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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

Soft Skills are the New Core Skills - and Technology Can Hire Them

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Mark Murphy, the author of Hiring For Attitude, leadership trainer and CEO of Leadership IQ, has trained companies like Microsoft and IBM. In one of his research he tracked 20,000 new hires, and found that 46% of them failed within 18 months.

Even more shocking than the failure rate was the fact that 89% of the time it happened for attitudinal problems towards work and colleagues, and only 11% for lack of expertise. The attitudinal deficits included low levels of emotional intelligence, motivation, and temperament.

In today's fluid and interpersonal workplaces, skills such listening and learning from criticism, collaborating with others, working under pressure, presenting ideas effectively, and a having a positive, flexible attitude become all vital qualities for career success.

And while studying takes us on a path towards acquiring those hard, technical skills that we need to manage our job operationally, soft skills have little to do with knowledge or expertise. They are closely linked with our character.

As a combination of social competences, communication abilities, and emotional intelligence, soft skills are the spearhead of our inner nature and a direct result of our personal inclinations, which can strengthen or weaken them.

Some personality traits, in particular, have proven to be strong predictors of career success, leading to superior performances in general people’s working lives and within different jobs.  

Let’s look at two important - yet not so well-known - personality traits: Internal Locus of Control, the key to success in any work environment; Need for Closure, which can have a different impact in various job functions.

Locus of Control

Locus of Control is our tendency to believe that 'control' resides internally within us, or externally, with others or the situation.

Individuals with an internal Locus of Control (called "internals") feel that they are in charge of their life and have primary responsibility for their actions, whether they are successes or failures.

Individuals with an external Locus of Control (called "externals") tend to feel more vulnerable and view themselves as victims of circumstances, fate, luck, and the influence of other people. They are more likely to make excuses or blame other people, events, or things, rather than taking responsibilities.

Having an internal Locus of Control is a source of energy, motivation, and confidence, which represents an advantage at all levels within an organization in many areas and situations. For example:

Effective Leadership. An "internal" leader is more likely to be favored by group members. One reason is that "internals" are perceived as more influential than "externals" because they take responsibility for events, emphasizing that they can change unfavorable conditions.

Taking the Initiative. Effective managers demonstrate a strong self-efficacy and an internal Locus of Control when they take steps to circumvent obstacles, actively seek information to solve problems, and usually initiate action, rather than waiting for things to happen.

Occupational Well-being. Amongst other things, Locus of Control is found to be a strong predictor of occupational health, and 'internal' employees show higher levels of job satisfaction and lower levels of job insecurity.

Need for Closure

Need for Closure (NFC) describes people's desire for a firm answer to a question or an issue and an aversion toward ambiguity.  

A person with a high NFC prefers order and predictability and, in uncertain situations, tends to seek closure urgently. In contrast, a person with a low NFC tends to tolerate more, or even to look for the fluidity of uncertain situations.

In business and management, this personality trait has significant implications. For example:

Decision Making. Employees' level of NFC can serve as a useful criterion to select decision makers in organizations, by identifying the decision-making style that fits better with a job function. People with a high NFC prefer to think about black-or-white solutions and simplified dichotomization. They are more willing to make instant decisions, whereas people with a low need for closure prefer to postpone decisions and carry out a more in-depth evaluation, even if it takes extra time.

Leadership Behavior. Experimental findings have highlighted that individual differences in the desire to reduce uncertainty affect people's leadership style. For example, supervisors that are high on NFC tend to show an autocratic leadership and a preference for 'hard power' tactics of social influence, whereas 'soft power' tactics are those that managers with a low NFC value most.

Coping with Change. Because of their desire for stability and permanence, people with a high NFC feel uncomfortable with change. They are also more resistant to changing their minds and yielding to persuasion attempts. For example, high NFC levels are associated with political conservatism, an ideology whose core definition involves resistance to change.

Personality assessments have always been a common practice amongst large companies, to identify peoples' strengths and weaknesses and help HR managers decide whether or not an employee is a good organizational fit. To this end, traditional paper-based and web-based questionnaires are still today the primary tool used by companies.

