Monday, April 03, 2017

Meeting customer expectations

Meeting customer expectations 
Today’s customers do not want digital versions of the same manual, bureaucratic processes they faced yesterday. They search, download, pay, and listen to music all in one go, so why should their electrical service or car insurance still make them run a gantlet of separate steps for searching, price quotation, purchasing, invoicing, delivery, payment, and activation?
Companies that want to win at digital adoption are therefore recognizing that they must reimagine and digitize entire “customer journeys.”
These are the beginning-to-end processes that customers experience in getting the product or service they need, across whichever channels they choose.

Getting the strategy right

The starting point for success is developing a clearly defined, coherent digital strategy that’s fully integrated with the overall corporate one. Without this deep alignment, any subsequent intervention is bound to fall short. Yet companies struggle to get their digital strategy right.

 For more from Tanguy on how companies can build an effective digital strategy, see “What it takes to build your Digital Quotient.”)

The journey to digital maturity requires a whole-hearted commitment from a company’s leadership and a sustained investment in people, capabilities, technology, and cultural change.

How many journeys?
The total number of these “core journeys” will naturally vary by company, but a few patterns hold among major industries.
For banks, the core usually consists of between 10 and 20 journeys, with account opening and onboarding (across products); payments; mortgages; service requests (such as the ever-popular lost PIN codes); and credit-card issuance as especially prominent.
Life and retirement players look similar to banks, with 10 to 20 core journeys across account opening or enrollment, onboarding, servicing, and guidance.
The number is slightly smaller for telecommunications companies, where mobile postpaid sales, customer-care requests (such as one-off data usage adjustments), fixed-line provisioning, network repair and maintenance, and prepaid top-ups rank highly in a core of 8 to 15 journeys.
For electrical utilities, the number usually drops to fewer than 10, with sign-up, payment, meter reading, and change of address taking the lead.
Faster mobile-phone sign-ups raised a telecommunications company’s customer satisfaction by 20 percent and reduced costs by 30 percent.
For a European lender, time for account opening and loan approval fell from days to minutes, customer-engagement opportunities rose from once a month to three or four times a week, and IT became far more agile, delivering new releases in a month instead of a year.

  • First, where will the most interesting digital opportunities and threats open up?
  • Second, how quickly and on what scale is the digital disruption likely to occur?
  • Third, what are the best responses to embrace these opportunities proactively and to reallocate resources away from the biggest threats?
The vast majority of companies will address this third question through more targeted strategic responses.

Unlocking digital value > Download this article

Raising your Digital Quotient: It’s better to focus on building an organization and culture that can realize the strategy that’s right for you. Download this article >

Tuesday, March 21, 2017

Performance appraisal based on competencies

Here is a tool for individual evaluation of performance and development.
The performance review tool is a comprehensive application used to help measure how well the employee has achieved goals that were set. 
Measuring performance and competences is divided into eight general and five managerial subject areas.

Monday, March 20, 2017

What has changed in Management Consulting?

What has changed in  Management Consulting?

According to Turner, professor of organizational behavior at Harvard Business School, there are eight fundamental objectives that impact on a management consultancy engagement’s success.

Sunday, October 13, 2013


Biohackers: The Next Computer Revolution, or Global Catastrophe in the Making?


It's become a commonplace to bemoan the fact that technological development has been proceeding at such a rapid clip that humans, still burdened with their Neolithic brains, cannot even comprehend what's happening. Many would say we're incapable of making wise decisions about how to handle our vast new powers.
So far, our dilemmas have mostly revolved around our increasingly efficient methods of taking life. Now, however, we can also make it. And the ability to do so is no longer solely invested in white-jacketed cadres of latter-day Drs. Frankenstein. It's within reach of anyone with a few bucks for the proper tools, some free time, and Internet access.
Welcome to the Next Big Thing: biohacking (or "DIYbiology," as it's sometimes called).

Friday, May 03, 2013

Is this the end of globalization?

Evidence of the end of globalization is building up. According to Satyajit Das, growth in trade and cross border investment, which has underpinned prosperity and development, is being reversed in a major historical shift.

