With Anne Bancroft

Mel Brooks has been taking audiences along for his ride for decades.  The director of memorable comedies like Blazing Saddles, The Producers, and Young Frankenstein was also the executive producer of films like The Elephant Man.

He is one of only 14 people to win Emmy, Grammy, Oscar, and Tony Awards, and will be given the 41st AFI Life Achievement Award at a gala tribute on Thursday, June 6, 2013. He is also pretty good at telling great stories, or as he put it “I don’t do stuff for the audience, I do stuff for me, and the audience usually comes along with me.”

So it was no surprise during our chat who was in control of the conversation.  It was also no surprise that I didn’t really care.

And that was one of the first questions I asked him . . .

T: In the upcoming American Masters special Mel Brooks: Make A Noise (May 20th on PBS), I noticed how outright manipulative you are. But nobody seems to mind; people are just willing to come along for the ride.

M: Yup, I think you are right.  Smart observation.  [Laugh] It is a skill.  I could have been a great psychiatrist.  I am a student of human nature and I know how to flatter.  I know the secrets of how to get people to come along on these crazy rides with me. And it works.  But look, I have been lucky.  Look who I have had to work with. I have been so dammed lucky to get a Madeline Kahn, a Harvey Korman, a Marty Feldman, Richard Pryor, Dom DeLuise, and a Gene Wilder.  I have just been incredible lucky.  I have had the chance to weed out the real actors, find the real human talent.  That all comes from Sid Caesar, you know. He was my springboard.

T: Yes, you were a writer and collaborator with him on his Your Show of Shows and Caesar’s Hour. I was going to ask if you are still in touch with him?

M: Yes, he sent me sailing into show business.  And I am ever grateful for him.  He will be 91 in September and he’s kinda bed-ridden, but about every Friday I drive up to see him, so we can, you know, spend an hour or so.  Sometimes I just go up and give him a kiss. We talk, we bind.  I get him excited and get to talk to him about his years on Broadway and television for so long.  Sometimes he sings along with me ‘I got 5 dollars and it is burning a hole in my pocket.’ [Laugh] We just sing and he gets to forget that he is going to be 91.  It’s heartbreaking to see him in his condition, but it happens to us all and we have to face it.  I love him, I do.  He’s one of a few people in my life that I honestly love.  Sid is one of them.

T: Well, you have had the same effect on people in your stable of actors.  There is a great story about you and being a first time director for The Producers.  You have Zero Mostel and Gene Wilder.  Both very different personalities, but you find ways to get the best out each of them.  Like Gene Wilder ‘wired’ on coffee.

M: [Laugh]. That was a pleasure.  It was for this scene where he has to be hysterical. I gave him like a dozen chocolate bars and tell him to drink a pot of black coffee. He says ‘but I don’t drink coffee.’  I made him drink it and it was like 5:30 at night and we do the scene and ‘Take’ 1 was enough. He even admitted that he did an incredible scene.  But, the next day he comes in all bleary eyed and says that he didn’t sleep a wink.  It was the coffee.  I got the scene but I have to be careful because I am such persuasive person and I just don’t want to cause that kinda chaos in a person’s life.  ’Melvin, you have to be careful, God is watching.’

T: As you worked with all these great people in your career, you have never been much of a stand-up, joke teller.  For you it was about stories.  I think you called them “life sketches” from your time as a writer for Sid Caesar.

M: Yes, hmm, I know what you mean.  Stand-up is usually ‘joke humor.’  You get a laugh for like 10 seconds.  Then it is gone.  But real humor based on real life means something to the audience, it gets a longer laugh and it stays with you.  These stories stay with you.  Really life is funnier than just reciting or relaying a joke. Characters and storytelling mean a lot more to me.  That is where Brooksfilms comes from.

T: How so?

M: Well, I had to keep the name Mel Brooks off the screen because the audience would expect a ‘Mel Brooks’ movie.  So when we did that great story The Elephant Man, if it were a ‘Mel Brooks’ movie, they would have expected a rainbow colored trunk or something.  [Laugh] So, I could tell these great stories like The Elephant Man or Frances Farmer in Frances, or Jeff Goldblum’s magnificent performance in The Fly. I was painfully aware that I could not direct them, so I produced them.

T: Did you ever feel a victim of your own success?  Ya know, being ‘funny man Mel Brooks?’

M: Nah. You know, for a while maybe, but then I realized that it’s their problem, not mine.  It is what you are expecting.  Anne (Bancroft) and I would have people over for a dinner party and on the ride home they would say ‘Ya know, that Mel Brooks is just not that funny.’  Like they were expecting me to be ‘on’ all the time.  Life is more challenging than that. Like there was this one time where my son Max as a teenager was trying to stir some stuff up and came down to a dinner party dressed in full SS regalia, all black with the boots and everything.  I was a bit shocked as ya know, there were a bunch of Jews at the table, but Anne – without missing a beat – said ‘Max, epaulets, really?  Isn’t that a bit much.’  The room just cracked up and she handled it beautifully. I was just embarrassed.

T: Max has made quite a name for himself, correct.

