Now, another report from Schneider Electric called „IoT 2020 Business Report“ delivers some new findings on how large organisations will leverage Internet of Things technologies as a serious business tool by 2020. Their study is based on feedback by 3,000 business leaders from twelve countries.
According to their global survey, 75% of respondents were optimistic about the opportunities IoT presents this year. Almost every second out of three (63%) companies use IoT to improve their customer experience and analyze customer behaviour in 2016. They hope to solve problems faster, achieve better customer service and customer satisfaction ranking.
Furthermore, cost savings in automation seem to be high on the agenda, above all building (63%) and industrial automation (62%). As results showed the improvements in automation technologies almost half of the companies (42%) say they want to implement IoT-enabled building automation systems within the next two years.
The key driver for IoT is mobile for two out of three companies (67%). Thus, they plan to implement IoT via mobile applications this year, and 32% even in the next six months. Again, cost savings of up to 59% is the major driver for IoT implementation.
The confidence is the value of knowledge gathering and sharing already exists inside most companies surveyed. 81% feel that the data and/or information generated by the IoT is being shared effectively throughout the organisation. Fears are lower than expected. Only 41% of respondents connect cybersecurity threats with IoT business challenges.
„We’re past the point of questioning whether IoT will deliver value. Businesses now need to make informed decisions to position themselves to maximise IoT’s value in their organisation.“ Dr. Prith Banerjee, Chief Technology Officer, Schneider Electric
However, Schneider Electric does not only publish numbers of their study but also provides the following predictions that business leaders might take into consideration.
1. The next wave of digital transformation.
IoT will bring operational technology (OT) and IT together while fueling a mobile and digitally enabled workforce: As more companies both expand and deepen their digitisation programmes enterprise-wide, IoT will increasingly take centre stage. This new wave of transformation will be enabled by more affordable “connected” sensors, embedded intelligence and control, faster and more ubiquitous communications networks, cloud infrastructure, and advanced data-analytics capabilities.
2. Insightful data.
IoT will translate previously untapped data into insights that enable enterprises to take the customer experience to the next level: When thinking about the value proposition of IoT, most businesses point to efficiency and cost savings as the key benefits. Yet access to data – including previously untapped data – and the ability to translate it into actionable insights, the hallmark of IoT, will deliver greater customer-service transformation and new opportunities to build brand/service loyalty and satisfaction.
3. Premise-to-cloud confidence.
The IoT will promote an open, interoperable and hybrid computing approach, and it will foster industry and government collaboration on global architecture standards that address cybersecurity concerns: While cloud-based IoT solutions will grow in popularity, no single computing architecture will monopolise their delivery. IoT instead will flourish across systems, both at the edge and on premise, as part of private cloud or public cloud offerings. Making IoT available across heterogeneous computing environments will help end users adopt IoT solutions in the way that best suits their security and mission-critical needs while also offering entities with legacy technology infrastructures a logical and manageable path forward, allowing them to transform over time.
4. Innovations that leapfrog existing infrastructure.
IoT will function as a source of innovation, business model disruption and economic growth for businesses, governments and emerging economies: Just as the Industrial Revolution, birth of the Internet and mobile revolution have driven advancement, innovation and prosperity, so will IoT. Businesses and cities alike will deliver new IoT-enabled services; new business models will emerge; and, in particular emerging economies will have a significant opportunity to quickly leverage IoT without the constraint of legacy infrastructure, essentially leapfrogging old ways. In fact, McKinsey forecasts that 40 percent of the worldwide market for IoT solutions will be generated by developing countries.
5. A better planet.
IoT solutions will be leveraged to address major societal and environmental issues: IoT will help countries and their economies respond to the biggest challenges facing our planet, including global warming, water scarcity and pollution. In fact, survey respondents identified improved resource utilisation as the number one benefit of IoT to society as a whole. In concert with the private sector, local and national governments will embrace IoT to accelerate and optimise current initiatives to curtail greenhouse gas emissions in accord with the breakthrough COP21 climate agreement, whereby 196 countries pledged to keep global warming under the threshold of two degrees celsius.
