So, If we are every day more far away from the reality with the overusing the smartphones and other devices, why we have to get away our "real-reality" using a VR Device connected to another smartphone? (or maybe the same that we have).
Is like to have a headphones with a restaurant environment sound at the entrance of a restaurant. Ironic is that the VR developers are trying to get the more realistic audio to take the user to a "real restaurant".
... Oh Dear. I´m a Digital... I know, I know. Shit Happens
Los expertos coinciden en que las empresas que invierten en revisiones trimestrales tienen una mayor oportunidad de alcanzar sus metas y tener éxito en el mercado. De acuerdo a Harvard Business Review, refiriéndonse a mejores prácticas de negocios, en el artículo "Cuatro Errores Fatales de Planificación Estratégica", el número cuatro en la lista es el siguiente: "No Ejecutar Reuniones Estratégicas Periódicas de Revisión ".
Imagina que un QBR es similar a un tiempo de "break" que hay entre los periodos "quarters" de un partido de la NBA. ¿Por qué no los jugadores sólo siguen jugando y tratan de ganar? Ya vieron los vídeos del equipo contrario y tenían un plan antes de que comenzara el juego. La respuesta es simple: los tiempos de"break" permiten que el entrenador y el equipo tengan la oportunidad de hacer una pausa, discutir cómo va el juego y ajustar la estrategia para asegurar el mejor resultado posible. Lo hacen a través de todo el juego para que puedan corregir el rumbo, mientras todavía hay tiempo.
En CLAdirect aplicamos la misma estrategia. Si sólo revisáramos nuestro éxito una vez que hayamos ejecutado el plan estratégico anual, sólo seriamos capaces de reflexionar sobre lo que funcionó y lo que no. No hay tiempo para cambiar lo que no estaba funcionando. Los planes estratégicos son documentos "vivos" y la empresas debemos ser lo suficientemente flexibles como para cambiar de rumbo cuando sea necesario.
Objetivos del QBR
En el QBR, buscamos alcanzar los siguientes objetivos:
Es un factor crítico de éxito que participe el CEO de la compañía. En el caso de equipos de trabajo más pequeños, debe participar la persona con mayor jerarquía.
Por supuesto que los máximos líderes de cada área deben asisten. En nuestro caso, los directores de cada unas de las 12 países de Latino América donde tenemos presencia, están en el QBR.
Para todas las regiones y unidades organizacionales, las semanas previas al QBR requieren dedicación y planificación. Pero vemos el QBR como una oportunidad de pensar más estratégica y colaboratívamente. Y también la oportunidad de reunirse en persona, lo que se traduce en equipos más cohesivos y una organización de de más alto desempeño.
Por último, toda la reunión se desarrolla utilizando la metodología descrita en miartículo anterior.
El QBR es parte de un proceso de Planificación Estratégica donde definimos metas y objetivos y nos medimos contra ellos. Más de esto en un próximo articulo. Te invito a desarrollar los QBR en tu equipo o empresa sin aún no lo haces, y estoy seguro que veras el valor de ajustar el rumbo.
1. A multi-channel strategy needed to enhance customer experience
2. Mobile is fueling the trend tomore visual content
3. Mobile video popularity is huge
4. Mobile is changing how we socialize
5. Location based technologies are everywhere
Start with a great mobile websiteIn the second quarter of the current year, 44% of the Fortune 500 still didn't have a proper mobile presence.
I can’t over emphasize the importance for a good mobile presence. Is your mobile website fast, easy to read, and is it embedded with mobile ‘click-to-call’ technology? Do you even have a mobile friendly site yet?
These are just a few factors that can make or break lead generation in 2016.
According to eMarketer, the number of smartphone users worldwide will surpass 2 billion in 2016, and will come close to hitting that mark this year. In 2015, the firm said there would be over 1.91 billion smartphone users across the globe. And by 2018, over one-third of consumers worldwide will use smartphones.
Mobile marketing isn't just a B2C play eitherSo, if your website is not mobile ready, you’re losing an enormous amount of opportunities. A successful marketer goes where their customers are, and right now you can bet they’re looking at their tablet or smartphone.
What's in your mobile marketing kit for 2016?I can tell you that there are only 1 in 10 B2B marketers worldwide rate their company's mobile marketing as very effective. But the window of opportunity will quickly close. 64% of B2B marketers plan to increase their mobile marketing budgets in the next 12 months.
Here's some data I recommend you consider as you plan for 2016:Mobile's share of time spent is predicted to grow from 2:54 in 2015 to 3:08 in 2016 and 3:18 in 2017 and desktop time spent will continue to drop
Social and search are reaching mobile tipping points, yes I did say social. 55% of all LinkedIn traffic is mobile. Over 50% of mobile phone users will use facebook by 2016. Over 50% of Google searches in 10 countries are mobile and 9 in 10 US Twitter users will access the platform from mobile devices next year.
This should knock your socks off!Executives are using an array of mobile apps in the workplace for a variety of insights and connectedness. Decision makers are most definitely online and on mobile devices:
Forget the pitch and be a valued partner!This signals to me that we all must provide that kind of information in our marketing. The easier we make the decision the better. These buyers want to know about success stories and good solid case studies and they most definitely prefer value over any sales pitch.
Recommendations for your mobile presence are to leverage social media to create awareness and drive those posts to your mobile friendly website for consideration and purchase. You'll also need to create loyalty with a good solid communications plan and mobile friendly newsletters and then circle back to social media for advocacy. It's not rocket science, but it's pretty hard to do effectively. So start with a good digital marketing blueprint that will address the buying cycle concerns of your audience, be prepared to provide value at each step in their journey and make sure they can find you where they are, not where you want them to be.
