Digital Engagement = Digital Transformation + Customer Engagement. in most digital projects we tend to forget what matters most and that digital is a means to create better customer experiences. Digital Engagement helps organizations align their transformational compass.
Trends and Frameworks for Interactive Success... A strategic interactive approach for taking businesses to their customers by listening, sharing and providing timely and relevant services and support.
A case study and approach to detecting and fixing a great organizational brand online - presented at the 2011 Internet Summit #ISum11 ...Based on my experience as the former Director of Internet Strategy & Web Services at Hopkins Medicine. The presentation reflects personal opinions and not of Hopkins Medicine. Drew Diskin and Hopkins Medicine (and its affiliates) are independent of each other. All rights reserved, respectively.
The presentation is about how Mashreq bank has constantly evolved as a key player in the Digital engagement space. The presentation highlights key Digital initiatives taken during my tenure at Mashreq.
Digital Engagement: 5 Steps to Build, Analyze & Measure Your Digital Engageme...SnapApp
In today’s digital world, customers and fans demand engagement across channels; but most companies still struggle with a comprehensive strategy that combines the content, involvement & acquisition tactics required to do so. See examples that any business can use to build a strategy that fuels growth.
“The role of the CIO as a business leader is to drive
business value. It is imperative that CIOs leverage
social networks and create actionable knowledge.”
Get Satisfaction is built from the ground up as a customerfacing
platform, designed to build authentic relationships
between customers and companies. More than 35 million
consumers each month use Get Satisfaction’s network
to connect with each other to ask questions, share ideas,
report problems, and truly engage with the brands and
companies they care about.
Trends and Frameworks for Interactive Success... A strategic interactive approach for taking businesses to their customers by listening, sharing and providing timely and relevant services and support.
A case study and approach to detecting and fixing a great organizational brand online - presented at the 2011 Internet Summit #ISum11 ...Based on my experience as the former Director of Internet Strategy & Web Services at Hopkins Medicine. The presentation reflects personal opinions and not of Hopkins Medicine. Drew Diskin and Hopkins Medicine (and its affiliates) are independent of each other. All rights reserved, respectively.
The presentation is about how Mashreq bank has constantly evolved as a key player in the Digital engagement space. The presentation highlights key Digital initiatives taken during my tenure at Mashreq.
Digital Engagement: 5 Steps to Build, Analyze & Measure Your Digital Engageme...SnapApp
In today’s digital world, customers and fans demand engagement across channels; but most companies still struggle with a comprehensive strategy that combines the content, involvement & acquisition tactics required to do so. See examples that any business can use to build a strategy that fuels growth.
“The role of the CIO as a business leader is to drive
business value. It is imperative that CIOs leverage
social networks and create actionable knowledge.”
Get Satisfaction is built from the ground up as a customerfacing
platform, designed to build authentic relationships
between customers and companies. More than 35 million
consumers each month use Get Satisfaction’s network
to connect with each other to ask questions, share ideas,
report problems, and truly engage with the brands and
companies they care about.
Keys to Community Readiness and Growth ReportLeader Networks
In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.
This is the presentation I gave at PRSA which talks about where PR fits within Social CRM and how as well as what is needed to make that fit work. Feel free to share it around and provide feedback!
The way customers engage with companies is shifting from telephones and email to social and mobile applications.
A social media strategy has now become a survival tool for almost all corporates to understand consumer preferences and perceptions towards their products, services and care
Social Media has changed the way we all serve and support our customers
Content strategy, communications strategy and digital excellenceDRCC
While content strategy and digital channels still bear the brunt of cross-organizational silos, communications departments have been converging. Communications directors often sit at board level and help shape business strategy. In a further drive for integration, some organizations have set up multidisciplinary centres of digital excellence.
So where in an organization does a content strategy team fit best? To show its full potential, content strategy needs to work alongside communications strategy in supporting business strategy. Diana shows how content strategy and communications strategy are complementary, providing a practical and inspiring framework for everyone to keep to.
