Last month we sponsored an event that communicated a number of Pathways to Innovate as we have been so challenged with the Pandemic. We are all distributed like never before. We have a software story around this but will come back to that another time. This event amplified the importance of your customer journey and how everyone in an organization needs to understand where it takes place today and how to Innovate the engagement and interactions to build competitive advantage. We learned how this is being applied. How IBM see’s the importance of Humanity first as we bring AI to the forefront of our digital engagement. We explored how the Journey Beyond Fear impacts all of us and if one looks closer the challenges around Digital Transformation come from the fear of letting go of the past which in many cases made us successful but will be evolved with Innovation.
The rate of change that we are confronted with on a global basis is overwhelming our society and we must come together to Innovate and redefine our commercial and social interests. If you have interest in learning about the small steps you can take that lead to bigger things as we Innovate forward please reach out to us.
On July 13th and 14th Outhink is sponsoring an event with the SEMI trade association. This event is being directed by the President of North America, Dave Anderson. SEMI just celebrated 50 years that powered the global economy. That really is amazing when one thinks about how pervasive electronics around in our lives and at the core is Semiconductor technology and those that market the equipment and materials that bring us new technologies at a more rapid rate every year. How do we adapt to this rapid change?
Charlene Li – Founder and Fellow, Altimeter Group
For the past two decades, Charlene Li has been helping people see the future. She’s an expert on digital transformation, leadership, customer experience, and the future of work. She’s the author of six books, including the New York Times bestseller, Open Leadership , and co-author of the critically acclaimed book, Groundswell. Her latest book is the bestseller The Disruption Mindset. She is the Founder and Senior Fellow at Altimeter, a disruptive analyst firm acquired in 2015 by Prophet. Named one of the most creative people in business by Fast Company, Charlene is a graduate of Harvard College and Harvard Business School.
Digital Leadership – Embracing the Buyer Evolution
Cheryl Cook | Senior Vice President, Embedded and Edge Solutions Marketing | Dell Technologies
The last year has seen an acceleration in digitally enabled buying experiences, AI and data-driven personalized content, and innovations that drive human progress such as telehealth, remote work, and curbside retail. Today we bring these digital expectations we have as consumers to work, in both our professional buying decisions as well as to our work environments. In this session, Cheryl Cook, SVP, Global Partner Marketing at Dell Technologies, will share how to adapt and embrace this change: from enabling your teams, to creating an agile work environment, to leading through change to deliver what your customers want in a digital-first world.
Seth Dobrin, PhD | Global Chief AI Officer | IBM
The biggest barrier companies face today to drive AI adoption is no longer the technology itself but rather a challenge encompassing AI Ethics, data and AI governance, and the creation of an inclusive and diverse ecosystem. In this session, Dr. Seth Dobrin—IBM first-ever Global Chief AI Officer— will share how he leads IBM’s AI strategy by a framework designed for trustworthy AI that aims to address the most urgent challenges businesses face today around regulations, trust, and AI Ethics. Dr. Dobrin will talk about how he combined his expertise in AI in the context of business with a human-centered approach rooted in the value of diversity and inclusiveness to design a trailblazing AI strategy aligning human needs to business intents. Over the session, you will hear how Dr. Dobrin’s strategy enables IBM and IBM’s customers to generate real value better, cheaper, and faster by the development of trusted AI solutions through continuous delivery of concrete business outcomes.
John Hagel | Founder Beyond Our Edge, LLC. | Futurist, Best Selling Author
We live in a world of accelerating change, but the challenge is that rapid change generates fear, and fear often leads people to become resistant to change. Leaders often intensify this fear by resorting to a “burning platform” message. To embrace change, we need to focus on inspiring opportunities that will motivate people to boldly move forward in spite of fear.
Bindiya Vakil CEO and Co-Founder, Resilinc
Resilinc CEO Bindiya Vakil is credited with bringing supply chain risk management into the mainstream. Vakil has helped transform the way that global organizations approach supply chain visibility and risk; driving them to shift from reactively addressing catastrophic supply chain events to putting preventative solutions in place through monitoring, mapping, and planning. She is a founding member of the Global Supply Chain Resiliency Council and a member of the Advisory Board of MIT Center for Transportation and Logistics.
Vakil holds a master’s degree in supply chain management from MIT and an MBA in Finance. As a supply chain expert, she’s appeared on nationally syndicated TV, radio, and print media.