The European Central Bank cut its main interest rate to a new low of 0.50% in an attempt to drag the euro zone out of the longest recession in its history.
For many nations, following the global financial crisis, the advantages of greater economic and monetary integration are now less obvious.

By closing their economies and focusing domestically, some nations believe that they can capture a greater share of available growth and deliver greater prosperity for their citizens.

The financial crisis revealed that integration reduces the effectiveness of a nation’s economic policies, unless other nations take coordinated action.
Governments reacted to the global financial crisis by initiating large spending programs to support the economy. In many cases, there was significant financial leakage, with spending boosting imports rather than promoting domestic demand, employment, income and investment. 

Various breakdowns — restrictions on trade, currency manipulation, capital controls and predatory regulations — now signal the retrenchment of globalization and return to autarky.

 The motivation is protection of national industries, iconic businesses, employment, incomes and competitive advantage.

 Direct intervention, artificially low interest rates and quantitative easing are deliberate policies to manipulate currencies. Devaluation makes exports more competitive assisting individual countries to capture a greater share of global trade, boosting growth. Devaluation is also used to reduce real debt levels by reducing the purchasing power of foreign investors holding a nation’s debt.
Free movement of capital has become increasingly restricted. Since 2008, the growth in cross border capital flows has slowed, with global financial assets increasing by just 1.9% annually — well below the 7.9% average growth from 1990 to 2007.
In addition, nations with high levels of government debt that face financing difficulties seek to limit capital outflows.
Low interest rates and weak currencies in developed economies have led capital to flow into emerging nations, with higher rates and stronger growth prospects. Brazil, South Korea and Switzerland have implemented controls on capital inflows.
Closed economies is a natural way to deal with these pressures, reasserting sovereign control. As one nation adopts such policies, it compels other countries to pursue similar strategies — with far-reaching consequences. 

Satyajit Das is a former banker and author of Extreme Money and Traders Guns & Money 

Monday, April 29, 2013

Wall Street Criminality and Pathological Greed

Jeffrey Sachs Calls Out Wall Street Criminality and Pathological Greed

One of the things that Matt Stoller has stressed that the possibility of reform is remote until breaks within the elites take place.
Jeffrey Sachs, Columbia professor and director of the Earth Institute at Columbia, is a controversial figure for his neoliberal stance on macroeconomics and his role in promoting the use of “shock therapy” in emerging economies. But it is also important to recognize that criticism from a connected, respected insider has more significance than that of someone like Bill Black, who has made a career of taking on bank fraud but has never reached a top policy-making level.
This talk is blistering at several points. It was recorded at a conference “Fixing the Banking System for Good” on April 17 (hat tip Jesse). If you have trouble with the embedded version, try YouTube.
[NC's anonymous transcriber made a complete transcript of Sachs' statement, so I'm going to replace the partial transcript previously posted with what follows. --lambert]

Professor Jeffrey Sachs, Columbia University

Wednesday, March 20, 2013

10 immutable laws of mistakes

Mistakes are inevitable.
But as Allan Norton explains, certain laws govern how we deal with them, learn from them, conceal them, and even profit from them.

For something so certain, so common, and so potentially destructive, mistakes remain a mystery. Why do we make them?
Why do we repeat them?

These 10 laws will give you a better understanding of what mistakes are and how to best deal with them.

Monday, March 18, 2013

4G: What does it mean for business?

As mobile operators worldwide roll out 4G networks that promise speeds several times faster than 3G TechRepublic looks at the potential benefits of 4G for business and what firms should know before getting on board.

As the PC is joined in the workplace by the smartphone and tablet, workers will increasingly expect a mobile network that makes it easier to work on the move.
Enter 4G, a collective term for next generation of wireless technologies offering download and upload speeds several times faster than 3G.
The most commonly used 4G technologies are LTE - Long-Term Evolution - and WiMax - although LTE dominates in the UK and increasingly in the US too.
Speeds of LTE services vary but are generally sold as being five to 10 times faster than 3G services. TechRepublic sister site CNET benchmarked speeds of between 23 and 40Mbps using the 4G EE LTE network recently launched in the UK - although obviously real world performance will vary.
But why should businesses care about 4G, and what are the potential pitfalls when buying 4G-compatible hardware?

