Your SlideShare is downloading. ×
0
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)

5,057

Published on

Stuart McIntyre's session on overcoming personal objections to the use of Social Business and Collaboration tools within organisations

Stuart McIntyre's session on overcoming personal objections to the use of Social Business and Collaboration tools within organisations

Published in: Technology, Business
1 Comment
4 Likes
Statistics
Notes
No Downloads
Views
Total Views
5,057
On Slideshare
0
From Embeds
0
Number of Embeds
9
Actions
Shares
0
Downloads
59
Comments
1
Likes
4
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. BP310: 
 Social Business: The Irresistible Force To Overcome Immovable Objections Stuart McIntyre, Social 365 !1 © 2014 IBM Corporation
  • 2. Stuart McIntyre… e r y t In c tM r a tu S @ !2 Please tweet comments and suggestions…
 @StuartMcIntyre #IBMConnect #BP310
  • 3. This session ▪ Abstract: "I'm too busy", "My work is confidential", "I'm never in the office", "My position depends on my being the only source of my knowledge".... We've all heard objections like these - reasons why key individuals cannot spare the time to share knowledge or to collaborate with others.
 
 Whatever their role, be it as executives, consultants, sales people or any other part of your organisation, for Social Business to truly revolutionize your organization's culture and productivity, these objections must be overcome.
 