Online communities have taken hold among businesses, to connect employees, customers and partners. However, community management as a profession is largely misunderstood and inadequately resourced. We created this book to raise the literacy level among businesses on what community managers actually do, and for community managers to have a trusted guide in their daily jobs. This guide addresses at a high level the strategy, design and everyday execution of a successful and healthy community.
Authors: Maria Ogneva, Matt Jensen, Molly Bugler
Updated presentation as presented at the Community 2.0 Conference in Las Vegas in May 08.
Email me to get access to the latest study results @ francois [at] beelinelabs.com
2009
Marketing
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
has been constructed by and for the community it’s targeting.
An honest look at how digital and social media can be used to create tangible value for companies, customers and consumers.
Authors:
Magan Arthur & Rob Mallens
With inputs from:
Sumathi Venkitaraman,
Head, Marketing at CustomerXPs Software
www.customerxps.com
A Collection Of Community Management AdviceMarketwired
A curated collection of answers to several community management questions answered by actual community managers.
Brought to you by Marketwire and TheCommunityManager.com
The experts at FATbit Technologies designed an infographic that explains concepts like enhanced experience, better authority and more to help entrepreneurs increase conversion and visitor engagement.
Keys to Community Readiness and Growth ReportLeader Networks
In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.
This is the presentation I gave at PRSA which talks about where PR fits within Social CRM and how as well as what is needed to make that fit work. Feel free to share it around and provide feedback!
The way customers engage with companies is shifting from telephones and email to social and mobile applications.
A social media strategy has now become a survival tool for almost all corporates to understand consumer preferences and perceptions towards their products, services and care
Social Media has changed the way we all serve and support our customers
Content strategy, communications strategy and digital excellenceDRCC
While content strategy and digital channels still bear the brunt of cross-organizational silos, communications departments have been converging. Communications directors often sit at board level and help shape business strategy. In a further drive for integration, some organizations have set up multidisciplinary centres of digital excellence.
So where in an organization does a content strategy team fit best? To show its full potential, content strategy needs to work alongside communications strategy in supporting business strategy. Diana shows how content strategy and communications strategy are complementary, providing a practical and inspiring framework for everyone to keep to.
Online communities have taken hold among businesses, to connect employees, customers and partners. However, community management as a profession is largely misunderstood and inadequately resourced. We created this book to raise the literacy level among businesses on what community managers actually do, and for community managers to have a trusted guide in their daily jobs. This guide addresses at a high level the strategy, design and everyday execution of a successful and healthy community.
Authors: Maria Ogneva, Matt Jensen, Molly Bugler
Updated presentation as presented at the Community 2.0 Conference in Las Vegas in May 08.
Email me to get access to the latest study results @ francois [at] beelinelabs.com
2009
Marketing
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
has been constructed by and for the community it’s targeting.
An honest look at how digital and social media can be used to create tangible value for companies, customers and consumers.
Authors:
Magan Arthur & Rob Mallens
With inputs from:
Sumathi Venkitaraman,
Head, Marketing at CustomerXPs Software
www.customerxps.com
A Collection Of Community Management AdviceMarketwired
A curated collection of answers to several community management questions answered by actual community managers.
Brought to you by Marketwire and TheCommunityManager.com
The experts at FATbit Technologies designed an infographic that explains concepts like enhanced experience, better authority and more to help entrepreneurs increase conversion and visitor engagement.
From Business Insider's Ignition Conference 2012. "The Future of Business" presented by Henry Blodget. Here are my top 16 of the 137 slides presented to kick off the conference. The future of digital is mobile, social, is about content and will likely see the 4-screen world continue.
