Your source of insights for a successful digital transformation.

Dario Melpignano

Dario Melpignano

CEO and Founder at Neosperience Spa Digital Customer Experience Executive Entrepreneur and Investor

Recent Posts by Dario Melpignano:

The Top 10 Strategic Technology Trends For 2019

 

Gartner has just released its insight for the ten key trends you can’t afford to ignore in the next year. These Gartner Top 10 Strategic Technology trends are expected to impact and transform industries through 2023.
The core concepts presented are all about shift and change and disruption, as technology is becoming an inextricable part of our world.

Three themes dominated the speech:

  • Intelligence. Increasingly the engine that drives future capabilities. An intelligence-ai driven future;
  • second is digital, in an increasingly blended fashion;
  • then mesh, as the importance of ecosystems.

In 2019 we will look at these three things coming together in an increasingly integrated fashion.

1: Autonomous things
Whether it’s cars, robots or agriculture, autonomous things use AI to perform tasks traditionally done by humans. By 2021 10% of new vehicles will have autonomous driving capabilities.

2: Augmented analytics
Data scientists have increasing amounts of data to prepare and analyze. Organizations can miss key insights from hypotheses the data scientists can't explore. That’s why “By 2020, more than 40% of data science tasks will be automated.”

3: AI-driven development
Developers will embed AI into applications and use AI to create AI-powered tools for the development process.

4: Digital twins
A digital twin is a digital representation that mirrors a real-life object, process, or system. The focus today is on digital twins in the IoT, which can improve enterprise decision making by providing information on maintenance and reliability, Expect this to grow in 2019.

5: Empowered edge
Expect information processing and content collection and delivery placed closer to the sources of the information, with the idea that keeping traffic local will reduce latency. “Technology and thinking will shift to a point where the experience will connect people with hundreds of edge devices.”

6: Immersive technologies
Conversational platforms, which change how users interact with the world, and technologies such as augmented reality (AR), mixed reality (MR) and virtual reality (VR), which change how users perceive the world, will lead to new immersive experiences.

7: Blockchain
The blockchain is a type of distributed ledger, an expanding chronologically ordered list of signed, permanent transactional records shared by all participants in a network. Expect blockchain to take off in many industries in 2019.

8: Smart Spaces
Connected to the digital twins concept, a smart space is a physical or digital environment in which humans and technology-enabled systems interact forming an open, connected, coordinated and intelligent ecosystem.

9: Digital ethics and privacy
Customers will have a growing awareness of the value of their personal information and will be increasingly concerned with how it’s being used

10: Quantum computing
Still not ready for prime time, quantum computing will evolve, as an exponentially scalable and highly parallel computing model.

Last but not least, seven digital disruptions you might not see coming in 2019, as they are infused in your day-to-day experience, and their expected impact:

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Topics: customer loyalty Digital Customer Experience customer engagement digital transformation Innovation

Gartner Symposium - Strategic Predictions For 2019 and Beyond

 

The future is filled with disruption. But pending disruptions are taking on new forms. This is the tipping point for Gartner's keynote about top strategic predictions for 2019 and beyond, live from Barcelona.

In essence, here is a selection for you of the most relevant insights from Gartner Symposium/ITxpo. 

  • AI evolves into augmented intelligence and is affecting human lives as the presence of technical skills is slowly increasing within organizations.
  • People-oriented cultures resist the dehumanization of the individual, and as a result, culture and privacy become more and more connected.
  • Processes become products, and markets consolidate as customers continue to adopt new technologies.
  • As a result, all organizations have explore AI steadily, and both develop and supplement AI skills with AI automation technologies provided by expert vendors in the different fields (i.e. digital customer experience.
  • Acting more and more with a systemic vision, organization have to learn how to introduce products based on internal processes and data by leveraging the cloud and ecosystems of digital giants.
Topics: Innovation digital transformation Digital Customer Experience

This One Key Habit Will Make You Attract Immense Success In 2018

The new year has started. Time of resolutions. And thinking about my professional purpose, which is to empower people's lives with technology, I have come to reflect on how I can be useful to you, to help you deliver a higher value and impact.

We interact with one another in an increasingly digitized world. Constant interruptions, leaving messages unanswered, and lack of interest have all become the norm in our society, overflooded with mobile devices and screens. But is this what you want? And if not, what can you do in 2018 about it?