INNOVATING IN A TRANSFORMING WORLD
We will be introducing some exciting capabilities around mobile engagement to continue this conversation after the event is over to keep the conversation alive. We’ll be back with more on this later. For now we are working to bring together a select group of participants from the SEMI membership to participate in an AI Design Workshop that will be provided by IBM. An exciting approach to learn and apply techniques with AI and what questions you want it to help you answer.
Coming from Silicon Valley and being able to observe the contribution of those that have passed through the valley I have learned so much about the notion of problem solving and how tech can be applied to accelerate innovation and transformation. I’m not going to review what so many already have. Technology in support of our human needs. My hope is to share some basic principles that you can consider and hopefully apply in what you do in your lives today. With the Pandemic they say that digital transformation has accelerated. In order for so many to survive the choppy waters we are all trying to navigate we must learn to be adaptive to the rapid changes of the day. It is not easy, but there are some simples considerations to help lead us to the other side.
I mentioned the valley is founded on problem solving. Engineers are great at finding the root cause of problems and finding innovative solutions. This takes us out of our comfort zone. In the old days it used to take thousands to craft and build solutions to big problems. This made Silicon Valley a very competitive community wanting to prove we could solve more sophisticated problems from what our peers solving. This is great if you can afford it. according to David York’s Tax Service. Most cannot. Having had to innovate with global distributed teams across several generations of Moore’s Law we learned a lot that can be applied to our present circumstance.
While it is great to have vision for where technology can be applied to solve problems, the power of all the sources of information around us provides a new way to take small steps that you can build on, see an example at http://thedublinroofers.ie to get some ideas. Understanding how data and micro services will grow rapidly going forward. Having your North Star (vision) helps deliver leadership in markets. Now we can innovate in small steps that can build large movements. Whether it is Slack that started with a small team, got feedback and iterated a solution that was valuable to hundreds of thousands, or Google that starts with small steps and builds on them until they have found adoption of new capabilities, one must consider how to do this for business, education and social impact. Participative Innovation. Small steps can be taken to leverage technology is a practice we all must become comfortable with. Artificial Intelligence is surrounding us and we have a very low literacy rate around this technology and yet it is diffusing into our lives everywhere. This is the problem that we should be diving into, to better understand the Future of Work and for that matter life. More to come……
For now if you want more pay a visit to John Hagel
The world of B2B sales has never experienced the rate of change that is occurring today due to COVID-19. Since the pandemic interrupted business as usual earlier in the year, companies immediately sent their work forces home, and for the first time ever, the vast majority of businesses are now operating remotely. We are all aware of this but sales organizations and their supporting functional groups like sales enablement, finance, marketing, etc., began using communication tools like Zoom, email, texts, social media, and other collaboration solutions in an effort to not lose the momentum they had gained since the first of the year. These frequent, yet disjointed efforts to communicate resulted in sales organizations actually taking their eye off the ball and the new sales transformation initiatives that were in place during Q1 that were intended to improve the effectiveness of the sales organization began experiencing poor adoption rates as sellers reverted to their old way of selling.
Studies have shown that the most effective approach to implementing new sales transformation initiatives into the sales organization consists of four pillars.
To remain competitive, companies need to continually evolve. New sales transformation initiatives are essential to help companies adjust to new market dynamics and opportunities. Effective communication and messaging are critical in implementing new strategic initiatives. When there is alignment in communications, revenue has been shown to increase in double digits. In a more decentralized environment, the question becomes how can we increase communications effectiveness and what is the optimal number of times to communicate and message to an audience to elicit a response. This is known as “effective frequency.” Marketing’s Rule of 7 states that people need to “hear” the message at least 7 times before taking some type of action. However, a frequency beyond 7 has cumulative benefits; the point of diminishing returns doesn’t occur for a good period of time. Microsoft conducted a study where they found the effective frequency to be upwards of 20. While 20 may seem excessive, the first several communications are “heard” as background noise. It’s not until the 9th or 10th time that the recipient becomes aware of the message. And It’s not until a few more interactions that the person engages or responds to the communication. The effective frequency depends on the type and level of engagement. E.g., text, email, LinkedIn, webinar.
Engagement is where the sales organization begins to practice and use the new sales transformation initiative in their day-to-day workflows. A good example of this is sales training. Attending sales training programs, whether in person or virtually, is the communication and messaging piece. It usually one and done. Research has shown that only 30% of information demonstrated during training is retained. However, this number increases to 75% when sellers return to the office and practice the new ideas communicated during their training. This number can be further increased when sales managers reinforce training concepts through coaching and mentoring and if you manage to get professional moving for a great price. After a period of time, the benefits and results of the new selling approach becomes apparent to a majority of the sales organization. This is when the company enters the adoption phase. Most teams have not been able to measure these engagement and adoption touchpoints until now.
