How Google works by Eric Schmidt (Slideshare)

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Eric Schmidt shared his view on „How Google Works“ in an interesting Slideshare presentation. In a snapshot, this 54 slides presentation gives you some brought insights into the recent NY Times Best Selling book and makes clear how Google acts in their daily business. The message is clear: Get some clever, creative and smart brains at the nucleus of your business and make them shape a product by having access to various tools and more importantly the freedom to invent the future. Throw away your business suits, wear hoodies and free your brains! Sounds a bit wild to most of you, but hey isn’t that exactly what we always wanted?!

How Google Works from Eric Schmidt

Study: Millennials value workplace friendships but sacrifice them for their benefit

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Credits: Gerd Altmann  /

Credits: Gerd Altmann /

A friendship is not a friendship, when it comes to moving on with your career – at least for millennials. A recent study published by LinkedIn this week shows that millennials believe in friendships at work boosting happiness, motivation, and productivity. However, friendship has an end and makes millennials competitive when it comes to career promotions.

The report states that 27% of the respondents think that workplace friendships boost their job performance. The negative part is that it also makes them more ambitious. Those millennials (68%) would even sacrifice a workplace friendship to get a promotion. The majority of millennials (3 in 5) believe that socializing with coworkers improves their workplace, and every third millennials thinks it will advance their career. Interestingly enough, almost every second millennial states that they would even discuss their salary with coworkers.

The results show quite a big difference to the Baby Boomers where almost the same percentage would never dare to have such a thought. From those workers at the age of 55-65, almost half of them even think a friendship with their coworkers had no effect on their professional performance in any way. Talking about salaries? Only 23% of baby boomers would think about it (and probably not do it).

The study shows that millennials are more open to talk about their very personal business situations like compensation and benefits with their millennial counterparts. Millennials are even heading for those informations instead of showing understatement and not disclosing any information about their personal salary conditions like the baby boomers do. Management should be coaching millennials here, and making sure that they give them insights in why it would be better not being too open with their coworkers.

Don’t limit conversations to only email or formal meetings. Take a walking meeting! Walking meetings are part of LinkedIn’s culture, and they are popular because people tend to relax during a walk, which allows for a more open and creative discussion. Plus, not having a phone or computer interrupt you every second, allows you to be more focused on the person you are talking to, and ultimately more connected.

Take an interest in the personal. While you may not want to give relationship advice, you should have an interest in your teammates as people. Take a few minutes during every one-on-one meeting to connect on a personal level. If your colleague always jets out with their yoga mat, ask them about it! Work is only a part of who we are; if you get to know people’s other passions, it may give you a glimpse into what motivates them.

Congratulate, share and like! A simple gesture on LinkedIn can do wonders for employee morale. Think how great it feels to get “a job well-done” email from your boss, and then imagine having the same recognition shared with your network. It feels great to get acknowledged for your hard work, and by sharing it publicly, you also help to build your professional brand.

The study shows that millennials are more open to talk about their very personal business situations like compensation and benefits with their millennial counterparts. Millennials are even heading for those informations instead of showing understatement and not disclosing any information about their personal salary conditions like the baby boomers do. Management should be coaching millennials here, and making sure that they give them insights in why it would be better not being too open with their coworkers.

How do you manage the millennial workforce in your company? Are they also as open as described in this study?

Relationships @ Work from LinkedIn

Edelman Trust Barometer 2014: CEOs recover, social media improving

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Another year, Edelman is offering us insights into the trust in companies, officials and their leaders with their Edelman Trust Barometer. This year’s version sampled 27,000 general population respondents with an oversample of 6,000 informed publics ages 25-64 across 27 countries. The study makes clear what the main trust building attributes are.

Edelman Trust Barometer 2014 Attributes

It also shows that CEOs are regaining trust (43%) since low of 31% in 2009. And there are easy ways to improve the trust scale for CEOs and their companies by communicating clearly and transparently (82%), telling the (sometimes unpopular) truth (81%) and engaging regularly with employees (80%).

The downside of the CEO results is that CEOs still rank second to last out of the most credible spokesperson framework. Those more credible were academics (67%), technical experts (66%), „person(s) like yourself“ (62%) and employees (52%).

