Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Future of work Insights from discussions building on an initial perspective ...Future Agenda
The initial perspective on the Future of Work byby Andrew Curry of The Futures Company kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Issue 20 of the new Hays Journal is out now with expert insights from McAfee, the World Economic Forum, PwC and many more.
The latest edition focuses on the current trends surrounding the world of work.
Articles include:
• How organisations can improve on intersectionality
• Putting sustainability back at the centre of work
• Supporting new talent through the challenges of COVID-19
• Seven things we learnt from McAfee
• The mental health and wellbeing challenges faced by employees
• Capturing a culture of innovation
• The diverse talent needs faced by the life sciences sector around the world
Read the Hays Journal to find out more: www.hays-journal.com
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
Africa is home to entrepreneurs who are spurring the continent's growth in unique and dynamic ways. More: http://knlg.net/1QJ426P
Knowledge@Wharton recently joined Katherine Klein, Wharton management professor and vice dean for the Wharton Social Impact Initiative, and Nick Ashburn, the Initiative’s director of emerging markets, at the African Leadership Network’s 2015 annual gathering where they interviewed 18 entrepreneurs and executives who are leading, launching, scaling and supporting businesses across the continent.
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
Future of work Insights from discussions building on an initial perspective ...Future Agenda
The initial perspective on the Future of Work byby Andrew Curry of The Futures Company kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Issue 20 of the new Hays Journal is out now with expert insights from McAfee, the World Economic Forum, PwC and many more.
The latest edition focuses on the current trends surrounding the world of work.
Articles include:
• How organisations can improve on intersectionality
• Putting sustainability back at the centre of work
• Supporting new talent through the challenges of COVID-19
• Seven things we learnt from McAfee
• The mental health and wellbeing challenges faced by employees
• Capturing a culture of innovation
• The diverse talent needs faced by the life sciences sector around the world
Read the Hays Journal to find out more: www.hays-journal.com
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
Africa is home to entrepreneurs who are spurring the continent's growth in unique and dynamic ways. More: http://knlg.net/1QJ426P
Knowledge@Wharton recently joined Katherine Klein, Wharton management professor and vice dean for the Wharton Social Impact Initiative, and Nick Ashburn, the Initiative’s director of emerging markets, at the African Leadership Network’s 2015 annual gathering where they interviewed 18 entrepreneurs and executives who are leading, launching, scaling and supporting businesses across the continent.
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
This is an updated view on future of currency. Building on the new initial perspective authored by Patrick Teng, CEO of Six Capital, it includes insights from events in Asia and will be added to in Europe as we explore how currency is changing over the next decade.
Analyze the forces shaping work, workplace and worker skills required in the 21st Century.
Discuss the implications of these trends for the workforce, firms and management.
Articulate the ways in which people differ from one another at a high level and why it is important for management.
The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality.
This whitepaper will help you discover capabilities you and your organization need in order to thrive in the new world of work.
Contact us today, to find out how to thrive in the borderless workplace: enquiries@tmaworld.com
The Power of Technology to Transform
Our mission at Insigniam is to transform the world of business and the practice of management and leadership, unleashing the power of inspired human performance while catalyzing breakthrough results and remarkable value.The methods we utilize include breakthrough performance, cultural change, transformational leadership, and innovation within organizations — one way to do this swiftly and effectively can be by the adoption of well-conceived technology strategies. It’s also true that the ability to leverage these emerging technologies can be vitally dependent on how they are embraced by an organization’s culture.
With rapidly evolving technologies providing a new climate for potent organizational change,this issue of Insigniam Quarterly focuses on methods to meet these challenges and fundamentally alter the way business is done.The power of technology to transform can be realized in a number of areas that directly impact key organizational goals.
• Change brought about through technology requires you to think and behave differently, resulting in a big impact on a company’s manner of operating.
• Strong leadership is a prerequisite for a technology-driven transformation.
• Updates and changes in technology are essential for maintaining an
organization’s effectiveness.
• Disruptive leadership can give way to transformative technology initiatives,but
if not implemented properly, they can become disruptive in the wrong way.