M: Max never disappoints.  And I am not just talking about his work.  He wrote The Zombie Survival Guide and then went on to write World War Z, which is being turned into a movie this summer with Brad Pitt. But I am talking about him as a son.  As a person, he is just a nice, sweet supportive guy.  He never disappoints as a son.

T: So, last question? Any unrealized projects for you? Ya know, like (Director Stanley) Kubrick wanted to do “Napoleon” forever.  Anything you want to do next? Burning desire.

M: That’s it.  I want to do Napoleon.  I mean we are the same height and everything.  I just want to know what he was doing with his hand in his pocket?  What was going on in there?  No, seriously, I  . . .maybe I will do Blazing Saddles The Musical.  If I see something I like, I will stick with it.  There is still plenty to do and plenty to live for.  Sometimes I get strawberry cheesecake to look forward to[Laugh]. Wait, before we go . . .So this is going on Forbes right?  Lots of bankers and finance people?

T: Yes, not just them, but a lot of business people, yes.

M: So, do you get lots of stock tips from those folks?  ’Buy gold’ and that kinda thing.

T: No, but every once and awhile, I am told that the future is in ‘plastics.’ (reference to a great line from The Graduate, starring Mel’s late wife Anne Bancroft).

M: [Laugh] Ha, Good one.

I think I just made Mel Brooks laugh!!

##

Please follow Todd on Twitter @toddmwilms or LinkedIn. SAP is honored to help some of the best organizations in the entertainment industry run better, and is a proud supporter of the 2013 Tribeca Film Festival.

Mel has a busy year ahead of him:

The new film American Masters Mel Brooks: Make A Noise will premiere nationally on PBS on May 20, and will be released on DVD by Shout! Factory on May 21. The film features never-before-heard stories and new interviews with Brooks, Matthew Broderick, Nathan Lane, Cloris Leachman, Carl Reiner, Joan Rivers, Tracey Ullman, and others.

On July 2, Mel Brooks’ legendary 1968 Oscar^®-winning film The Producers gets its first Blu-ray release, also from Shout! Factory.  The Producers: Collector’s Edition is a Blu-ray/DVD combo set that features a new HD transfer and includes a reversible wrap featuring original theatrical art, the documentary “The Making Of The Producers,” a 2012 interview titled “Mel And His Movies: The Producers,” the original theatrical trailer, a deleted scene, and a sketch gallery.

Also available is The Incredible Mel Brooks: An Irresistible Collection of Unhinged Comedy, a 5-DVD/1-CD set that is a veritable treasure trove of all things Brooksian, released late last year by Shout! Factory.

Mel will be honored with the 41st AFI Life Achievement Award, the highest honor for a career in film. The award will be presented to Brooks at a gala tribute on Thursday, June 6, 2013 in Los Angeles, CA.  His films have been recognized by the American Film Institute as among the funniest American movies of all time, with three films in the top 15 of AFI’s 100 Years…100 Laughs list: BLAZING SADDLES at #6, THE PRODUCERS at #11 and YOUNG FRANKENSTEIN at #13.

This week’s analysis focuses on the impact of leveraging multichannel interactions on Agent Utilization and Interaction Cost.

Creating and unlocking value in an organization starts with knowing precisely where things stand, and where the opportunities for improvement lie.  To help, SAP’s Performance Benchmarking group publishes a short analysis each Monday, highlighting hot industry topics and high-impact strategies.

KEY QUESTION: Are You Optimizing Your Interaction Center Operations By Leveraging Multichannel Interactions?

Note: Adoption refers to adoption of the Best Practice “Channel mix is actively managed to drive interactions through multiple channels”

Source: SAP Performance Benchmarking for Utilities, Telco, Banking, Insurance and Consumer Products industries

KEY TAKEAWAY:

Most contact center operations in any B2C set-up involve a high volume of interactions and meeting customer needs in such scenarios can be difficult. The challenge becomes exponentially greater when resources and budgets are limited. The key is to then optimize time spent by Agents on each interaction and increase agent utilization rate in order to manage the total cost per interaction.

Where organizations enable contact center agents, with the right tools, to work on multiple interactions in parallel, agents are able to utilize their time prudently without affecting the quality of an interaction and/ or customer satisfaction levels. This results in optimizing headcount cost, and improved management of telecommunication and other costs.

Our benchmarking analysis shows that channel mix, when actively managed to drive interactions, not only increases the agent utilization rate by 49%, but also lowers the average call handle time by 12% and reduces the total cost per interaction by 44%. Hence, with the proper technology in place to provide unified queuing, prioritizing, and routing capabilities for all interactions, organizations can maximize the efficiency and strategic value of their contact center.

VISIT SAP’S VALUE MANAGEMENT CENTER

https://valuemanagement.sap.com

REQUEST MORE INFORMATION

benchmarking@sap.com

Note to readers: SAP’s Performance Benchmarking program is a strategic service sponsored by its Value Engineering organization. Originally launched in 2004 together with ASUG as a forum to exchange metrics and best practices, the program today has grown into a global effort and one of the largest such programs in the industry—with more than 14,000 participants from more than 4,000 companies and studies available in 12 languages. Participants receive—free of charge—customized and confidential benchmarking comparisons against industry peers as well as aggregate analyses. To participate in the SAP benchmarking program, visit https://valuemanagement.sap.com.