The Internet of Things has been seen as the main revolution from a technology perspective. The hype seems to be at an all-time high. Real business value is not only saving money though. Customer service improvements, better process optimization and smarter work and life opportunities will have big potential to bring IoT business value to enterprises in the future.
What is your experience on the value of IoT for your business?
The Institute for Business Value at IBM conducted their next study on Millennial called „To buy or not to buy: How Millennials are reshaping B2B marketing“. The research was based on the opinions of 704 Millennial respondents in order to better evaluate their thoughts about
buying habits of those business decision makers oft he future. The respondents had to have at least some degree of purchases power of $10,000 or more. Then,IBM compared the responses of Millennials (1980-1993), Gen X (1965-1979) and Baby Boomers (1954-1964) to see how the strategic buying decisions vary to other generations.
One thing becomes clear, Millennials want simplicity in handling their partners. They value ease of doing business before industry expertise. Compared to Baby Boomers it shows that the later generation was more heading for fast response times from vendors than their attitude to collaborate.
However, cooperation means a lot in terms of buying-decisions for Millennials (56%) and Gen X (64%). These employees claim to make better decisions when involving more colleagues. In contrast, only 39% of Baby Boomers will ask their colleagues for buy-in or recommendations.
In days, when we are all talking about smart and big data, it also shows that Millennials make use of analytics more than their previous generation. Millennials (53%) and Gen X (63%) leverage data to make better business decisions, whereas Baby Boomersare not much keen on using data to drive better purchase value.
Furthermore, Millennials are looking for direct contact with vendors in the sales cycle. When researching for products or services, they tend to get in touch with vendor employees directly. It shows that the days oft he good old sales pitch is over for them. Millennials want authentic and personalized customer experience to establish a better trust basis for the later cooperation. Social Media, chat and instant message are essential for smart collaboration with vendors. However, they want to stay in the driver seat.
„Digital interaction is almost table stakes. The real differentiator is … experiential opportunities to work with vendors. They want a sense of, ‚What would it be like to partner with these guys? Do they have the same values?'“ Carolyn Baird, Global Research Leader, IBM Institute of Business Value
It becomes clear that companies and brands who aim to work with Millennial -by 2020 over 50% oft he global workforce- should prepare themselves for offering deep insights and analytics to speed up the business decision and buying process. What is definitely crucial is to be open for new collaboration habits and a culture of cooperation. Probably the most important insight suggested from the study is that vendor companies need to have a culture of open collaboration and easy access to all employees across the vendor organization when addressing B2B Millennial buyers.
Eyes wide open, the two IBM gentlemen look at me. They sit up right. Professional. Spot On. You can feel their enthusiasm, their expectations are high. Both are social collaboration leaders at IBM, evangelizing on the #newwaytowork. That’s how the software technology company hashtags their latest journey to the revolution of the email as they call the launch of their new inbox communication software „IBM Verse“. You can tell how excited the two managers in front of me are to talk about the IBM success story. The launch seemed to have gone well so far.
On my opening question both face each other, not sure who shall answer. They are professionals in communication, they are prepared. „The term Verse is historic for communication and conversation“, replies Dr. Peter Schuett, Leader Social Business Strategy at IBM. „In times of Goethe, when carriers brought people hand-written letters, all the communication that went to and fro was written in verse.“ The answer surprised me as IBM’s development sounds like a trip in the past.
It is not. For the first time, IBM has taken a new development approach. They made their customers think about the new software solution by inviting customer to their labs, by rethinking email, and by thinking design and customer experience first, based on real customer feedback, input and inspiration. Not the cheapest way to innovate. The product development cost 100 Mio. US Dollars according to them. It has got to be effective from a customer perspective.
For a long time, IBM has been a forerunner in terms of modern workplace technology. Their „Outside the Inbox“ evangelist Luis Suarez has already been preaching for a business world with less emails. We all know the reasons why he was addressing this. People get approximately 127 emails a day. This means emails kills 28% of our daily work-time, and thus of our daily productivity.
