Accenture's Fjord Trends 2020 provides insight on business trends impacting business, tech & design to help brands thrive in a changing world. Read more.
Fjord Trends 2020: Emerging Trends in Business | Accentureaccenture
Accenture's Fjord Trends 2020 provides insight on business trends impacting business, tech & design to help brands thrive in a changing world. Read more.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
Each year, Accenture assesses the IT landscape to identify trends that will have the greatest impact on organizations in the years ahead. Here's what Accenture's 2019 Technology Vision study, found.
Our new perspective on achieving the full potential of human and artificial intelligence.
By Fjord, design and innovation from Accenture Interactive, and Accenture The Dock.
Telstra: Securing a Bright Digital Future for One of Australia’s Most Iconic ...Capgemini
We explore Telstra’s 5 year Digital transformation journey which started in 2011 where 20% of their customer transactions were digital compared to 56% in H1 2016. Telstra’s broad focus on being a more digital rather than physical company aligned with massive investment in IT systems together with their long term organic transformation route is also explored giving a clear indication of strategic imperatives to achieve successful digital transformation.
Through interviewing Monty Hamilton, Director of Digital Operations, we look at some of Telstra’s key achievements including their launch of a crowd-sourced customer support model, startup accelerator and their Digital First Program to name a few.
Fjord Trends 2020: Emerging Trends in Business | Accentureaccenture
Accenture's Fjord Trends 2020 provides insight on business trends impacting business, tech & design to help brands thrive in a changing world. Read more.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
Each year, Accenture assesses the IT landscape to identify trends that will have the greatest impact on organizations in the years ahead. Here's what Accenture's 2019 Technology Vision study, found.
Our new perspective on achieving the full potential of human and artificial intelligence.
By Fjord, design and innovation from Accenture Interactive, and Accenture The Dock.
Telstra: Securing a Bright Digital Future for One of Australia’s Most Iconic ...Capgemini
We explore Telstra’s 5 year Digital transformation journey which started in 2011 where 20% of their customer transactions were digital compared to 56% in H1 2016. Telstra’s broad focus on being a more digital rather than physical company aligned with massive investment in IT systems together with their long term organic transformation route is also explored giving a clear indication of strategic imperatives to achieve successful digital transformation.
Through interviewing Monty Hamilton, Director of Digital Operations, we look at some of Telstra’s key achievements including their launch of a crowd-sourced customer support model, startup accelerator and their Digital First Program to name a few.
Disruptions in supply chains during the pandemic meant procurement leaders needed to be more innovative
identifying and contracting with approved, sustainable
and reliable suppliers.
n the new digital economy, we are in the midst of a third industrial revolution comparable in scale and impact to the introduction of electrification. Digital technology has the potential to improve corporate performance and reach radically, leading to demonstrably better financial performance. However, while the potential of digital is clear, how to practically deliver on a digital vision is less so. In this third Digital Transformation Review, we aim to help business leaders understand more about the managerial and change challenge that they are facing. We look at how an organization defines its digital vision, how to drive change through effective governance and a people strategy, and how to seize the opportunity offered by big data.
We also offer a fresh perspective from pioneers across the globe, looking at an Indian organization’s approach to innovation in healthcare. One company that has defined an ambitious digital vision is Pfizer. We interview Kristin Peck, executive VP of worldwide business development and innovation, and John Young, president and general manager of the primary care business unit, who share the opportunities they see in the digital space as well as their journey in transforming their organization to create more value for their customers.
Accenture publishes its technology vision annually. It is a distillation of our extensive research over the course of the previous 12 months, the experiences of our research teams and the input of our clients. In it, we outline the emerging technology trends that forward-thinking CIOs will use to position their organizations to drive growth and high performance, rather than just focusing on cost-cutting and efficiency improvements.
Business leaders now accept that their organizations’ future success is bound up with their ability to keep pace with technology. CIOs have to play a key role in helping these business leaders recognize and seize the opportunities enabled by new trends—but the price of progress will have to be paid, along with new risks assumed.
We believe six technology trends will influence business over the next three to five years:
Context-based services. Where you are and what you are doing will drive the next wave of digital services.