• Relating back to the power of words and how people communicate,companies often overestimate technologies while underestimating the network of
conversations and relationships in their enterprises.
In this issue, we share stories of success and innovative thinking, starting with our
cover story on Suresh Vaswani and his efforts as president of Dell Services to drive technology-led transformations both for clients and within Dell. Hint: It’s all about merging the leadership of business strategy and corporate technology.The former CTO at growing online marketplace Angie’s List,Robert Wiseman provides industry- leading insights on how businesses either evolve or die from technology strategies.
Articles on Health 2.0 and the rapid implementation of mobile health care technology reveal opportunities for massive growth in that space.And on the subject of transformative change, we discuss the role of leaders in shaping the conversation around change so that employees can view it as a powerful opportunity.
While seizing this opportunity for transformation is frequently necessary to survive and thrive, not every emerging technology will prove to be a game changer.The key is continuing to look ahead — falling behind isn’t an option.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Olumide Adedeji Ibikunle - The 2016 Peter Drucker ChallengeOlumide Ibikunle
Article addresses the relevance and contributions of 'New Entrepreneurs' to Business and Modern Society. My entry for the 2016 Peter F. Drucker Challenge.
Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering
a new era where the logic of industrial-age organisation has lost its purchase.
2038: Six Trends for the Next 25 Years assesses what impact changes in the economy, society, technology and entertainment will have on consumers over the next quarter century.
Stack Storytelling
As devices proliferate the concept of cross platform seamless communication for brands becomes a challenge. We will explain ‘Stack Storytelling’ : the ability to deliver and sequence a brand story across multiple third party platforms, and furthermore explain how Stack Storytelling improves return on investment for marketers by up to 50%
The Internet of Everything – global connectivity of digital devices and all things electronic – is set to offer consumers a mobile world of personalisation and convenience that transcends smartphones and handsets.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
This is an updated view on future of currency. Building on the new initial perspective authored by Patrick Teng, CEO of Six Capital, it includes insights from events in Asia and will be added to in Europe as we explore how currency is changing over the next decade.
Analyze the forces shaping work, workplace and worker skills required in the 21st Century.
Discuss the implications of these trends for the workforce, firms and management.
Articulate the ways in which people differ from one another at a high level and why it is important for management.
The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality.
This whitepaper will help you discover capabilities you and your organization need in order to thrive in the new world of work.
Contact us today, to find out how to thrive in the borderless workplace: enquiries@tmaworld.com
The Power of Technology to Transform
Our mission at Insigniam is to transform the world of business and the practice of management and leadership, unleashing the power of inspired human performance while catalyzing breakthrough results and remarkable value.The methods we utilize include breakthrough performance, cultural change, transformational leadership, and innovation within organizations — one way to do this swiftly and effectively can be by the adoption of well-conceived technology strategies. It’s also true that the ability to leverage these emerging technologies can be vitally dependent on how they are embraced by an organization’s culture.
With rapidly evolving technologies providing a new climate for potent organizational change,this issue of Insigniam Quarterly focuses on methods to meet these challenges and fundamentally alter the way business is done.The power of technology to transform can be realized in a number of areas that directly impact key organizational goals.
• Change brought about through technology requires you to think and behave differently, resulting in a big impact on a company’s manner of operating.
• Strong leadership is a prerequisite for a technology-driven transformation.
• Updates and changes in technology are essential for maintaining an
organization’s effectiveness.
• Disruptive leadership can give way to transformative technology initiatives,but
if not implemented properly, they can become disruptive in the wrong way.
• Relating back to the power of words and how people communicate,companies often overestimate technologies while underestimating the network of
conversations and relationships in their enterprises.
In this issue, we share stories of success and innovative thinking, starting with our
cover story on Suresh Vaswani and his efforts as president of Dell Services to drive technology-led transformations both for clients and within Dell. Hint: It’s all about merging the leadership of business strategy and corporate technology.The former CTO at growing online marketplace Angie’s List,Robert Wiseman provides industry- leading insights on how businesses either evolve or die from technology strategies.