Somewhere along the line, leadership forgot who it was leading.

Leaders are often selected based on their business acumen and “results,” – not necessarily their ability to lead people. Unfortunately, the ability to produce results as an individual does not always scale to effectively lead others.

In addition, leadership development has evolved to focus on developing business acumen, often at the expense of developing critical people skills. Leadership, in many ways, has been reduced to managing outcomes.

The problem with this approach is that you can’t lead outcomes – you can only lead people. Without focus on the business of leading people, you are left with an organization operating well below its true capability, and likely not making full use of the business expertise at the helm.

Leadership is a social business. It is most simply defined as the act of motivating a group toward achieving a goal or vision. It’s fundamentally about people.

Leadership, in many ways, has been reduced to managing outcomes.

How do we put people back into the Leadership equation? For starters let’s review how we select and develop leaders. Let’s consider the characteristics that enable someone to become a great leader of people.

A great leader is interested in people.

They have a deep curiosity about what makes others tick, and a genuine desire to help them become a better version of themselves. They take the time to get to know, and connect with, those they lead. They naturally build a culture of respect.

A great leader believes in people.

They see, and mirror, the talent and potential in their people. Eleanor Roosevelt once said, “A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves.”

A great leader recognizes an employee’s strengths and aligns them with roles in the organization where they can best be utilized, and respectfully helps them find another job when they are not needed. A great leader provides support and resources necessary for employees to be successful. They empower people.

A great leader is inspired, by their mission, and by their people.

They see the unique talent, story and circumstance behind every employee and allow themselves to be impressed. Per Simon Sinek , author of Start With Why, “A leader must be inspired by the people, before a leader can inspire the people.”

Great leaders see what each individual has to contribute, value diversity of thought and experience, and naturally build a diverse workforce. Their ability to be inspired is infectious. A great leader naturally inspires people.

These characteristics should be the litmus test for any candidate in consideration for a leadership position. People with these foundational characteristics can be taught and will easily learn an arsenal of leadership and business skills. Unfortunately, without this foundation, it’s impossible for someone to become a truly great leader.

Great leaders see their people as the source of what the organization ultimately achieves. They recognize that as the leader, they alone have nothing but a vision. Their ability to bring their vision to life is dependent upon the extent to which they engage their people with it. They understand that engagement is about more than clear objectives and measureable outcomes; it’s about human connection and collaboration.

So what about business acumen? Does it have a place at the leadership table? Of course. However, the leader’s ability to leverage their business knowledge is predicated on the level to which they’ve earned their team’s trust and respect, empowered them to get the job done and inspired them to action.

Great leaders see their people as the source of what the organization ultimately achieves.

Leadership is a social business. Being a great leader requires more than a great business plan: it requires a deep appreciation of what can be accomplished when people align in support of a vision, as well as the interest, belief and inspiration to facilitate that connection and collaboration.

1. The assertion that “an effective system of internal control reduces, to an acceptable level, the risk of not achieving an entity objective and may relate to one, two, or all three categories of objectives” is excellent and I am pleased that it comes before any discussion of principles
2. The assertion that follows, that this (reducing risk to an acceptable level) requires that “each of the five components and relevant principles is present and functioning” creates a serious problem

Let’s examine the problem created by COSO saying that effective internal control requires that all relevant principles are present and functioning. I say ‘principles’ because the Framework asserts that no component can be assessed as present and functioning if there are major issues with any of the related principles.

Rather than taking an approach that requires that risks to the achievement of objectives be identified, and then an assessment made as to whether the combination of controls across all components of the Internal Control Framework reduces the level of risk to acceptable levels (i.e., a top-down, risk-based approach like those recommended in PCAOB, SEC, and IIA guidance), the assessor is directed to assess the principles. This creates a high risk, highlighted by many commentators on the drafts submitted earlier for review, that the assessment will be based on a checklist: a checklist formed by the principles.

Now an argument can be made, requiring some contortions of logic, that the same result as a top-down and risk-based approach is achieved because the principles include the required steps of a risk-based approach (principle 7 refers to the identification of risks, principle 10 identifies control activities that “contribute to the mitigation of risks to the achievement of objectives to acceptable levels”, and principle 11 talks about IT general controls – though they should be included in principle 10). Then, so the logic goes, the assessment is made as to whether there are any major deficiencies (i.e., one that “severely reduces the likelihood that the entity can achieve its objectives”). Does this, in fact, result in the same assessment?

Possible, but unlikely.