With IBM Verse the software technology company wants to shift productivity. Creating a more effective business culture is the aim. From Ed Brill’s perspective, he is IBM’s social business transformation specialist, email should function as a transmitter. Email today should be serving notes like a private letter what Goethe used to do in hand-written form: delivering private information.
„Email is the service forever. But it needs to be a personal service.“ Dr. Peter Schuett, IBM.
Focussing on the new software solution, I brought up the question in which way this is a revolution to email communication. Ed Brill emphasizes that IBM did not want to reinvent the email. IBM wished for a better email. However, IBM wanted to create a new intersection of email, calendar, social media and analytics. That’s what they have done with IBM Verse.
When I showed a bit of my disappointment around the new solution’s capabilities in terms of being an aggregation platform for direct messaging and functionality as an inbox management system in general, Ed Brill rearranges my expectations in bringing the metaphor on suits which might all look different in design but are in a sense all alike from the amount of innovation in style and structure. And by the way, the power users of enterprise email are still personal assistants.
True, sometimes people forget where they stand in the evolution of modern communication. With their „People“ and „Analytics“ functionality, the modern way of a more personalized communication approach seems to get in that social direction in the future. At least, when we compare IBM Verse and Facebook from a superficial point of view. With IBM Verse people also move into the centre of the communication universe which is meant to map the efficiency form content to people. IBM Verse „People“ learns to show the users dynamically who is important to their communication, by hour, meeting and topic of conversation. Obviously, users can also change that and arrange it according to their premises. The world of communication gets filtered more and more.
IBM Verse is definitely a big evolution step in email communication. Still, they could have made it a bit more of a revolution in delivering a multi-messaging and communication management platform in my eyes which integrates direct communication via Facebook, Twitter and others.
Brill agrees that when CEOs wanted to spread the word around some company, product or people changes in the company, IBM was about to use email for that communication. Today, via IBM Connections -the internal use of their own company community platform- gets 7 Mio. accesses a month, and the CEO messages will reach (and achieve more feedback) more people via internal social messaging than via email in the past.
Nevertheless, the two gentlemen did not want to commit to a statement whether IBM Verse and IBM Connections might become one platform in the future. But the approach to one collaborative workplace platform, serves the option to have fewer apps in the future. But hey, there is hope: „Rome was not build in one day!“ summarizes Schuett in the quick Snapshot video interview in the end of our interview, and smiles.
It’s hard to look into the future, or claim how the workplace could look like in 2020. And that in mind, although I get invites to different event looking years ahead and telling us, which technology will rock, which cloud model will be staring, and how friendships might die as of millennials heading towards a straight career, and forgetting the working colleagues, they have held close for years.
Still, certain drivers of change become more and more obvious. With the increasing advent of mobile and cloud systems in companies, some smart machines, sensors and systems will replace workload from people, and probably also erase some job profiles. And automation will organize a lot of processes that will connect the world around us.
What I see from our consulting business already today is that „sense making“ and „social intelligence“ has still often not found it’s way towards board rooms. Sometimes this is based on the missing people, sometimes just it’s a matter of traditional management methods that block the change process as of company or personal politics.
Furthermore, I can see that „virtual collaboration“ is desired in many companies. Still, the culture of training and changing the mindset as a basis for this capability gets not the right support and budgets from top management. Finally, „cognitive load management“, the challenge to filter information from importance, was an approach I thought of in my vision of the Personal Web Manager some years ago. It will come, I am sure…!
The guys at Top Ten Online Colleges have create an infographic which summarizes the top 10 business skills for 2020. Have a look and tell us what you think!
If you are a great marketer, you always want to be ahead of the curve with your marketing team. But what talent ingredients does it need today to be among the leading experts of modern marketing? eMarketer has just come up with their latest „Skills of the Modern Marketer“ report.
In this report we get to know the skills that senior marketers have to achieve or to be coached for in order to manage their teams correct supported by the latest trends. And it becomes clear that it is not only about knowing the right marketing tactics and trends, we also have to shape our personality with empathy, adaptability and collaboration skills. And furthermore, it has become a challenge to understand the latest marketing technologies and how they can foster the ROI of your business.