Digital incumbents' engineers and designers have worked hard in these years to make email, Snapchat, Facebook, Instagram, Twitter and other tools addictive. They reward you through the neurochemicals you experience when you use them. They give you the illusion of accomplishment and productivity and supposed social connection.

Out for dinner? Instead of talking about the food, you post a picture of it online. Missing family? Instead of calling your dad, you send a message to update him on your life. At a party, you are busy sharing the experience with your friends online instead of talking to other people there.

At home and at work, even as you sleep, your devices – the smartphone or tablet – attach to you and surround you. Your apps buzz, beep and ring at you, and even when they don’t, you can’t resist their allure and reach your smartphone for your dose of dopamine, as you do with a delicious croissant.

Your costs, though not evident, include a lost ability to converse or relate in person and a loss of empathy quotient (EQ). In your organization, such behavior leads to declining morale, less creativity, little collaboration and lower productivity. Your friendships fade as once-deep conversations grow shallow and disjointed. Once you lose the ability to relate effectively in person, you hide behind your devices all the more. 

Research shows that once you are interrupted, it takes 23 minutes to get back to the performance level you had beforehand. Learning to unitask is difficult, especially if you are younger than 40 and raised on the multitasking myth, but you can “rewire” your brain with practice.

Your work in 2018 requires from you more focus, time and reflection. As Cal Newport explains in his book, Deep Work:

The ability to perform deep work is becoming increasingly rare at the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive.

If you can set strict mental boundaries and commit to intensely focused work times, I promise you will shine in 2018.

Now that year's end is passed and as you have to regain optimal weight :) more critical: you have to cultivate your brain's shape.

Yes, you are vulnerable to the emotional gratifications that your phone offers – as you are neurochemically rewarded when you attend to its constant stimulation.

Technology promises to supplement your life, but often it ends up changing or controlling it. Texting disrupts conversations; emerging AI supplants human caregivers. Algorithms collect and analyze everything you do online and predict what you want.

Not all this is bad, but now is the time to think deliberately about your behavior. Put your phone out of sight and talk to your kids, partner, and co-workers. Spend more time alone, either thinking or daydreaming. Talk to people who don’t share your views. Demand more transparency from the Big Four (Google, Amazon, Facebook, and Apple). And most important, set aside time for real, eye-to-eye, conversation with human beings. Those empathic, mind-enriching conversation that you cannot have with Siri, Cortana or Google Now.

My good news to you is that you don’t have to give up your smartphone. If you understand its profound effects on you, you can approach it with greater intention and choose to live differently with it. I hope this can be - together with me - one of your resolutions to gain success in 2018.

 

Download The 7 Pillars Of The New Customer Loyalty to define the foundations on which to build your engagement and loyalty strategy, create innovative experiences and establish a lasting and valuable relationship with your customers.

The 7 Pillars Of The New Customer Loyalty

Topics: Human Capital Management

Emotions 2.0: A Science Of Sentiment Primer

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Let me take you on a walking tour through the gardens of philosophy, psychology, neuroscience, not to mention popular culture. It's just a three minutes walk that you won't regret.

Emotions are an evolutionary necessity that plays an essential role in ensuring human survival. Some basic emotions seem to be hard-wired into our human species, innate and invariable, notwithstanding cultural differences. In example, fear and anger have helped human survival by encouraging reflexive flight and hard fighting.
Enlightenment philosophers recognized that emotions are necessary to human life and to the cohesion of society. But as this understanding started to widespread, Romantics opened a breach between reason and emotion by extolling emotion.

Scientific investigations during the 1990s shed new light on the emotions and revealed them to play a major role of the human mind. Anthropology, cognitive psychology and neuroscience all contributed importantly to this understanding.

For example, until recently many scientists thought that emotions were a product of culture and that people from one culture would no more recognize emotional expressions from another culture than they would recognize words from another language.

This today seems incorrect: a few basic, shared emotions apparently are "hard-wired" to the human species, suggesting that emotions are not an impediment to survival, but a necessity.

In our "age of the customer, of abundance, of the fourth industrial revolution", emotions seem so essential to intelligence that efforts are underway to develop technologies capable of experiencing and communicating them.

In example, at Neosperience we are doing some incredible research on mobile and social customer engagement and purchase behaviors and:

- Big Five: a widely examined theory that analyzed five broad dimensions to describe the human personality and psyche: openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism.