1. As we know from PCAOB and SEC guidance and our experience on SOX assessments, indirect entity-level controls do not necessarily result in a higher risk of failure to achieve objectives (in the case of SOX, the objective is a set of financial statements free from material misstatement). Indirect entity-level controls only create a higher risk that direct controls will fail. Then it is up to the assessor to determine whether, especially considering the quality of monitoring controls,  the risk to objectives is greater than acceptable levels
2. The determination of a major deficiency (see above) is not whether the risk to achievement of objectives is greater than acceptable levels. That assessment, requiring judgment, still has to be made but is not referred to as far as I can tell in the updated Framework
3. I believe it is likely that an assessment based on the principles rather than risks to the achievement of objectives will result in (a) assessment of principles that are not relevant to the assessment of risk to achievement of objectives, and (b) a failure to consider all the key controls (using SOX language) relied upon to reduce the level of risk to objectives to acceptable levels

Why do I believe this? Just look at the COSO (or PwC) suggested templates for assessing internal control. Do they take a top-down, risk-based approach, or do they instead ask for an assessment of the principles, with yes or no answers and no reference to acceptable levels of risk?

I suspect that over time we will learn how to use the updated Framework while remaining true to the top-down and risk-based approach. But, in the meantime I fear that many will lose their way.

Until now, the choice has been rules-based or principles-based. I always thought that in the case of internal control, principles-based referred to the principle that internal control is not perfect and only provides reasonable assurance that risks to the achievement of objectives are at acceptable levels. PwC and COSO have blurred, in my opinion, the distinction between rules-based and principles-based. I just wished they had gone for “risk-based”.

I welcome your comments.

I read a wonderful post by Shane Parrish titled “Warren Buffet: The three things I look for in a person“.

Here he shares three qualities that Buffet looks for in a person:

• Integrity
• Intelligence
• Energy

He also thinks that without the first, the other two don’t matter much.

This reminded me of my mentor and his principles when deciding to work with someone. His list was as below, in the order of importance:

• Integrity
• Passion
• Ambition

Again, he said that without the first, the other two are a sure recipe for disaster. However, when you add that in the mix, it plays the role of a “Philosopher’s Stone” and transforms the person.

Strangely, these are exactly the qualities that I look for in a sales executive.

You can’t infer a person’s ability to sell by looking for these qualities. However, in my opinion, if you have these three qualities, one can succeed in any role that they get into. If you observe, none of these is a skill. They constitutes our character.

Skills can be learnt, but character needs to be built and it takes a long time to build one’s character.

Now, the question is how do you check for these qualities before you hire someone.

Its easy to check if someone is ambitious or passionate from their past works, social profiles and the initial discussions. The most critical and difficult thing to check for is the integrity of a person.

My mentor did a few things to check the integrity of the person:

• He would leave a 100 rupee bill in an empty room and get the person to wait in the room. The currency is not on the table but in a place where it will  be definitely be seen and observe what the person does with the bill. This tells a lot about the person and his integrity. 

• He would get one of his assistants to serve coffee/tea to the person and that person would deliberately spill some tea or coffee and observe the reaction. He always used to say that the true identity of a person comes through in their conduct with people weaker than themselves.

• In the middle of the conversation he would plan to receive a call on his phone and get all worked up about a situation on the phone and react in a way that he would not want to react/behave. He would then start chatting about the situation with the person and gradually bring up how he reacted and ask this person what he thought about his action. The response will say a lot about the integrity and character of this person.

Some other interesting ways to try and understand the person that i have found helpful for me are:

• Get someone from the team to talk to the person informally before the actual interview over a cup of coffee. This conversation will provide a lot more insight into the person than a formal conversation. 

• Make the person wait for a few hours with no one to talk to or meet. And then put them in pressure by cancelling the interview by giving some flimsy reason. The reaction to this situation tells a lot about the person than any formal interview could. (Though, post that prank, you do let your hair down and continue the interview with him or her, for sure).

What do you do to screen your hires? Do share what has worked for you in the past by commenting below or tweeting to me at @rmukeshgupta.

PS: Video of Warren Buffet talking about the importance of Integrity:

1) Mobile Device Security

This outer layer deals with protecting the mobile device, whether it’s issued by the business or allowed under a bring-your-own-device (BYOD) arrangement. The security objective is to secure corporate data assets with a comprehensive enterprise mobility solution. Such a solution would enable IT departments to have anytime/anywhere control over all of the deployed devices as well as their applications. For example, administrative options would include the ability to remotely lock and wipe devices when an employee reports a lost business phone or tablet. This approach to mobile device security can’t exist separately from, or independent of, the organization’s enterprise mobility strategy, especially for compliance reasons.

2) Mobile BI App Security

The middle layer includes the mobile BI app. The security at this layer can be linked to device security (for example: the employee profile may dictate the availability of a particular app). However, the app security can also be established in addition to and/or independent of the device security. For example, we may need to unlock the tablet first, and then unlock the mobile BI app with a password before anything else can be done. If the mobile BI software is purchased, this functionality will be dictated by the vendor. Mobile BI solutions built in-house will have a greater degree of flexibility to customize this option.

Mobile BI app security plays a critical role because it provides a secondary layer, similar to a pin on calling cards or remote access devices. If the mobile device is lost or stolen, it helps protect the downloaded information on the app. This becomes especially critical if the mobile BI app has an offline functionality, which allows full access to downloaded data without any Wi-Fi connectivity, including during use in airplane mode. As a result, this app layer security provides safeguarding of not only data in mobile BI reports but also connection profiles such as server names, etc.