 Learn from Stuart's many years of experience of driving adoption in organisations around the world, to find out how to make the benefits of Social Business irresistible for all your staff, no matter how immovable they might appear! ! ▪ ▪ ▪ ▪ !3 It is not technical… Not specific to IBM Connections Based on experience rather than exhaustive study Focused on users or groups of users, not the organisation as a whole
  • 4. Social Media c. 2007/8 !4
  • 5. Social Media 5
  • 6. Social Media 6
  • 7. A reminder: The 6 Key Characteristics of Social !7 Report available from http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
  • 8. 1. Social is not a product !8 Image via http://philmckinney.com/wp/wp-content/uploads/2012/06/speech_bubble_reviews_noBackground.jpg
  • 9. 2. Social technologies enable social behaviors to take place online Image via https://fbcdn-sphotos-f-a.akamaihd.net/hphotos-ak-prn1/163413_479288597199_8388607_n.jpg
  • 10. 3. Platforms for content creation, distribution, and consumption !10 Image via http://www.postano.com/blog/wp-content/uploads/2013/05/content-people-01.jpg
  • 11. 4. Can capture the structure and nature of interactions among individuals !11 Get your own Social Graph via http://inmaps.linkedinlabs.com/network
  • 12. 5. Can be disruptive to existing power structures (corporate and governmental) !12 Image via http://wikileaks.org/IMG/wallpapers/wall7.jpg
  • 13. 6. Enable unique insights !13 Image via http://marketculture.files.wordpress.com/2012/11/istock_000005733150medium.jpg
  • 14. IBM Connections !14
  • 15. Or: !15 OR…
  • 16. You’ll achieve… Music via http://www.armyicu.gr/data/music/38%20Orff%20Carmina%20Burana%20-%20Fortuna%20Im.mp3 Image via http://onlyhdwallpapers.com/high-definition-wallpaper/god-stairways-heaven-dreams-life-desktop-hd-wallpaper-1063961/
  • 17. Image via http://onlyhdwallpapers.com/celebrity/david-tennant-objection-doctor-who-tenth-desktop-hd-wallpaper-1033049/
  • 18. Objections might be voiced and/or unvoiced !18 Image via Andrew Pollack & http://www.thenorth.com/apblog4.nsf/0/2132120157CA995A852573C600612D8D/$file/frustration.png
  • 19. Could be conscious or sub-conscious Image via http://chakracenter.files.wordpress.com/2012/08/holigraph.jpg
  • 20. So what can you do? 20 Image via http://farm2.static.flickr.com/1107/5101809388_180f98ef5c_b.jpg
  • 21. Bribery? Just kidding! Image via http://s3.amazonaws.com/everystockphoto/fspid30/71/50/49/8/money-7150498-o.jpg
  • 22. Coercion? 22 Image via http://s3.amazonaws.com/rapgenius/filepicker%2F3JeU3ZO2TvuAN1XrNC1i_baseball_bat.jpg
  • 23. Just Give Up? Image via http://sd.keepcalm-o-matic.co.uk/i/keep-calm-and-just-give-up-3.png
  • 24. No! 24
  • 25. Irresistible force? Image via http://onlyhdwallpapers.com/wallpaper/volcano_desktop_1680x1050_hd-wallpaper-552054.png
  • 26. McKinsey & Co (March 2013): ▪ Nine out of ten executives whose organizations use social tools report some measurable business benefit with employees, customers, and business partners ! ▪ 20 percent of organizations using social technologies now ‘fully networked’ ! ▪ About one-third of executives say their companies use data from social-technology interactions to respond immediately to either consumer or employee concerns !26 Ref: http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results
  • 27. Immovable Object(ions)? Image via dacarc.wordpress.com
  • 28. So what are the objections?
  • 29. In my experience…
  • 30. From students… 30 Image via http://www.accurateleads.com/wp-content/uploads/2013/02/College-Students-mailing-lists.jpg
  • 31. To Book Authors and Editors… 31 Image via http://i.huffpost.com/gen/1069543/thumbs/o-BOOK-EDITING-MYTHS-facebook.jpg
  • 32. To Aid Workers… Image via http://www.mcc.org/system/files/galleries/2633/ZMB12_01_0020.jpg
  • 33. To Business Consultants… Image via http://www.infosysblogs.com/management-consulting/images/Happy%20Business%20People%20-%20Thumbs%20Up.jpg
  • 34. And Executives…
  • 35. My Top 5! Image via http://infographicb2b.com/wp-content/uploads/2013/09/top-5-mlm-plan.jpg
  • 36. 1. ’It will slow me down…’ ‘I’m too busy…’ IT WILL SLOW ME DOWN 36 Image via http://onlyhdwallpapers.com/
  • 37. 2. ’My work is highly confidential…’ 37 Image via http://ipblog.thomsonslawyers.com.au/wp-content/uploads/2013/08/Confidential-image.jpg
  • 38. 3. ’That’s the role of internal communications or marketing…’ 38 Image via http://www.howorth.com.au/wp-content/uploads/2009/05/empcomms.jpg
  • 39. 4. ’How will I deal with negativity?’ 39 Image via http://3.bp.blogspot.com/_IVhTt0tKYSg/TONNuHPBR9I/AAAAAAAAABA/ZRCVaSwcv5Q/s320/Negativity.jpg
  • 40. 5. ‘I’m never in the office…’