Astrologia Financeira nas decisões e nos investimentos Maurício Bernis
A Palestra objetiva apresentar a Astrologia Financeira como ferramenta de análise e decisões financeiras, tais como: encontrar no mapa natal os fatores de sucesso financeiro; identificar e classificar os ciclos astrológicos aplicados às finanças e mercados; e utilizar a Astrologia para fazer escolhas no uso do dinheiro.
Check out the slides from World Paper Free Day, the global event. Learn about the current state of paper free, success stories, and tips to get you started on your paper free journey. Want to hear the webinar? Click here to download the free replay: http://info.aiim.org/world-paper-free-day
[Webinar Slides] How to Transform Your Legacy Processes to Keep up with the D...AIIM International
Learn how to adopt agile principles allowing you to organize, control, and structure work while still giving your employees the capability to adapt, change, and innovate.
Want more tips on keeping up with the digital age? Check out this report summary: http://info.aiim.org/process-improvement-and-automation-2016
Sample Report: Latin America B2C E-Commerce Market 2016yStats.com
Free Report Samples for our publication " Latin America B2C E-Commerce Market 2016 ".
Find the full report available for purchase at: https://ystats.com/shop/latin-america-b2c-e-commerce-and-payment-market-2022/
In this information-packed presentation, we will provide an overview of the basic terminology, concepts, and laws related to electronic signatures and answer the most frequently asked questions on the topic.
Want to follow along with the webinar replay? Download it here for free: http://info.aiim.org/esignatures-101-in-europe
The essence of putting digital at work in a ‘transformative’ way is to ensure that data and insight are embedded into an automated process that connects divisions, back office and front office to eliminate manual processes and more effectively engage customers, partners or employees. With advances in machine learning, prescriptive analytics and mobile practices, businesses have the tools to re-design their customer experiences and deliver contextualized, self-directed journeys across all channels that foster loyalty and encourage advocacy. This session will review the components of an effective digital platform alongside the new technologies available to gather customer data, analyze it and derive actionable insights for individual customer’s experience optimization.
[Webinar Slides] How Will the Proliferation of Mobile Impact How You Process ...AIIM International
Smartphones are everywhere. It is estimated that 4.2bn people have a toothbrush, but 5.1bn people have a cell phone! Learn how to use smartphones to transform your business processes and become mobile-centric.
Want to follow along with the webinar replay? Download it here for free: http://info.aiim.org/mobile-impact
Despite clear benefits to going paper free, AIIM research shows that a majority of survey respondents continue to be bogged down by paper-driven processes. What are the common barriers to going paper free and how can you overcome them? Check out our top 3 tips for going paperless in your office.
Want more of the latest facts and trends to going paper free? Get a FREE copy of AIIM's latest paper free research here: http://info.aiim.org/paper-free-are-we-there-yet-2016
[Webinar Slides] Where Are You on Your Digital Transformation Journey?AIIM International
There's a lot of variation from organization to organization on where you are on the digital journey. While some have taken initial steps, many still lack clear direction. With so much variation, how do you determine the best plan for you? These slides cover the 6 criteria to measure your company’s readiness for future success.
Want to see the webinar replay? Download it here for free: http://info.aiim.org/measure-your-companys-readiness
How Customer Experience Drives Digital TransformationPerficient, Inc.
Today, you have the ability to connect customer insights with digital technologies to transform the customer experience and deliver significant business value.
The best customer experience is one that occurs across the entire lifecycle — from unknown prospects to existing and highly profitable customers.
Customer experience spans all channels from mobile to social to in-store promotions, and when executed effectively unifies a brand’s touch points into a cohesive, differentiated experience.
Our second session in Perficient’s Digital Transformation webinar series covered:
-What customer experience is, and why it drives digital transformation
-How to plan for customer experience within the context of your digital transformation initiatives
-Highlights and case examples from industry leaders in customer experience
-How to define maturity levels to help you assess your organization's customer experience – strengths, gaps and outline next steps
[Webinar Slides] Leveraging Technology You Already Have to Create True Digita...AIIM International
Learn how to leverage the capabilities you likely already have – scanning, capture, and the digital mailroom – and extend them into the core processes that you use to run your business.