3) Report And Data Security

This third and final layer usually inherits its rules from the underlying BI platform. Generally, two components make up this layer: mobile BI asset (report) vs. data content displayed on the report. The mobile BI asset component determines which specific reports or dashboards a user is allowed to see. For example, this could help to separate forecast dashboards for sales from P&L reports for finance. On the other hand, the data content component dictates what a user will see when they access the report. For example, a sales manager who’s responsible for the U.S. operation might see only the U.S. data, whereas a manager from Europe might see only European data. The combination of asset and data security allows for the management of different mobile BI assets, and helps to serve different user groups with different needs for access and security.

Bottom Line: Security Is Critical

Enterprise data requires the same degree of protection as other corporate assets. Mobile BI is no different. When we’re developing a mobile BI strategy, we need to consider all of the three layers of security. But we also must take into account the challenges we may face due to lack of standards and the integration of these layers at the enterprise level.

Security is critical for mobile BI because mobility offers an unmatched convenience that comes at a risk. We can’t afford to jeopardize one of our most strategic assets— enterprise data— as business transactions become ever more digital and connected. Instead, we want to use mobile BI to drive growth and profitability.

Which of the three layers of security in mobile BI do you find most challenging to manage?

Stay tuned for my next blog in the series, Ten Mobile BI Strategy Questions: Enterprise Mobility.

For more on mobile BI, read my other blogs in the series.

The topic of diversity is very popular; so ever-present that the word has almost become cliché. People hear “diversity” and dismiss conscious thought, relying instead on whatever stereotypical notion they have about the topic. How did things get this way?

First, we have a very real diversity problem with glass ceilings everywhere. Second, there exists a lack of bravery, honesty, and emotional intelligence when it comes to talking about diversity.

Put these together and what you get in most organizations is required training that offends some, enlightens few, but allows us all to check a required box.

In fifty years, this will not even be a topic of conversation. Thanks to immigration, interracial relationships, and the continued societal progress of women and minorities, the mythical “melting pot” will finally appear. Diversity will become the new status quo. It’s inevitable.

However, until then, we have work to do. If we are to effectively address this challenge in the next few decades, we have to get honest.

The topic of diversity is very popular; so ever-present that the word has almost become cliché.

There are two big issues that are often neglected or ignored. First, diversity often hurts before it helps. Presenting people with others who are different from them causes an odd and sometimes negative reaction. The simplistic mantra preached by the consultants is very Kumbayah. “Diversity is beautiful!”

Let’s be honest. A state of awareness and togetherness may or may not materialize. What is certain is that we are human and we continue to struggle with unproductive thinking patterns. Though it seems this aversive reaction to others was once highly useful.

Evolutionary psychologists suggest that back when our ancestors lived in caves, this “us and them” point of view supported survival. This is basic in-group versus out-group psychology. Encourage yourself by denigrating the out-group. We don’t use clubs anymore, but some of that simple reactionary thinking still lurks in our brains.

The pundits say diversity has positive effects. That is an oversimplification.

Diversity might lead to higher productivity and creativity, but only if the team is skilled in conflict management and communication skills. Otherwise, an odd tension and misunderstandings often are created; or worse yet – out of control political correctness!

What you get in most organizations is required training that offends some, enlightens few, but allows us all to check a required box.

I think diversity is beautiful and fascinating. However let’s not simplistically profess positive outcomes without giving folks a real chance to achieve them. With great communication skills, a lot of honesty, and decent conflict management skills, you have a shot.

The second unproductive action we take is to lose sight of the real goal. The goal isn’t quotas or numbers or multiculturalism. We focus too much on emotional labels. We talk about male/female, black/white, gay/straight, old/young, etc. These labels have become saddled with all kinds of emotion, rendering conversations unproductive. There are many bases of diversity including gender, ethnicity, age, sexual orientation, socioeconomic background, education, and so on.

We get so hung up on a few legit but overly emotional labels that we fail to see the full spectrum of diversity, and we lose sight of the holy grail:  creating a diversity of ideas.

So what should we do?

If I could give you only one piece of advice, it would be this:  stop talking about diversity and stop reading about diversity. Instead, go physically experience diversity.

The single best way to start is to experience what it feels like to be a minority. I’ve been blessed to have this opportunity several times. Three come immediately to mind. First is volunteering in urban areas. Whether dealing with at-risk youths, or the homeless, or people with HIV, the experience was always enriching.

The second was my time as a doctoral student where white males were a distinct minority. Being surrounded daily for several years by people from the four corners of the world provided serious mental stimulation.

The third example only lasted a few hours, but had the biggest impact on me. I was asked to be part of a panel discussion at a leadership and diversity conference. I agreed, thinking this was about some aspect of leadership I had studied or addressed many times. Wrong.

The caller clarified – the topic was white privilege. Uh oh. What had I just agreed to?