Articles on Health 2.0 and the rapid implementation of mobile health care technology reveal opportunities for massive growth in that space.And on the subject of transformative change, we discuss the role of leaders in shaping the conversation around change so that employees can view it as a powerful opportunity.
While seizing this opportunity for transformation is frequently necessary to survive and thrive, not every emerging technology will prove to be a game changer.The key is continuing to look ahead — falling behind isn’t an option.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Olumide Adedeji Ibikunle - The 2016 Peter Drucker ChallengeOlumide Ibikunle
Article addresses the relevance and contributions of 'New Entrepreneurs' to Business and Modern Society. My entry for the 2016 Peter F. Drucker Challenge.
Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering
a new era where the logic of industrial-age organisation has lost its purchase.
2038: Six Trends for the Next 25 Years assesses what impact changes in the economy, society, technology and entertainment will have on consumers over the next quarter century.
Stack Storytelling
As devices proliferate the concept of cross platform seamless communication for brands becomes a challenge. We will explain ‘Stack Storytelling’ : the ability to deliver and sequence a brand story across multiple third party platforms, and furthermore explain how Stack Storytelling improves return on investment for marketers by up to 50%
The Internet of Everything – global connectivity of digital devices and all things electronic – is set to offer consumers a mobile world of personalisation and convenience that transcends smartphones and handsets.
ZenithOptimedia is championing a new strategic approach to communications planning that sees a radical rethink of the way clients prioritise and allocate resources across paid, owned and earned media.
Disruptive trends shaping the business landscape Singapore - 21 Aug 2019Future Agenda
Future Business Trends
How will global trends disrupt business in the next decade?
Ahead of the first of three speeches / workshops in Singapore over the next few months, this is an overview of some of the key potential drivers of change for businesses.
After some up-front context on foresight it addresses four major area of potential disruption
• The Future Consumer
• Purpose of the Company
• Digital Business
• Future Organisation
If you would like more detail on any of these issues or to know more about the workshops, do not hesitate to get in touch.
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Presentación en power point en inglés de la herramienta de la herramienta "The Inclusive Business Challenge: Identifying opportunities to engage low-income communities across the value chain // (El desafío de los negocios inclusivos: Identificando oportunidades para involucrar comunidades de bajos ingresos a través de la cadena de valor), desarrollada por el WBCSD. Para descargar la herramienta completa en http://www.wbcsd.org
What we measure may deserve a shift in focus...Jyoti Pandey
Companies that are conscious of their social responsibility impact their bottom line in a positive way. My article on sustainability reporting in ethikos.
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
Porous Organisations
Here is our latest 2030 foresight.
This time we focus on the challenges for the future of work. Increasing competition for talent forces organisations to open their doors to a growing number of independent workers. This makes it difficult to maintain corporate knowledge and becomes a challenge for business big and small. In a highly volatile and increasingly complex landscape, many must learn how to manage a seamless flow of knowledge and ideas so they can adapt to changing customer demands, ensure capabilities are maintained and keep the doors to innovation open. Looking ahead, it seems that only the wealthiest and most attractive organisations (in the main technology companies) will be able to retain the loyalty of their employees. For everyone else, building and preserving corporate know-how within increasingly porous organisational boundaries will become a priority. As ever your thoughts and provocations are very welcome.
To access via website https://www.futureagenda.org/foresights/porous-organisations/
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
2. This January was my sixth consecutive
attendance at the Worldwide Economic Forum in
Davos. Thedelegateswere,yetagain,anincredibly
eclectic group, ranging from leading statesmen,
global business leaders and philanthropists to
what seemed to be a preponderance of bulky
personal bodyguards.
At previous Davos gatherings, there has generally
been a clear, resounding theme that has unified
the discussions. These have ranged from
optimism about the Arab Spring to question
marks as to whether capitalism would survive the
economic implosion of 2008. Unusually this year,
however, there seemed to be no single theme.
The conversations and debates ranged from
concern about persistent levels of unemployment,
intensifying nationalism, the growing importance
of health in the economy, deepening income
inequality and the absence of strong leaders.
