect. It is important to keep the data integrated as simple as possible and pay attention to “master data” and the “golden record” early on. Investing in some level of Master Data Management (MDM) will make sense. Better to make this decision early and enforce integrity to the data.

There are several ways to approach analytics. Simple and easy to use Excel spreadsheets is one level. Data warehouses and data marts takes it to another level. Within systems themselves (think CRM), dashboards are very powerful at providing insight and action (via workflow).

All of this leads to an issue of executive oversight. Someone needs to make the tough decisions in the best interest of the donor. The CEO needs to empower someone to make those decisions. Otherwise your technology team will be chasing its tail on a regular basis with unclear direction and expensive solutions to meet the great demand for integration.

There is clearly a role for oversight for this function. It should be led by a high level business executive who focuses on insight.

Many of the advanced solutions and systems can be very expensive. Senior executives will clearly experience sticker shock when looking at investment decisions. Out of many technology investments to be made, this is one that cries out for clear ROI and a total economic benefit to spell out.

Here are the key ideas:

1. Start with simple integrations that focus early on data quality.
2. Begin with integrations that lead to clear insight and action.
3. Encourage oversight and accountability for results.
4. Early on, default to system dashboards and workflow rather than other complicated systems.
5. Insights that lead to next steps along the donor journey will have high payoffs for renewal, cross-selling and up-selling.
6. Senior business executives must be engaged early and often.
7. Enforce clear budget boundaries with clear ROI.

What donor data should we collect?

Tags

Analytics, Donor Data, Insight, Offline Data, Online Data

Donor Relations

We probably shouldn’t try to collect everything. We also should be collecting the “right” donor data. We should consider enhancing the data we collect to make it more valuable. Several suggested priorities are all online transaction detail and insight, most offline transaction detail and insight, social media data and insights and finally, call center transactions and insights.

There has been a lot said and written about the 360 degree view of the donor. A quick Google search will bring up 13.7 million results. Many in favor and some questioning the strategy.

I believe donor data is important. One thing to think about, however, is how much data do you need to know to make actionable decisions? Perhaps more than you have and perhaps less than you plan to gather which could be holding you back from acting today.

Most of us have a ton of online data. It is easy to gather and relatively inexpensive to integrate. That said, many of us have no to very little offline data. Another gap can also be unstructured data.

A core question is how important is a 360 degree view anyway? No human can see 360 degrees. Here is something interesting to think about.

To draw an analogy from the physical realm, out of 360 potential degrees, what’s our actual field of vision? Approximately a 120-degree arc. But even most of that is peripheral. In fact, when it comes to seeing in high resolution — say for reading purposes — our actual field of view is only about 6 degrees.

What happens if something important happens in our peripheral vision? We move our eyes to look at it. In other words, we’re not primed to look at everything at once. Rather, we focus on the essentials and filter out the rest so we don’t experience information overload.

Source: The Cloud Sherpa

In thinking about data integration, it will be helpful to suspend any discussion of what data can we integrate. Any data can be integrated. The real issue is what results you want for your business and what data do you need to improve the donor experience. From a planning point of view it is helpful to start with the end in mind and not the details of how we integrate everything. It is critical to know what data will give you actionable insight.

Donors are using many channels to engage with your nonprofit. They expect a seamless experience across those channels. At a core level, that will involve collecting and integrating the data that donors expect to see across those channels. The important issue to think through is what does the donor expect you to know about what they have told on the mobile app and what you know about them when they make a purchase. It is all about the donor expectation.

If you ask for information from a donor and they are willing to give it to you, then they probably expect that you will use it across channels to create a seamless experience. Donors also expect that you remember them. They get very upset when you don’t. They love you when you do. Know and remember is key to service.

Alert!! Do you have a privacy policy? Is it up to date? How good is your data security? Has someone independent from your technical team assessed risks in your donor data security? Not having a budget to look at this is a high risk. The damage to your credibility is at stake.

Ask yourself:

1. Do you need a deeper understanding of donor sentiment from both internal and external sources?
2. Do you want to increase donor loyalty and satisfaction by understanding what meaningful actions are needed?
3. Are you challenged to get the right information to the right people to provide donors what they need to solve problems, cross-sell, and up-sell?

Here are the key ideas:

1. Start simple and don’t get carried away with all the possibilities.
2. Begin creating a strategy now.
3. Encourage collaboration and create a team to “oversee” your efforts.
4. Decide, up front, what data is worth
5. Commit to not collecting everything and be ok with that.
6. Focus on key channels like online, offline checks / credit card transactions, and direct response.
7. Create a data value framework to help set priorities.
8. Pay attention to privacy and security. Your reputation is at stake.

This is a donor ecosystem built for data, insight and action

Tags

Action, Big data, Data, Donor Experience, Ecosystem, Insight

Resist the temptation to focus and organize around silos. While silos can maximize a part of the system, they sub-optimize the whole. We are building a donor (digital) ecosystem.

There is something as “not seeing the forest for the trees”. In the case of donor data (including big data), that can certainly be the case. It is easy to get lost in the data. It is important to see data as a way to gain donor insight. Having gained insight, we must take action to improve results for our donors and business.

The digital executive needs to evaluate whether the department silos are structured properly as a part of the overall ecosystem. One area to look at is what is the overall level of accountability around supporting the total results (including renewal and upgrades) from donor experiences and relationships. Structural change may be needed to support optimal results.