Converging data architectures. Successfully rebalancing the data architecture portfolio and blending the structured with the unstructured are key to turning data into new streams of value.
Industrialized data services. The ability to share data will make it more valuable—but only if it is managed differently.
Social-driven IT. Realize that social is not just a bolt-on marketing channel. It will have true business-wide impact.
PaaS-enabled agility. The maturing platform-as-a-service (PaaS) market will shift the emphasis from cost-cutting to business innovation, supporting rapid evolution for business processes that need continuous change.
Orchestrated analytical security. Organizations will have to accept that their gates will be breached and begin preparing their second line of defense—data platforms—to mitigate the damage caused by attacks that get through.
The Proof Is In The ROI: LinkedIn Marketing Insights From The Mouths of Marke...LinkedIn
The Proof Is In The ROI: LinkedIn Marketing Insights From The Mouths of Marketers
Find out what marketing professionals around the world have to say about LinkedIn Marketing!
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customer and prospects want and value, essentially what makes them "tick."
Powered by AI: Communications and Marketing in the Algorithm AgeMSL
MSL partnered with research firm Toluna to survey 1,846 marketing and communications leaders from Brazil, China, France, Germany, India, Italy, Poland, UK and US. We partnered with our colleagues at sister agency Publicis.Sapient who are experts in counselling companies and brands on the AI revolution.
A recent study revealed that digital leaders (the top 10 percent of
companies leading technology innovation) achieve 2–3x revenue
growth as compared to their competitors—a widening divide that Accenture calls the “Digital Achievement Gap.” upload by Shamayun Miah Management Consultant Accenture
This edition of Cognizanti gets real personal by highlighting digital transformation stories penned by senior business leaders representing Deutsche Telekom, UBS, Levi Strauss & Co. and Anthem Inc.
The ongoing digital revolution and the rise of the commercial Internet have empowered customers to engage at their convenience with companies across multiple channels. Likewise, contact centers have become multichannel, self-enabling engagement hubs spanning the customer lifecycle – from marketing, to sales, and service. Enterprises that adopt this model will emerge as masters of the customer experience (CX) – driven by three megatrends: systems convergence, intelligent self-service technologies, and zero-UI design thinking.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Our Technology Vision team partnered with Accenture Research to survey 6,381 executives across 9 roles and 18 different industries in 25 countries to pinpoint the emerging technology developments that will have the greatest impact on companies, federal government and public service agencies, and other organizations over the next three years. Explore the most significant trends affecting federal government today. Learn more: https://accntu.re/2xui27M
Eight Success Factors of Digital Transformation by Brian SolisBrian Solis
Over the last 7 years, Brian Solis pioneered digital transformation research.. In this report in partnership with Altimeter Group, Brian observed a series of important patterns that companies follow in their work to digitally transform. We learned that strategists take an “OPPOSITE” approach to business as usual as they seek new and alternative insights and methodologies to blaze new trails.
In this report, Brian introduces the “OPPOSITE” framework, an acronym that represents a compilation of best practices guiding today’s successful organizations through their digital transformation efforts. These best practices apply to eight key areas of focus for the organization:
1) Orientation
2) People
3) Processes
4) Objectives
5) Structure
6) Insights & Intent
7) Technology
8) Execution
For companies looking to jump start their digital transformation efforts, this report provides a blueprint for stakeholders across the organization to come together, create a shared vision and take the first steps towards thriving in the new digital reality.
Report download: https://insights.prophet.com/8-success-factors-of-digital-transformation
Article: https://www.prophet.com/2016/08/opposite-approach-framework-for-digital-transformation/
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Disruptions in supply chains during the pandemic meant procurement leaders needed to be more innovative
identifying and contracting with approved, sustainable
and reliable suppliers.
n the new digital economy, we are in the midst of a third industrial revolution comparable in scale and impact to the introduction of electrification. Digital technology has the potential to improve corporate performance and reach radically, leading to demonstrably better financial performance. However, while the potential of digital is clear, how to practically deliver on a digital vision is less so. In this third Digital Transformation Review, we aim to help business leaders understand more about the managerial and change challenge that they are facing. We look at how an organization defines its digital vision, how to drive change through effective governance and a people strategy, and how to seize the opportunity offered by big data.