„CEOs must continue to lead, but to do it effectively they now have to inform and empower employees and academics. So whether it’s discussing possible regulation, supply chain management or the reaction to a crisis, CEOs must work in concert with those who are viewed as being more credible.“ Alan VanderMolen, vice chairman, DJE Holdings

Edelman Trust Barometer 2014 CEO Trust Building

The report illustrates also that the trust rust in media decreased by 5% globally to 52% this year. When almost 80% of the responding countries state that the trust in media is down compared to 2013, this speaks a clear language. Although this sounds quite negative, some media sources like online search engines (65 percent), traditional media (65%), hybrid media (54%), social media (47%) and owned media (45%) see some improvement to last year.

Spot On!
The 2014 Edelman Trust Barometer is always a good indicator to how much people trust in business and government. And when we see the largest ever gap (14 points) between trust in government and business this year, the leadership teams should try to figure out quickly what the reason for it might be. Although it seems that trust in business leadership improves as it stabalized compared to 2013, it shows that businesses seem to lead government and don’t necessarily need to partner with them in order to gain trust as much as in earlier decades. Thus, it is not surprising that most respondents (84%) think business can pursue its self-interest while helping society. Furthermore, 74% even believe business could be part of the process of formulating regulation in the energy and food industries.

PS: My message to leaders…
Maybe leaders should engage with their employees more and understand what my favorite leaders quote means. „Lead by the power of your employees‘ imagination and insights, not the challenges you were given“.

The Google Graveyard (Infographic)

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„I think all great innovations are built on rejections.“ Louise Berliawsky Nevelson

Although Google has been one of the innovation rock stars as a web company for years, it also had it’s nightmare. And nightmares usually end someone on a graveyard. The list is long and the guys from WordStream created a nice infographic which reminds us what did not work them.

The latest product that -despite a very intense but small fan group- did not make it, is Google Reader. But also other products that looked promising were laid to rest: Google Talk (instant messaging ended May 2013, however Google+ Hangouts is much better), Google Buzz (social networking ended Dec. 2011, messaging tool and microblogging) and Google Labs (ended July 2011, formerly called „a playground where our more adventurous users can play around with prototypes of some of our wild and crazy ideas, and offer feedback directly to the engineers that developed them.“).



Edelman Trust Barometer 2013: Facing a leadership issue.

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Year after year, Edelman is publishing their Edelman Trust Barometer. The 2013 version just came out and it is offering some helpful findings, pictures and illustrations how C-level managers, employees and brands can build trust. Edelman polled 31,000 people in 26 countries and as they have the comparison of the last three year (2011-2013), it is interesting to see the changes in the „Edelman Trust Index“. From a global perspective, the positive signs are that the global trust index goes back to normal after some bad development in 2012.

Edelman Trust Index 3-year glance

Definitely, one of the main messages the report gives, is that the general public and better „educated citizens“ don’t really trust government officials (13%) and business CEOs (18%) to tell the truth. Business CEOs ended up second to last with 43% only. So, it is not only the marketers that lack credibility in the eyes of their CEOs internally – externally the CEOs seem to be the people – employees, customers and partners – just the human brand economy CEOs need to become successful with their business. The most trustworthy people seem to be academics and experts, followed by technical experts.

The study offers an interesting list of 16-trust building attributes (named „trust performance clusters“) every organization should pay attention to, and live and breath. All points make sense and every single one seems worth-while being considered and double-checked with your own organization.

Edelman 16 specific attributes building trust

Leadership seems to face a crisis at the moment. The study makes clear that people distrust their company leaders, or don’t seem to get what they want from their bosses. Globally, the employees expectations in the areas business performance, integrity, products, purpose, and services always score low numbers and don’t hit public’s expectations. Especially under engagement, when it comes to how leaders are taking care and treating their employees, the leaders fall short in their ratings: just 24% feel that businesses do what ever they can to meet the employees‘ demands.