If there was a unifying message, it seemed to
circulate around a stark recognition that the global
economy is struggling, and the academic and
business speakers seemed resigned to the fact
that we are in line for an extended period of low or
moderate growth. The term ‘secular stagflation’
was continually used in referring to the global
outlook. This was echoed by representatives of the
Steve King, CEO, Worldwide,
ZenithOptimedia
INSIGHTS FROM DAVOS 2015
3. BRIC markets, all struggling to identify how they
will achieve future growth in line with the levels
delivered over the past couple of decades.
However, it was notable that many of the younger
generation seem to have a far more realistic and,
indeed, optimistic view of the opportunities ahead.
IheardmanyYoungGlobalLeadersenthusiastically
talk about the benefits of technology, accelerated
communications and interconnectivity. Our own
ZenithOptimedia recent global Millennial Study
would seem to corroborate that this group are
realistic but not depressed nor downbeat about
the future of the world’s health. This optimism
seems a good place to begin a more detailed
assessment of some of the key themes that were
aired and discussed.
We have put together an overview of some of
the key global trends from Davos, with specific
insights and recommendations for the marketing
community. We have structured these trends
according to Economy, Society and Technology.
We are very grateful to Rishad Tobaccowala,
Chief Strategist of Publicis Groupe, who provided
considerable input to our trends.
4. COMPANIES MUST BE PREPARED TO CHANGE
ECONOMY
One of the key themes from Davos 2015 was the
need for companies to move with the times, to
adapt to economic and technological change
and to prepare for significant shifts in the world’s
populations. From the World Economic Forum’s
summary of the Industry Governors Sessions, the
message came through loud and clear, time and
again. In Energy: “More actors are keen to embrace
and adapt in the digital transformation shaping
the industry”. In Financial Services: “To adapt to
increasingly unpredictable drivers of change, the
financial industry needs to become even more
resilient and nimble”. And, in Information and
Communication Technologies: “The industry
needs to develop new partnership-based business
behaviours to collaborate across industries”.
5. At a breakfast seminar organised by Bain, the CEO of
Dow and Old Mutual noted that the key reason for
the company’s recent success was changing their
business through investment in talent and building
customer-focused, team-oriented cultures. He
revealed that he’d had such trouble changing the
mindset of his senior management team that he’d
been forced to change the management before any
transformation could be implemented. Between
2005 and today, Dow and Old Mutual replaced 195
of its top 200 managers.
Several speakers and delegates at Davos addressed
concerns about the speed and ability of business
to change. The comment was made that the world
seems to be moving according to two realities: the
world of the future and the world of established
organisations and governments.
• Ensure that data and technology functions are
properly integrated with marketing operations
to ensure that you are able to operate effectively
- both internally and with other businesses.
• Invest in platforms and processes that
enable you to have real-time dialogue with
your customers and make this a core part of
your marketing communications strategy.
• Invest in strategic partnerships with other
companies so you can provide shared, cross-
platform services/products. This will help drive
the overall consumer experience.
ACTIONS FOR MARKETERS
6. Edelman released its 2015 Trust Barometer a few
days before the start of Davos 2015 and the news
was pretty grim: “Trust in Institutions Drops to
Level of Great Recession” read the headline of
its press release. Attendees at Davos agreed that
there is a clear breakdown of trust between people
and organisations of every sort. Whether it is
corporations, NGOs or governments, organisations
are now trusted by less than 50% of people,
according to Edelman.
One of the industries that somewhat surprisingly is
losing trust is technology. In discussions at Davos
there seemed to be a growing anger directed at
technology firms, largely from non-technology
companies. It was noted at Davos that we are
forgetting that we are dealing with people: people
who sometimes resent how fast technology is
upendingtheirlives;peoplewhoseetheirjobsbeing
replacedbymachines.Edelman’sreporthighlighted
that Silicon Valley has a growing PR problem.
TRUST IN COMPANIES IS BEING ERODED
7. The issue of trust extends beyond technology
companies to personal data. A statistic doing
the rounds at Davos was that 90% of consumers
believe they have lost control over their own data.
This issue was borne out in a couple of sessions.