Want to take digital experience even further? Check out the 4 Steps to Improve Customer Experiences: http://info.aiim.org/four-steps-to-improve-customer-experiences
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
In this issue of WIN World Insights, we bring you the basics of the latest technological trends. Because, when you begin to understand them, you realize how they will hugely
impact our businesses, our lives and our future.
Creating a Mindset for Change and InnovationBizLibrary
When it comes to change, most leaders and organizations focus on structures, processes, and systems. Few even recognize that without an individual and collective Mindset for Change and Innovation their best efforts will fail, especially now. This experiential session will show what is really getting in the way, how an intentional and clear focus on what you want rather than on what you are trying to avoid turns insight into actions and actions into breakthrough outcomes. She'll explain how this focus can benefit you, why we unconsciously focus on negative thoughts and how we can rewire our brains to focus on positive outcomes so that we can steer toward opportunities and away from the threats that a world in transformation will bring. This is not another positive "attitude" session, it is a session that delves into our natural instincts to focus on what we fear and are trying to avoid. Once people understand this concept, their awareness of intentional and clear focus on what they do want becomes very powerful. Laura will demonstrate simple tools to help turn you and your team's focus around and provide stories of how organizations have implemented this successful mindset. Leaders will walk away with a clear method of how to create a positive future for themselves and their team.
www.bizlibrary.com
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
Competing for the Future: Iteration vs. Innovation by Brian SolisBrian Solis
Competing for the future starts with a shift in perspective. Without that shift, you will be confined to cycles of iteration—rather than innovation. Leading digital analyst, author and keynote speaker Brian Solis partnered with Oracle for a new paper, "Enterprise as a Service."
The Transformation - Digital Leadership DevelopmentSMFB ENGINE
Finding new ways for leadership and creative cooperation. Please think about the following:
1. What are the challenges for agencies and customers,competence-wise and as organizations?
2. Leaders from an analogue world - how do they cope in the digital world?
3. What will agencies look like, how willagencies and customers cooperate?
4. Can legacy brands survive, can they adapt?
5. Is social media expertise the new gold?
6. What about creativity, or tools?
Five key challenges for internal communicatorsPachi Lanzas
Here, we gather our findings after a series of interviews and daily collaboration with Internal Communicators from both large and small companies, as well as experts from Business Schools and Universities. Our goal is mapping the key focuses of our activity, our challenges, our opportunities.
Top 10 Inspiring Women Leaders To Watch In 2022 April2022.pdfinsightssuccess2
In this edition of our business magazine, "Top 10 Inspiring Women Leaders To Watch In April 2022" that are helping women empowerment.
Read More: https://www.insightssuccess.com/top-10-inspiring-women-leaders-to-watch-in-2022-volume-1-april2022/
Final fille inspiring business leaders making a difference 2021 vol 3 compressedMerry D'souza
Every business needs to understand their market, their abilities and make sure they can always support every opportunity. “I would not recommend taking business for the sake of taking business, if the finished product leaves the client underwhelmed. Don’t bite off more than you can chew,” he opines.
These factors — and the challenges they present — are fairly new or not fully understood yet, which seems to explain why they aren’t currently top-of-mind. They also garner less attention from the C-Suite because they are not easily quantifiable. Nearly all factors discussed here have deeply human and emotional traits to them, making them somewhat unique and harder to grasp. Nonetheless, we believe they are of great importance in the future of marketing and should be addressed accordingly.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Welcome to the Digital Engagement Journey. Today I am going to talk
about the way that aligning business and technology can help in creating
better customer experiences.
3.
4. All the new technological and business developments are sometimes hard to
grasp. We can’t even control or master the one thing, or the other(s) are
already knocking on the door. Not always easy to admit that it’s difficult to
really be in the driver’s seat coping with all the challenges on our path.