In scientific terms, an ecosystem is formed by the interaction of a community of organisms with their environment. The ecosystem has multiple, interdependent components that function as a unit. Innovators have long envisioned a similar environment where data, technology, people, and business processes operate in synchronization to improve donor satisfaction and business performance. The key to achieving this vision is having the capacity to discern the true nature of donor relationships in an intuitive manner. This capacity is known as “donor insight.”

The concept of the donor data ecosystem can be further broken down into two key aspects: the Donor Lifecycle, and the Information Lifecycle.

Below is an example from Forrester Research of how an ecosystem could look.

In the donor ecosystem, there are several components that are important.

1. The value of data
   1. Donor interaction data
   2. Contact and account data
   3. Donor information files
   4. External data
2. Turning data into insight
3. Turning insight into action

Integrated donor data forms the cornerstone of the donor ecosystem. Organizations have rich sources of data including donor interaction data, account data, external data sources, and donor information files. This data must be cleaned and properly linked together as fast as the data becomes available.

Digital Business Ecosystem

Individual data elements provide undeniable value in the ecosystem. Integrated data provides even greater value. However, integrating donor data is far from an easy task. Disparate systems and errors in the data typically prevent all of the data from being used by analytical processes. To turn all of this data into insight, sophisticated technologies and techniques are needed to clean the data, discover hidden relationships, and integrate it. This integrated view must then be fed into analytical models to discover and predict patterns in donor behavior. This deep insight into a donor services help organizations fully understand donor profitability, attrition, and retention.

Providing insight, however, is only one part of the solution. This insight must be turned into action to achieve real benefits. Two best practices have emerged in a donor relations focus: dashboards and scorecards.

Dashboards provide a quick way to get an immediate picture of business processes. Similar to a dashboard in a car, data is displayed in an intuitive manner that allows employees to see how the processes that they are responsible for are working. In the donor ecosystem, a dashboard contains multiple information displays that show how donor processes are working.

Scorecards are a vital part of the dashboard display that show specific measurements, also known as key performance indicators (KPIs), for a specific employee role. Unlike financial condition ratios reported to the Board and the IRS, KPIs always reflect strategic value drivers. For example, Return on Investment or functional expenses are common metrics used to judge financial performance, but it doesn’t measure a specific driver of value.

For the donor ecosystem, a KPI measuring the average value of a new donor reflects a strategic objective of acquiring more profitable donors.

In order to drive the right behaviors in the ecosystem, these mechanisms must be part of the daily job role for donor-focused employees. That is, insight must be “in sight” of people in day-to-day operational roles. Therefore these capabilities must be quick and easy to use.

In the business world, there is an old saying that “what gets measured gets done.” Dashboards and scorecards also provide a strong way to clearly communicate business strategy and objectives across the enterprise.

When viewing a report, graph, or KPI, people often need to understand why a specific number is different from what they expect. For insight to be truly “actionable”, a user must be able to drill down into the details. This process is typically called “Root Cause Analysis” because the user must get to the “root” of the problem. For example, if the KPI Average Value of New Donors is lower than expected, the user needs to be able to look beyond the KPI to the underlying data.

Insight Ecosystem

Here are the key ideas:

1. Start with the view of “the forest”.
2. Begin with simple integrations of valuable data to create insight.
3. Encourage taking action on insights. Structure everything around actionable outcomes of data and the insights.

How do we know who the customer is behind all the devices connecting with us?

Tags

Customer Focus, Marc Benioff, Salesforce

How do we know who the customer is behind all the devices connecting with us?

We live a world of the connected customer. Can the “Internet of Customers” be fulfilled?

We all wish that it could be done easily.

Here are some thoughts from Forrester Research on Salesforce1 and it’s promise. For the digital business that is obsessed about it’s customers, this is a huge issue. 

After one of the biggest announcements in the marketing technology space of 2013 — Salesforce.com’s purchase of ExactTarget — few were surprised to see the ExactTarget Marketing Cloud feature prominently at Dreamforce in San Francisco. But the real headline grabber was the introduction of Salesforce1, a cloud-based platform for what the company calls the “Internet of customers.” We’ve got a deeper look into the implications of this for marketers for Forrester clients, but some of our key takeaways were that Salesforce:

• Gets the age of the customer and what it means for their products. CEO Marc Benioff spoke at length about the “customers behind the devices” and the importance of engaging with those individuals, rather than the things they use to connect to the Web. We are in what Forrester calls the age of the customer, where “the most successful enterprises reinvent themselves to systematically understand and serve increasingly powerful customers.” The Salesforce1 vision is to be the technology engine behind those firms — and the announcement takes a big step in that direction.
• Commits to an integrated future . . . at some point. Salesforce1 offers a slew of technical changes that make integration not only a priority but also a possibility. Marketers who increasingly need to deliver a consistent experience across all interactions over the course of the customer life cycle will find some of that need met in Salesforce1. The details around how the different clouds will connect remains vague, however. (For more about the technical elements of the integration, check out  John Rymer’s post.)
• Needs to answer questions about how marketers will unlock the benefits of Salesforce1. The vision and demos we saw at Dreamforce whet marketers’ appetites, but it remains unclear how they will tap Salesforce1’s potential without more information around pricing, inter-cloud connections, and ROI of a new approach. Without that clarity, it’s hard to call Salesforce1 a true marketing technology platform.

Source: For Marketers, Salesforce1 Aspires To Be The Platform Of Customer Obsession | Forrester Research

The Smartphone Platform War Is Over

Tags

Android, IOS, Smartphone

“While the global smartphone market is as competitive as ever in terms of manufacturers fighting for the consumers’ love (and money), the long-raging platform war appears to be over. According to a recent report by Gartner, Android and iOS now account for 99 percent of global smartphone sales, rendering every other platform irrelevant.