As a scholar, this was not my area of expertise, so I looked it up. White privilege is a fascinating area of study examining the fact that, even if not racist, white people can accrue benefits in life simply because they are white. Imagine “white sounding” names faring better than “non-white sounding” names in a stack of resumes, even when the credentials are identical.

Very interesting stuff. That did not, however, change the fact that I was out of my element. I decided that when the time came to sit on the panel, it would be wise to say very little.

The day arrived. When I walked into the hotel ballroom I realized quickly I was the sole Caucasian in the joint. The room held about two hundred people. There were many African Americans with a minority of Asian Americans and Latinos thrown in – and me. I walked through the large room and it felt like all eyes were on me.

Stop talking about diversity and stop reading about diversity. Instead, go physically experience diversity.

I seemed out of place. I felt horribly awkward. On the dais sat my two co-panelists. One was a well-known African American studies professor from a prestigious university. The other person was a very successful Latino corporate executive. Kind fellows. We enjoyed comfortable banter prior to the beginning of the session. I felt confident that my keep-your-mouth-shut strategy would work since these guys were so accomplished and had so much to say.

The moderator was an African American woman who was the Vice President of Human Resources for a very large company. She introduced herself, described the purpose of the session, and read all three panelists’ bios. I felt oddly insecure.

I reminded myself once more to stick to the strategy. Just nod thoughtfully and let these learned gentlemen dominate. When she finished the bios, she said, “I’m very excited to see where this discussion leads. Let’s get started. White privilege: does it exist? Dr. Dewett?”

For a moment, I squirmed. It was more than just having all eyes on me. I was the odd man out. I was the minority. I was about to address a topic that touches nerves. To this day I don’t know why the moderator found it appropriate to start with the pasty white guy.

Luckily, I happen to be a bit goofy and quick on my feet, so I sat up straight and cleared my throat. I said, “Let me begin by saying what a privilege it is to be here today.” The crowd cracked up. I knew then I would survive.

What followed was a robust discussion of the labels we use, how they often trip us up, the psychology of diversity, and the need to focus on the real goal – creating a diversity of ideas. When I first walked in I felt isolated and weird. By the time I left I felt enlivened. I had been surrounded and positively affected by perspectives and backgrounds different from mine.

If you’ve never experienced what it feels like to be a minority, you need to find a way to make it happen. This should be mandatory for promotion into leadership roles. Bottom line – it helps you grow.

Fifty years from now. One hundred years. Whatever – you get my point. Until we are all a lovely shade of mocha, we have work to do. It has less to do with mandatory training and much more to do with broadening your experiences and having frank conversations.

Give it a try. You might be surprised by the ideas you encounter and those you help create.

Art by: StaryHeavens

A successful mobile strategy begins with a common platform for integrating and managing mobile devices and the corporate assets that are stored on them. Equally important are the tools for designing and distributing mobile applications, and mobile services that improve internal efficiencies and open up new revenue opportunities for your business.

Here’s an overview of the ingredients of a successful mobility strategy.

Platform: Enterprises need a wireless platform that enables them to create and manage multiple apps and securely connect enterprise data sources to all major device types. A mobile enterprise platform is the connective tissue between traditional back-end business systems and multiple mobile devices. It provides the tools enterprises need to drive mobile initiatives across the entire organization.

Tools: To create mobile apps and processes, enterprises need a development environment that is consistent but highly adaptable to changing business needs. Look for tools that will help you cost-effectively build enterprise-grade applications from a single platform, while integrating with popular develop­ment environments such as Visual Studio and Eclipse. Reusable code reduces costs associated with custom app development, application updating and application scaling.

Apps: Developing and deploying a broad range of mobile applications will make it easier for employees to accomplish daily tasks from their smartphones or tablets. Mobile apps will also help you to extend business processes to mobile sales, service and maintenance workers.

Services: Mobility is creating opportunities for enterprises to improve business perfor­mance and build new revenue streams by offering a range of services, including mobile messaging, commerce, CRM and marketing services.

“The first phase of the mobile revolution—driven largely by the workforce—left IT looking for ways to extend the enterprise to mobile devices in a more orderly and secure fashion,” said Moser. “The next phase is about using mobility more strategically to transform the enterprise.”

A mobile-enabled enterprise opens up an exciting array of opportunities for businesses to improve the ways in which their workers communicate and collaborate, increase efficiencies in common business tasks, and engage and interact with their customers more effectively.

By providing workers with secure access to real-time information and processes anytime, anywhere and on any device, businesses can put the power of mobility to work for them in new and innovative ways.

To learn more about how mobility is transforming your business, the SAP mobility team wanted to help by developing a Mobile Playbook with CIO. Check out the playbook, as well as two other helpful guides for your mobility journey here.

A former Census Bureau director once bewailed the problems facing his agency. There were so many people, he said, and so many questions that needed answering. “Even with the aid of elaborate machines,” he said, “the Census Bureau can scarcely hope to keep within the limits of money and time … in tabulating the results of so many inquiries.”

That was in 1910, and things haven’t changed much since then. The decennial Census is still filled out by hand, and the government dispatches live people (“enumerators”) to follow up on the households who don’t respond to the paper questionnaire.

