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. Continue reading
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.”
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.
- 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?
Having an approach or a framework for the work of the nonprofit digital executive is very important. Being passionate about our donors is great but a scattered approach will not get the kind of traction we need long term.
I am suggesting a framework that I have seen, over the years, that works for many of us. If this isn’t the approach that works for you and your donors, I do suggest finding one that does.
The approach is to organize and execute around the following:
- Goals, strategies and execution
It is natural to want to leap to one or another of these and focus there to the exclusion of some other important issues in improving the donor experience. Some people want to focus on the technology. But technology may be the wrong issue if the goals and strategies aren’t clear.
You might have a great donor strategy. Does the strategy require change? Have you addressed the change management issues that people are having with the strategy? If not, no strategy alone will overcome change management issues that people have with what you want to do.
There is a sequence to all of this. The best results come from starting with clear goals and strategies. People come next. Processes come after that. Technology, while very important, comes after we have planned for the preceding three focus areas for our donors.
I am advocating for a holistic and unified approach. Moving from the flavor of the day to the next creates a level of frustration that is hard for donors to overcome. It is impossible to organize and execute around priorities if at least these four focus areas aren’t somehow in alignment. In our gut, we know that alignment is important. Alignment creates momentum that is impossible to stop or overcome.
Here are the key ideas:
- Use a framework like strategy, people, process and technology.
- Create alignment through a holistic approach.
- Start with clear goals and strategies.
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.”
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.”
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.
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.
- Do you need a deeper understanding of customer sentiment from both internal and external sources?
- Do you want to increase customer loyalty and satisfaction by understanding what meaningful actions are needed?
- 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:
- Start simple and don’t get carried away with all the possibilities.
- Begin creating a strategy now.
- Encourage collaboration and create a team to “oversee” your efforts.
- Decide, up front, what data is worth
- Commit to not collecting everything and be ok with that.
- Focus on key channels like online, offline checks / credit card transactions, and direct response.
- Create a data value framework to help set priorities.
- Pay attention to privacy and security. Your reputation is at stake.
Am I focused on making this goal or process or people issue supported by a digital component?
Am I thinking digital in terms of potential solutions to my daily challenges?
Am I a digital champion?
Digital Business Transformation must, by definition, mean a wider consideration of exactly how an enterprise does functional operate when its business model becomes based not only on Technology, but also on external Technology and Services provided by new deployment models.
This is not an argument for the chaos of Enterprise wide transformation in response to the introduction of IT, and PCs and ERP technologies as in the past. Instead it is an argument for managing a graceful change by letting go of non-core activities and re focusing on what will increase competitive differentiation in support of Digital Business.
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.
- Exceed Donor Expectations – The current nonprofit average for donor retention is 23.7 percent.
- Focus on Impact – 49 percent of donors are concerned about nonprofits spend their money.
- Improve Data Quality – The average nonprofit churn on the master email list is 18%.
- Build a Seamless Tech Experience – There is a 34 percent increase in conversion rates for responsive websites and donation forms. Everything must be mobile.
- Embrace a Multi-channel Approach – Do you offer a share opportunity after the donation experience?
More and more donors are moving online to make their gifts. We are past the tipping point. The digital donor experience that is simple to use, meets the donors goals and is enjoyable is a must. Continue reading
Mark Zuckerberg, founder and CEO of Facebook, announced has announced that he’s planning to give away 99 percent of his Facebook’s shares (worth $45 billion) to charity during his lifetime. The announcement came in the form of a letter to his newborn daughter Max and was shared by Mr. Zuckerberg on his personal Facebook page. Zuckerberg and his wife Priscilla Chan formed the Chan Zuckerberg Initiative with the long-term objective of advancing human potential and promoting equality for future generations. Zuckerberg emphasized that he has no plans of leaving Facebook in favor of his philanthropic initiatives though, stating that he plans to remain Facebook’s CEO for many years to come.
Think what you may about Silicon Valley’s young and sometimes obnoxious tech billionaires, but many of them use their wealth to give back to society and try to improve living conditions both domestically and around the world. Spearheaded by Bill & Melinda Gates, six of America’s ten largest donors in 2014 made a name for themselves in the tech industry, among them WhatsApp co-founder Jan Koum, Sean Parker of Napster fame and Nicholas Woodmann, the man behind GoPro.
The digital space is coming of age. While there are many new and maturing digital marketing technologies, many have begun to mature as well. Debbie Qaqish, principal and chief strategy officer at The Pedowitz Group, emphasizes that those new to the digital marketing space must master vital skills and establish the groundwork if they are to succeed.
And, it is not all about technology as well. A lot of it is about culture. And as Peter Drucker wisely said, “Culture eats strategy for lunch!”