“As the chart below illustrates that hasn’t always been the case. Back in 2010, Android and iOS devices accounted for less than 40 percent of global smartphone sales. Back then, devices running Nokia’s Symbian and BlackBerry accounted for a significant portion of smartphone sales and Microsoft’s market share stood at 4.2 percent.

“While Symbian is long extinct and BlackBerry has started transitioning to Android devices, Microsoft has not yet given up on Windows 10 Mobile as a platform aimed at professional users. Whether Windows, or any other platform for that matter, stands a chance against the dominance of Android and iOS at this point seems highly doubtful though.”

Source: • Chart: The Smartphone Platform War Is Over | Statista

Fix Computer Security by Acting like Macy’s

Tags

Cyber Security, Technology

Cyber Security

Retail operations have very effective security. We should look at their approaches and design computer security in a similar fashion.

Computer systems, corporate and government, will continue to be breached at an alarming rate, which is of course much higher than is publicly disclosed. More money will be spent and people hired. More standards will be set, regulations promulgated and enforced. As should be obvious by now, most of the money will be wasted, most of the people will accomplish nothing, and the regulations will increase costs while making things worse. Unless something changes.

The problem of cybersecurity can be solved. But it can only be solved if: we acknowledge we’re at war and act accordingly; we apply within the guts of our systems common-sense methods whose principles are clear, obvious and proven in other domains; and we start acting as though we actually want to solve the problem, as opposed to the current strategy of denial, cover-up and blame-shifting.

Source: Fix Computer Security by Acting like Macy’s

 

What kind of business technology scorecard do you use?

Tags

Business Technology, CIO, Forrester Research

Do you have a scorecard that translates your key goals and strategies in a way that drives performance? Have you created a framework for what it looks like? Here is a framework for a balanced scorecard that is a little different from many I’ve seen. Do you have one you could share?

Metrics are very important to both lead and lag indicators. Being clear what what goals and strategies will make a difference is leadership’s responsibility.

I highly recommend the approach that Forrester is advocating for in this blog article. It has some great visuals in it as well.

It’s time to re-think the report card used by CIOs to report on BT performance – tomorrow’s BT CIOs must look beyond the traditional IT Balanced Scorecard (BSC).I realize this is sacred ground for many people in IT (and some of my colleagues here at Forrester), so let me explain myself before I receive a barrage of complaints. The philosophy behind Business Technology (BT) recognizes technology as integral to every facet of every organization – as such, IT is very much an integral part of the business; we can no longer talk about “business” and “IT” as if referring to two distinct things. I’m suggesting that in the age of BT, we need a new scorecard that better reflects the impact of BT on the business.

via Does BT Need A New Report Card? | Forrester Blogs.

Who Owns Enterprise Analytics and Data? How about the CEO?

Tags

Analytics, CEO, CFO, CIO, Data, Leadership

This is a very interesting suggestion that the CFO owns enterprise analytics and data. My sense, while it is well meaning, is that it is misplaced. Many will argue their function should own it. This article eventually argues it should be the CIO.

My suggestion?

How about the CEO?

Who else owns “the enterprise”?

My thought is that this is too important to delegate to a department and have one more siloed activity. Only the CEO can get everyone pulling in the same direction. Only the CEO can provide the leadership that is needed so desperately.

Rise of Digital Music Stops the Industry’s Decline

Tags

Digital, Music

“2015 was a pretty good year for the music industry. According to IFPI, worldwide recorded music revenues totaled $15 billion, up 3.2 percent from the previous year’s total of $14.5 billion. This marks the first significant uptick for the struggling industry after nearly two decades of gradual decline.

“Interestingly, it has been the transition to digital formats that has both fueled the decline and helped stop it. A 45 percent increase in streaming revenues propelled total digital music revenue to $6.7 billion in the past year, offsetting the ongoing decline in physical format sales and surpassing them for the first time.

“It appears as if the music industry has finally bottomed out as both consumers and the industry have come to accept that the future of music is digital. IFPI estimates that the number of paid streaming subscribers has grown from 20 to 68 million in the past three years. It will be interesting to observe if the industry can maintain its upward momentum going forward, now that it has successfully completed the transition to the digital age of music.”

Source: • Chart: Rise of Digital Music Stops the Industry’s Decline | Statista

How do consumers expect to connect with us?

Tags

Consumer Expectations, Customer Experience, Mobile, Multiple Devices

You know technology is moving fast. So are customer expectations. Adoption of multiple devices is now the norm. I connect from my work laptop, iPad, iPhone, and home iMac on any given day. Most of what I connect to is pervasive from device to device. Just today I have used a “to do” manager on the web via a laptop, my iPhone and my iPad. Everything I need to do is always synched and up to date. I love it. But that is also my expectation now for how things work. Many others, perhaps your customers, have the same expectation. So what experience are they getting from you?

The digital executive is focused on creating this kind of amazing customer experience. This is the essence of a digital business. Our customers expect no less than this. With this understand, we need to focus on customer expectations and technology that enables a seamless experience.

Consider this from Forrester Research:

Thirty-two percent of US online adults accessed the Internet from multiple physical locations using a PC only; for example, from home, work, and the sidelines of a son’s soccer game.