  • 41. Broadly match results that McKinsey found !41 Ref http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results
  • 42. Other common objections ‘It’s a fad’ ‘Social is what my kids do…’ ‘My position depends on my being the only source of my knowledge’ ‘I’m worried we’ll cause a crisis’ ‘I’ll lose control’ ‘It’s a waste of time!’
  • 43. And if all else fails… ‘I don’t want to…’ !43 Image via http://ssofdv.files.wordpress.com/2011/07/man-arms-folded2.gif
  • 44. So how to overcome the objections? !44
  • 45. Two combat strategies… ▪ Anticipation ▪ Pre-empting objections – in other words by anticipating and responding to the objection before the user has even had a chance to voice it ▪ Adaptation ▪ Dealing with the objection as it arises !45 Image via http://www.mountaingoatsoftware.com/blog/balancing-anticipation-and-adaptation
  • 46. Some general tips when handling objections ▪ Listen carefully
 ▪ Gather information
 ▪ Check your understanding
 ▪ Trial solution (talk it through)
 ▪ Handle objection (plan/execute changes if appropriate)
 ▪ Check objector’s satisfaction with solution
 ▪ Ask for/continue discussions !46 Image via http://thedailywaster.files.wordpress.com/2011/11/gfk_face_to_face_interview_capi_300dpi.jpg
  • 47. So let’s review the top five in more detail… !47
  • 48. 1. ’It will slow me down…’ ‘I’m too busy…’ IT WILL SLOW ME DOWN 48 Image via http://onlyhdwallpapers.com/
  • 49. A) Always start with personal productivity… ▪ How do you ‘do business’?
 ▪ How can you do it better?
 ▪ How much time do you spend finding information?
 ▪ How do you find people? Personal is much easier to discuss than organisational… !49
  • 50. Then go deeper… ▪ How do you run your meetings?
 ▪ How do you distribute information?
 ▪ How do you run projects?
 ▪ How do you capture ideas?
 ▪ How do you gather feedback? !50 Image via http://www.susanneblomberg.com/en/wp-content/uploads/sites/2/2013/05/magnifying-glass.jpg
  • 51. For each task, there is a better way… ‘An effective meeting is 80% planning, 20% execution. Too often people spend most of their time in the meeting and the least amount of time getting ready for it. Plan better meetings. They don’t just happen.’ Tim Lewis ▪ Determine the nature of the meeting
 ▪ Create a community for the team
 ▪ Set up the meeting as an activity
 ▪ Define purpose and draft agenda
 ▪ Collaborate on the agenda
 ▪ Schedule the meeting
 ▪ Meet using Sametime
 ▪ Follow up in the community !51 Image via http://www.gaebler.com/images/Article/Running-Good-Meetings.jpg Quote via http://www.netspeedleadership.com/article.php?article=14 & Michael Sampson
  • 52. Highly Recommended… !52 http://www.michaelsampson.net/doingbusinesswithconnections.html
  • 53. B) Focus on Mobile and ‘Contextual Access’ 53 Image via http://8.mshcdn.com/wp-content/uploads/2013/02/iPadCoffeeShop.jpg
  • 54. How much time do we waste? Pace Productivity Study:
 How Sales Reps Spend Their Time, 2010 National Bureau of Economic Research ‘What Are We Not Doing When We're Online’, October 2013 !54 NBER study via http://blogs.hbr.org/2013/10/the-more-time-we-spend-online-the-less-time-we-spend-working/ Pace Productivity Study available at http://www.paceproductivity.com/files/How_Sales_Reps_Spend_Their_Time.pdf
  • 55. C) Reward and Recognize !55 Image via http://highlandsranchfoodie.com/wp-content/uploads/2010/01/clapping-hands1.jpg
  • 56. It’s about recognising contribution, not distributing badges! !56 Images via http://b.vimeocdn.com/ts/366/653/366653766_1280.jpg and http://dickersondesigns.com/wp-content/uploads/2012/08/gamification.png
  • 57. D) Offer measurable positive trade-off in return… Successful collaboration initiatives need to:
 ▪ Take into account the specific business activity, or context around which people collaborate so that collaboration becomes a natural part of what they need to do every day.
 ▪ Compensate for any change in the routines or habits of individual participants — for example, this compensation could be in the form of a reduction in the amount of effort required by those individuals to carry out their work (especially when individual workers can carry out their collaborative work using email or other personal collaboration tools) ! - Gartner’s Magic Quadrant for Social Software in the Workplace 2013 !57
  • 58. 2. ’My work is highly confidential…’ 58 Image via http://ipblog.thomsonslawyers.com.au/wp-content/uploads/2013/08/Confidential-image.jpg
  • 59. A) So how do you ‘Do Business’ today? !59
  • 60. B) How do your customers expect you to do business? !60
  • 61. C) What is the nature of the confidentiality required? C O M PA N Y A !61 C O M PA N Y B Virgin image via http://www.remiesluxuryblog.com/wp-content/uploads/2013/02/virgin-atlantic.jpg BA image via http://www.thesalesclub.co.uk/images/uploads/image/BA%20logo.jpg