- Locus of control: the degree to which people believe that they have control over the outcome of events in their lives, as opposed to external forces beyond their control that they cannot influence, or that chance or fate.

- Need for cognitive closure: the individual's desire for a firm answer to a question and an aversion toward ambiguity.

If you agree upon the fact that building a great “Customer Experience” is so important to your company, then you recognize how customer emotions play a pivotal role in the purchasing experience. More than ever, today you have to understand and drive the important clusters of emotions that either destroy or drive added value and create loyal customers.

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Emotions have an extraordinary ability to focus the mind. Moods, longer-lived than emotions, are similarly effective, for better or worse. Depressed people tend to focus on failure. Anxious people focus on safety. Emotions also influence memory. Individuals in an upbeat mood tend to remember happy things; those in a sad mood recall sad things. Psychologists call this "mood-congruent recall."

Thus, emotions color the way people perceive others. An individual in a good mood views people more positively than does someone in a bad mood. Anxiety, which seems to bond people, is paradoxical. Consider the "Stockholm syndrome," which occurs when hostages show deep concern for their captors.

Those who lose part of their emotional capacity through brain damage tend to be easy victims for the unscrupulous. Forced to rely entirely on their logical reasoning, they make disastrous choices about whom they can trust.

Emotions even affect our proclivity for logical analysis. People who are in a good mood and have little time are apt to accept weaker arguments than people who are in a neutral mood or who have more time to consider the arguments.

Emotions are valuable and necessary. German researchers find that people who deal with several choices by picking the most comfortable, familiar option, tend to make better selections than people who take time for careful analysis.

Overconfident people may attempt more than reasonably reserved people. Although the latter may make more factually based judgments, overconfident people will succeed some of the time. Their very overconfidence may help them gain the trust of potential allies and helpers.

By training yourself to eliminate thoughts that provoke bad moods and to encourage thoughts that foster pleasant emotions, you may be able to gain some measure of control over our emotional state and lift yourself to become more productive and happy in your personal and professional life.

Blaise Pascal was right, after all; the heart has its reasons, and they may be completely beyond the reach of reason.

 

Download The Mobile Engagement Playbook, a collection of relevant insights based on many years of Neosperience's expertise that'll help you to overcome the challenges of the digital transformation and grow your business exponentially.

Get The Mobile Engagement Playbook

Topics: customer engagement Digital Customer Experience Customer Journey

How To Monetize The Membership Economy Revolution

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Today, ownership is out. Trends show that more and more consumers want temporary access, not permanent ownership. And within this changing landscape, membership-oriented businesses are king.
 
Many companies in many different sectors have understood this trend and are creating an incredible value cultivating and nourishing their customer bases, bringing them to the membership economy.
 
In this article we outline key strategies and tactics based on real-world examples to help you successfully building a membership organization from scratch, or transforming your existing business.
 
Jeremy Rifkin had predicted all this in his 2001 visionary essay: The Age of Access.
 
It took longer than he had imagined, but this time has come. Maybe not for all businesses, but certainly for the smarter ones. Are you one of these or do you want to wait and risk becoming obsolete? As William Gibson said: the future is already here — it's just not very evenly distributed.
 
The generations who’ve matured during the Internet age grasp the differences between “top-down, enclosed and proprietary thinking and owning” versus “lateral, transparent and open thinking and sharing.”
 
The next big, Internet-enabled Third Industrial Revolution will show trends like “distributed ownership”, “on-demand creation” with emerging technology like 3-D printing, and a pivotal “subscribization of everything” societal trend.
 
During the 20th century the confluence of electricity, the automobile and suburban construction contributed to a Second Industrial Revolution that generated unprecedented levels of growth and wealth in much of the world. But it also generated a legacy in the shape of businesses as we know them.
 
The information and communication technology revolution that began in the 1990s has not reached its full potential because of this legacy.
 
It has been necessary more than a decade so that Digital connectivity, smartphones and cheap cloud storage and processing power paved the way for an evolved business model now called the “Membership Economy.”
 
Some software businesses, such as Microsoft or Adobe, are now subscription-based. Others incorporate membership options and principles into existing structures. Membership organizations, like Netflix and Spotify, build ongoing, mutually beneficial relationships with members.
 
As we recognize that software has eaten the world, and every company is now a software company, it’s easy to understand that this model is having profound effecst on society as the first two Industrial Revolutions or the spread of the automobile.
 