Forty-five percent of all US mobile subscribers owned a smartphone in 2011, slightly less than doubling from just two years before, when only 24% owned one. Forrester forecasts that more than half of US mobile subscribers will own smartphones by the end of 2012. And, in Western Europe, they expect smartphone penetration to jump from 34% in 2011 to 67% by 2016.

Thirty-six percent of US adults with a mobile phone access the mobile Internet at least monthly or more often. In 2010, only 23% engaged in this behavior. Western European adults with a mobile phone accessing the mobile Internet at least monthly or more often grew from 9% to 18% from 2009 to 2011.

We can all connect and interact from multiple devices all day long without missing a beat. What opportunities does this present for us to improve the customer experience?

Here are the key ideas:

• Customer expectations have changed to connect from multiple devices.
• Customers expect the experience to be amazing and consistent from device to device.
• Much of these interactions are moving to mobile devices. Mobile is a reality not a trend.

 

Salesforce.com Seeks Nonprofit Input on Specialized Software

Tags

CRM, Donor, Nonprofit, Salesforce

Cloud-computing company Salesforce.com is soliciting input from nonprofits on how to tailor its programs to meet charities’ needs, the San Francisco Chronicle writes. The firm has convened a series of events, called Community Sprints, at which nonprofit officials can suggest changes or even rewrite code to customize Salesforce services in areas such as tracking donors or analyzing giving data.

The Sprints, held to date in San Franscisco, Seattle, and Washington, aim to make such customization possible for smaller organizations that lack the resources to do it on their own. The events help “make Salesforce workable out of the box for nonprofits of all sizes,” said Rob Acker, CEO of Salesforce.org, the firm’s philanthropic arm, which provides cloud software at steep discounts to some 27,000 groups worldwide.

What is encryption and why is it important? This is not Apple vs. the FBI.

Tags

Encryption, Security

Encryption is important. Many companies and individuals take advantage of the benefits of encryption. No one has every suggested it is illegal and that the government has a right to nullify the advantages. Well, no one until now.

Simply understood encryption is the process of encoding messages or information in such a way that only authorized parties can read it. Encryption does not of itself prevent interception, but denies the message content to the interceptor. In an encryption scheme, the intended device, communication information or message, referred to as plaintext, is encrypted using an encryption algorithm, generating ciphertext that can only be read if decrypted. For technical reasons, an encryption scheme usually uses a pseudo-random encryption key generated by an algorithm. It is in principle possible to decrypt the message without possessing the key, but, for a well-designed encryption scheme, large computational resources and skill are required. An authorized recipient can easily decrypt the message with the key provided by the originator to recipients, but not to unauthorized interceptors. Hence, even the FBI is unable to unlock the information.

The purpose of encryption is, to ensure that only somebody who is qualified to access data (e.g. a text message or a file) will be able to read it, using the decryption key. Somebody who is not qualified to access the information can be excluded from doing that, because he does not have the required decryption key. Without it, it’s impossible to read the encrypted information. In that way, it’s possible to protect random people from reading private information.

Do I have a right to encrypt my devices? Well, it is legal and openly encouraged by device makers, including Microsoft. I own a Microsoft laptop known as the Surface Book. Microsoft provides me the ability to encrypt it. I do. I don’t want the contents usable if it is stolen or lost.

When I was CIO of a major corporation, I installed encryption on all our laptops. Our auditors essentially insisted on it. It was the right thing to do.

So, I don’t see this as a dispute between the FBI and Apple. The question is do I have the freedom and liberty to encrypt my devices? Do companies have that right?

The dispute between Apple and the FBI over Apple’s refusal to unlock an iPhone recovered from the alleged San Bernardino shooter Syed Farook marks another chapter in the ongoing battle between privacy and security in the internet age.

While the FBI wants Apple to circumvent the iPhone’s auto-erase mechanism after 10 failed login attempts and has a court order to strengthen its claim, Apple refuses to do so, claiming that such a software could serve as a master key to any iPhone should it fall into the wrong hands. Last week, Apple’s CEO Tim Cook addressed the public in an open letter defending his company’s stance on the matter, saying that following the government’s demands in this case would set a dangerous precedent with respect to the safety of personal data.

While tech companies such as Google and Facebook have voiced their support for Apple in the ongoing dispute, the American public is leaning towards the FBI on the issue. According to a survey conducted by the Pew Research Center, 51 percent of adults in the U.S. think that Apple should unlock the perpetrator’s phone while 38 percent think that Apple is right not to cooperate. Even among the company’s faithful, support is tepid at best: 47 percent of iPhone users think Apple should follow the FBI’s orders vs. 43 percent who don’t.

Source: • Chart: Where Americans Stand on the Apple-FBI Dispute | Statista

In the Internet of Things, are you ready to take control in your self driving car?

Tags

Automobiles, Google, Internet of Things

The Internet of Things is all the rage. Are you ready? My thermostat is one thing, my car is another?

Even though self-driving cars offer tremendous promise, the technology is still being perfected. Several companies recently filed reports with the California DMV, showing how often their drivers had to take control.Google’s autonomous vehicles had covered 1.3 million miles by November 2015 and 424,331 of them were on roads in California. The vehicles disengaged on 272 occasions due to failure of the autonomous technology. A further 69 events resulted in drivers taking control of the vehicle due to a possible safety threat.

Source: • Chart: Self Driving Cars: How Often Do Drivers Take Control? | Statista

Microsoft Is Pulling the Plug on Windows 8

Tags

Microsoft, Mobile device, Windows 10, Windows 8

I used Windows 8 but mainly stayed on the desktop side. Just bought a Surface Book running Windows 10 and generally like it. I was able to replace my old laptop and iPad.