“The following elements are critical for both those in the early stages of development, as well as those who need to reevaluate their current strategies:
Technology: Alex Lustberg, CMO at Lyris, encourages digital marketers to embrace technology with an open mind. While the “four Ps” of marketing—product, place, price, and promotion—will always be relevant, marketing automation and optimization software have the power to facilitate new processes and new types of engagement. Inadequate data management investments, specifically, will hinder future efforts, as real-time and predictive capabilities are crucial factors.
Measurement: While monitoring an established set of metrics isn’t new to the marketing realm, digital marketers will find themselves looking to optimization and measurement more and more as quantitative analysis becomes essential. Though the tools used may be more sophisticated and complex, Kapel notes, this numbers-based approach remains at the heart of good marketing.
Culture: Raj indicates that internal philosophy pertains to how the given company defines and embeds its digital marketing vision throughout the organization in terms of breadth of strategy, ownership, and investments in skill sets. By developing an enterprisewide approach, said brands establish an understanding that lays the necessary foundation for continued growth and success.
Understanding: Qaqish highlights that those marketers who are accustomed to more traditional methods will need to shrink the huge gap present in their customer understanding skills. Because these professionals are used to one-way communications, they often lack the interpersonal skills necessary to engage today’s consumers. Thus, said digital marketers must embrace the new tools at their disposal to acquaint themselves with their customer base and this digital body language.
Smart marketers avoid the ‘bright, shiny objects’ by focusing on the importance of data.”
We all know it. We all hear it. Leadership loves to talk about change. Employees love to ignore it. Talk can be very cheap. If we are honest however, we all know it is true. While we love to talk about change, it is inevitable. The real question is what we will do about it. Will we lead it or will we be a victim?
The biggest challenge is knowing the right time to change. Often, by the time we realize we need to change, the moment has passed us by. The worst possible scenario is that others’ realize it before us and beat us to the punch. Rather than being strategic, we are impulsive and reactionary. Our perceived competitor builds a website that does X and we have to do it to. Why? Maybe they have just wasted a ton of money. Mimicking others is not a strategy. Continue reading
What are your marketing technology goals? Do you have strategies that support the goals? Are your people capable of implementing the strategy or are they overwhelmed by it all as well?
It is time to be holistic and to stop chasing the holy grail of shiny new objects.
So … what should we do?
- Start with clear business goals and then agree on the strategies to reach the goals.
- Audit and assess your existing technology.
- Create a road map and plan out your marketing technology strategy.
- Define the metrics for real results and implement your plan.
- Remain agile and make course corrections regularly.
During a recent onsite visit in San Francisco, I asked the CMO for a major tech company how many separate marketing technologies her company was using to generate results.
The executive’s response: “I’m not sure.” She checked with some of her staffers, who began ticking off one random solution after another. The end result: no one knew for sure.
The CMO and her team are likely not alone, given the tidal wave of new marketing technology over the last decade. Depending on whom you ask, there are anywhere from 1,000 to 3,000 digital solutions currently on the market — everything from marketing automation and retargeting to analytics and testing and personalization.
The executive’s honest answer — and the reaction of her team — raises an interesting question: have we become so inundated with technology, and applied it in such haphazard fashion, that we can no longer keep track of it?
Is customer experience an art or science? It is part art and part science and a whole lot of social science. It is about people.
It is more social science than technology. In understanding how customers connect with you mission, it helps to understand a little about psychology, sociology, and anthropology.
It is all about experience. Understanding “why” an experience wasn’t enjoyable is important. Falling into the trap that it is all about “likes” on social media can be misleading. It doesn’t matter how many likes you get on Facebook if the other experiences aren’t enjoyable, simple and meet what the customer needs.
The digital experience is about people.
It is about how they feel about all their interactions with us. They may have just attended an amazing event and had a lot of fun. They enjoyed it. When they went to your website afterward to find out how the event did, they could find what they wanted. Then, no one bothered to thank them. Then a few days after the event, they got an email asking them to give clearly indicating you don’t know them. What is their overall experience with you? Both digital and real world experiences add up to answer that question. Focusing on what people said to you on the way out the door of the event can give a false impression.
A totally branded customer experience will come down to the role you play in listening, engaging, and meeting the needs (translate deliver value) before, during and after a transaction. That is precisely why the habit of direct mail applied to the connected customer is so dangerous.
Being thoughtful and intentional about unifying the customer experience ensures we are listening and connecting. The kind of content we create or curate needs to be engaging and consistent with our brand promise. Do we understand the psychology of why a customer experience was inconsistent with a customer expectation and hence unenjoyable?