Edelman Leadership Trust Gap

„We’re clearly experiencing a crisis in leadership. Business and governmental leaders must change their management approach and become more inclusive… They must also pass the test of radical transparency.“ Richard Edelman, President & CEO, Edelman

From an industry sector’s point of view technology wins in building trust (77%). Banks and financial services (50%) as well as media (53%%) rank lowest in trust scores. Edelman thinks that transparency in their business processes might help. Also, the way these economies are explaining their businesses could improve trust building as shareholders want to know how these companies operate and make money. Social Media could play an important role.

Spot On!
As long as people don’t understand how organizations operate, what companies and brands do with the money they invest in their products and services, they will doubt that they really get best value and service for their money. Even more, when companies don’t take their responsibility to open communication serious which most companies do when they don’t respond internal and external comments through social platforms. The more companies become social businesses and open up their communication, the more they create an atmosphere of transparency and collaboration, the more customers will engage with their community centers, the more people trust that companies really do whatever they can – WITH the help of employees, partners and customers.

„This confirms the democratizing trend of recent years with influence and authority moving away from CEOs and government leaders to experts and peers,“ finds Edelman. And we agree with them.

Watch their video summary and then start checking on your own trust building tactics. And let us know if you experience the leadership issue in some way as well, or not…?!

Study: More companies succeed in recruiting via social networks

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Social Media is becoming the new talent aquisition tool for companies. A recent study by Jobvite states that almost 90% of companies are planning to use social networks to find job candidates. This is an increase of 7% to last year. Two thirds of employers said they had successfully filled a job position via social networking.

The study that polled 800 human resource staffers and headhunters in the U.S also illustrates the importance of personal branding which I proclaim for years now – also with the vision of a personal scoring index. Job seekers should understand the importance of having an active profile on sites like LinkedIn, Facebook and Twitter. However, this is essential and career benefitial, the study also warns that what you say and do on those sites has an impact on your career.

Running the survey in their fifth year, Jobvite is seeing a steady increase by employers in the use of social media.

„Employee referrals are the highest quality hires. (…) They last the longest, have the best match with expectations, and churn the least.“ Dan Finnigan, CEO, Jobvite

According to Jobvite’s own client data, 70% of companies examine candidates’ social media profiles after getting a referral. Which means you never know who is checking your latest party pictures and how much you ruin your reputation by updating embarrassing information

„Don’t post any picture, say any words or take any actions that you wouldn’t want your grandmother to see,“ advises Finnigan.

Some interesting finding shows that Facebook is not the main place to look for job candidates. However, LinkedIn went up from 78.3% to 86.6% (inclusive of all possible usage like search, job postings, etc.).

Having said that, Jobvite also asked their own customers how many actually hired staff using social referrals from various social networking sites. 43% of referrals that resulted in hires came from Facebook versus 41% from LinkedIn and 16% from Twitter.

Spot On!
For the Social Society in which we are living social engagement become an asset bonus but also a challenge for job seekers. Today, it is still difficult to understand for many recruiters why you have a personal brand. In the future, this will change and show your affinity to a topic, to brands and to modern business tactics. People might be addressed or recruited by younger hiring managers who are more tolerant of social media failures or side steps but the more senior a position gets, the pickier recruitment managers are getting.

How do you see the future of personal branding and how recruiters are checking your capabilities via social networks?

Study: Will the traditional office be extinct by 2021? Yes, say 58% of UK workers…

10.07.2011 von  
Kategorie: CEO, English Content

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Rainer Sturm /

How long will we continue working in traditional offices? How long is commuting still a must to keep a good job? A question that I got asked quite often in the last months. My view is, it won’t take another decade to understand that there are several ways to establish a new and more efficient work-life balance instead of commuting in the office every day. However, I see many challenges for our social society when thinking about jobs and social engagement

A recent study by Virgin Business Media now shows some similar insights. It states that 58% of U.K. workers think offices of today will not exist in ten years’ time. The study was commissioned to celebrate the tenth anniversary of the British sitcom The Office (basis for the U.S. show).