Sometimes it feels like living in the age of confusion, but some have shed
light on the shades of fuzziness…
5.
6. In whatever age we ought to live in, this cacophony of words, made me
wonder more… In which it brought me back to remembering the words of
one of the most illustrious management thinkers of our time. His views are
crystal clear.
7.
8.
9. We are living in an age where technology is an important driver. Whether it
is the Microsoft Hololens, the upswing of Internet of Things, Machine
learning, 3D printing (predictive) analytics or simply creating incredible
machines… We are living in exciting times where there is a profound impact
on the way we live, work and learn.
10.
11.
12. We should most definitely embrace technology in creating better
experiences, a higher quality of live and building a sustainable digital
economy. Yet, where do we start? Which way should we take?
13.
14. Having these questions on my mind for a long time now, I decided to
consult my BFF; Google. In the next slide we will find what’s on our business
mind most of the time.
16. Disruption and Customer Engagement are hot! It’s all for that single
purpose, although some of us might deny it…
17.
18. Like every love story there is some drama to it, actually a whole lot. The
journey is…
19.
20. Change is the only constant and sometimes its adventurous nature brings
us new experiences, but also challenges. It demands us to leave old habits
and adapt. However, sometimes it feels like an insurmountable gap to
bridge. Aligning old school mindsets and adopting new technology…
21.
22. To bridge this gap it requires a new mindset to synergize (i.e. two heads are
better than one) old and new, vision and leadership, business and
technology, people and culture. Let me show you the new school approach…
23.
24. The new route is… Digital Engagement, creating a seamless bond between
Digital Transformation and Customer Engagement in order to create
amazing customer experiences by effectively utilizing technology and make
your customers fall and stay in love with your brand. If Digital Engagement
were human it would consist of…
25.
26. While this may sound great and all, but we still have to overcome challenges
of today and our reality looks very different from our ambitions.
32. It all starts with a compelling dream. A dream that defines our reason for
being and existence. It is our North star.
Organizations that are not successful in aligning business and technology or
not being successful at their transformations, have their transformational
compass disaligned. This means that without moving towards the right
direction, progress will slow down.
34. Digital Engagement helps organizations to align their transformational
compass towards true North. It also helps creating a universal shared
purpose for everyone in the organization.
36. The reality is that most transformation projects are prone to failure because there is a
disalignment between business and IT, vision and leadership, people and culture, and most
important of all, a lack of shared purpose and knowing why we do what we do. The
organizational transformation compass is not set out to true North, resulting in projects that
never reach the goal that intrinsically needed to be realized.
This dream or vision, is our beacon, our lighthouse, that reminds us why we do what we
do, even as we may astray on our destined path or journey.
37.
38. Setting out a compelling dream and vision doesn’t however mean to
recklessly tell fairytales and stories to the outer world and your customers,
and most important of all, stop believing your own tales.
Your organization should define the core driver that separates you from the
rest. This is the ultimate truth that your reason of existence is based on.
Ask yourself: How many people on your IT-projects really know what the
ultimate purpose for this project is?
39.
40.
41. Your dream is enforced by a B.H.A.G. (Big Hairy Audacious Goal). A B.H.A.G.
is a long-term goal that changes the very nature of a business' existence
(Collins and Porras 2009)
Creating a B.H.A.G. helps in setting out the main message, the reason that
people get out of bed and go to the office. This is the ultimate truth.
Everything that comes next is a derivative of the B.H.A.G.
46. When you have defined your ultimate truth, that single characteristic that
differentiates your organization from the rest, it should be so compelling
that it makes you go to the roof, get in your underwear and yell it out loud
for everyone to hear. You should be proud of it, no excuses, no shame. This
is the ultimate truth.
NOTE: the gentleman in the picture is real. Erwin and his team have helped
dozens of organizations to create and envision their ultimate truth.