We also offer a fresh perspective from pioneers across the globe, looking at an Indian organization’s approach to innovation in healthcare. One company that has defined an ambitious digital vision is Pfizer. We interview Kristin Peck, executive VP of worldwide business development and innovation, and John Young, president and general manager of the primary care business unit, who share the opportunities they see in the digital space as well as their journey in transforming their organization to create more value for their customers.
Accenture publishes its technology vision annually. It is a distillation of our extensive research over the course of the previous 12 months, the experiences of our research teams and the input of our clients. In it, we outline the emerging technology trends that forward-thinking CIOs will use to position their organizations to drive growth and high performance, rather than just focusing on cost-cutting and efficiency improvements.
Business leaders now accept that their organizations’ future success is bound up with their ability to keep pace with technology. CIOs have to play a key role in helping these business leaders recognize and seize the opportunities enabled by new trends—but the price of progress will have to be paid, along with new risks assumed.
We believe six technology trends will influence business over the next three to five years:
Context-based services. Where you are and what you are doing will drive the next wave of digital services.
Converging data architectures. Successfully rebalancing the data architecture portfolio and blending the structured with the unstructured are key to turning data into new streams of value.
Industrialized data services. The ability to share data will make it more valuable—but only if it is managed differently.
Social-driven IT. Realize that social is not just a bolt-on marketing channel. It will have true business-wide impact.
PaaS-enabled agility. The maturing platform-as-a-service (PaaS) market will shift the emphasis from cost-cutting to business innovation, supporting rapid evolution for business processes that need continuous change.
Orchestrated analytical security. Organizations will have to accept that their gates will be breached and begin preparing their second line of defense—data platforms—to mitigate the damage caused by attacks that get through.
The Proof Is In The ROI: LinkedIn Marketing Insights From The Mouths of Marke...LinkedIn
The Proof Is In The ROI: LinkedIn Marketing Insights From The Mouths of Marketers
Find out what marketing professionals around the world have to say about LinkedIn Marketing!
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customer and prospects want and value, essentially what makes them "tick."
Powered by AI: Communications and Marketing in the Algorithm AgeMSL
MSL partnered with research firm Toluna to survey 1,846 marketing and communications leaders from Brazil, China, France, Germany, India, Italy, Poland, UK and US. We partnered with our colleagues at sister agency Publicis.Sapient who are experts in counselling companies and brands on the AI revolution.
A recent study revealed that digital leaders (the top 10 percent of
companies leading technology innovation) achieve 2–3x revenue
growth as compared to their competitors—a widening divide that Accenture calls the “Digital Achievement Gap.” upload by Shamayun Miah Management Consultant Accenture
This edition of Cognizanti gets real personal by highlighting digital transformation stories penned by senior business leaders representing Deutsche Telekom, UBS, Levi Strauss & Co. and Anthem Inc.
The ongoing digital revolution and the rise of the commercial Internet have empowered customers to engage at their convenience with companies across multiple channels. Likewise, contact centers have become multichannel, self-enabling engagement hubs spanning the customer lifecycle – from marketing, to sales, and service. Enterprises that adopt this model will emerge as masters of the customer experience (CX) – driven by three megatrends: systems convergence, intelligent self-service technologies, and zero-UI design thinking.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Our Technology Vision team partnered with Accenture Research to survey 6,381 executives across 9 roles and 18 different industries in 25 countries to pinpoint the emerging technology developments that will have the greatest impact on companies, federal government and public service agencies, and other organizations over the next three years. Explore the most significant trends affecting federal government today. Learn more: https://accntu.re/2xui27M
Eight Success Factors of Digital Transformation by Brian SolisBrian Solis
Over the last 7 years, Brian Solis pioneered digital transformation research.. In this report in partnership with Altimeter Group, Brian observed a series of important patterns that companies follow in their work to digitally transform. We learned that strategists take an “OPPOSITE” approach to business as usual as they seek new and alternative insights and methodologies to blaze new trails.