Microsoft officially ended support for Windows 8. It was the final nail in the coffin of what was arguably the least successful Windows version of all time. After its highly anticipated release in October 2012, Windows 8 failed to make an impression with users as many found its radically new user interface confusing and counter-intuitive. Microsoft quickly backpedaled and rolled out Windows 8.1 which reversed many of the UI changes just one year after Windows 8’s initial release. Windows 10, released in July 2015, went one step further in returning to a more traditional desktop feel while building on some of the features introduced with Windows 8. It was received much more positively than its predecessor and quickly overtook Windows 8 in terms of market share.

Based on data from NetMarketShare, illustrates, Windows 8 failed to reach wide adoption during its lifetime. It never managed to pass Windows XP (released in 2001) let alone challenge its predecessor Windows 7 which remains the most widely used desktop operating system in the world.

Source: • Chart: Microsoft Is Pulling the Plug on Windows 8 | Statista

Tough Times Ahead for the Tech Industry? Are we over the shiny new object?

Tags

Accenture, Innovation, Internet of Things

Accenture conducted an international survey to take the pulse of today’s tech consumer. The results are sobering, as a decade of innovation and growth appears to be coming to an end. At least for now, we may be over the shiny new object.

According to Accenture’s findings, consumers are much less inclined to purchase new technology this year than they were 12 months ago. Not only have markets reached a certain level of saturation, but the pace of innovation has also slowed down a bit. Today’s new smartphones, while undisputedly better than they were two years ago, lack the killer features to convince the average consumer of the necessity to upgrade. 47 percent of those who don’t plan to buy a new smartphone this year stated that they are happy with their current device and see no need to upgrade.

As demand for the growth motors of the past few years slows down, it would be the time for a new generation of devices to take the stage. However, smartwatches, fitness trackers and other connected devices have yet failed to make an impression on the broad public. Less than 15 percent of those polled by Accenture plan to buy any of the aforementioned devices hailed as “the next big thing” this year.

Source: • Chart: Tough Times Ahead for the Tech Industry? | Statista

Microsoft Restyles Philanthropy Unit Under New Name and Leader

Tags

Microsoft, Nonprofit, Philanthropy

Nonprofits Matter

Now here is some good news for nonprofits. Microsoft has long been a friend of the nonprofit community.

Microsoft announced Tuesday that it will expand its charitable activities under a newly named division, Microsoft Philanthropies, The Seattle Times and CNET report.

The organization will oversee the Redmond, Wash.-based tech giant’s existing giving programs, including donations of money and software and employee volunteerism, while seeking new avenues to work with communities, Microsoft President Brad Smith wrote in a blog post. The firm donated more than $1 billion in the most recent fiscal year.

Microsoft Philanthropies will be headed by Mary Snapp, a longtime company lawyer, and priority areas will include STEM (science, technology, engineering, and math) education and bridging the global gap in access to technology, a cause other tech giants such as Facebook and Google have taken up.

Source: Microsoft Restyles Philanthropy Unit Under New Name and Leader – The Chronicle of Philanthropy

These Technologies Will Shape the Near Future

Tags

Cloud computing, IBM, Internet of Things, Mobile

“Over the past few years, we have witnessed a number of technological revolutions. First there was the rise of smartphones, than tablets came along and finally cloud services hit the mainstream. But what’s next? Which technologies will shape the near future, especially from a professional point of view? IBM asked more than 5,000 C-level executives from 70 countries which technologies they think will be particularly important in the next three to five years. Most CxOs agree that cloud computing and mobile solutions will continue to play a key role, while the Internet of Things is expected to make a big impact as well.

“This chart shows which technologies C-level executives from 70 countries expect to be particularly important in the next 3-5 years.”

Source: • Chart: These Technologies Will Shape the Near Future | Statista

The Global Tablet Market Is in Decline

Tags

Laptop, Microsoft, Phablet, Surface Book, Tablet

Who would have thought the tablet market wouldn’t continue growing? With the demise of laptop sales, this seemed a no-brainer a few years ago.

Well, then along came phablets. Also waiting to be seen, particularly in the corporate market, is the laptop/tablet combos like the new Microsoft Surface Book.

“When Apple reported its earnings earlier this week, there was one number that wasn’t in line with the positive overall results: iPad sales declined for the seventh consecutive quarter and reached their lowest level since Q3 2011, when the device was merely one year old.

“But it’s not just Apple that is having problems selling tablets, it’s the tablet market overall that is struggling. Global tablet shipments have declined in each of the past four quarters and the negative trend appears to be accelerating.

“As smartphones are becoming larger and more powerful, they are crowding tablets out of their own niche. Moreover, as tablets typically aren’t subsidized by carriers the way smartphones are, people tend to upgrade their devices less frequently. This explains why market saturation is setting in much quicker in the tablet market than it did for smartphones.”

Source: • Chart: The Global Tablet Market Is in Decline | Statista

The brave new world of marketing automation and why it is important to your strategy

Tags

Marketing automation

Marketing

Marketing automation is a category of technology that allows companies to streamline, automate, and measure marketing tasks and workflows, so they can increase operational efficiency and grow revenue faster. While it is a maturing segment of technology solutions, it is moving fast.

What can it do?

Guide customers on 1-to-1 journeys across sales, service, marketing, and beyond — uniting your brand’s voice and providing a seamless experience.