51. Your dream, ultimate truth and vision should fully resonate with your soul.
With the people in your organization and the culture that is set out to
empower employees, in order for customers to fall in love with your
organization, your employees should fall in love first.
54. An example of an organization that understands the profound impact of
people and culture is HubSpot. They see their manifest (The HubSpot
Culture Code) as the operating system for their organization.
55.
56.
57.
58. Transformation or setting out a new culture requires change. One of the
major challenges is getting people out of their comfort zone and aligning
them with the shared purpose and vision of the company, the ultimate truth
and reason of existence.
People like change, but they don’t like to be changed.
59.
60. Adapt to communicate in the right way with people that resonates with their
primary communication preference of choice. The goal here is establishing a
deep connecting and aligning with people that comply with the
organization’s vision.
61.
62. However some people will resist change, no matter what you do.
Ask yourself: how will this person help realize our vision and ultimately help
our customer fall in love with our organization?
63.
64.
65.
66. Lack of user adoption is one of the compelling reasons why IT-projects fail.
Empower people by utilizing not only traditional change methods, but also
gamification as a key driver for empowering users.
67.
68.
69. Marriot sets out an example to empower employees to truly experience
what the customer is experiencing by creating customer experience labs.
They have created the right culture to let customers fall in love with their
organization and brand, 55 million customers are in love with Marriot and
participate in their customer loyality program.
72. Innovation is a key driver to empower both employees and create a culture
to embrace change. Also creating an environment where making mistakes is
allowed (provided that with people who embrace the shared vision). Don’t
innovate everywhere, only where you truly differentiate. Focus your energy
where there is the greatest potential impact for creating a better customer
experience.
73.
74. Be aware of choosing your employees and team members carefully. They
should have the right competences for the right job. Duning-Krieger effect
states that the more likely someone is lacking certain competences, the
more confident they are about that particular competence. The opposite is
also true, the more competent someone is, the more likely that person is
insecure about that competence.
75.
76. Culture paves the way to ensure (digital) transformation success. Building or
changing a culture takes time and needs to happen in the early stages of
change.
80. By embracing innovation as a key driver and utilizing strategic instruments
like the Business Model Canvas can help in creating new (disruptive)
business models that help realize the core vision.
If you do what you did, you get what you got. Push your organization to
find and learn about new ways of establishing new business models.
81.
82.
83. Establishing new business models and aligning business processes with the
organization’s vision, also sets out new ways and possibilities to create
amazing customer experiences.
84.
85. Within the Digital Engagement framework, muscles refer to ICT-maturity.
Digital technology helps in pushing the envelope. A dream, with a soul and
heart, but without muscle is merely a vivid painting. We need muscles to
create momentum and set things into the right action.
89. Having ICT-maturity and digital capabilities alone is not a recipe for undisputed success.
Having a closer look at the Kodak case we learn that they had amazing technological
insights and capabilities, such as developing the first digital camera in 1975 or getting early
into the game of social photo sharing by purchasing Ofoto in 2001.
In the end Kodak could not let go of their heritage in the film and printing industry and as
it turned out they had an overall reluctance to embrace innovation and taking risks that
come with it.
90.
91.
92. Refraining the utilization of technological capabilities to create better customer experiences
are not the only reason organizations fail to stay in the game. Another reason is described
as the sunk cost fallacy.
It states that an organization is more likely to continue with a (IT-)project, if they have
invested a lot of time, effort and money in it, even when discontinuing is the best thing to
do. This is mostly based on irrational decision making.
Becoming truly digital engaged also means of letting go where it ultimately matters most.
93.
94. By letting go, organizations also should create a culture that invokes ownership,
control, leadership and getting back in the driver’s seat. Choose wisely between
make and buy decisions and always qualify that suppliers are aligned with the
organization’s vision and understand your industry and what needs to be done in
order to improve customer experiences.
Digital Engagement helps in creating a universal language for both your
organization as well as partners and suppliers.
95.