In this report, Brian introduces the “OPPOSITE” framework, an acronym that represents a compilation of best practices guiding today’s successful organizations through their digital transformation efforts. These best practices apply to eight key areas of focus for the organization:
1) Orientation
2) People
3) Processes
4) Objectives
5) Structure
6) Insights & Intent
7) Technology
8) Execution
For companies looking to jump start their digital transformation efforts, this report provides a blueprint for stakeholders across the organization to come together, create a shared vision and take the first steps towards thriving in the new digital reality.
Report download: https://insights.prophet.com/8-success-factors-of-digital-transformation
Article: https://www.prophet.com/2016/08/opposite-approach-framework-for-digital-transformation/
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Our annual Trends report is always a team effort, and this year’s team was bigger and more diverse than ever. More than 1,000 Fjordians, plus (for the first time) 85 clients from five continents, inspired our report, each bringing their own individual perspectives and experiences to the table.
We first gathered insights in all forms—a mix of hastily-drawn thoughts on Post-it Notes, elegant (and not-so-elegant) illustrations, simple scribbles and some long-form copy, and even some musings over a cup of coffee. We then took those insights into workshops designed to hone the thinking and spot patterns—and tapped into some digital tools to help us gather evidence for our best ideas (because at Fjord, we’re all about blending the physical with the digital). The result? Seven Trends affecting business, technology and design in 2018.
Today, we see deep division across global populations on a broad range of issues, which is creating social and political anxiety. We’re also experiencing tension as a result of deep technological change that is altering the world we live in. There is no running from these forces. For the first time, we feel that there is just one meta theme for Trends in 2018: Tension.
Our annual Trends report is here, born from plenty of Post-it notes, more coffee than we care to mention, lots of healthy debate and quite a few laughs. Trends is always a labor of love, crowdsourced from Fjordians (all 1,000 of us) from around the world – from San Francisco to Berlin, Hong Kong to Johannesburg, Dubai to São Paulo and 22 other places in between.
This process results in the trends we expect to affect business, technology and design in the year ahead.
Read and download the full report at www.trends.fjordnet.com
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
Personal Data Economy Action Plan - Get Smart, Get Connected, Get ProofPhil Wolff
The is a rough draft curriculum unit for enterprise pros interested in using personal data, VRM, user-centric digital identity, and privacy to improve operations. The focus is on what to do after the class.
Il protagonista del ventiduesimo Exhibitionist è Mark Curtis, co-fondatore e Chief Client Officer di Fjord, la unit che si occupa di design e innovazione all'interno di Accenture Interactive. Il titolo della sua lecture: Relevance. Milano, 4 novembre 2019, MiCo - Milano Congressi, in occasione di AIXA - Artificial Intelligence Expo of Applications
Every year, we crowdsource trends for the year ahead from our network of 1,200 people in 33 studios worldwide.
With new studios opening in Japan and across Latin America, Fjord Trends 2020 are our most globally diverse. Yet, despite the diversity of regional flavors and context, there was a high level of consensus in our initial idea-gathering stage.
The Culture Cure for Digital: How to Fix What’s Ailing BusinessCognizant
Work cultures that have developed over time can be too slow-moving and complacent for the digital age. Business leaders need to intentionally reshape the organizational culture to energize people for the work of the future.
Joining Publicis Sapient means while joining a single, global team that is dedicated to making an impact in the world, together.
Hear from members of our global executive leadership team about why they chose a career at Publicis Sapient and what keeps them here.
Consider a career at Publicis Sapient and start your journey to NEXT.
Leading without frontiers: A visual storyKarina Leal
When opportunity knocks, how will you respond?
How to find your future by focusing on new drivers of business value
Society has become increasingly technologically mediated. The role of ubiquity has never been more important. The design process helps mediate the relationship between practical function and how technology works within a society. Helping people and businesses to do what was previously impossible.
With the pace of change accelerating in society today, how do businesses prioritize, organize and execute new and innovative drivers of business value?
I’d like to share a visual story with you that provides business leaders with insights and true stories from the cutting edge across multiple industries, and an approach to help rapidly shape and deliver their digital strategies to gain a competitive advantage from technology.