About the author: Heidi Schwende is the Chief Digital Officer at WSI Digital Moxie Inc. She has extensive experience working with Fortune 500 companies in the technology and energy sectors as well as experience working with key organizations in verticals such as mobile technology, loyalty, pharmaceuticals and retail. Heidi also sits on the Technology Advisory Board for the CSAE, the Institute for Human Resources, Social Media and Employee Communications Technology Advisory Board and is Board Vice-President Web Development for Image Impact International. In addition to her LinkedIn profile, you can also interact with Heidi on her Twitter account @WSIDigitalMoxie.
One of my prefered topics to express about is Leadership and Digital Strategy, according to that, I bring to this blog a particular IEEB article that unite both of them and offer us a new way to take them to our profesional (or all kind) situations:
"In boardrooms around the world “digital” is on everyone’s lips. But while executives ask questions like, “what´s our strategy in relation to mobility, social media, the cloud or big data?” their answers are often limited to only addressing the impact of each trend on a certain aspect of running their business. What´s really needed is a better grasp of the deeper, ongoing mega-shift which is utterly transforming the very nature of our societies and businesses, and of which mobility, social media, the cloud and big data are mere manifestations. True digital leadership requires an entirely new mind-set.
Based on conversations with executives and reviews of a number of cases on digital transformation, we´ve gathered together the qualities, practices and approaches of the digitally minded leader. We have found there are at least five important dimensions that make up the digital mind-set. They may seem paradoxical or contradictory, but they are crucial to dealing with the digital transformation upon us.
1. Provide Vision Yet Empower Others
Digitally minded leaders need to cast the vision for how the company should evolve in this new age of digital transformation, while at the same time supporting the grass roots initiatives of employees to translate this high-level vision into on-the-ground action.
This means fostering an organizational environment where employees are safe to experiment with their ideas, and where learnings from their experimentations are systematically captured, analyzed and acted-upon.
2. Give up control yet architect choices
Empowering employees by giving up control doesn´t mean leaders stop being in the driver´s seat. Instead of sticking to rigid rules, leaders should seek to influence outcomes more through the way they design and present the choices to those best suited to make the decisions and carry out the tasks.
Richard H Thaler and Cass R. Sunstein describe this approach in their 2008 book, Nudge, suggesting that leaders become “choice architects”. An easy way of understanding this is by making the option you want become the default choice, so people have to opt out of doing something instead of affirmatively choosing to opt in.
This would seem the best approach to take regarding employees´ use of social media at work. Instead of outright banning such behavior, digitally minded leaders could provide gentle policy nudges, offering positive advice on what kind of content should be shared and where it makes most sense to share it. In short they should build the “choice architecture” that promotes social media use modes that not only minimize risks but also generate value for the company
3. Sustain yet disrupt
For most organizations, digital transformation will be a multi-step journey, with some steps enhancing and extending the firm´s existing capabilities, while others will be disruptive, stirring up internal rifts and undermining skills and competencies that everyone worked so hard to master. Digitally minded leaders need to mitigate conflicts and serve as a bridge between the old and the new.
The Old must be sustained to ensure ongoing operations and profitability, as well as providing a foundation for the future blended business model. Sustaining the old brings a sense of stability, which will help employees cope with uncertainty as they start to develop new skills and capabilities.
The New needs to be shielded, as it is often vulnerable to traditional metrics and evaluation criteria, which opponents will wield like weapons: killing an idea for a disruptive digital transformation initiative due to lack of direct ROI is a common tactic.
4. Rely on data yet trust your intuition
As a digitally minded leader, the goal is to move managerial discourse away from contentious turf wars of opinions, toward a reasoned conversation based on facts and experimental measurements. Data is key when decision-making.
But the digital mind-set doesn´t rule out judgment and intuition. Data are often historical in nature, and may not always serve as an accurate predictor of the future, especially in rapidly changing environments. Intuition plays a role in envisioning the future, helping leaders to formulate hypotheses and define assumptions to decide which data types and resources to focus on, and how to combine, analyze and interpret them, in today´s endless sea of information.
5. Be skeptical yet open-minded
As well as encouraging experimentation throughout the organization, digitally minded leaders will embrace the try-it-and-see approach in their personal lives. Jumping on the next digital bandwagon, if only to realize it is not for you may not be such a bad idea, so long as there is a bigger objective – which is to engage in an exercise of active sense-making, forming new meanings of what technology affords us to do across contexts and experiences.
So be skeptical, but see it and prove it for yourself. There is no substitute for sharing in the same experiences that your customers and employees are going through.
Step out of comfort zones and embrace the opposites
In some cases the need to manage all these paradoxes may warrant the full-time attention of a dedicated individual, necessitating the appointment of a Chief Digital Officer. However, just as blending of the physical and digital worlds does not respect boundaries, neither does the imperative for digitally minded leadership reside in one individual. Everyone needs to step out of their comfort zones and embrace the opposites: short term vs. long term, old vs. new, control vs. empowerment.
This is not easy, and many may drag their feet. But we are convinced that it is this ability to become equally adept at using both sides of one´s leadership brain that will determine the success of digital transformation in your organization and, to a large extent, your success as a business leader in a blended, digitally dense world.
By professors Evegny Káganer, Sandra Sieber and lecturer Javier Zamora, from IESE´s Information Systems department.
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