The “Subscription Economy”
 
Netflix and Spotify media giants show how subscription businesses differ from membership organizations. Their subscribers gain access to hundreds of movies, shows and songs, but a subscription means more than simple access. You can talk about shows with fellow users, you develop a feeling of loyalty about the companies and you enjoy being part of the Netflix and Spotify families. You share personal information with the companies in exchange for this connection. They harvest the data and create personalized recommendations based on your past choices.
 
In other words, the recipe, simple to state and demanding to be realized, reads as follows: any customer-centric business that develops continuing, formal relationships with customers is a membership organization.
 
Connecting fulfills a human need. The emerging membership economy includes YouTube, news apps and sites to shave (subscribe to the regular supply of razors), cut the grass. Existing businesses of all sizes can incorporate the principles of this economy. For example, some Silicon Valley salons offer subscription haircuts.
 
Smartphones enable people to participate in membership companies whenever they want, and the processing costs are low. Customers react with these companies and provide real time input, create content, and build relationships with brands and fellow users.
 
The “Sharing Economy”
 
The sharing economy is an offshoot of the membership economy. People capitalize on the inherent value of their expensive assets by “sharing” them with others for a fee, like Airbnb (home sharing) and BlaBlaCar (car lift). Sharing firms use traits of the membership model to create communities and forge trust. The traditional “ownership economy” operated on the principles of “rate, transaction size and economies of scale.” The sharing business model works on the access end of the ownership-and-access continuum.
 
Humans yearn to be connected and to gain energy, knowledge and comfort from others. Based on this assumption, based on 5 millions of years of evolution of our species, the membership economy builds relationships with customers over time. Members relinquish personal and behavioral data to belong. Members value on-demand access, micro-payment plans and relationships with the organization and its other members more than the security, privacy and control that ownership provides.
 
In turn, membership organizations benefit from predictable, recurring revenue and mutually beneficial relationships with their members, which strengthens the organization’s brand bottom-up. Companies can tailor offerings to their customers’ needs by gathering data about their behavior and their purchases.
 
Go Beyond The Loyalty Program
 
Loyalty programs are commonplace, and many people have several cards stuffed in their wallets. While most loyalty programs give away a free product after a certain number of purchases, many companies use their programs as marketing tools and vehicles for collecting customer behavioral data. Starbucks expanded its loyalty program to resemble a membership organization. Users who register their rechargeable gift cards online gain access to discounts and customized offers, and they get to try new products first. American Express is a traditional membership organization. Its slogan from 1986 to 1991 was “Membership Has Its Privileges.” American Express offers members various services, a range of products and a tiered membership structure. 
 
How to Build Your Membership Organization
 
Creating a membership organization requires inspiring everyone in your company to live and breathe the culture of membership. Customer retention, rather than customer acquisition, is the top priority. Tailor your offerings to meet the evolving needs and expectations of your targeted customers, and track metrics for customer satisfaction. Connect all of your products, services and consumer interactions to attract new members and retain existing ones.
 
Then shape your membership organization’s engagement process like a funnel. At the top you draw the awareness of your prospects, tapering through the trial and sign-up stages, to a smaller number of loyal members at the base. The funnel becomes like a chute when it maximizes the number of potential customers in each phase, identified as buyer personas and along their circular customer journey. Then focus most of your efforts at the base of the funnel to meet loyal members’ expectations and deliver the brand promise to new ones.
 
Evolve Relationships and Monetize
 
When the member-to-benefit ratio is high, people stay engaged and satisfied. Your challenge is to craft the right message and deliver it to your target audience at the right time. Test your strategies and messages with small sample groups to get your communication and timing right. Constantly leverage key capabilities like A/B Testing. Make sign-up “frictionless.” Enable people to engage immediately, welcome them and thank them for enrolling. Provide something of value right away.
 
Continue to reward desired behavior. Enhance members’ experiences by using data analytics to customize your products for them. Encourage a two-way process by giving and receiving feedback and asking for referrals. Monitor the funnel, evaluate the metrics and refine the marketing. Your goal is to retain new members for at least a month, so they become accustomed to participating and it eventually becomes a habit.
 