The findings are based on a research that surveyed 1,000 U.K. workers that gave feedback on how their working lives have changed over the last ten years, and how they expect them to change over the next ten years. It has to be said that it was predominantly based on the impacts of technology…

Working remotely will be the new trend. Commuting and traditional offices will be out soon. At least that is what UK workers predict: 56% of respondents are not seeing themselves commuting in 2021 like they do today. An impressive 83% respond that technology enables them to become more productive in the last ten years. Productivity in the future means (62% say so) they would use just one device to handle both their personal and work life in ten years’ time.

The question will be if people will want to work from home, or prefer to continue commuting. Having someone to talk to, not being forgotten and having a need to show somebody that you are really „at work“ might be reasons against the future outlook with no traditional offices space.

Spot On!
In May a report from Regus and Unwired called VWork: Measuring the benefits of agility at work makes clear that only 12,3% of respondents want to work from home. It will be interesting to see whether companies offices will extinct, or if companies will give their employees money to find coworking space (like the car allowance concept), or if they host coworking space (in order to recruit new people…). The virtual office will be the future for many people. I just can see lawyers, controllers or HR people who might need their traditional offices. The rest will be able to work remotely… It is more flexible, more agile for marketing, sales and business development, and people are motivated to have more meetings.

Would you agree? Do you see this development as dangerous? What is your view on the extinction of office space?

Study: Social Business is critical to future success

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Jive Software recently published a study that unveils how social software is increasingly perceived as a strategic executive imperative in the enterprise. Surprise? No. Jive is a provider of social business technology and commissioned the study, which was conducted by Penn Schoen Berland and asked 902 U.S.-based knowledge workers.

The three key finding can be summarized as…
– Social strategy will be critical to the future success of businesses.
– App Stores are gaining traction in the enterprise
– Email usage is growing but is not solving communication challenges in the enterprise

So, what are essential facts from the study…?

Enthusiasm for social software in enterprise is high according to the study. 96% stated that social software adds value to at least one key performance indicator with 67% claiming it would improve customer engagement. 57% even believing it would increase sales or revenue. Two-thirds (66%) of executives responded social software represents a fundamental shift in how companies work and engage with customers.
However, only 17% of the same executives reported being ahead of the curve in this area. So, obviously web business strategy is not where executives think corporate culture should be. And that is although 83% of executives leverage at least one social network for work use.

Reference marketing is becoming essential and social software will play a big role in the future of purchase decisions. 54% of millennials said that they are more likely to rely on and make purchase decisions from information shared via personal contacts in online communities versus 33% more likely to use information from „official“ company sources.

Obviously the study also finds that mobile is growing. App stores are gaining tracion in the enterprise and 74% of executives are indicating interest. The reason i salso mentioned in the study. 92% of executives and 82% of millennials believe that work-related web-based apps greatly or somewhat increased their productivity.

As a final finding, the study states the growing use of email which the bloggosphere is evaluating as a weak collaboration tool for a while. The study agrees here. 89% of executives, 88% of millennials and 76% of general knowledge workers believe that they and their teams would be more productive if they could dramatically reduce the time spent writing and reading emails. Seventy-three percent of executives, 73 percent of millennials and 64% of general knowledge workers agree that social platforms will fundamentally change the way people share, connect and learn at work and with companies.

Spot On!
The study obviously favors the benefits of social software (it is a Jive USP). Some weeks ago, an IBM study took a step ahead and looked at the way executives have to challenge SocialCRM in the future and what their main fields of activity are at the moment.

So, if knowledge management in companies via social software is seen to have client engagement potential to improve business objectives, executives should have a close look at the following numbers and think about how (and how long to wait) to implement social software in their business processes: 73% of execs and millennials and 64% of general knowledge workers agree that social platforms will fundamentally change the way people share, connect and learn at work and with companies.

GE Global Innovation Barometer 2011

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GE just published their report „Global Innovation Barometer 2011“. The survey asked 1,000 executives in 12 countries on what drives innovations in the future.

The main message of the research is „This faith is global – results are quite consistent from one country to another“. Thus, the KPI’s for innovation will be creativity, integration and localization.

Executives focus their managements activities on individual creativity, local needs and smalll business. The study also sees collaboration (40% combination of players partnering together) as key to innovation in the next 10 years whereas 29% find small and medium companies and 19% large companies giving high impact to innovation.