Technology, however, is changing the face of the HR world by progressively, but rapidly, automating processes on previously unimaginable scales. Today's softwares can do much more than grade multiple-choice questions to measure people's technical skills.

With natural language processing and machine learning algorithms analyzing things like keywords, intonation, and body language, it becomes possible to capture more intangible human qualities. This data can then be used to create a psychological profile that allows HR managers to predict whether a person's attitudes fit with the company’s culture, values, and desired behaviors.

For the past year, the consumer-goods giant Unilever - for which about 170,000 employees work worldwide - has been using artificial intelligence to screen all its entry-level employees, and neuroscience-based games to measure their inherent traits. The company needed to renew itself, and transforming new talent recruitment by digitizing the first steps of the hiring process was a great way to do so, says Mike Clementi, VP of human resources for North America.

More and more, it has become clear that Artificial Intelligence not only improves the work processes of employees by automating time-consuming daily tasks; it is revolutionizing the HR world at all stages. Let’s look at some of them:

Hiring Process. By scanning resumes, machine learning algorithms can do initial screenings to identify the best candidates, eliminate unqualified prospects, and then create shortlists that can be organized based on specific skills, keywords or employment history.  

Training Methods. By recording how an employee is responding to an ongoing training program, AI can help HR managers to better tailor future training sessions to each worker.

Performance Evaluation. By analyzing productivity data, AI can help to measure how well an employee is performing, thus becoming a supplemental tool to management decisions.

Turnover Prediction. By analyzing employee engagement data, gathered from quantitative surveys or qualitative methods, AI can determine an employee’s level of commitment or satisfaction, and better predict if he or she is at risk of leaving. That allows HR managers to decide whether to adopt some backup retention measures or provide new growth opportunities.

There have been great strides in the HR world, since technology was usually seen simply as a tool to streamline technical procedures. A turning point comes when AI applications are increasingly expanding from specific standardized, low cognitive demand tasks, to typically human jobs, such as discovering the human side of employees, from their temporary feelings and emotions to their stable personality traits.   

We cannot predict the future of HR with a 100 percent certainty, but what we can see is undoubtedly a world where technology will embrace more and more the human side of people.

Photo by Larm Rmah on Unsplash

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: Artificial Intelligence Human Capital Management Employee Engagement Machine Learning psychographics

Why Company Culture Is Critical To Deliver Amazing Customer Experience

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The single most important challenge for all brands of the Age of the Customer? The development of a positive digital customer experience. 71% of companies already understand that traditional differentiators alone are not enough to guarantee engagement and loyalty.

So where do successful experiences come from? Company culture, that’s the answer. You can invest all your budget in technological improvement, but if your company has not a shared customer centric culture all other activities will ultimately fail.

In this moment of fast and continuous revolutions, you may believe that the key factor is how you implement and adapt innovative technologies and devices to your business needs.

Smartphone, Oculus Rift, Apple Watch: they all reshape the connection between a brand and customers but in the end they are just the tip of an iceberg, with unseen roots in your employees.

PEOPLE HAVE THE POWER

In the era of mobile-mind shift, your employees can determine whether you stay top of mind or disappear from customers’ mind when the purchase moment comes.

A true digital transformation can only be achieved when you become conscious that:

  • Your customers are more critical than your brand;

  • Your employees are your first customers;

  • Your culture is the foundation all your marketing efforts are built on.

There is a direct correlation between the culture within an organization and the experience that customers have when interacting with that organization. Culture defines the behavior of your employees, and employees deliver your value system to customers, in their day by day interactions.

Culture and experience are strictly linked: the actual experience you deliver will tell you everything you need to know about what is working and what needs to be improved as soon as possible.

As long as your focus stays on traditional differentiators, you probably won’t feel the urge to improve and share your company culture. But, again, product, price and advertising can’t help you in markets where all other companies are moving to compete on the basis of the customer experience.

START WITH YOUR EMPLOYEES

New channels, innovative IT structures, back office efficiency can do nothing until all branches of the company move together towards a customer centric approach, from top management to front office operators.

Whenever decision makers only care about product improvement, big spending campaigns and behind the scenes technology, this choice will be visible in the journey map, and will result in a bad customer experience.