  • 62. D) Social and Governance are not mutually exclusive ▪ Many archiving, governance, security tools for Social Business platforms, e.g. !62 More details on Actiance Vantage at http://www.actiance.com/vantage
  • 63. B) Social != Open Connections and other Social Business platforms have very granular levels of security By community /
 sub-community By library By file Backends are 
 highly compliant Many governance
 solutions available Not limited by entity type - can mix communities and individuals when sharing Image via http://info.netcenter.net/Portals/192612/images/istock_000022579586medium-resized-600.jpg
  • 64. C) How do you control security today? ▪ Typically… Policies, procedures and guidelines ! ▪ IBM’s Social Computing Guidelines provide excellent template: ▪ Available as PDF and on Slideshare ! ▪ Also very useful list of List of 40 Social Media Staff Guidelines !64 IBM PDF at https://www-304.ibm.com/connections/blogs/09100912-b777-4fcf-b726-f28424d9dc44/resource/IBMSocialComputingGuidelines.pdf IBM Slideshare at http://www.slideshare.net/stefanopog/ibm-social-computing-guidelines
 List of 40 Social Media Staff Guidelines at http://laurelpapworth.com/enterprise-list-of-40-social-media-staff-guidelines/
  • 65. 3. ’That’s the role of internal communications or marketing…’ 65 Image via http://www.howorth.com.au/wp-content/uploads/2009/05/empcomms.jpg
  • 66. How’s that working for you? ▪ So is it happening?
 ▪ Do they always ask you so they can tell others? ! ▪ Do colleagues actually read the updates?
 ▪ How do you update your team today?
 ▪ How do you find out what your peers are working on? !66 Images via http://www.thoughtfarmer.com/files/2011/03/deleted-70000-445.jpg and
 http://www.interact-intranet.com/wp-content/uploads/2013/02/Content-Image-1-881x1024.png
  • 67. 4. ’How will I deal with negativity?’ !67 Image via http://3.bp.blogspot.com/_IVhTt0tKYSg/TONNuHPBR9I/AAAAAAAAABA/ZRCVaSwcv5Q/s320/Negativity.jpg
  • 68. Negativity ▪ These behaviours and opinions are not new ! ▪ They were voiced at the water cooler, at the bar or over the phone ! ▪ But if they are an issue, then fall back on: ▪ Governance tooling ▪ Policies and ethical standards ▪ Complaints & disciplinary procedures !68 Image via http://wordsandtoons.files.wordpress.com/2008/07/watercooler.jpg
  • 69. 5. ‘I’m never in the office…’ Image via Image via http://8.mshcdn.com/wp-content/uploads/2013/02/iPadCoffeeShop.jpg
  • 70. Reduce the friction ▪ In my experience, Social Business adoption is hindered more by barriers to access than any other factor ! ▪ E.g. One of my customers requires the following: ! ! POWER ON PC ! UNLOCK BIOS ! S TA R T WINDOWS LOGIN TO WINDOWS LOGIN TO VPN LOGIN TO PRODUCTION NETWORK SSO TO CONNECTIONS SHARE ! ▪ Would you bother? ! ▪ Native apps on desktop and mobile devices make all the difference, particularly when VPN or access to DMZ is seamless. If not, why not? !70
  • 71. The measure is always Twitter and Facebook* ▪ Sharing and access to shared resources and content must be as easy as the public Social networks ! ▪ If it’s not, why not? ! ▪ All of the major vendors have mobile apps, improving all the time… Use them and ensure you deploy to all devices ▪ Pre-configured with user names and passwords ▪ With notifications enabled ▪ With security and remote-wipe etc. enabled ! ▪ Should feature strongly in immersion workshops (see later slide) !71 * And often Dropbox too…
  • 72. Consider “Immersion Workshops” Build company and culture-centric platform and data set Not live/production platform - all content will be deleted Create manufactured personas Run workshops where users get to experience platform and interact with others Then give access to production platform Image via http://noahwebb.com/wp-content/uploads/2011/11/Immersion1.jpg
  • 73. No better way to drive adoption than to adopt oneself ▪ As an advocate for Social Business in your organise you should live and breathe it… !73
  • 74. In summary… ▪ Users have reasonable objections ! ▪ Listen, understand, document, propose, revisit… ! ▪ Focus on personal productivity before organisational productivity ! ▪ Mobile access is a massive part of overcoming objections. Make it seamless! ! ▪ Security and behaviour concerns can be managed using governance tools and policies ▪ And finally…
 
 You will likely never get 100% buy-in or adoption, even if all objections are overcome… !74
  • 75. Elephants can dance! 75
  • 76. So what next? !76 socialconnections.info
  • 77. Remember… But in truth, social software users do and the business problems the tools address. Jakob Nielsen, Usability Guru

×