Your possible revenue models include:
  • “Subscriptions” – Most membership organizations follow the subscription model. The frequency of payments may vary, but subscription income is recurring. The decision about how to schedule member payments – annually, monthly or more often – depends on your individual company’s research. Many firms offer tiered pricing and charge a base price with options for upgrades depending on usage and need. Subscribers assume that membership companies will maintain their value and update their offerings.
  • “À la carte services” – Members purchase one-time-only or specialized services as needed. For example, a health-club member might pay for a fitness assessment.
  • “Ancillary products” – Offer products related to your company to your members. For example, art museum gift shops offer prints or cards showing the museum’s paintings.
  • “Partnership streams” – Cross-marketing or providing space or referrals to a business that’s a natural partner can increase your commissions and fees. For example, a hotel might allow a car-rental company to operate a desk in its lobby.
  • “Aggregated analytics” – The value of members’ personal and behavioral data opens the door to new sources of revenue. For example, LinkedIn compiles data about the employees of a company that the firm can analyze for further insights.
  • “Advertising” – Specific audiences may find advertisements beneficial. For example, a vacation resort may show ads for local attractions.
The first challenge that your new Membership Organization will face is attracting enough members to create value and offering full benefits from the first sign-up. Begin with a simple concept, test continually while you’re still small and capitalize on viral growth. For instance, LinkedIn kept its initial offering simple, just providing members with a place to share résumés. As membership grew, it added services and benefits.
 
Regardless of which growth approach you choose:
 
  1. Establish a culture oriented toward membership from day one.
  2. Support the vision with a powerful Digital Customer Experience technology like Neosperience, integrated with a solid back-end engine like Zuora, to keep processes from commerce, to billing, to finance aligned.
  3. Be humble and flexible: we are all learning in this new market space. As some people prefer all-in subscription models, other are more open to obtaining the products and services they want on an micro-payment pay-per-use basis.
In the years to come people will be we’re much more attracted to brands that advertise experiences, relationships and belonging than those that simply sell a product.
 
It’s a fundamental change in the way we think, that was made possible by the explosion of apps like Uber, Netflix and Airbnb. These companies, which hold onto your credit card information in exchange for being “there when you need it," helped create a virtual culture of trust.
 
Now it's your turn. Become part of the game before it's too late.
 
 

To help you provide a strategic advantage to your organization, Neosperience has crafted the first DCX 7-Steps Checklist, with requirements and insights for a successful digital transformation. Download the free guide here:

Download DCX 7-Steps Checklist

Topics: Digital Customer Experience Innovation Mobile customer engagement

Make The Digital Customer Experience Of You Your One Big Thing

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Among the innumerable truths that Shakespeare told us in his vision of life and humanity, in Hamlet he offered one of his sagest counsels: “Know thyself and to thine self be true.

If you don’t understand what makes you uniquely you – if you don’t know yourself – how can others perceive your greatness, your unique and distinctive value and contribution? Make the digital customer experience of you your One Big Thing.

For professionals and companies, being the distinctive exception means delivering value to your clients or customers. And while more in general you are the sum total of your genetics and environment plus your personal push, I’m more interested here in understanding how you move past your genetics and environment to chart a course that brings out your potential for genius and unique contribution to society.

You, as most of the people, have a huge unused potential. Look at any young child at play and you will see a genius at work. It is estimated that 98% of five years olds score higher in the creative genius range on standardized tests. By age 10, only 32% achieve this. Where has all the genius gone?

Some researchers believe that the capacity for genius is actively programmed out of us as we advance through formal education. By teaching us to conform at every step of our development, society is cutting away those brain synapses, which form the basis for the creative genius you were. As an adult, the paths you choose are limited by this earlier cutting.

Nature, nurture and navigation — instead of working together to create unique individuals with vast potential — work in opposition to each other, creating adults with vast amounts of unused potential that are just about average.

But what does this mean to you today? Is it too late to change your potential and leverage the huge innovation that has been made available to make the difference? The answer is yes and no.

You cannot do a great deal to change how nature or nurture have framed your essence, but you can master today’s navigation choices. And you can answer a first big questions: “What am I supposed to do with my life?” Where do I excel and what could I be “the best in the world at doing?” This question addresses your primary strengths.

If you can answer this first big question, you are on track to finding your purpose in life – your “One Big Thing”.