A strategic innovation always requires a deep change in company culture. Simply throwing money at it will likely not yield the type of culture needed to actually drive engagement.

As Brian Solis once said, “the entire service-profit chain begins with, and absolutely depends on, engaged employees.” You can have the most honorable values but you will never be recognized as unique if nobody knows or cares about them.

To improve and deliver amazing customer experience, start with the employee experience. To retain customers’ attention and loyalty, start with employee loyalty.

If you don’t take care of such a critical matter, your employees won’t feel your values as their values; in one word, they won’t be engaged.

Dissatisfaction always impacts on the outcome; when that happens, no matter how clever your business plan is, the whole customer experience will end up being faulty and inadequate.

CULTURE IS NOT A PROGRAM

Culture is more than just one-shot projects or programs coming from outside. Companies already spend huge budgets on employee engagement programs - a total projected to top $1.5 billion dollars in the next years (Bersin & Associates).

The result? Actual employee engagement has reached the lowest point, falling down to 13% (Gallup). Take an internal survey and you will determine the perception of your people in regards to brand values and employee empowerment. As a consequence, you will find out the truth about the state of your customer experience.

To deliver the best experience, across all touch points and on any device, you need to to become customer-centric on all levels. The idea is not to replace good employees that may not be ready, but to transform them into agents of internal change.

How can you reboot your company culture so that employees and customers become part of the same customer journey map? Forbes has traced 5 tips to improve your customer experience, starting from improving yourself.

  1. Hire for values not skill sets - remember that 70% of buying experiences are based on how the customer feels they are being treated.

  2. Make your leadership visible - leaders should never hide in their offices. A message spoken by leaders will deeply resonate with your team.

  3. Reward employees to make customers happy - companies with stronger employee retention boast greater levels of customer retention. Gamification can help you with this.

  4. Rely on social media communication - the recent Facebook Messenger evolution teaches that brands can now manage their relation with customers taking advantage of the powerful two-way communication on social networks.

  5. Share customer centricity with everyone - without customers there is no business at all. All departments should share this common vision and put their efforts to improve the experience. The time of profit for profit’s sake are really over.

 

YOU MIGHT ALSO LIKE: Discover Your Superpowers And Grow From Relevance To Exponentiality

Company culture and employee empowerment have a great impact on customer experience. This is the reason why we included both in the the DCX 7-Steps Checklist, a useful guide with requirements and insights for a successful digital transformation. You can download the free paper here:

Download DCX 7-Steps Checklist

Topics: Digital Customer Experience Human Capital Management Analytics Branding Content Marketing

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

How to See Around Corners and Stay Relevant Towards 2050 Megachange

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Demographic trends are powerful and sweeping. It took 250,000 years for the world’s population to reach one billion people. In just 200 years, population growth accelerated faster to reach seven billion. In 2050, Earth will be home to nine billion people.

This growth will not be uniform: some nations’ populations will soar. Half of the population increase by 2050 will happen in Africa, which will hold three times as many people as Europe. Nigeria will have about 390 million citizens by 2050, roughly the same as the US; by 2100, Nigeria will be the world’s third most populous nation.

By 2050, some 30 megacities will hold more than 10 million people each and 70% of the world’s people will live in cities. More people will speak Mandarin, but because it is so difficult to learn, Mandarin will not replace English, which will remain dominant.

Islam will have expanded due to population growth. The number of people who follow a religion will grow just because China has recently allowed its citizens to be openly religious, and its enormous population ensures that religions will gain more adherents.

The world of 2050 will be far more connected. Since 2025 cloud computing will have become the one computing paradigm, and let anyone store data anywhere. People will gain more control over their data and will try to protect their privacy. Crowdsourcing will play a larger role in generating ideas. The public will be a greater force in driving communication, which will be simpler and more networked. Social networks won’t just be for entertainment; they’ll play bigger roles in the work world, as we can expect more than half of the population will be always connected and online in a social supercloud.

Democratic countries, striving to make a meaning of the word ‘citizenship’ out of geographic boundaries — 200M Italics widespread all around the world have a much greater impact than 60M “Italiani” in Italy — will become more authoritarian, while countries with more rigid systems will experience pressure from their citizens to become more open.