• Create personalized customer-focused experiences at scale.
• Map the customer journey and prioritize every step of your strategy.
• Spark conversations with customers based on real-time interactions.
• Test multiple variations of content, channel, timing, and frequency.
• Automatically monitor and respond to customers.
• Connect your apps, products, and spaces to customer journeys.
• Leverage data from any source.
• Automate internal journeys for your employees.
• Reach across the customer lifecycle creating contacts, leads, cases, and tasks.

Deliver smart and predictive content. Drag-and-drop content tools make it easy to create emails that capture your customers’ attention. With simple dynamic content blocks for personalization, integrated Predictive Intelligence, and pre-defined event triggers, marketing automation helps you to automate relevant messages throughout the customer lifecycle.

Web Personalization – The website remains a key point in the customer journey – often marking the first interaction with a brand. Web marketing tools make it easy to create beautiful, dynamic Web pages and personalized content, then track every action your customers take, in real time, to make the insights actionable.

Track and optimize email campaigns. Keep tabs on every email campaign and transactional send with real-time tracking and graphical reporting. Make the most of every email send — and boost ROI — with built-in A/B testing capabilities, integrated Predictive Intelligence, and leading email deliverability tools.

Scale capabilities. Whether you’re looking for standard email service provider features or need a sophisticated cross-channel marketing platform, you can send millions of emails in a few minutes to empowering users around the world, to adding new customer communication channels to your brand strategy,

Deliver personalized and predictive Web experiences. We know that creating a personal online experience has bottom-line benefits. Leverage Predictive Intelligence to turn static websites into dynamic experiences with personalized content and predictive recommendations tailored specifically to each customer, based on their behavior and preferences.

Connect with ease. Connect Marketing to Sales and Service to combine the best-of-bred email service provider, world-class digital marketing, and CRM technologies to empower your organization to build a single view of the customer and deliver more effective, personalized communications. The seamless connection allows organizations to create data-driven, 1-to-1 messages that move the customer journey forward. Now all areas of your organization can utilize data to optimize customer interactions, including sales, services, customer support, in-store, online, and beyond.

Predictive Intelligence – The world has become a “noisy” place. Predictive Intelligence gives marketers the power of data science to understand each customer’s preferences and automatically optimize every interaction, in any channel, across the customer journey. Drive more conversions, win loyal advocates, and cut through the noise every step of the way.

Infer preferences based on behavior. With every open, click, purchase or search, customers are giving you valuable insights into their preferences. Predictive Intelligence consumes both implicit and explicit customer behavior, in real time, in order to build a profile of preferences for every customer.

Make predictions and automate decisions. This profile of preferences is then paired with sophisticated algorithms and business rules to automatically, and in real time, predict the next best offer, content or product for each individual customer. Every minute, Predictive Intelligence makes hundreds of thousands of these decisions on behalf of the brands we serve.

Personalize every interaction. Predictive Intelligence is native in messaging platforms, meaning Predictive Content is seamlessly delivered across channels, personalizing every customer interaction. By tailoring the experience to every individual customer, marketers can crush KPIs like conversions, opens, clicks, downloads and incremental revenue, while building trust, loyalty and a lifetime customer relationship.

Streamline and send emails. Your customers interact with email all day, every day — and they expect real-time communications from you. Powerful email marketing platforms arms you with the segmentation and automation tools you need to move the customer journey forward and reach your always-connected customers, wherever they are.

Target your audiences. Relevant messaging isn’t an option — it’s a necessity. Easily filter your subscriber base to send targeted email messages based on any customer data, including all interactions with your brand.

Engage via mobile messages. Engage customers in the moment, send real-time alerts, and deliver transactional notifications with easy-to-use mobile messaging. Ready-made SMS and MMS templates and a drag-and-drop interfaces let you create any kind of mobile message — from mobile tickets and coupons to customer service updates and surveys.

Create 1-to-1 conversations on group messaging apps. Millions of consumers across the globe are engaging on group messaging apps, such as LINE and WeChat. Marketers not only need to be present on these new channels, but ready to engage in personal 1-to-1 conversations with their followers.

Drive mobile app engagement. Your customers have dozens of apps competing for their attention. Increase app engagement and drive mobile commerce with targeted push notifications and integration with other delivery channels.

Utilize geolocation technology. Trigger interactions at exactly the right time and place, enhancing the customer journey with personalized mobile experiences that engage when customers are within a targeted geographic range.

Connect devices. Behind every device is a customer. And with connected devices, lines between the physical and digital world intersect. Allows brands to power connected solutions that react to online and offline customer actions in real time, with the right message, in the right context.

Manage the mobile lifecycle. Run cross-channel mobile marketing campaigns and manage every aspect of the customer journey with a mobile-first mindset. Execute automated mobile campaigns with Journeys and segment your audience for highly relevant messages.

Build on powerful APIs. Create and automate custom mobile marketing solutions — such as personalized daily appointment alerts, order confirmations, and travel updates — with mobile APIs. Power real-time interactions with your customers by integrating CRM data, marketing analytics, and other business software with mobile campaigns.

In the area of social media, build more meaningful relationships with customers by tapping into the power of social media in your marketing, customer service, and sales organizations. Harness social conversations to listen, analyze, publish, and engage with your customers, on a 1-to-1 basis.

Listen and analyze. Analyze conversations from different sources across the globe. Discover what consumers are saying about your brand, your products, and your competitors. Understand which topics are generating interest and where the most influential conversations are happening — then use that information to inform your marketing decisions. Plus, with Social Studio you can monitor consumer sentiment to stay ahead of potential crises and evaluate new product and service offerings.