The second big question is “How do I get noticed?” – that is, “How do I get my voice heard?”, “How do I get my One Big Thing on the other people’s radar?”, “How can I deliver the best digital customer experience of me?” This second big question is as important as the first. You may know what your purpose should be, but unless you stand out from the crowd, in a world where it is increasingly difficult to do so, your One Big Thing will never become a reality.

Discover your One Big Thing, your special purpose – the niche that is perfect for you – so you don’t waste your years going up and down like a jojo devoting your precious time to other’s matter that do not interest you, if not to take home a salary; but we both know that this may not be enough.

When you discover your purpose and take active steps to pursue it, you will become filled with energy, determination and courage. You will jump out of bed each morning, ready to take charge of the day. Your life will have renewed meaning.

And once you’ll have find you One Big Thing, or it will have found you, take care of Your Personal Brand, as the express checkout for you to live your life at ever increasing speed. Your personal brand should communicate something singular. Every aspect of your life and biography should support your brand. To build your brand, remember:

  • Visibility is just as important as ability” – you may be extremely talented at what you do and have a clear, meaningful One Big Thing, but if people don’t know about you or your purpose, you will never achieve your dreams.
  • You can’t brand a lie” – Be authentic. People will sense when your brand and identity do not align.
  • In a media-driven culture, being different is everything” – No one is exactly like you. Celebrate and promote your uniqueness. Communicate who you are and what makes you special.

As Helen Keller, blind and deaf American author, used to say: “Life is either a great adventure or it’s nothing.

Be epic. Make the digital customer experience of you your One Big Thing.

 

YOU MIGHT ALSO LIKE: Top 3 Digital Customer Experience Tools For Innovative Strategies

If you don't know who you are and what makes you special, you won't be able to build a compelling customer experience. To help you ensure a strategic advantage to your organization, learn about the DCX 7-Steps Checklist crafted by Neosperience, with requirements and insights for a successful digital transformation.Download DCX 7-Steps Checklist

Topics: Digital Customer Experience Innovation Branding Archetypes Storytelling Content Marketing

The Digital Customer Experience In The Age of Machine Learning

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The Digital Revolution has forged historic change. When we engage with the Internet with our smartphone, tablet or wearable, we don't see its physical infrastructure nor the code that lets it function.

We interact with the “whatever branded content we like, by pressing the elevator buttons without having to know how it works.” No one person or organization is in charge of the changes sweeping the world.

In this historically unprecedented, ongoing event, “hundreds of millions of people” collectively create the Internet and its contents. And when it comes to brands, from this collective behavior the Digital Customer Experience takes shape.

According to most observers, as early as 2025, most of the world will be connected digitally. Connections will become faster, cheaper and more functional. Everyone will have access to digital tools. “Global connectivity” will challenge existing hierarchies, forcing institutions to adapt.

In this scenario, starting as early as of today, computers can now teach themselves, and machines’ capabilities are beginning to surpass human potential.

The Age of Machine Learning will present a wealth of opportunities but the change will be enormously disruptive.

Programming a computer to execute a task used to require writing code that told the machine in minute detail what to do at each step, and you couldn’t develop a machine to do something you didn’t know how to do yourself. But in 1956, IT engineer Arthur Samuel “taught” a computer to win at checkers by programming it to play against itself.

The computer mastered the game and even beat the Connecticut state-level checkers champion in 1962. This just happened decades before Deep Blue won over chess champion Garry Kasparov: Samuel had invented machine learning.

Today, Google’s search algorithm is a famous example of machine learning.

Amazon uses a machine-learning algorithm to identify consumers’ preferences in order to suggest new products.

Machine learning is evolving rapidly. In 2012, computer scientist Geoffrey Hinton and his team developed a “deep-learning” algorithm to discover new drugs.

Moving forward into it, deep learning mimics the way the human brain works. By feeding data to the algorithm and allowing it time to compute, it can continually improve. Amazingly, none of Hinton’s team members had expertise in the life sciences. Deep learning has enabled computers to teach themselves to listen, see, read and write.

Software developers have built a speech-recognition applications that can listen to a person speaking English and articulate a translation in Chinese in close to real time. They also developed image-recognition algorithms that can identify objects in pictures with a better success rate than most humans achieve.

Stanford programmers developed an algorithm whereby a computer can teach itself to write a text description of an image that the device has never before encountered. Each of these functions has approached or surpassed human capabilities.

In the Industrial Revolution there was social disruption, but once engines were used to generate power in all situations, things really settled down.