Nations like Brazil and China have already surpassed expectations because economic growth builds on itself. Emerging nations will keep growing and by 2050 they’ll be fully emerged. Goldman Sachs predicts that China’s gross domestic product will hit $70 trillion, far more than US GDP. Europe will have to raise the pitch of its voice and say even more interesting things to be the bearer of values that have grounded the development of Western society as we know it.

History indicates that as the middle class grows, it invests in education. This will accelerate emerging economies even more, since innovations spread more quickly through an educated workforce.

Globalization will fully develop by 2050, as today this global trend is not as developed as people think. Foreign direct investment is less than 10% of all fixed investment, and only a few people study (2%) or work (3%) outside their homelands. Globalization will coincide with Asia’s re-emergence as the dominant force in the world economy.

During this globalization, Asia’s share of the world economy will almost double, and the US’s and Europe’s shares will shrink proportionally. As the economy globalizes, so will innovation, with disruptive innovations taking place in transportation (self-driving cars), wearables, neuromarketing, labor, stem cell and genome research, nano tech and at least one major breakthrough research that we are not able to predict here.

We will continue to explore space, but more pragmatically than in the early decades of the space race. Satellites, robot and space-based observatories will multiply, but manned flights will decrease. Several more decades of observation should let people determine if life exists on other planets. This will further challenge the definition of what it means to be human: are we alone in the cosmos searching for meaning, or is life on Earth one of the many variations of life in the universe?

Topics: Human Capital Management Society Future Innovation Social Networking Neuromarketing Automotive Retail Wearable

All Play and No Work Makes Jack a Zippy Boy

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Millions of people around the world play these games to have fun and escape the tedium of work. What draws so many to do the same things over and over again in games that they do at work – and why do people enjoy games much more than work?

The simple answer is in one word: engagement.

In the second industrial revolution we live in, incorporating the power of games in the redesign of work, thus making work more engaging and making workers more productive, is imperative.

And the same applies to those of you involved in digital customer experience (DCX) strategy and design: comment about this new discipline echoes the first reaction most people have when they enter a 3D world – the boundary between physical and digital is not as precise as one thought it would be.

Games are getting better at engaging people: you can take advantage of the opportunity of this lesson learned by understanding that  as it happens for your customers  engaging your co-workers is more relevant to their performance than commanding them to do a piece of work.

Serious games at work give players a sense of achievement and excitement by immersing people in environments where they can compete, explore and socialize:

  • Pose challenges that foster collaboration, experimentation, creativity, productivity and employee engagement and motivation, starting from your colleagues true why.

  • Include a consistent reward and ranking system that shows a true commitment towards meritocracy.

  • Identify the ideal balance between knowledge work that is exactly in between too easy, thus dull, and too hard, thus frustrating.

Start by experimenting initiatives like FedEx Days, and engage your sales team in one of the most effective strategic thinking initiatives you can undertake: the gamification of your sales process.

You will soon realize that incorporating the power of games in the redesign of your work will make it more engaging and will make your co-workers much more productive.

Topics: Digital Customer Experience Gamification Human Capital Management Society Future Innovation Social Networking Neuromarketing Content Marketing

4 Habits of Highly Effective Listeners

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Portable technology, from the Walkman to the iPod and smartphones, have made listening to people and to our environment an increasingly tiring task. In addition to ubiquitous digital devices, the persistent noise of our society has made listening even more difficult.

As a result, in a couple of decades we have lost the ability to hear, that our brain had shaped in tens of thousands of years in the course of our evolution.

Especially among the youngest, many people have simply thrown in the towel, retreating into their own cocoons of personal soundscapes via their headphones.

In the past, even in a noisy environment, our brain was much more effective in applying techniques to extricate specific sounds from a cacophony to determine what they hear. For example by using:

  • “pattern recognition” to isolate familiar sounds;
  • “differencing” the brain capability to block out “white or pink noise” and focus on sounds that change;
  • “filtering,” applied unconsciously based on culture, language and value.