But things could be changing, albeit slowly. The 2010 census cost $14.7 billion, and then-director Robert Groves agreed that that’s simply too much.

Future censuses could be conducted mainly over the Internet, an option countries like Canada already offer. In other countries, administrative data like post office records, tax records, and information from credit card companies supplement census data.

The United States is a special case, observers say, because the government isn’t simply trying to count people: To properly allocate the right number of seats in the House of Representatives, the U.S. Census must count people in the right place.

Using the Web to conduct the census would cut costs, but would also make it difficult to track groups that have less access to technology. It also wouldn’t solve the response problem–some people just don’t trust the government enough to trust it with their personal information. But, says Sen. Tom Coburn (R-Okla.), an advocate of making the census more efficient, “If they do 70 percent of it online, you have all the resources left” to follow up with the remaining 30 percent.

The Census Bureau is also experimenting with the ways it presents its information after it’s collected. Last year, the bureau released an API (application program interface) that allows anyone to write a program to interpret, connect with, and build on census data that was recognized by Computerworld magazine as a “visionary application of information technology.”

The bureau also posts weekly visualizations to a demo gallery intended to showcase the breadth and depth of data available to the public.

Image credit: United States Census Bureau

Exactly how many times does your cell phone have to drop a call, or your data freeze on your mobile device, or does your cable company sneak an extra fee on your bill before you take issue?

Is it once, twice or more likely dozens of times before you reach out to customer service?

If you are like most consumers, it has to happen a lot.

It seems that we as a society have become satisfied with, for lack of a better term crappy service. Even worse we have become accepting of sneaky extra charges and fees.

Perhaps it is out of sheer laziness, but it seems that the big service providers are getting a license to provide bad service.

Almost as if by making service so difficult to obtain that it becomes easier to just deal with it.

A bit counter-intuitive, yes, but are the largest service providers taking advantage of our goodwill and patience?

Undoubtedly frustrating for the consumer, you would think that there would be a mass exodus by consumers to smaller more service oriented companies, but it doesn’t seem to be that way.

In some cases this is due to availability.

In many areas there are only one or two known options for service. So people go with what they can get. This rings true for internet, telephony and mobile service. It just seems that some companies have monopolized certain areas by having the best or only service available.

However for every instance that the customer is behold-ant to one provider their are many where choice exists but the customer chooses not to exercise their choice.

Cloud-Based Communications

The great news here for business is that this low level of service has left the door wide open for new players to enter. Technologies such as Cloud, Managed Wireless and all encompassing Unified Communications platforms can replace many of the a la carte services provided by the market leaders (and dinosaurs) of the communication industry.

If your organization can provide a high level of service, both the actual service you are selling and the level of customer attentiveness that you provide, you can instantly become a hero.

And while the smaller service provider cannot possibly attempt to compete with the larger player in terms of their marketing and brand visibility, you cannot for even one moment discount the value of creating your brand based on delivering an excellent service that is backed by excellent service. Further your small statue allows for you to be nimble, responsive and creative!

The key to opening the door on the holes created by the larger service providers is to make sure that you absolutely deliver what you say. Because nobody wants to do business with a smaller player that doesn’t meet their brand promises.

So while the opportunity is there, it isn’t such that you can just show up and you’ll win the game. You have to show up and actually deliver.

But if you do…the world could be your oyster.

So for the biggest providers, consider yourselves warned. People may have been a bit complacent about their service for a long time. But in the socially connected world we live in the small player can use your arrogance and indifference toward the customer to their advantage.

At this point it is merely a matter of choice.

Customers can have their service and a good experience too.

It is just up to the next group of service providers to insist on living up to their brand promise.

No more free rides for bad, indifferent or sneaky service practices.

License suspended…from here on out they can take the bus!

Are you ready to build a bullet proof business on Cloud-Based Unified Communication Services? Visit us here to learn how!

Intellectually, it’s easy for us to promote the value of diversity in our organizations. We can endlessly proclaim epithets about the added benefit of a diverse and varied constituency of employees, espousing the importance of mixing genders, races, generations, and lifestyles.

In our heads, we “get it,” and for good reason—it seems almost self-evident that a variety of perspectives would make our collective decisions better, faster, stronger.

In practice, however, leveraging the obvious benefits of diversity is, well… really freaking hard. We “understand” how important it is, but as I’ve experienced firsthand, many (if not most) organizations aren’t truly capitalizing on their diverse workforce as expertly or powerfully as they’d like to be.

Why is this the case?

Why is it so much more difficult for us to capitalize on diversity than it is for us to understand why it’s crucial?

The dirty secret of diversity is that the problem starts with us, not “them.”

It turns out that leveraging diversity isn’t really about all the “different people” around you as much as it’s about you—and the way you see those people.

Leveraging the obvious benefits of diversity is, well… really freaking hard.

Whether we realize it or not, we define ourselves as “normal.”

Before you scoff (“There’s nothing ‘normal’ about my crazy life!”), consider this: our default state is to think other people like what we like, and further, that they ought to like what we like. We do the same with things we don’t like.