The results place U.S. ahead of Germany and Japan.

Vision oder Utopie? – Personal Web Manager

30.12.2008 von  
Kategorie: CEO

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Zeit ist das wichtigste Gut der modernen Jobwelt 2.0. Wieso, ist uns allen prinzipiell klar – weil Sie uns überall verbucht (Outlook und Instant Messaging), verheizt (zunehmende Mobilität, die einen ebenfalls dank mobilem Internet nicht mehr offline sein lässt) und vor allem ‚vernetzwerkt‘ (Social Media Explosion). Wer heute seinem guten Ruf einen frischen Persönlichkeits-Stempel 2.0 aufdrücken will, der muß schon bei XING in einigen Gruppen präsentieren, bei Facebook ,business-socializen‘ und bei LinkedIn seinen internationalen Verbindungen nachgehen. Ja, es kam sogar kürzlich die Frage auf, ob man bei zu vielen sozialen Netzwerken registriert sein kann.

Der aktive Businessmensch ist ein Identitätswandler 2.0 geworden. Er befindet sich immer im Zwiespalt zwischen dem Befolgen der Business-Prozesse des Unternehmens, auf dem Laufenden bleiben sowie dem Produzieren von zur virtuellen Diskussion beitragenden, qualifizierten ‚Mini-Statements‘ und Thesen, die die persönliche Web-ID aufpolieren. Hinzu kommen immer mehr Herausforderungen, die Unternehmen an den Mitarbeiter aufgrund von Finanzkrise, Kostenreduktion und Personalabbau stellen. Und irgendwann wollen persönliche Ur-Bedingungen (Familienleben) und Bedürfnissen, wie dem Ausleben eigener Hobbies, auch noch befriedigt werden. Die externen Fremdbestimmungen wachsen. Wie man allerdings auf Dauer diese bewältigen soll, ohne sich der Gefahr gesundheitlicher Schäden auszusetzen, bleibt vielen Menschen langsam schleierhaft.

Die Mehrbelastung von Web 2.0 und sozialen Medien tut ihr Nötigstes und will irgendwie gefiltert oder kanalisiert werden. Und wenn die Welt der sozialen Medien selbst schon auf die Idee kommt, Guides zu schreiben, wie man als sehr beschäftigter Businessmensch 2.0 Zeit sparen kann, dann muß eine Lösung her.

Wie kann man dem Phänomen Web 2.0 als erfolgreicher Businessmensch begegnen? Eine Lösung ergab sich vor kurzem nach einer langen Diskussionsnacht in einem Kreis lösungsorientierter Manager. Man erinnerte sich an die eigene Universitätslaufbahn. Da sah man die fleißigen Bienchen der ‚Professoren-Follower‘, auch ‚HiWi‘ genannt, extrem motiviert herumspringen. Die jungen ehrgeizigen Menschen, die letztendlich ein Zwitterleben (nicht Twitterleben!) zwischen Verwalter, Aggregator und Multiplikator innehatten. Da lag die Lösung nahe – es muß ein neuer Berufsstand her! Die Idee des Personal Web Manager und der Personal Web Assistant nahm Gestalt an.

Profil des Personal Web Manager (PWM) und Personal Web Assistant (PWA)
(Im weiteren Beitrag werden wir die Position kurz als Persönlicher Webberater bezeichnen.)

Der Persönliche Webberater erhält je nach Management-Qualifikation seinen Aufgabenbereich und seinen Titel. Vorwiegend geeignet für den Job sind je nach Profil webaffine Top-Manager oder internetbegeisterte Studenten. Der Persönliche Webberater ist in seiner Funktion Coach und/oder HiWi für erfolgreiche, aufstrebende Business Entscheider, die dem Lauf der Menschheit 2.0 folgen, die Reputation im Sinne des Unternehmensmanagements in der virtuell-realen Welt optimieren sowie es selbst zu Ruhm und Ehre bringen wollen.