Leading without frontiers: A visual story
Authored by Roy Sharples, with contributions from Fred Warren and Phillip Joe, Leading without frontiers offers Microsoft Enterprise Strategy’s contemporary perspective on:
• Why the pace of change is accelerating in society today
• Businesses and public services that have been re-imagined by using technology creatively
• How to envision and deliver innovative solutions with impact
• Tools & techniques for complex problem solving
• The case for change
• Fostering the right leadership style to lead without frontiers
The Microsoft Enterprise Strategy team provides unparalleled technology expertise to accelerate business outcomes. As experienced facilitators who have helped organizations across most industries achieve technology-enabled business change, we are here to ensure you are positioned for a successful future.
Your B2B customers are human, of course. We all
know that. But think about it. We spend most of our
time targeting companies; and the influencers and
decision makers in those companies. And maybe
(just maybe) the humans behind those roles and
titles don’t always get the level of consideration
they deserve.
Interested in learning more? Contact us at rightpoint.com/contact
Bridging the Digital Physical Divide in RetailRich Boyd
How can traditional retail organisations overcome the digital divide? In this presentation I discuss the nature of a truly digital organisation, how an organisation can overcome this divide, some tips on getting started, and finally a series of thoughts around mobile and where the opportunities are for marketers.
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
Collaboriamo con gli ingegneri di aziende capital intensive per combinare tecnologie innovative con un approccio pragmatico che aiuti a raggiungere risultati aziendali migliori.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Fjord Trends 2020: Emerging Trends in Business | Accenture
1.
2. Introduction
Every year, Fjord–AccentureInteractive’s design and innovation practice–crowdsources
trends for the year ahead from its network of 1,200 people in 33 studios worldwide. It’s
always a labor of love, plenty of Post-it Notes and coffee, and mainly, lots of healthy debate
and laughs.
With new studios opening in Japan and across Latin America, Fjord Trends 2020 are our most
globally diverse to date. Even with the diversity of regional flavors and context, there was a
high level of consensus in our initial idea-gathering stage.
As a result, these are our most closely connected trends ever, telling a comprehensive story
about our landscape and what to expect in business, technology and design in the year
ahead.
3. “90 percent of boardrooms believe that their
organizations must have a clear social purpose to
contribute to society, beyond maximizing returns to
shareholders.”
Lloyds Financial Institutions sentiment survey, November 2019
4. It’s time to realign the
fundamentals
2020’s meta-trend is nothing short of a major realignment of
the fundamentals. It’s tempting to misinterpret this as a
gloomy picture–instead, we think this is a once-in-a-lifetime
opportunity
to innovate in business models, services and products around
new definitions of value.
However it plays out from here, one thing is likely: those who
embrace the long-term view–by starting with their impact on
the world and society, and embracing the systemic complexity
of the world–
will emerge as winners.
5. Many faces of growth
Money changers
Walking barcodes
Liquid people
Designing intelligence
Digital doubles
Life-centered design
6. Corporate transformationwill soon switch focus from
digital to purpose, in response to people’s demand for
success metrics that enhance our lives–alongside
financial growth.
7. What’s next
• A re-examination of long-held beliefs, stemming from
changing societal values, concerns about finite natural
resources, and economic and political instability.
• Innovation in meaning and metrics. New definitions
might include personal growth, such as learning,
happiness,communal longevity or good health.
Economic models will evolve and organizations will
need to upskill staff at all levels.
• For organizations,the challenge will lie in resolving the
tension between finding more purposefulbusiness
objectives without
losing sight of the fact that profit is essential for
longevity.
8. Think Say Do
Fjordsuggests
How will you define new types of
value you can deliver while making
the profit required to thrive?
And how will Customer Experience
and Employee Experience work
together to create that value at the
points of creation and delivery?
Ask your employees what sort of
growth they’d like to see in the
organization. Get the debate going.
What you measure counts.
Start to embed new metrics
(alongside financial growth) to drive
behaviors.
Collaborate with the willing to make
change happen at an industrial level,
as effective change is easier to sign up
to if many join the game.