As for other abilities — so important for our personal and professional life — challenged by habits that make them less and less relevant, to eventually disappear, we have to run for cover and recover before the process becomes irreversible.

Once a day:

  1. Take off your headphones.
  2. Text less and increase the frequency of spoken conversations.
  3. Choose to listen to two minutes of silence to "reset" your ears.
  4. Whenever you find yourself in a noisy environment, pay attention and try to isolate discrete sounds and focus on each one.

When engaged in a conversation, keep it to the essence and apply the “RASA” principle; Rasa is the Sanskrit word for “essence,” suggested as mnemonic in his TED Talk by Julian Treasure — chairman of The Sound Agency, which advises on the importance of environmental acoustics and best practices in listening:

  • “Receive” (pay attention while you listen).
  • “Appreciate” (use small verbalizations to acknowledge that you are listening).
  • “Summarize” (recap what you heard).
  • “Ask” (pose questions).

Take these simple habits and in a few weeks you will become a better listener, and better connect and understand people around you.

Topics: Human Capital Management Society Future Neuromarketing Sound Storytelling

How To Apply The 80/20 Rule To Your Digital Customer Experience

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A small number of laws underlie all natural phenomena. Newton discovered the laws that govern motion and gravity and many of these principles in the 17th century.

3 centuries later, economist Vilfredo Pareto observed that 80% of the land in Italy was owned by 20% of the population; similarly that 20% of the pea pods in his garden contained 80% of the peas.
Many natural phenomena have been shown empirically to exhibit such a distribution: roughly 80% of the effects come from 20% of the causes.

As a result, a common rule of thumb in business was developed: "80% of your sales come from 20% of your clients".

It is likely that this also applies to you, as most people waste time and energy on things that don’t matter — devoting a lot of your effort on activities that produce minimal returns.

As a marketer, your first step to get anyone buy your product or service is to make people listen to you. You need first to get ears and eyeballs. Today there is a huge range of digital channels and media you can use to get in your customer’s mind and be chosen:

  • Foot traffic in a retail store.
  • Traditional audiovisual media, such as radio and TV.
  • Banned advertising, popup, pop-under and other formats on targeted sites and mobile apps.
  • Google AdWords.
  • Newsletters.
  • Facebook, Twitter, Linkedln and SlideShare posts and ads.
  • YouTube videos.
  • Press releases and Books.
  • White Papers and Webinars.
  • Exhibitions at trade shows.

Start understanding which of these activities provide more Return On Effort — considering both external and internal costs plus your precious time, the only truly scarce resource — to recognize and focus on the 20% of effort that produces the greatest impact.

  1. Recognize that finding a market before designing a product is smarter than the reverse.
  2. Do a honest SWOT analysis to identify your strengths. It is far more fruitful and fun to leverage your strengths instead of attempting to fix your weaknesses.
  3. Identify the 20% of your product or service range that produces most sales.
  4. Find your customers and stakeholders that generate 80% of your profits: in most cases they will be far less than 20%.
  5. Use an analytics dashboard to identify 20% the most used features in your customer-facing app.
  6. And finally tailor content marketing and digital customer experience to create and nurture your customer base. Selling to the right person is the most important of all the sales methods, negotiation tactics or copywriting techniques.

Laser-focus your efforts on prospects who already understand what you do, have problems you can solve, and believe in what you believe.

Become a marketing superhero by doing less meaningless work, so that you can focus on things of greater importance, for your business and for yourself. You will get far more results for a fraction of the effort.

Topics: Digital Customer Experience Human Capital Management Society Future Project Management Analytics Retail Content Marketing

Why Your True Why Is So Important, Backed By Science

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Why some leaders and companies succeeded and others do not?

Inspirational leaders identify a purpose and follow it. The actions they take and what they make is secondary to achieving their mission.

Whatever you do:

  1. You have to start with a vision — your true Why;
  2. then move to implementation — your How;
  3. finally, just as the third thing, focus on the product or service you deliver — your What.

Unfortunately, most of us have this pattern backward. We first focus on what we do and how; then we try to differentiate our product or service based on price, quality or features, and just a few of us ask, if ever, why we do what we do.

