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…
All people engaging in the Social Web are eager to pull, push and share all kinds of specializing topics in different areas of thoughts, interests and visions. In some way these people define a new development where the work of generalists is being cut into workload of networks of narrow experts or specialists. At least, Tom Malone, professor at the MIT Sloan School of Management and author of the Harvard Business Review article „The Age of Hyperspecialization,“ sees this trend and explains in an HBR video why breaking jobs into tiny pieces yields better, faster, and cheaper work.
Malone sees the key „trend“ behind this movement in „cheap communication technology“ brought to us all over the world – more or less instantly and costlessly. Having said that, Malone’s illustration of scambled eggs being made ready to eat via the locations, Boston, China, Moscow, Paris and Singapore shows the limitation in the theory. For „brain workers“, it definitely makes sense and is a valid and applicable theory. Managers need to figure out how to break up traditional single job descriptions into pieces of hyperspecialist work and maybe rearrange their business processes if they want to make use of hyperspecialization.
What I definitely see is greater flexibility for employees in this movement. The development offers also some massive opportunity for freelancers being integrated into different projects. Thus, I would ask, whether the work of employees, sitting in office, could not easily be outsourced to even more specialized freelancers. Or if it will be more difficult to coordinate these specialists? Or would this be the work of a hyperspecialist again?
Is this really a new trend? Is this the normal evolution of worklife and business? Is this another step towards workplace 3.0, the mobile workplace? How do you see that…?
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