96. Doing the right things right, with the right people, for the right
customer, in the right context at the right time and place is what matters
when you are digital engaged. Systems of insight are at the heart of creating
lasting customer experiences. With the right people, culture, business
process and digital capabilities, insights should enable meaningful
interactions with people.
97.
98. Insights are only useful if placed into the right context. That is why business
and IT need to be aligned. At the heart of combining Digital Transformation
and Customer Engagement is where Digital Engagement exists.
102. In order to solve the age-old problem where the left brain differentiates
itself from the right brain based on different rationales and interface is
required. Business does not understand IT and vice versa.
104. We should embrace the differences and develop a synergetic way to work
both collaboratively and simultaneously. Furthermore we should create an
understanding that the ultimate goal is creating compelling experiences
for our customers.
There is no such thing as an IT project, every project is ultimately serving the
customer.
106. Inspired by the whole brain thinking model of Ned Hermann, the domain
of Digital Transformation is positioned on the left brain side and Customer
Engagement is positioned on the right brain side.
With Digital Engagement organizations are aligned holistically and operating
on full brain power with whole brain thinking.
107. User Adoption
Social Selling
CRM
Engagement Marketing
Business Transformation
Customer Vision Statement
Digital Roadmap
Analytics
Cloud First
ICT-Governance
Common Data Model
ICT-security
WHOLE BRAIN THINKING
Customer Communities
DIGITAL
TRANSFORMATION
CUSTOMER
ENGAGEMENT
Process Automation Customer Success Strategy
Internet of Things
DevOps
Machine Learning
Service Architecture
Omnichannel
Social Engagement
110. The Digital Engagement Quadrant combines left and right brain thinking and creates a holistic
view of the key elements in bridging the gap between Digital Transformation and Customer
Engagement. It helps with creating a solid foundation based on vision & leadership, it is where
the dream of the organization is created. The second segment is where people meet culture and
where the soul of the organization is secured.
The heart of the organization lies in the third segment where business processes and models
determine how the dream is going to be realized. Finally in the fourth segment it is about the
muscles, the ICT-maturity of an organization which determines what is required in terms of
digital technology in order to set out the path how this is going to be implemented in order to
realize the vision and the dream.
112. Without vision there is no leadership and without leadership, there is no
trust and without trust there is no right culture for change. In other words
there is a lack of Digital Engagement at all the levels of the organization.
And opposed to how most organizations operate, this doesn’t start with the
implementation of technology. It starts with the right insights to improve
interactions with people, to engage employees with technology and
ultimately creating better customer experiences.
113.
114. Based on 168 metrics in total of all segments of the quadrant, which can be
applied to every company in any industry, organizations are able to create a
future state and a current state based on their ultimate dream and vision.
The model helps in getting a universal overview of the gaps between the
future and current state and facilitates in getting clear insights on required
capabilities.
117. Digital Engagement also facilitates in creating a roadmap for the future
based on both business and IT requirements in order to realize the
organization’s dream and create better customer experiences.
119. ROADMAPTHEMES
VISION & LEADERSHIP
Transformation strategies
Business case behind the cloud
Impact of different sourcing
strategies
Innovation
Business intelligence & predictive
analytics
Customer maturity model for Big
Data
PEOPLE & CULTURE
HR & finance
User adoption
Implementing service organisations
Employee journey
Digital customer journey
Social selling & lead nurturing
BUSINESS PROCESSES
Project management methods
Migration & upgrades
Proces automation and tools
Support organisation
Marketing automation
Intelligent dashboards
ICT MATURITY
Cloud, mobile & IoT
Dynamics ERP & CRM
Systems of Insight
Data Security & privacy
Governance & compliancy
Integration & API’s
120. Digital Engagement is an continuous improvement cycle and an iterative
process in the end.
121.
122. Digital Engagement helps in getting a clear focal point and start from the
right angle and direction. Digital technology is means to realize business
objectives and not the other way around.