Plan and publish. Empower your team to plan, execute, and track compelling social media marketing campaigns. Source content from our ecosystem of partners or integrate with your own digital asset management system to seamlessly pull existing creative into social campaigns. Customize and craft your content while protecting your brand with configurable approval rules and a full audit trail. New tools help managing social strategy, tailoring social campaigns, and driving social awareness across distributed teams is easy — just identify the most engaging content and share it with different product, regional, or brand teams.

Engage and connect. Behind every tweet, Facebook post, or status update is a customer — and it’s your job to engage, in a timely, responsive manner with compelling content. Social tools gives you the ability to monitor what people are saying on your brand’s owned social channels and participate in conversations about any topic across the social Web. And with social automation engines, organizing discussions is easy. You can automatically label, classify, and assign posts in order to route and prioritize work across teams — connecting with social customers is easier than ever before.

Take your social strategy mobile. In today’s 24/7 mobile world, you can execute your entire social strategy from the palm of your hand — from analyzing the results of product launches to approving time-sensitive content to monitoring your social campaigns in real time. And you can easily coordinate strategy across regional, product, or brand teams.

Content and Messaging – Provides a single location for all your cross-channel content. Speak with one voice across all your digital channels for a consistent consumer experience throughout the 1-to-1 customer journey.

Manage content. Create, manage, and track content across all your digital channels from a single location to make searching, categorizing, and filtering your content easier than ever. You can even assign tags, campaign associations, and owners to your content, and then use quick search functionality to easily track it down.

Predict the next best content. With Predictive Intelligence, marketers can build profiles of their customers’ preferences, then leverage sophisticated algorithms to determine and deliver the next best content, offer, or product for every individual across channels, automatically and in real time. Predictive content exponentially increases conversion and engagement across the customer journey.

Easily create great content. Great content drives action — makes it easier than ever to create inspiring messages. With a user-friendly content editor, design and build intelligent content with drag-and-drop smart content blocks and mobile-optimized templates. Keep track of what you’re doing in real time with the persistent preview function. Create once and distribute everywhere with new tools that streamline the content generation process.

How do you combine technologies to innovate?

Tags

Business, Digital, Education, Harvard Business Review, IBM, Innovation

This makes so much sense. It is the combination of technology that becomes so powerful in this model.

Well worth reading and thinking through as an enabler of innovation. Adam really nails this one.

These technologies can be combined in numerous ways, and we are just starting to see companies really taking advantage of the possibilities. These four technologies will have a disruptive impact on your business, almost regardless of which industry you’re in. The question is whether you will choose to adopt them before a competitor does.

What are they?
1.  Microprocessors
2.  Sensors
3.  Wireless connectivity
4.  Databases

The Four Technologies You Need to Be Working With – Adam Richardson – Harvard Business Review

All Boards Need a Technology Expert

Tags

Board of Directors, CEO, CIO, Governance

It is striking that most Boards of Directors have little to no members who have expertise in technology. As technology and digital initiatives become more pervasive, this will continue to be a competitive disadvantage. Board governance and oversight for digital transformation is important.

“A few months ago I decided to look into the professional experience of non-executive directors at the major banks listed in Britain. Like almost every other major industry today, banking relies on hugely complex, enormously expensive technology. So I was curious as to whether the individuals charged with corporate governance would have any more than a layman’s knowledge of IT. I discovered that only one bank had a board member with some direct experience in technology and in that case it was as a sales executive.”

Source: All Boards Need a Technology Expert

Here are some great suggestions about Board of Director expertise from Jean-Louis Bravard:

• Hire a techie to your board. That is probably the most difficult task and it is very industry dependent but my recommendation would be to give priority to individuals with scars, with both successes and failures and who continue to be involved with technology. Technology moves too fast for “stale” talent, however well-regarded. In consumer industries I would give
  a huge premium to articulate young entrepreneurs who can rapidly educate the board. Be prepared to rotate this role at least every two years.
• Don’t rely entirely on advisers. Many boards rely on technical advisers and consultants to assess their firm’s technology needs. Too often the corporate advice these advisers offer is generic. It’s often focused on the competitive environment — used to reassure management that it is not falling behind rivals. This leads to the predominance of the lowest common denominator.
• Ask tough questions about technology spending. Using Moore’s Law, zero-based budgeting would call for technology spending to fall each year by about 30%; in most companies spending goes up by at least 5% each year. Part of the reason is that CIOs are not rewarded for taking out old code and old hardware; instead they “layer” old technology on top of ancient technology, bad on top of worse — which of course leaves their company vulnerable to new entrants that do not have any obsolete inheritances to deal with.
• Understand the cyber threat. Unfortunately, new technology opens up vulnerabilities even as it creates value. Total security is not possible, but understanding the risk-benefit trade-off is essential. A recent survey by the Ponemon Institute, sponsored by Raytheon, found that 80% of boards do not even receive briefings on their company’s cyber security strategy. That number should be zero — and briefings should happen periodically to remain
  up to date.

Should adoption of new technology be a top priority in digital business transformation?

Tags

Customer, Digital Business, Gartner

Digital Business

Are you leading the charge in digital business transformation?

Here are some things to focus on:

1. New technology to enable digital business
2. Create a collaborative work environment for employees and customers
3. Customer driven technology change that benefits the customer

Adopting new technology is the top priority for the businesses that are leading the pack when it comes to digital transformation, according to a Gartner survey.