The following infographic summarizes the report and the findings, based on interviews and a survey with senior level marketers.
Stop reading this blog post if you are a Facebook fan. You might hate it. You might like it. Stop it! You won’t? Well then, don’t try to be a consultant and just read this and act like a Facebook user. This is our idea how Facebook could become even better…
When I wrote about The Social Globe -a world of paid social networks- some years ago, people called me „mad“ and „crazy“ teasing such „wild“ and „early“ paid ideas around social networks. Sometimes, I wondered why The Social Globe – a „network“ of social networks like the broadcasting network Sky (earlier Premiere in Germany) never kicked off, bearing in mind all big social networks needed revenue. Maybe it was too big an idea. Maybe too superficially explained. Maybe… Whatever. I never found an answer. Well, maybe one. All major networks want to outplay their competitors. Collaboration is out. Although, we all have the social media philosophy in our heads: Sharing is caring. It does not count for social networks it seems.
Some years are gone since, and we all think about and discuss the value of Facebook. We wonder about it’s algorythm deciding what we see, watch and read. And we blame their advertising programs which often don’t make the user happy, nor does it seem to meet the personal targeting criteria. Well, in case people even notice the ads.
Traveling a lot, I have discussed a new monetization approach with social media and social networking insiders all over Europe. What happened if Facebook would change their business model according to the following „freemium“ scenario. Yes, I know that Mark Zuckerberg has said, Facebook will never cost the user anything.
But what is the value of restricted and filtered content? What if I cannot see the content of my real friends? What if I don’t see (the ads of) my favorite love brands anymore on Facebook? What if Facebook loses it’s personal benefit and value for me more and more?
So, this is the moment of truth. Users get two account options on Facebook in the future…
a) Free Account
Filtered user account. Ads and branded content to be displayed according to Facebook’s targeting system. Facebook decides what content the user sees. Who your „real friends“ are is decided by the algorithm.
Costs: 0 EUR per month
b) Paid Account
Unfiltered user account. Opportunity to personalize the own stream. Ads and branded content of the user’s favorite brands will be displayed according to their love brand personalization. The users decide what content they see. Who their „real friends“ are is decided by the user.
Costs: 1 Dollar per month
Facebook has opened up a new field of communication, a new way of bringing people closer to each other. No matter how far separated they are. It is a great way to make us aware how close we are living, breathing and experiencing our daily lives.
The idea of paid for Facebook accounts is out there to being discussed. Go ahead and give us your thoughts.
Maybe this is the start of a new way of thinking about Facebook. Maybe we can start a real discussion on how to make Facebook a better social networking place with more personal value, less self-glorification, and so on. One that leverages „real“ personal connections.
Would you use such a paid version, or stick with the old free account?
dmexco 2013 is over.
The growth trend of the digital marketing show is impressive and continues to write a promising history.
Visitors: 26.300 – increase by 16% compared to 2012
Exhibitors: 742 – means over 164 exhibitors more than 2012
International attendance: approx. 25% of visitors and of exhibitors
Satisfied visitors: More than 80% were happy with the event and exhibitor presentations
Future of Digital Marketing
1. „The era of digital marketing is over. It’s almost dead. It’s now just brand building.“ Marc Pritchard, P&G http://bit.ly/15eHlWR (Tweet by Armando Alves) – Watch Closing Keynote Day 1
Future of the Moment
2. „Twitter is a reflection of our individual and shared moments, which is why it gives all of us, including brands, the opportunity to engage and to act. In short, it allows us to be in the moment.“ (Quote by Katie Stanton) – Watch Closing Keynote Day 2
In another year as a co-moderator of the dmexco conference program, it was a great honor to moderate
the „Women Leadership Table“ for the second time – this year Denise Colella (Maxifier), Noelia Fernández Arroyo (Yahoo!), Anne Frisbie (InMobi) and Ashley Swartz (Furious Minds) attended. Thank you ladies, you were smart and know why analytics, mobile, social, and content seed the future of brand success.