How are you set up for different value
to be rewarded? How do you
motivate people?
Reimagine how you define and measure growth for
different stakeholders.
9. Our experience of what money is and what it can
do is changing, opening the door for a host of
pioneering products and services as money carries
other information with it, and represents multiple
forms of value.
10. What’s next
• Our mental model of money as something physical will be
replaced by money as traceable, programmable file transfers.
• New payment experiences will be used as a point of
differentiation and disruption.
• As it becomes easier for companies to play a financial role in
their customers’ lives, trust will be key and it will have to be
built through quality of experience, while robustly addressing
concerns about privacy, transparency and integrity.
• Smart devices can already learn to identify their users for
authenticationwith minimal effort. Next, we’ll see a
significant rise in the use of “biometric mobile wallets”–
payment by fingerprint, facial or retina recognition.
11. Think Say Do
Fjordsuggests
If your service were a part of
money transactions, what would it
look like? For example, if every
payment carried information about
you or your customers, what would
that be? How useful could you
make it?
How will the changing landscape of
money affect your business and
customers?
Communicate why people can trust
your organization. Highlight your
customers' trust as an asset you
can extend to new financial
offerings.
Move to where people are going to
manage money and build on
services they already use (i.e.
technology like SMS or services like
neobanks).
Follow these closely and look for
new product opportunitiesaround
people’s money goals.
Reimagine transaction and payment as a source of innovation and
competitive advantage.
12. Interfaces are dissolving, and we’re finding new
ways for technology to identify both us and
features of our behavior. 5G’s impact will extend
beyond faster data connection to enable new
physical experiences, made possible by facial and
body language recognition.
13. What’s next
• The Internet of Bodies will be added to the Internet of
Things.
• Living services will move from the digital world into the
physical one. We will start designing for dissolving
interfaces, 5G-enabled space personalization
and machine-to-machine communication.
• Designers will need to learn from the data mistakes
made in digital, and ensure that the invisible data
transaction is an exchange that offers people tangible
value.
• Organizations will need to understand how to design
opt-out in the real world, how to ethically shape
people’s behaviors, and any associated concerns and
constraints.
14. Think Say Do
Fjordsuggests
Which of your services could be
unlocked by biometrics, (in line with
regulations and laws in your sector, of
course)? What could you do with facial
recognition or understanding body
language to reduce friction for people?
Then look at the human experience of
these services:
Who do they most convenience? How
do people consent? How could
improved communications between
machines, via 5G, create new service
opportunities?
Advocate for data minimalism and
educate your customers about data
consent and privacy–the consequences
of data breach in biometrics are much
more severe.
Make the invisible visible so people
understand when a
scan, transaction or consent
has taken place.
Ensure that people can be the curators
of their own personalized experiences–
build a platform for people to express,
discover, and receive what they want.
Reimagine new services for dissolving interfaces, enabled by 5G.
15. What does it mean in 2020 to be a "consumer" or an
"employee"?
We increasingly need to support individual customers’ and
employees’ changeable desires and pursuit of greater
meaning in their lives.
16. What’s next
• It’s unclear which markets this trend will most affect and
when, but personal purpose-seeking is on the rise.
• We expect to hear more about ethical anxiety
as we navigate trade-offs between competing ethical
demands and our own wants
and desires.
• This is not a generational shift. A preference
for products, services and work with personal purpose
will be just as likely from people in
their sixties and seventies as by teens or the middle-
aged. This is a rapidly growing
market opportunity.
• We will need to link customer and employee experience
much more closely than ever before.
17. Think Say Do
Fjordsuggests
How does your brand enable
people to define themselves
beyond what they consume, the
work they do or the income they
earn?
How does your business think
about people beyond the boxes of
"customer" or "employee"?
Strike the word "consumer" from
your vocabulary.
Provide people with choices that
allow them to flex and explore
their identity.
Help people navigate anxiety
around ethical choices.
Set up Human Insights
teams instead of Consumer
Insights–focus less on the number
of people that are taking specific
actions,
and more on the context
that surroundstheir
decision-making.
Reimagine your offering for the era of conscious consumerism.