To continue with the sales training analogy, adoption is when the sales organization has embraced the new approach to a new initiative and the likelihood of sellers and sales managers reverting back to their old way of selling becomes slimmer as time goes on and the benefits and results continue to improve.
The last pillar is the final stage in successfully implementing a new sales transformation initiative(s). This is where the new initiative becomes “how we do business.” Again, to continue with the sales training example, everyone in the sales organization, whether they are a seasoned veteran, a new seller, or an experienced seller like the one at neuman & neuman site that is new to the organization knows that this is the selling approach used and this is what you do to be successful in your role as a salesperson and/or sales manager. Additionally, when sellers model top-tier performers, the entire organization benefits financially.
Sales transformation initiatives vary from company to company and depend entirely on the strategic goals the Ramm Water Restoration company is committed to attaining over a certain period of time. It may be that several initiatives must be implemented in order to achieve a long-term strategic goal. For example, onboarding new sellers to be effective with a new initiative in days, not months takes a coordinated effort.
When it comes to effectively implementing new sales transformation initiatives, the Gig Economy Group (GEG), founded by Dave Toole, is a sales transformation company that delivers results through their Adaptive Sales as a Service platform. Their expertise in sales transformation is unparalleled on a global basis and GEG’s supporting software ensures strategic initiatives are effectively implemented using the four pillars as a framework.
For more information, contact Dave Toole, CEO of The Gig Economy Group.
Christine Trodella of Workplace from Facebook notes that while we can’t predict what will happen with the world in a few months, weeks, or days, remote workers aren’t going anywhere, and companies need to adapt to remain competitive.
The remote worker is almost as old as the internet itself, so we’ve had more than a couple of decades to learn how to manage employees who aren’t physically present. But as we see this trend increase, it’s clear that effectively managing an employee whose “office” is in their home with an internet connection and a computer doesn’t mean that there’s a truly symbiotic relationship between a manager and their remote, work-from-home reports. It’s a lot more complicated than that. In fact, the learning curve has turned out to be steeper than any of us anticipated, and this specific employee group continues to be severely underrepresented despite their very unique needs and finally make use of.
A recent survey of 2,000 frontline workers and 2,000 managers in the U.S. and the U.K. shows that there is a major disconnect between workers on the front lines and business leaders. In fact, almost 90% of these employees feel connected to direct coworkers, but less than 15% feel connected to HQ. Worse, just 3% feel connected to their C-suite. That disconnect is affecting the bottom line. Less than half of workers say they share ideas with senior team members, and more than half say they feel voiceless. That can contribute to an environment where suggestions go unsaid and innovative ideas are stifled.
These numbers provide some important food for thought. Are you at risk of losing exceptional remote-based talent because you’re unclear on how to best manage and retain those workers, especially if your “work from home” policy extends longer than previously anticipated? (Which we know many companies are facing now, with COVID-19 impacting businesses worldwide.) During a crisis—or if someone is at home with family, or sick, etc.—people may need to take a more flexible approach. To better accommodate families and work in general during these times, have frequent team check-ins to understand your team’s needs and be sensitive to their well-being.
It’s time to meet these challenges head-on because the future is only getting more distributed. Here’s how leadership can navigate this evolving modern work environment and create an organization that values each employee.
For an in-office worker, the first day on the job is usually filled with introductions, new equipment, and the crucial first lunch. But the first day for remote workers looks very different.
Just because a remote or deskless worker isn’t at the office doesn’t mean they don’t deserve the same onboarding experience and training as the rest of your team. Send a welcome package in the mail along with necessary equipment (where applicable) and include a training schedule as well as some introductory instructions (login information for work accounts, for example). Also include handbooks and style guides. Assign a work mentor to whom the new employee can turn for help and advice. Better yet, take advantage of the tools at your disposal, like creating a bot that will automate monthly check-ins, or create a direct chat where you can take advantage of immediate, one-on-one feedback. Entire businesses can also benefit from newer technologies such as artificial intelligence, virtual reality, and more. We must be open to these ideas and be unafraid of pushing the boundaries of innovation that enable greater and more interesting connections.