Gartner surveyed 304 business leaders from organisations with revenue of US$250 million or more in Australia, US, UK and Germany. It found 70 per cent of those who are leading digital business transformation are making new technology a top priority, meaning CIOs and tech leaders are pivotal to making digital happen.

The next top priorities, the survey found, are creating a collaborative work environment, cited by 56 per cent of leaders, and supporting customer-driven technology change (cited by 53 per cent).

Source: Adoption of new technology top priority in digital business transformation: Gartner – CIO

Use your personal smartphone for work email? Your company might take it

Tags

Bring your own device, BYOD, Smartphone

Mobile Devices

If you use your personal smartphone or tablet to read work email, your company may have to seize the device some day, and you may not get it back for months. Employees armed with a battery of smartphones and other gadgets they own are casually connecting to work email and other employer servers. It’s a less-than-ideal security arrangement that technology pros call BYOD — bring your own device.

Now, lawyers are warning there’s an unforeseen consequence of BYOD. If a company is involved in litigation — civil or criminal — personal cellphones that were used for work email or other company activity are liable to be confiscated and examined for evidence during discovery or investigation.

More here: Use your personal smartphone for work email? Your company might take it – Red Tape.

Have we reached a digital tipping point?

Tags

Accountablility, Budget, Digital Business, People, Process, Strategy

Business Strategy

Is it about our digital budget or is it about having the right strategy, people and processes in place. It may not be “either/or” but it is clear that budget alone won’t get us there.

We need excellent strategies executive by outstanding people. That will with the way.

This year’s survey asked respondents how their companies spend on digital and organize their digital work, as well as the goals, challenges, and best practices they see across these initiatives. Many respondents agree that their companies’ digital programs are growth oriented, that future spending on digital will increase, and that a large portion of future company growth will be driven by digital efforts. But organizational challenges and a dearth of talent are common, significant hurdles that prevent companies from scaling up their digital efforts or seeing clear returns on their investments. So are limited accountability and a poor understanding of potential value. Less than 40 percent of executives say their companies have accountability measures in place, either through targets, incentives, or “owners” of digital programs, while only 7 percent say their organizations understand the exact value at stake from digital.

via The digital tipping point: McKinsey Global Survey results | McKinsey & Company.

What is the secret sauce for delivering in the new digital world and transform our businesses into digital businesses?

Tags

API, Customer Experience, Digital Transformation

API

In our new digital world, we know we know we need to be fast and agile. It also helps to be able to scale quickly and deliver the right customer experience at the right time. Of course, that may include multiple types of devices.

What is the secret sauce for delivering in the new digital world and transform our businesses into digital businesses?

Open API’s (Application Programming Interface) are the standard and foundation for building a digital business. All our systems moving forward should take advantage of this approach.

Not sure what that means? It is worth the time to invest in figuring it out. Do a simple search on YouTube for API’s. There are 1,700,000 videos on this.

Here is a great overview in 3 minutes.

As executives, we don’t need to know technically how it works. We do need to know that is our approach, strategically. We also need to know that when we are purchasing applications, that they are heavily invested in that approach.

How important does Google, Amazon, Salesforce, Apple and others think Open API’s are? Answer is Duh!! There whole revenue model is based on it.

Here are 5 reasons companies share their API’s.

1. It generates more revenue
2. Integration with other API’s is easier
3. We can reach more people with them
4. Others can help us innovate
5. Consumers are more engaged

Every business has the potential to be a digital business. More importantly, every business must become a digital business. As the number of smart, connected devices—from phones to cars to wearables—moves toward a tipping point where most work, play, and commerce will have a digital dimension, companies that quickly deliver digitally instrumented products or services, harvest data from market interactions, and use insights to rapidly iterate and optimize their value chain will gain a decisive competitive advantage.

Businesses that digitally transform will be able to connect more closely with customers, accelerate the pace of innovation and, as a result, claim a greater share of profit in their sectors. Today digitally transformed companies have an edge; tomorrow, only digital businesses will succeed. As per the Apigee Institute report “An Emerging Digital Divide.”

via The Secret Sauce for Digital Transformation.

On a personal level, we need to personally act like an open API.

Are there risks to mobile CRM?

Tags

CRM, Customer Experience, Cyber Security, Mobile, Software as a service

CRM

There’s no stopping the mobile CRM revolution, but those who rush into it headlong with an eye only to the many benefits may be in for an unpleasant shock. There is a significant security risk to managed. It is doable but needs to be well thought out.

As if we didn’t have enough to worry about, mobile CRM is laden with risks, too — from getting on the wrong side of the customer to getting on the wrong side of the federal government. Then there are the myriad security concerns that go along with making sensitive company data accessible on a device that may be woefully insecure.

More here: The Hidden Risks of Mobile CRM, Part 1 | Mobile CRM | CRM Buyer.

Do Mobile Phones Make Us More Productive?

Tags

Facebook, Mobile, Mobile Apps, Productivity

Productivity

We have that look. We are being productive.

Are we?

Not all the time. We are playing games. We are checking social media.

On the other side of the issue, we are available. We receive and respond to text messages. We read and respond to work email. We receive real time changes to our schedules. We connect by phone with a customer or work team member.

We go back to playing a game. We check out Facebook one more time.

Mobile tracking metrics show that consumers rarely ever conduct productivity-related tasks on their devices. In fact, the official US productivity rate has dropped to its lowest point in the past two decades.

via The Data Digest: Do Mobile Phones Make Us More Productive? | Forrester Blogs.