Sunday, March 17, 2013


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Thursday, February 14, 2013


Brain Chemistry is Out of Balance

Your brain chemistry drives you – it drives your energy levels, your moods, your thoughts, actions, behaviors, your beliefs, your desires, dreams, and motivations. And in turn these all drive your brain chemistry.
Neurotransmitters, such as serotonin and dopamine, create and reflect your feelings moods, thoughts and behaviors. They are a powerful group of chemicals in the brain that result in physiological and psychological changes in how we experience our lives. All behavior has a corresponding chemical pattern in the brain.
Your behaviors and your experience affect your biochemical profile and your biochemical profile affects your behaviors and your experience. By picking up on the yellow flags that tell you when your brain chemistry is out of balance you can take specific steps to put your self back "at choice" and in charge again.
Here is how you will know that an out of balance brain chemistry is driving your behaviors.

1. You are not happy.
Contentment, happiness, appreciation are emotions not readily available to an out of balanced brain. Practicing appreciation, gratitude and forgiveness can promote optimal brain chemistry.

2. You are stressed.

A neurochemically imbalanced body is stressed – it is tired and listless, its mind is dull and foggy, it is weak, and it suffers more than it needs to.

3. You do not have insight.

An out of balance brain misperceives. And it misperceives in the direction of the imbalance. It does not have access to accurate perceptions. Because an out of balance brain misperceives it does not have access to insight.

4. You are driven to certain behaviors.

When your brain chemistry is out of balance, you are driven into unhealthy lifestyles and behaviors. You unwittingly begin to engage in activities, behaviors, and lifestyles that create neurochemical chaos in your body. You are not "at choice" - you are not choosing deliberate considered action.

5. You do things that you do not want to do but feel good to you in the short term.

When your brain is out of balance it drives you to behaviors that will keep it out of balance. It seeks its own imbalanced baseline.

6. It feels good to continue doing the same old things that you want to change.

When you seek to establish a new baseline brain chemistry that supports a change you want to make, there are numerous physiological feedback loops that act to keep it at the old baseline. It will feel uncomfortable to change these physiological feedback loops.
The behaviors that keep you out of balance will feel good in the moment even though you may not want to be doing them.

7. You rely on what "feels good" to you as your guide to behavior.

When you have out of balance brain chemistry you can not rely on what feels good to you as your guide for what you should be doing, feeling, thinking, experiencing. You must take deliberate conscious actions that are specifically designed to bring your brain chemistry back into balance.

8. You do not recognize the need to choose a deliberate action designed to balance your brain chemistry.

When you are driven to a behavior, thought, feeling or experience, that is exactly the time that you need not to do it because it will drive you further out of balance. An out of balance brain drives your behaviors and experience in the direction of the imbalance.

9. You believe that you can override your biology.

You alter your brain chemistry, manipulate your neurochemical profile and affect your body’s physiology every day by what you do and don’t eat or think, and how and where you spend your time.
Through your daily behaviors and the environments you create your biochemical profile and this is reflected in the emotions, energy, thoughts, actions, and psychological states that either bring you to peak performance or that block your best functioning. Neurochemicals are not the essence of who we are but they are the physiological brakes or fuel for the fullest expression of the essence of who you are.

10. You think that you cannot change.

You need 3-6 weeks of consistent action to begin to see some real noticeable results in your behavior changes. However, the brain seeks to return to the old baseline for about 3-6 months. So when you do not follow through with your changed behavior the brain will gravitate back to the original unbalanced baseline.
It takes 6-12 months of compliance with the new behavior to affect the enzymatic changes that change the brain chemistry baseline. When the baseline brain chemistry changes you are less subject to day to day drastic swings. The new behaviors that keep an optimal brain chemistry for you then become part of what you naturally do.
You can have the knowledge, power, and technology to craft your inner and outer worlds in order to overcome the stress, resistance, and friction in them. Through your daily behaviors and the environments in which you spend your time you can create the emotions, energy, thoughts, actions, and psychological states that you want.
You can promote clarity, focus, peace, excitement or you can contribute to confusion, depression, anxiety, and conflict within yourself. The degree to which you have one or the other of these experiences is the degree to which you are in harmony with your body’s physiology or in conflict with it. How close are you to a balanced neurochemistry is the degree to which you will experience peak performance.
Take the time and effort to design and live a life that fosters your optimal brain chemistry. Open the way for optimal development of your personal resources, talents, and dreams.
Optimizing you brain chemistry and neurotransmitter profile can produce phenomenal results in improving your well-being, achieving your dreams, and living the successful, healthy and integrated life of your choice.