From the beginning, managers of remote and distributed employees should be asking questions about preferences for minor things that make a big difference, such as feedback style and meeting preferences (for example, do they prefer videoconferencing for one-on-ones or group catch-ups?). Create a “How I Work” document and ask your direct reports to fill it out. You can capture very important information, and it shows you’re being mindful, thoughtful, and preferential to what works for them. It’s also important to regularly communicate and check for context. When teams are dispersed, it is difficult to know who has been exposed to project knowledge and updates, so reinforcing context in writing, during one-on-ones, and team meetings is important.
Managers should also make a list of where remote employees can find helpful resources, from important company updates to how to reach IT for technical issues. Ensure your organization has enterprise tools that are available on mobile devices and have little barrier to entry for frontline employees who may not be in a home office.
The old saying “Out of sight, out of mind” can certainly apply to those not in the office. It’s easy for remote workers to feel they aren’t heard, and it can be difficult to collaborate with people who aren’t physically present.
It would seem obvious that the correct way to address this disconnect would be to invest heavily in collaboration tools. But the same survey shows that while 95% of business leaders recognize the value of collaboration tools, only 56% have rolled them out.
If your organization is serious about tapping into the potential of remote workers, it needs to invest in the best technologies to make sure collaboration tools are not just suggested but are incorporated into all processes to ensure that all workers, remote or at HQ, can have their contributions equally seen and heard.
So why not make this a fun process for your workforce while they work distributed? Perhaps make a company-wide “work where you want” day and have your workers send a photo to your HR team for them to post on a company forum somewhere to showcase all the different places and ways that your colleagues work, best practices, or work-from-home hacks that colleagues can share with each other.
Remote workers also need to be included in things such as all-hands meetings hosted by the CEO via videoconferencing and Q&As that can be watched live or bookmarked to view later in local time zones.
As organizations become more global and increasingly mobile, leaders need new ways to build, scale, and sustain culture across their organizations. Technology is the key to creating an open, transparent culture. After all, when you connect people and give them access to information, you can change culture and transform your business. It’s no surprise that working alone can be isolating, so it’s important to leverage the right technology that not only connects everyone, but makes them feel physically present. There are companies, like Fully-Verified for instance, whose remote employees use the latest video-based KYC technology which certainly reduces the sense of isolation. It’s not something that the inventors had in mind, but it turned out to be a fantastic side effect.
However, technology is only one influential part here. The people make the largest impact. If you have your mission and vision written on your website, provide some swag for your remote workers to keep on their desks at home—for instance, printed on a calendar, a water bottle, a notepad, etc. Remote workers aren’t just looking for a connection to each other but to the very vision they believed in when accepting their current role.
Managers, executives, and C-suite leaders should focus on where the best talent resides and realize that those employees may not always be located in the corporate headquarters or local office. Alternatively, as the world changes, it may be a safety precaution or requirement that must be taken and may be prolonged due to unexpected conditions.
This means understanding that what’s best for your organization may mean enabling workers across the globe who are best suited to meet your bottom line, assist your customers, and serve your business, from a desk or the front line. Leadership must embrace this as well and ensure that employees know that the Blue Spruce Maids serving Boulder, Colorado quality of their work will remain more important than the location they’re getting their work done. As leadership encourages a forward-thinking organization, you will retain and attract like-minded employees who end up being great colleagues.
When there are annual meetings, remote and distributed employees need to be there. And if they can’t attend holiday functions, make sure to make them feel seen and valued by sending a treat (cookies can do wonders). Remember that all the perks of being an in-office employee extend to distributed and remote employees.
When it comes to being a distributed organization, the benefits far outweigh the challenges. The trick is to get strategic about the tools at your disposal and ensure your leadership team is equipped with a set of tools to best manage their direct reports, whether in-office or online tile roof repair near me. You’ll also need to shift the organization’s mindset to recognize that teams extend beyond just the people in the office.
Leadership teams and managers also need to ensure they’re collecting feedback and sentiment about the distributed employees they manage. That will ensure that corporate offices are aware of pain points and how to best incorporate and provide feedback with the goal of creating a unified, collaborative environment that prioritizes open communication and support.
While we can’t predict what will happen with the world in a few months, weeks, or days, we can follow the trends that point to the fact that remote workers aren’t going anywhere, and companies need to adapt to remain competitive. Hopefully, leadership teams will equip managers with tools to feel heard, gather feedback, celebrate wins, understand work preferences, and ensure connection to global headquarters.