Verwalter des virtuellen Business
Der Persönliche Webberater organisiert und segmentiert Web-Aktivitäten des Business Entscheiders nach Wichtigkeit der Märkte und internen Umsatzvorgaben sowie nach Themen und Projekten – davon ausgenommen ist die Email-Kommunikation, auf die sich der Business Entscheiders wieder aufgrund des Zeitgewinns durch die Hilfskraft konzentrieren kann. Der Persönliche Webberater kümmert sich um die Registrierung auf zahlreichen Internet-Plattformen (von Communities bis Networks) und führt das auf den Business Entscheider und sein Arbeitsumfeld bezogene Monitoring durch und optimiert das Profil des Vorgesetzten. Zusätzlich bringt er RSS_Feeds, Bookmarks, Micro-Blogging und soziale wie auch Business Netzwerke in eine standesgemäße Businessform. Alle Maßnahmen münden extern in einer einheitlichen persönlichen Web-ID bzw. Digital DNA.

Bilateraler News-Aggregator
Der Persönliche Webberater sammelt im Web gemäß der Ausrichtung des Managers Wissen, Beiträge und Trendansätze im Sinne der unternehmerischen Ziele. Darauf basierend überlegt er sich sinnvolle Output-Strategien und erarbeitet Vorschläge für Gruppen-Beiträge in Netzwerken, formuliert diese bestmöglich aus, legt sie zum Korrektur lesen und letztendlich Publizieren vor. Der Manager macht lediglich finale Klicks zur Freigabe. Früher bekam man die Mappe zur Unterzeichnung von Dokumenten, heute bekäme man nur ein digitales Dokument mit den Inhalten für die Links. Kopieren – Einfügen – Fertig!

Unternehmerischer Kontakt-Multiplikator
Der Persönliche Webberater ist für die Qualität und den Ausbau das Business-Netzwerk des Managers verantwortlich. Als Kontakt-Multiplikator registriert, überfliegt, überwacht und optimiert der Persönliche Webberater das Netzwerk des Managers nach alten und neuen fachrichtungsspezifischen Kontakten. Er evaluiert Fach-Gruppen in Business- und Social Networks nach Neukontakten und berät hinsichtlich nützlicher Kontaktanfragen. Zusätzlich bemüht er sich um Moderationsoptionen in Gruppen und sucht nach virtuellen und realen Optionen, den Manager als Sprecher oder in Gastbeiträgen zu plazieren.

Wie wird der Personal Web Manager und Personal Web Assistant finanziert? Unternehmen suchen grundsätzlich nach ultimativen und möglichst effizienten Motivations-Incentives oder Einstellungs-Boni, welche sie dem mittleren und oberen Management nebst Auto, Handy oder der Golf-Club Mitgliedschaft als Motivationsspritze geben können. Warum nicht einen Personal Web Manager oder Personal Web Assistant dieser Person zur Seite stellen? Er ist produktiv, innovativ, motiviert und läßt die Firma die Maxime des Web 2.0 leben –auch in Zeiten der Ressourcenknappheit.
Dem Freiberufler ist der Persönliche Webberater lieb und recht, insofern die Auftrags- und Umsatzlage stimmt. Kann man diese Stelle zeitlich-befristet und/oder auf freiberuflicher Basis als steuerliche Abschreibung organisatorisch relativ einfach handeln bzw. als Trainee- oder Praktika-Stelle schmackhaft machen.

Spot On!
Natürlich könnten die Manager auch selbst infolge automatisierter Dienstleistungsangebote im Web (wie Netvibes, PeopleBrowsr, Noserub, etc.) diese Arbeiten erledigen. Aber wer kann allein schon im Businessalltag der Geschwindigkeit des persönlichen Outputs seiner Twitterati folgen. Vor allem, wenn man im Daily Business auch noch auf gute Manieren und angemessene Etikette in Business Netzwerken achten soll. Sprich: Entweder man muß sich schön langsam in eine für die virtuelle Welt optimierte Multitasking-Maschine entwickeln oder Kommunikationsprozesse 2.0 einfach automatisieren. Einen Personal Web Manager oder Personal Web Assistant einzuführen, wäre eine professionellere Lösung und schafft zahlreiche Arbeitsplätze.

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