The moderation of the panel „Realtime Branding“ (Social Media) was a great pleasure for me. Here we had Sarah Wood (Unruly), Surjit Chana (IBM), Brian Goffman (LinkedIn), Holger Luedorff (Foursquare) and Markus Spiering (Flickr/Yahoo!) at the dmexco bar table. Learnings? If there was a network with a limitation of 50 words, they would be able to manage it perfectly. Just watch the debate until the end to get their expert view on what you as a marketer should invest in to leverage social media.
The challenges for brand marketers haven’t changed massively since 2012. Big Data is still rocking and not yet fully understood in companies in terms of how to make use of it in the future. In case they are seeing the benefit, they still need to hope for a value chain between publishers, agencies and the LUMAscape players to cope with the evolution of adtechnology – and some will still try to find an agency to manage the data for them. Marketing and cloud services might become a new opportunity to analyse and measure the data for a clever strategy between going to market with long-term „content strategy“ (community, monitoring, pull) and the short-term „campaign“ (banner, SEO, push) approach – whether in social commerce, mobile or social. The digital future will remain exciting – stay tuned.
Looking forward to the next dmexco in Cologne, September, 10. and 11., 2014 – CU there!
The management view of the future workplace is still not yet fully evolved to a real social workplace. The main concerns are still loss in productivity and security concerns which still don’t give employees access to social tools. This is the main findings of a new study commissioned by Microsoft. However, employees (40%) still believe that there isn’t enough collaboration in the workplace.
The question managers asking themselves remains whether social tools help foster better teamwork, or not. And whether here lies the disconnect between employees and the management, and where companies should have a look at when they want to detect the reason why employees brought their own technology and software to the modern workplace. Via social networks and testing them out, employees found tools to share content, communicate across business borders and grow business through networking.
The report with nearly 10,000 respondents in 32 countries states that 34% think their company underestimates the benefits of social technology. The misperception of management versus social tools becomes more obvious when 37% believe they could perform their jobs better if management gave access to the use of social tools.
„Freemium products let employees try new tools in small groups before the IT department even knows about them. Work is becoming more global and less routine. People are more dispersed than ever and there’s a stronger need to stay connected regardless of location. The workplace is changing, and that’s causing tension.“ Microsoft’s Brian Murray, Director Enterprise Strategy, Microsoft.
Although the perception of employees remains positive about the value of social networks, management stays resistent to change their attitude towards social workplace. Probably as they are backed up by Gartner reports concluding that 80% of enterprise social networks won’t deliver real business value. The Strategy Web would argue that most managers have never thought about getting a deeper insight in a social business strategy, hene the social workplace opportunity.
The question is whether it is just easier for managers staying away from a cultural change and all it’s implications like new technology, training and management coaching? But maybe some managers want to answer this question after reading through this infographic…
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.
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.
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.
„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.
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…?!
Most professors might answer in a diplomatic manner: „There is always two sides of the coin!“ Smart bloggers love to look into the future and prefer outlooks to reviews. However, those always rely on findings and insights which bring them to life in the end.
So, I have dared to head for an outlook in 2015, into the future of web strategy. As many managers are not quite familiar with the term „web strategy“, let me define it our way. In 2012, we have often realized that there is quite some misunderstanding what web strategy really means:
„Web Strategy translates the organisational targets and values in roadmaps for the top management and their teams in terms of all generated and doable business processes via the Web. Web Strategy creates a picture of the future of client communication which connects the networking trends of the Internet and the tools of modern web development with the individual business tactics of a cooperation in order to develop a superior company vision. ©The Strategy Web GmbH 2012“
Bearing this in mind, I have written a blog post that defines a futuristic view on some new job titles. It shall illustrate which old job roles might become critical as well as which new challenges arise in companies when changing or restructuring organisational frameworks in companies. So, let me define some new job roles that clever managers should be thinking about. Each top management should be thinking carefully whether or not they will need one of these job roles in their company. I am quite sure that these job roles will become important in the future on web strategy.