But in the Digital Revolution, the disruption is much more relevant because it might never settle down.

80% of employment in the developed world has already been disrupted by computers that have just learned how to do: the things that humans spend most of their time being paid to do.

If you are in this 80%, just hope your boss doesn’t realize it too soon, and use time wisely to move quickly from this risky position.

Machine learning and deep learning have exciting potential. For example, an algorithm to aid pathologists has found that the cells around a tumor are as critical as the tumor itself when reaching a diagnosis. One machine learning team developed a system to identify areas of cancerous tissue under a microscope. The system now can execute this task as accurately as a pathologist can. Such technology, still in its infancy, promises to transcend human potential.

Alas, a large proportion of the world’s jobs is in services that machines have already taught themselves to perform. The machine-learning revolution will instigate turmoil that will never abate, so we must keep on learning to prepare for the imminent social and economic upheaval.

In the context of DCX, Neosperience’s Right-Time Personalization module in example can now leverage the same technology used for years by Amazon’s internal data scientist community: services that use powerful algorithms to create machine learning models by finding patterns in your existing data. Then, machine learning uses these models to process new data and generate predictions for your application.

Another technology we are currently investigating within our R&D is IBM Watson. Big Blue’s analytics platform, the one that famously won a Jeopardy showdown. Initial outcomes show lots of potential for delivering analytics insights to a raft of different organization and industries.

Whatever the technology and the technological partner you choose, machine learning will boost digital customer experience so that virtual and physical civilizations will affect and shape each other; the balance they strike will come to define our world tomorrow. And I really mean it.

 

YOU MIGHT ALSO LIKE: How To See Around Corners and Stay Relevant Towards 2050 Megachange

If you want to ensure a strategic advantage to your organization, discover Neosperience Engage, the end-to-end mobile marketing solution to help brands engage with customers by delivering personalized experiences to customers close to, or inside the store.

Discover Neosperience Engage

Topics: Digital Customer Experience Future Innovation Neuromarketing

Merry Christmas from Neosperience!

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This year we have decided to give our Customers the magic of giving a hand to people around the world who need to improve the experience of their customers.

We have selected Kiva as a non-profit organization with the mission to connect people through lending that leverages the internet and a worldwide network of microfinance institutions to help create opportunities around the world.

So if you are a Neosperience customer look for “Kiva” as subject in your mailbox and enjoy making the best use of your gift, listening to your heart ;)

To make your loan you can:

  1. Join the Neosperience Team on Kiva: http://www.kiva.org/team/neosperience
  2. Choose the borrower. Read through borrower stories of people looking for loans to grow businesses, go to school, switch to clean energy and more
  3. Make a loan. Click 'Lend' to make a loan to the borrower of your choice
  4. Get repaid. Get updates as the borrowers you support succeed and repay their loans. You'll see this money return to your Kiva account
  5. Repeat! When borrowers repay, you can use that money to empower another person by supporting a new loan! You can also choose to donate the money to Kiva or withdraw it.

Here are some suggestions:

Merry Christmas from the Neosperience Team!
Topics: Neosperience

How Not To Be Irrelevant When Markets Are Experiences

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Today’s customers seek authentic experiences and this fact is deeply rooted in how the economy is evolving. The original economy was agrarian, and people sold commodities they harvested or raised. Thousands of years later, the industrial age arrived. Using commodities as raw materials, people manufactured goods for sale. Then in recent years, manufactured goods became commoditized, giving birth to the now extinct “consumer”, making price supreme.

To compete, businesses began to customize their offerings, and this created the service economy. Customizing a good automatically turned it into a service because it was done just for a particular person. But as the marketplace has flooded with services distinguished mainly by price, services, too, became commoditized.

So now organizations are individualizing services, producing a new form of “economic value”: experiences.

Entertainment parks, theme restaurants, boutique hotels and wine tasting are ready examples. In a customer-driven experience economy, authenticity becomes the key purchasing criterion.

How do you “render authenticity” as a company, retrieving the tribal dimension of the relationship which accompanied us for thousands of years? Shakespeare provided the answer in Hamlet. The character Polonius says, “And this above all: To thine own self be true.

Authentic brands have a strong sense of their identity and heritage. They respect their history, staying true to their brand archetype.

Two factors encourage the booming of a digital customer experience-driven economy in the Age of the Customer:

  • A more affluent society and technology
  • The Internet allows customers to compare business offerings quickly without human interaction. 