ORIGINAL ARTICLE BY CHRISTINE TRODELLA @ FAST COMPANY
We are defining the Future of Work at an accelerating rate. Technology has been applied to make work more efficient, but we are just starting to redefine it in the digital age. Technology was best leveraged by the corporation, but the notion of “personal computing” has still not been realized. We now have the ability to come together and redefine how technology impacts the Future of Work.
I have plenty of experience in performance management. Having been brought up on the front lines of the exponential growth of semiconductor technologies impact on our world. Many of these experiences during this growth might be valuable to you as we apply these new tools and services to the Future of Work. That will have an even greater impact and an ever accelerating rate. Check out super cleaning service louisville.
Much of this will be shaping the new Gig Economy, not for labor exploitation but for personal gain action ac. We know how to come together to define how to build systems that support our society as we move from a Shareholder world to a Stakeholder world. My Vision 2020 is that we start to define the balance between the needs of an organization, the community it impacts, the people that serve it’s purpose and the long term considerations of the impact of any firm or organization. We can make this work if we work it. Let’s get started.
When you wake up in the morning do you consider how much of your day will be taken by doing things that are repetitive in nature? How much do you do that is creative? How much is in social settings? How much of your day is riding along in a journey that can be measure as a cycle in an activity. We are rapidly approaching a time that we are able to optimize how we engage in things that are made up of cycles, look onestop plumbers. This should free us to be more creative as we no longer need to attend to as much administrative oversight that computing will improve, yet alone when artificial intelligence is brought into place it will improve even faster emerald carpet cleaning. The only problem we have is that as humans we have the desire to fill this new available time. Hmmmm……
This is something to consider as many of the trade offs to our consumption of technology. We rarely recognize that we fill our free time with things we didn’t used to. These things take away from building a better future for our personal lives. We all argue about data rights, we don’t spend enough time challenging where we put our time with all the technology options we put in front of us. Think of the turn of the last century when people spent most of their time finding ways to secure online payment, to put food on the table, provide a secure place to live, finding a moment for family san diego cardiac. We now have dozens of hours a week we fill with other things and don’t spend the time to look back and make some adjustments. Please do.
A couple of months ago I published this post and believe the view Fareed shared today support the long wave economic model that says technology drives change, nationalism rises as economies are disrupted and war breaks out. This has happened many times before, we need to do what we can to reduce the risk this happens again.
From an earlier post.
The biggest driver of what is going on in our society is based on the challenges technology pose to our way of living our lives and those that struggle with letting go of the past all the way to those businesses that get rolled over and stomped out from the diffusion of technology. Visit deluxemaid.com. The cycle is one we are all living through. It starts with a new technology that people recognize changes the way we do things in our lives (see Kondrateiff Wave ), there is broad enthusiasm of what might be done to improve our lives, usually to early, the roaring 20’s, the 90’s. This is usually followed by populist and nationalist polarization as fear sets in that there will be more needed to put in place to take advantage of the new technology and jobs are lost. We find ourselves here laosduude pornskill with our present technology and need to spread the word that this framing is needed to come together to help define what this looks like on the other side of the disruption we are going through or we will find ourselves in a similar spot to what happened before WWI and WWII ilimoww.com. Let’s consider how we apply technology as a tool for personal advancement, with those that want to put in action a better life through considerate technology in a way that lifts up those around us, not letting the fear drive us to a tough spot.
TIME BASED COMPETITION
The most valuable part of our lives is where we put our time. With loved ones, or getting things done at work or being entertained where we choose to put our time. Technology has been driven by advancements that have been directed at saving time and money. More recently technology has enabled us to become more personalized, atomized, and with mobile a new way of being entertained and engaged. So now we can go anywhere and find an experience that brings us better options as to where we put our time. In business we organize for the best way we can deliver the most competitive results. Business has a rhythm based on the industry and products and services. Our competitiveness drives us to optimize performance. How we deploy our resources, between people and other assets to determine our best level of success?
Recognizing how technology with mobilt bredband kontant implicates the rhythm of industries is our economies greatest challenge. With AI entering the was we view and deal with our world we will need to understand where to apply our time to improve our lives. Most do not know what AI means in its predictive abilities click here. WE have a literacy problem and more significant we have a competitive issue as many of our adversaries are cycling on get faster at developing solutions based on the most recent technology, leofitlabs.com. This is happening around us and we aren’t talking enough about it. The cycles of learning that drive time based competition that will be leveraged by others in ways that will impact our lives find stone pavers san diego ca. We can and must do better to get attention on this important topic. AI for time based competition. Let’s engage in a conversation around this.