As Publicis Groupe’s Rishad Tobaccowala noted
in his WEF blog: “When Skype does not connect
with Facetime, when Facebook and Google glower
at each other, when institutions are old and new
are questioned it’s time to build trust!” Rishad
concluded: “Awareness, authority, and oversight
will be needed to regain and build trust. Are people
aware of how their data is being used and what the
laws are? Is there someone who gives authority to
lawmakers or data companies on how data is used,
and, oversight: is there a way we can see how our
data is being used if by a private company or is there
an oversight government authority that watches
those who process our data?”
• Make sure your brand has a clear purpose that
is open and genuinely useful for consumers.
• Ensure that transparency is part of your
brand DNA and that openness about
your suppliers and processes forms part
of your approach to brand storytelling.
• Make sure that privacy protections are
embedded into your products and services and
are enshrined in your marketing strategy.
ACTIONS FOR MARKETERS
8. A key topic for Davos in recent years has been
the shift of economic power away from the West.
Speakers at Davos noted that the world will become
more multi-polar versus Western-centric. Today
88% of the world’s population is in Africa, Asia and
Latin America and, with the exception of the US,
these continents have the top ten fastest growing
economies. They are embracing free markets,
enabling technology, empowering women and
embracing science to enhance food, energy and
medical requirements. It is becoming clear that
the digital divide between the West and the rest of
the world is not materialising. In fact, mobile and
digital technology is opening up information and
education and health care for billions.
• Things are moving fast in Africa, Asia and Latin
America: invest in new research and ensure
your local and cultural insights are up to date.
• Support ethical business practices in
developing economies as part of both
your business and marketing strategy.
• Look to open-source product development and
3D printing to be in line with the way emerging
economies are developing and to support the
needs of consumers in those markets.
ACTIONS FOR MARKETERS
THE SHIFT FROM WESTERN ECONOMIC DOMINANCE
9. Discussions at Davos highlighted the growing
view that the workplace of today is becoming
increasingly out of date and non-productive. A Bain
study, referenced in one session, found that the ease
of scheduling meetings and the growth of copying
colleagues in emails means that individuals at
work now spend 20 hours in meetings, 10 hours on
email and eight hours doing everything else. Several
delegates commented that the workplace needs to
be modernised.
Part of that modernisation, as ZenithOptimedia
noted in its study of Millennials The Pursuit of
Happiness, is the need for greater flexibility in the
workplace: homeworking, flexible hours of working,
exchange programmes, and training to help develop
new skill sets. Developing new skills was a topic
addressed on several platforms at Davos. The CEO
of Manpower said there is a growing mismatch
between the skills required for the future and the
skills that people have today, especially in the
developed world.
• Understand Millennials’ expectations in
the work place. From ZenithOptimedia’s
Pursuit of Happiness study we found that
Millennials value flexible working practices.
• Help employees – and consumers – to
disconnect from the workplace. There will
be a growing need for the ‘digital detox’ and
enforced, after-hours technology shutdowns in
the workplace.
ACTIONS FOR MARKETERS
THE CHANGING WORKPLACE
SOCIETY
10. • Invest in research and cultural insights to
understand the changing role and needs of
women in emerging economies. As women
in these markets play greater roles in the
workplace, their needs from brands – and
receptivity to brand storytelling - will change.
• As women’s roles in the emerging markets
change, they will increasingly need and value
the support of other women. Brands have a
key role to play here in providing forums and
platforms for advice and information exchange.
Income equality featured high on the agenda at
Davos. The World Economic Forum sees rising socio-
economic inequality as driving ‘social fragility’. It was
no coincidence that Oxfam released a report directly
before Davos 2015 saying that 1% of people in the
world will have the majority of the wealth by 2016. The
report highlighted that in 2014, the 80 richest people
in the world had a collective wealth of $1.9 trillion – an
increase of 50% over the past four years.
In a panel session on Equality through Parity, it was
made clear that women will increasingly become the
economic engine of the future. Women will be key to
the economic uplift in the emerging markets, which is
why the likes of the Gates Foundation – both Bill and
Marissa Gates were vocal at Davos – places such focus
on the fair treatment of women in the workplace. As
the Prime Minister of Norway noted, we do not need
to build an economic case for why women should be
treated equally, it’s just the right thing to do.