And don’t be surprised when I give those job roles kind of a hierarchy. The formula behind it is quite simple…Knowledge x Data x Content x Culture x Clients = Company Success
a.) Corporate Knowledge Officer
The main challenge for any HR department is to tie the pearls of the corporate value chain long-term. These employees are the knowledge of the company, the pillars of productivity. If one of those pillars leaves the company behind, the person takes the knowledge with them, and often all of their knowledge gets lost. But what if employees understand that the feeding hand of a company offers less pension protection by 2025? What if by 2020, Millennials, the generation that will make up almost 50% of the global workforce, will deny the traditional workplace mentality and start making their knowldge available more on a project basis? What if knowledge workers stop working for one company but prefer to share their knowldge in a „buy-my-brain“ mode?
Leaders who believe in Social Business, those who want to secure knowledge and make it „always-on“ available shall consider the position of a Corporate Knowledge Officer. They are game changers for analysts, market researchers and leading consulting corporations.
b.) Corporate Data Scientist
The world speaks Big Data. Buzzword or biz value? There were not many words you could hear in 2012 at web events, where „web stategy“ still often is a foreign word. Why Big Data rules? Well, just look at how much data is being generated in 60-Minuten on the web, or how fast reactions and conversations evolve. That’s why data is becoming a challenge for the whole value chain of the company. However, which business is able to accomplish a job role which is said to become one of the sexiest in the future according to Harvard Business Review? Where is this person located in the excel sheets of businesses that unites the capabilities of a logician, explorer and mathematician in one person? There are not many avalaible yet. Corporate Data Scientists are those brains who know how to turn the process of 0 and 1 upside down in order to draw some conclusions for new content and values.
Leaders that don’t want to stop at data mining or business intelligence processes should figure out the value of the Corporate Data Scientist. They are challengers for PR and marketing decision makers who need to prove their credibility by showing facts to their CEOs.
c.) Corporate Content Officer
Content forms data. The problem? Content is the weakest production department of companies. In most cases PR experts or publishing houses have taken over the content production. Although most media companies are struggling themselves with unique content generation. But who is meant to do the content research? Who is able to write and schedule stories? Who can prioritize, aggregate and curate content? And where will companies find the publishing expertise to become a media company? If content marketing is the future, who will pioneer on the path from PR and marketing to the journalistic hybrid of corporate publishing and community management in the company?
Leaders who see conversations as an opportunity and understand the sense of integrated communities in websites will evaluate the position of Corporate Content Officers. They are the media coaches and editors-in-chief of businesses who bring all company departments to produce content for their special business area.
d.) Chief Culture Officer
The modern development in content and data generation as well as a new understatement for knowledge management is walking on the stage of change management. A stage that Grant McCracken featured in his book. Employees need to find the deeper sense in the evolution of new platforms in business processes. Employees need to understand the complete benefit of tools and tactics before they will be forced to make use of them. Especially, for those employees who do not like email communication but shall start working with communication streams and updates all of a sudden. Stream-Working is a culture of openness and transparency which is not everybody’s friend. And sometimes the best lighthouses might not embrace those changes.
Leaders who know about the challenges of working with multiple project platforms will appreciate the additional benefit of a Chief Culture Officer. This job role will be the prolonged arm of the management team, the „personified culture geek“ and at the same time working very close with the HR team.
e.) Chief Customer Officer
Customer change the rules of the game via open communication, praise and critic. What was top-down is now bottom-up. Customers are kings. A sentence that made people cry some years ago. Today, the 3R’s of the social customer -Rating, Review, Recommendation- make managers and leaders start crying. They let whole revenue streams start shaking at times. Those managers who get their experience from digital conversations with customers, who appreciate when data becomes content, and who create a culture of cooperation and collaboration, then you live and breathe the values of empathy that customers are longing for. Then companies create the right fascination for brands, products and their own company.
Leaders who accept the community of customers as the ecosystem of perception, and who believe in brand advocates, critics and moaners as equal process partners will think about integrating a Chief Customer Officer as an institution that is meant to drive business growth. They will be game changers for sales people and customer service employees.
Never before have I spoken about and discussed so much about new job definitions and job roles in my life like in 2012. On congresses as a moderator, on B2B events as speaker, or as a rebellious start-up panelist.
Will one or some of these job roles become reality? You decide…