Wednesday, January 02, 2013

O2 GURU | Re-imagine the Important Moments of your Life


Business Analytics and The Nexus of Information

Using Social Business Tools to Create a Thought Leadership Program

Customer Experience Management and Revenue Growth

Customer Experience Management and Revenue Growth.

A great customer experience has become the key pillar of success when standing out against your competitors. Yet, providing a consistent and interactive online experience is an ongoing challenge for many global organizations. With unconsolidated corporate content across disparate systems and many new online channels to reach, how can corporations create engaging and relevant interactions with their customers and employees in a way that is meaningful?
Join Frost & Sullivan, Sprint and OpenText for a complimentary eBroadcast as we share a real-world case study on Sprint and Nextel’s merger in 2005, when each had their own corporate portal. Sprint realized it needed to establish a centralized platform to support a superior customer experience strategy.

Building and End to End Mobile Strategy

Tuesday, December 25, 2012

Guide to Agile Business Intelligence... and more

The 2012 Guide to Agile BI
This comprehensive 30pg benchmark report from Gleanster Research outlines 
 exactly how Top Performing companies are embracing Agile BI.
Download This Research


Agile Business Intelligence Benchmark Report
For major corporations, these new data management and visualization tools 
 can supplement their core BI initiatives, providing a friendlier front end that 
builds on existing investments. For smaller organizations, these tools may be 
the only ones they need. In this 38-page benchmark report, you'll learn how 
Top Performers use Agile Business Intelligence.
Download This Research

Top Performers Embrace Simplicity to Improve Business Intelligence
Let's face it: When it comes to business intelligence (BI), a lot of organizations
today are mouse hunting with an elephant gun.
Download This Research

Agile BI Tools Ignore Big Data Hype to Deliver Big Benefits
Some of the largest and most preeminent BI solution providers today are 
creating a lot of noise about big data.
Download This Research

Three Steps to Using Live Chat as a B2B Lead Generation Catalyst
This white paper outlines three steps B2B companies can take to turn 
live chat, which has been primarily been used as a support tool, 
into a lead generation engine for a B2B website.
Download This Research

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Across all businesses, they would like nothing better than to know what their customers like. How old are they? What do they like? Structured customer intelligence was the primary currency and see how social interaction enhances engagement.
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In this paper we will explore end-user's view on Smarter Computing. Data Center investment comes in two flavors - those that differentiate in the eyes of the customer when they are improved, and those that become visible upon failure.

Thursday, December 20, 2012

BOOKS - The Wharton School of the University of Pennsylvania


Book Report: Reading Resolutions for 2013 January can be a good time to wipe the slate clean and begin anew. Whether you want to become a better leader, motivate your team to achieve greater productivity or learn how to think differently about recurring problems, this book report, featuring seven author interviews and two book reviews, offers ideas on how to address the challenges that lie ahead. ________________________________________________________________   
Insurance and Pensions
Nassim Nicholas Taleb on Accepting Uncertainty, Embracing Volatility

The defining characteristic of future change, according to Nassim Nicholas Taleb, is that it is impossible -- and foolhardy -- to try to predict it. Nonetheless, the dominant impulse among policymakers and so-called experts is to attempt to reduce volatility rather than deal with it more productively. In his new book, Antifragile: Things That Gain from Disorder, Taleb argues that in order for individuals, institutions, industries and societies to not only survive but also thrive, it is essential to make peace with uncertainty.
Leadership and Change
Barry Schwartz's 'Practical Wisdom'

Swarthmore professor Barry Schwartz says rules and incentives are an "insurance policy against disaster, but [they don't] produce excellence." In his recent book, Practical Wisdom: The Right Way to Do the Right Thing, Schwartz and co-author Kenneth Sharpe, also a Swarthmore professor, say that what is needed is not more bureaucracy. Instead, society needs the Aristotelian ideal that trumps all others -- practical wisdom. Knowledge@Wharton recently discussed with Schwartz why individuals fail to do the right thing, what practical wisdom looks like in practice and what organizations can do to regain people's trust. (Video with transcript)
Strategic Management
Multinationals from Emerging Markets: Making a Virtue out of Necessity