As there are only two ways to influence human behavior: you can manipulate it, or you can inspire it, we see all around us that most marketers manipulate rather than inspire. Businesses influence customers by leveraging price, promotions, fear, peer pressure, aspirations and novelty. Aspirational messages and innovation, especially those with a well grounded brand archetype, supported by neuromarketing, are even more subtle forms of manipulation.

Inspiring leaders and companies, act and communicate exactly vice versa.

Neuroscientist Richard Restak, who writes about the power of the limbic system in The Naked Brain, says that when people are forced to make decisions based on data alone, they take more time and usually overanalyze the situation. On the other hand gut decisions tend to be faster and higher-quality decisions. Choices that aren’t rooted in emotion can lead people to doubt whether they made the right decisions, but those with a reliable gut background generate more confidence and less second-guessing.

As inspiring writer Simon Sinek discussed in his TED speech, imagine if every organization started with Why: decisions would be simpler; customer loyalty would be higher; trust would become the currency.

Your goal, as for any business leader or marketer, should not be to do business with anyone who wants what you have. It should be to do business with the people who believe what you believe.

Take time, think, look for your true why, the true sense of why you do what you do that comes from looking inside yourself and reflecting on your life.

Identify your purpose, cause or vision, the one thing that really makes you get out of your bed every morning.

Then build your brand and digital customer experience on it.

Topics: Digital Customer Experience Human Capital Management Society Future Neosperience Neuromarketing Branding Archetypes Storytelling Content Marketing

The Second Industrial Revolution and How You Can Recover

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You have been thought that The Industrial Revolution has been the most influential development in history. Today, you are living through a second, comparable revolution. The Industrial Revolution changed how people used their bodies to perform physical labor. This current revolution is changing how people use their minds to perform conceptual labor.

Unlike the steam engine or electricity, the second machine age technologies continue to improve at an exponential pace, replicating their power with digital perfection and creating even more opportunities for combinatorial innovation, Digital Customer Experience we at Neosperience focus on being just an example of these.

A decade after Defense Advanced Research Projects Agency (DARPA) “first Grand Challenge” to spur people “to build a completely autonomous vehicle”, Google produces cars that drive themselves in traffic, that you will be soon able to choose from a Digital Car Showroom.

Similar advances have emerged in language processing and the use of general knowledge, including shifts in how people view computing and in robotics. Developing devices to perform tasks once considered “difficult” and conceptually challenging have proved easier than designing machines to complete manual labor. And machines that can complete cognitive tasks are even more important than machines that can accomplish physical ones.

But adapting to new technology is challenging. For example, when electricity was new, people applied it as a straightforward substitution: They removed steam engines and put electric motors in their place. But they did not change the design of factory layouts. This made no sense since steam engines required a specific arrangement of machines around “a single massive engine,” while electricity called for placing smaller, electric motors at each machine. With a steam engine, the equipment that needed the most power had to be closest to the engine. Once electric motors were available, managers reorganized factories according to “workflow,” not energy needs.

That shift took 30 years, and only then did productivity surge as the result of electricity. The same phenomenon occurred with computers and the internet, and today with smartphones and tablets: firms made minimal initial changes in productivity, but later they undertook widespread efforts to integrate computers and generate surges in productivity, eventually giving birth to new and disruptive business models.

The constant increase in productivity led to the belief that technological advances help everyone. In a striking historical discontinuity, wages and productivity decoupled in our age of technology. But while average income rises, indicating an increase in overall productivity, median income is falling, indicating that most people earn less. Only a few people harvest the wealth generated by increased productivity.

Creativity and organizational redesign are crucial to proper investments in digital technologies. Education must change to fit contemporary needs, moving away from the industrial age ideal of standardization toward methods that promote creativity, curiosity and adaptation. We have to increase the quality of and opportunity for primary education. Encourage experimentation. Use technology where useful and change how schools deliver education. Help customer choose. Transform marketing in a game. Make people work less, and better, but promote communities in which people work: whether rich or poor, these are healthier than communities in which people do not, as we all gain “self-worth” from working.

Technology is not your destiny. You shape your destiny. Find your blue ocean and change the world.

Topics: Digital Customer Experience Human Capital Management Society Future