People can buy and sell goods and services on their smartphone, bypassing any middleman. If the Internet is hastening the demise of the service economy, then businesses must replace the service economy with a higher order business delivery system. That system - the customer experience economy - is based on continuously engaging customers in unique, memorable moments-of-truth.

So here are three practical tips on how to stay relevant when markets have become experiences:

  • Engage customers, but also business partners, and employees. Choose a technology provider able to support the customer interactions themselves, transforming content based on proximity, device and contextual factors, where consumption patterns are no longer defined by ‘traditional’ demographic segments such as age, gender, location, income, family status, etc.. Think mobile-first, and enable your customers to earn currencies of change thanks to gamification: personalized rewards, incentives and discounts that help them increase wellness, strength, acquire new skills, knowledge, etc. Support commercial transactions: e-commerce and hybrid commerce; and social interactions on all screens: smartphone, tablet, computer, smart TV.
  • Measure the reaction to the experience and learn. Leverage analytics to extract insights from data that reveals what users do within a touchpoint and how they react to what they experience. A/B and multivariate testing tools help to try variations of a design on specific audience segments before rolling them out to a larger group. And integrate this feedback into into customer engagement practices, such as automatic contextualization, with personalized best offers.

In customer-centric markets, you need a guide to rewrite your strategy and engage with empowered customers. If you want to provide a strategic advantage to your organization download the DCX 7-Steps Checklist crafted by Neosperience, with requirements and insights for a successful digital transformation.Get the DCX 7-Steps Checklist

Discover Your Superpowers And Grow From Relevance To Exponentiality

Digital_Revolution

Today we are living a second revolution, comparable to the Industrial Revolution.

The Industrial Revolution changed how people used their bodies to perform physical labor. The Digital Revolution is changing how people use their minds to perform conceptual labor.

Unlike the steam engine or electricity, Digital Revolution technologies continue to improve at a remarkably rapid exponential pace, replicating their power with digital perfection and creating even more opportunities for combinatorial innovation.

From 20,000 years, we as human beings have worked to own “stuff” and then trade access to it. This behavior started in tribes, was adopted by clans, and then later spread to nations, empires, and most recently, global markets. Value has always been generated by owning more land, more equipment, more machinery, more people. Ownership was the perfect strategy for managing scarce resources and ensuring a relatively predictable, stable environment. The more you had — that is, the more value you “owned” — the wealthier and more powerful you were.

In the new context that has been shaped by digital, a new organization paradigm has taken shape: the Exponential Organization.

An exponential organization is one whose impact, or output, is disproportionally large — at least ten times larger — compared to its peers because of the use of new organizational techniques that leverage accelerating digital technologies.

To achieve scalability, exponential organizations such as Uber (transportation), AirBnB (hospitality), eBay (commerce), Waze (car navigation), AWS (cloud computing), are turning the traditional organization inside out. Rather than owning assets or workforces and incrementally seeing a return on those assets, exponential organizations leverage external resources to achieve their objectives.

Two factors are pivotal for your organization to step up from relevance to exponentiality:

  • Ground success on resources you don’t own — if some aspect of your company’s product has been information-enabled, notably a compelling digital customer experience, then following Moore’s Law, can take on the doubling characteristics of information growth.
  • Take care of information as your greatest asset — thanks to the fact that information is essentially liquid, major business functions can be transferred outside of your organization to users, fans, partners or the general public.

Every company is now a technology company:

  • the way power is distributed among and in business;
  • the way investments changes;
  • the way we organize people and work.

Archimedes once said, “Give me a lever long enough, and I’ll move the world.” Simply put, we have never had a bigger lever.

So race to reinvent yourself and your organization before it's too late: any profession or company designed for success in the 20th century is doomed to failure in the 21st:

  • Step back and define yourself in terms of the benefit you provide, starting with why.
  • Create great products and great services, make them truly deep.
  • Be recognized as intelligent when your customers look at you, let them know you understand their pain.
  • Be complete, deliver the totality of a product offering: i.e. it’s not just the software but also the APIs, the documentation, the webinar, etc.
  • Empower people, as Guy Kawasaki has taught us this was the key to Apple success.
  • Be elegant: great human interface design is a prerequisite.
Topics: Digital Customer Experience Human Capital Management Society Future Exponential Organization