In recent times, emerging markets have attracted a great deal of attention from the rest of the world because they have become the motors of global economic growth. This has been accompanied by two trends: a boom in investment from corporations in developed nations, and the rise of homegrown multinationals. A recent book, co-authored by Wharton professor Mauro Guillen -- Emerging Markets Rule: Growth Strategies of the New Global Giants -- analyzes the winning strategies of emerging multinationals as well as the lessons that can be learned from today's more globalized distribution of power.
Managing Technology
'Makers': Chris Anderson on DIY Manufacturing

Just as the Internet enabled anyone with a computer to become an entrepreneur, today's newest technologies have spawned a DIY (do it yourself) micro-manufacturing movement, so anyone can be both inventor and manufacturer. Wired editor Chris Anderson, author of the new book, Makers: The New Industrial Revolution, recently spoke with Knowledge@Wharton about how technology is changing the limits of what inventors can do, what the Maker Movement is, why he started DIY Drones and how the new technologies will drive the global economy. (Audio with transcript)
Strategic Management
'Kill the Company': Identify Your Weaknesses Before Your Competitors Do

For many, implementing an innovation strategy, which requires changes within an organization, means adding layers of new processes. Lisa Bodell, author of Kill the Company: End the Status Quo, Start an Innovation Revolution, argues that there are straightforward ways to make change without bogging down the organization. Knowledge@Wharton spoke with Bodell recently about her approach to getting companies to face their vulnerabilities, why taking risks is essential and why small changes make all the difference. (Video with transcript)
Finance and Investment
'Bull by the Horns': Sheila Bair's Insider View of the 2008 Financial Crisis

The 2008 financial crisis caused a recession in the United States, forced the government to bail out several banks and investment firms to the tune of $125 billion and led to 1.9 million housing foreclosures in 2008 and 2009 due to lax and often predatory subprime mortgages. In Bull by the Horns: Fighting to Save Main Street from Wall Street and Wall Street from Itself, Sheila Bair, director of the Federal Deposit Insurance Corporation (FDIC) from 2006 to 2011, gives an insider's view of what caused the crisis and what can be done to prevent similar meltdowns in the future.
Finance and Investment
Maneet Ahuja on Hedge Funds and the 'Alpha Masters'

Maneet Ahuja began her career at age 17 as a credit risk analyst at Citigroup. Now, 10 years later, she has been named to the Forbes 2012 "30 under 30" list, is a producer for CNBC's Squawk Box and has written a new book called The Alpha Masters: Unlocking the Genius of the World's Top Hedge Funds. Knowledge@Wharton recently talked with her about the alpha masters she profiled in her book and about where she thinks the hedge fund industry is headed. (Video with transcript)
Leadership and Change
'The Corner Office': Adam Bryant on the Five Qualities of Successful Leaders

New York Times editor Adam Bryant has interviewed more than 200 CEOs for his Corner Office column. In his book, The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed, Bryant shares what he has learned from Xerox CEO Ursula Burns, Ford CEO Alan R. Mulally, Yum Brands CEO David C. Novak, Teach for America CEO Wendy Kopp, Zynga co-founder Mark Pincus and other leaders. Knowledge@Wharton recently sat down with Bryant to discuss five qualities of successful leaders, the age-old question of whether leaders are born or made and how his discussions with CEOs have influenced his own approach to leadership. (Video with transcript)
Leadership and Change
Gretchen Rubin's Search for Happiness

Are you happy? Could you be happier? Gretchen Rubin was already "pretty happy" when she asked herself these very questions. In search of the answers, she started her own pursuit of happiness, which eventually became a New York Times bestseller titled, The Happiness Project. She has now written a second book called Happier at Home. Knowledge@Wharton recently spoke with Rubin about why happy people work more hours each week, how to make and keep happiness resolutions and how to ward off the three happiness leeches. (Video with transcript)

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