18. The next step for Artificial Intelligence is a
generation of systems that blend it with human
intelligence to unlock the full potential of people
and machines working together.
19. What’s next
• Organizations will need new, systematic approaches for
unlocking the full potential of human collaboration with AI.
• Through our work with Accenture’s The Dock, we’ve
identified three key areas:
• Enhancing the human experience by extending our
perceptual capabilities.
• Empowering people in complex systems of global
organizations.
• Envisioning new products and services through
simulation and decision making support.
• AI and people view the world very differently, and if we
harness AI for innovation, we could generate ideas we’d
never dream of ourselves. It’s not a race against machines,
but with machines.
20. Think Say Do
Fjordsuggests
How can you make AI part of your
strategic decision-making process rather
than just automation of individual tasks?
Where in your processes does human
input add more value, and where is AI
better suited for the job? What human
qualities will you intentionally design
into your AI colleague?
How will you effectively manage the
interface and handover between
humans and machine?
Talk about AI in simple terms according
to what it can do–see, hear,
recommend–rather than technical
descriptions, like "computer vision".
Trust AI data to help you in
your decision-making and
mock-up your AI first before heavily
investing in it–barriers to entry for AI
prototypes has dropped dramatically,
thanks to online platforms.
Reimagine how to design AI for the human intelligence around it to step to
the next level of value creation.
21. Brands will need to learn how to interact with our digital
doubles–virtual home for all our data, and gatekeepers of our
digital lives. So will we.
22. What’s next
• By looking like us, digital doubles could rewrite the data
ownership model. By doing all the work with companies and
serving back to the user the best solutions for them, they
begin to become the gatekeepers of our digital lives.
• The critical considerationfor every person will be: who do I
trust to host my digital double?
• A critical consideration for organizationswill be: how can we
design and build trust and safety into our offering to give
people the confidence to choose us as their host?
• Any digital double experience must be engaging, transparent
and easy to access. Interface and interactions must match the
user's mental model–and be simple and clear. Visualizationwill
be a central challenge.
23. Think Say Do
Fjordsuggests
What category of interactions
could be opened up by digital
doubles?
Shape your strategy with digital
doubles around three use cases:
• Delegating tasks for you.
• Masquerading your presence.
• Modeling your behavior or
future.
Make it clear to people that they
have control of their data–not you–
and demonstrate that your
platform can be trusted to win
customers and employees.
Ensure data reliability, but make
sure you're not overly reliant on
the data–alwaysinclude the "lived
reality".
Avoid falling into the gamification
trap but do
play and experiment, as
this is a new realm with properties
which are as
yet undetermined.
Reimagine the representation of people.
24. If it's true that organizations are working to define
new forms of growth and that people are moving
away from defining themselves simply by the items
they buy or the work they do, how should design
respond?
25. What’s next
• Those producing physical goods will have to change often
complex supply chain and manufacturing processes in time
to meet customers’ demand for purposefulproducts and
services that make a positive impact.
• Those in digital must replace their business model of
constant engagement and self-service with alternatives that
reinstate the interpersonal connections,attention and time
that people want.
• Design needs to adjust. Designers must broaden their
understandingto look at entire systems
as they increasingly design to meet the needs
of personal and collective values. New tools
will emerge.
26. Think Say Do
Fjordsuggests
Redefine desirability, feasibility,
viability in
your work.
How can your offering become
regenerative by design, including
deleted items that disappear from
view?
How can you use design as a central
tool for creating alignment around
change, and the purpose of
innovation?
Show that you consider natural,
political and societal ecosystems as
equals– practice "do no harm" in
all areas rather than paying
lip service.
Demonstrate that
life-centered design is your new
norm, and not just
a project.
Update your design skillset with
systems thinking.
Collaborate with other disciplines,
such as scientists, technologists
and futurists, and actively design in
systems that encourage people to
reduce their use of resources.
Reimagine the role of design in 2020.
27. Further reading
Read the Fjord Trends 2020 on
Accenture.com/Fjordtrends2020
For a deeper dive visit
trends.fjordnet.com
To find out more about realigning fundamentals for your
organization, contact fjord.trends@accenture.com