ACTIONS FOR MARKETERS
EQUALITY IS TOP OF THE AGENDA
11. Technology is enabling us to become more connected
than ever before and global connectivity became an
important topic for discussion around Davos. The
WEF reported: “Sensors and connectivity are creating
new product and service models across all industries,
however disruption to incumbents can come from
start-ups. The desire to connect across industries
is seeing the exploration of common themes:
partnership/ecosystem-based models, security, IP in
an eco-system environment, business case viability
and elimination of silos”. The WEF said that with the
rise of the industrial Internet of Things, the IT industry
needs to act as a partner to help its customers serve
their customers in this new environment. However,
in his Davos blog, Rishad Tobaccowala noted that
technology is making us both more connected and
more disconnected: “We sit in a room connecting with
others outside the room while not talking to those who
are across the table. We connect to worlds outside our
communities but not to what is going on outside our
windows. Maybe a bit more analog is good thing.”
GETTING TO GRIPS WITH GLOBAL CONNECTIVITY
TECHNOLOGY
12. • Keep pace with how your consumers are
using their various devices. Look to new
forms of cross-platform communication
and storytelling to ensure you are making
best use of developments in connectivity.
• Greater levels of connectivity will place more
importance on the need for brands to create
seamless user experiences across the full
consumer journey.
Rishadalsonotedthatbusinessesandmarketersneed
to place more focus on the power of smartphones
and the role they play in global connectivity: “These
are not phones but highly connected computing and
connecteddevicesthatwillchangesocietyandindustry
but also government and financial institutions. We are
focusing too much on Facebook, Google or Alibaba
and not enough on the seismic change billions of
connected highly empowered people within the next
few years will bring about.”
ACTIONS FOR MARKETERS
13. As the advertising industry is all too aware, data is the
key to unlocking the mysteries of consumer behaviour,
the fuel for creativity and the raw ingredient of all
tracking and measurement. Nobody at Davos was in
any doubt about the importance and power of data.
However, several concerns about the use of data
were raised, together with several recommendations
about data usage. The WEF reported that businesses
need to address privacy and security in two ways:
moving towards security by design in all devices, and
addressing public policy on an international basis.
Speakers at Davos made clear that if individuals don’t
trust how their data is being managed – by companies
or governments – the benefits of digitisation will not
continue. The WEF said that ensuring that data can
flow freely across borders is critical to the digital future
of all industries. Fragmentation of data policies must
be avoided.
• With vast amounts of data fuelling
communication campaigns, marketers need to
ensure that they don’t suffer data loss as activity
moves cross-platform. In order to get the most
effective and efficient use of data, marketers
should look to partner with media owners
offering comprehensive technology ‘stacks’.
• Brands should protect their consumers’ data
across all platforms and throughout the
marketing and communications process.
ACTIONS FOR MARKETERS
DATA: FUELLING CHANGE AND FEARS
14. ZenithOptimedia - www.zenithoptimedia.com - is a
leading global media services network with over 7,500
people working in 262 offices across 74 countries. We
are part of Publicis Groupe, the world’s third largest
communicationsgroup,andtheworld’ssecondlargest
media agency group. As the first agency to apply a
rigorous and objective approach to improving the
effectiveness of marketing spend, ZenithOptimedia
delivers to clients the best possible return on their
communications investment. This philosophy
is supported by a unique approach to strategy
development and implementation across the full
spectrum of paid, owned and earned contact points
– the Live ROI planning process. The ZenithOptimedia
Group of companies equips our clients with a full range
of integrated skills across communications planning,
value optimisation, performance media and content
creation. Our key clients include Aviva, Bacardi Martini,
Clarins, Kering, Lactalis, L’Oréal, LVMH, Nestlé, Oracle,
Reckitt Benckiser, Richemont Groupe, SCA, Sanofi,
Toyota and 21st Century Fox.
ABOUT ZENITHOPTIMEDIA