Will technology save you? Not likely. It can help transform you but without a passion for amazing experiences that customers enjoy, find simple to navigate and meet their needs, no amount of technology will help. It starts with a well thought out strategy. It moves to people who committed to great experiences. It involves processes that support the designed experience. And it involves the right technology. But it doesn’t, under any circumstances, start with technology.
We all know it. We all hear it. Leadership loves to talk about change. Employees love to ignore it. Talk is very cheap. If we are honest however, we all know it is true. Change is inevitable. The real question is what we will do about it. Will we lead it or will we be a victim?
The biggest challenge is knowing the right time to change. Often, by the time we realize we need to change, the moment has passed us by. The worst possible scenario is that others’ realize it before us and beat us to the punch. Rather than being strategic, we are impulsive and reactionary. Our perceived competitor builds a website that does X and we have to do it to. Why? Maybe they have just wasted a ton of money. Mimicking others is not a strategy.
Are you inspired by technology or overwhelmed? Are you keeping up with technology or are you getting left behind? Have you seen what a three-year-old can do with an iPhone? Does that intimidate you? This is all very disruptive. You know it and your customers know it. The difference could be that our customers are embracing it.
As a company, is someone else about to displace you in the marketplace? Are you staying up with the pace of change with technology or are you about to get left behind? Do you have strategies, systems, processes, and protocols in place that will recognize that this is disruption? We need to assess opportunity, and we will need to facilitate the testing of Ideas. Is this your job? How much time and resources that you control are you devoting to it quarterly?
These are very serious questions. They need to be answered now. From the point of view of your mission, is this a case of only the strongest surviving? What will happen if the pace of change is so fast that your customers adapt and change before you can? This is the reality we all need to face. We all know the role that technology plays in our personal lives. Do our digital properties at work match up to our personal experiences?
This might be a time for humility. Is the economy really our problem? If your company did well before the downturn of 2009 during bad economic times, why didn’t they do well during the downturn turn of 2009?
All companies are facing disruption. Have you been displaced in the marketplace and simply don’t know it yet? There are companies who are thriving and growing.
Over 40% of the companies that were at the top of the Fortune 500, in 2000 were no longer there in 2010. Who are some of the top companies today that weren’t on the list 10 or 20 years ago? I talked with a company leader recently that illustrates this perfectly I think. They probably aren’t on anybody’s list of top companies. They are a $5 billion dollar international company. They have a laser focus on the digital world. Their marketing is absolutely unified. Why doesn’t anyone know about them as a leader in their sector?
So as a company, you have established a presence on Facebook and Twitter. And so? Is the customer experience and relationship any better than it was before? Perhaps so or perhaps not. Do you know?
It is not about the technology. It is all about loyalty, engagement and an amazing experience. By those measures, how are you doing today compared to last year?
This may be about survival. It could take more than a presence in new channels to improve the overall experience and relationship with those who can support us the best. It may take more courage than you think. It will certainly take more persistence to break through the resistance. In the end, it could be about how you work with your leaders and we’re back to you about how you personally lead.
Are you leading a movement towards empowered and customer – centric culture? Are you setting in motion real business transformation?
You have a special path you can follow. You can set in motion the change that opens the door to an improved experience both inside and outside your company. You can lead the change you need your company to experience!
Inspiration and passion make all the difference to a nonprofits mission. Most innovative nonprofits also leverage technology.
Want to know who the best of the best are?
They feed the hungry, provide medicine for the sick, shelter the homeless, educate our youth, protect the environment, prevent animal cruelty, and that’s just the tip of the iceberg. For all the amazing work they do, they deserve to be recognized. And that is the whole point of the Impact Awards: recognizing nonprofits that use technology to make our world a better place.Last year, 7 organizations were recognized at bbcon. Here are their inspiring stories:
Disruption is here or at least on the horizon. The cost to start up and create new models of business have come way down. Some aspect of your business that should be digital right now or soon needs to be transformed. Maybe it is your whole business model. Trust that someone else out there is already doing it or will be soon.
Now is the time. Today is the day. Embracing digital transformation is a key initiative for every executive. Customers get to decide. They are in control. Are they happy or about to jump ship?
Tech advances are eliminating barriers to entry and lowering distribution costs, leading new competitors to challenge—even upend—established players by offering customers value in new ways. Getting close to the customer and giving her a good experience has become table stakes in today’s environment, and CEOs know that they need to do more than that to keep their customers happy. “
Those sentiments were reflected in comments by Telstra CEO David Thodey, who was interviewed for the survey and who told PWC the leadership team at Australia’s biggest Telco was dedicated to changing the service paradigm. “We have had an incredible focus on improving customer service because customers are at the heart of our business.”