For example, if we love strategy or details or collaborating or ____________ (fill in the blank), we think other people must love those things, too.

If we hate spreadsheets or sitting in meetings or filling out forms or ____________ (fill in the blank), our default state is to think other people must hate those things, too.

The problem is both of those statements are total lies.

There are people who unequivocally love to do the same exact things you hate to do.

There are people who completely abhor the things you’d enjoy doing all day, every day.

Until we get past the lie that other people are energized or drained by the same things we are, we can’t truly leverage diversity because deep down, we don’t really appreciate it. It’s hard to accept that others may truly enjoy an activity that we’d rather take a fork in the eye, than do ourselves.

It’s much easier to see the world as if everyone else is looking through the same “lenses” we are. In fact, statements from this (mistaken) worldview spill out of our lips on a regular basis. “If other people would just call me back at the precise moment they said they would…!” “If other people would just think through their decisions…!” “If other people would not be so mired in the details…!” “If other people just knew how to merge onto the freeway like I do…!”

I hate to break it to us all, but it’s the same stuff that drives us crazy that also enables us to leverage diversity. And that’s why diversity is so damn difficult: to take advantage of it, we have to somehow find a way to get outside of our own “filter.”

Until we get past the lie that other people are energized or drained by the same things we are, we can’t truly leverage diversity…

Here are three suggestions for how to get started:

1)  Our understanding of ‘diversity’ has to go deeper.

The magic of diversity is unlocked in an organization when we can get past “surface” features that look like diversity, and start to embrace the completely fingerprint-like distinctiveness that is a person’s strengths. People who look very different on the outside might have very similar activities that energize them. Find a way to unleash the uniqueness underneath.

2)  We must embrace our own genius.

Each one of us has a completely unique set of strengths/talents/gifts/energizers (whatever word you prefer). In order to appreciate the strengths/talents/gifts/energizers of other people, however, we must first be crystal clear about what value we bring to the team. We can’t appreciate the differing perspectives of others if we constantly feel threatened or insecure about our own viewpoint.

3)  We have to get exponentially better at being vulnerable.

There’s no way around it; leveraging diversity really is hard. It involves deliberately overriding the “I am normal bias” we have in our brains, and forcing ourselves to see the world from a perspective that isn’t natural, comfortable, and sometimes might even seem ridiculous to us. However we get there, though, without an authentic willingness to try on somebody else’s viewpoint our efforts to leverage the amazing power of diversity will continue to fall flat.

Art by: TheGrayson

Ok, maybe it’s not a pun in the biblical sense but I think it’s a pun nevertheless. If you don’t agree with me, that’s perfectly fine. And while I am not the world’s greatest speller – although I did come in 2nd place in the 6th grade spelling bee a few years back, the reason for my incorrect spelling of the word “mover” is due to the fact that I want to tell you about something called “muuver.”

As per their description on the crowdfunding site indiegogo.com, “muuver is a simple to use social app that let’s you share your hypes and gripes, kudos & complaints, likes, and dislikes – about ANYTHING. muuver then takes your hype or gripe about an item and adds it to the ‘item page’ where you can see everybody else’s posts who hyped or griped about that item.”

Now I am a self-admitted social media junkie and anytime I hear of something new on the social media landscape I am usually drawn to it for at the very least to learn more about it.

Such was the case with muuver. When I heard about it then read about it on indiegogo.com, I was intrigued and wanted to learn more.

So I tracked down the president of muuver, Paul Marek to learn more. I asked him the obvious questions of what exactly muuver is, how it works, do we really need another social media network and so on. But I started off  querying him on why crowdfunding as a way to raise capital vs. the VC route – which other type startups seem to prefer.

SO: Why crowdfunding and not the traditional venture capital route?

PM: I  decided to go the crowdfunding route after attempting to put together a few pitch decks. It was then I realized I was focusing too much on getting VC funding, and not worrying enough about getting the tool built for people to use so it could gain traction, so I stopped pursuing VCs. But there is one VC I’d really like to partner with – Vinod Khosla. I love his attitude about failure. I’d really like to partner with him and his group to leverage their wisdom and connections.

Anyway, this is the power to the people tool, and I think turning to the people is the answer. I think the people should help build the tool, not have it in the hands of any one financial interest. In fact, we have a muuvment on the site called the “Use the tool to build the tool” muuvment. Essentially, since muuver is a tool for people to leave their opinion, we want to get their opinions about ALL the important aspects of muuver, from simple app functionalities, to helping us create our privacy policy.

This has to be built by the people, for the people, from the ground up. Therefore, in keeping with the theme of muuver, crowdfunding was the only road we could take.

SO: What is muuver?

PM: That’s a complex answer, but at it’s essence, muuver is a tool that is designed to give power back to the people. It’s designed to instantly connect and assemble people who share common ideas into groups, and uses the power of the collective voice of the group to create what we call a “muuvment”.

It’s complex because muuver is essentially a mashup of Facebook, Twitter, StumbleUpon, Yelp, Klout and Wikipedia, which is a lot of functionality all rolled into one. But, we’ve actually made it extremely simple to use. In it’s simplest form, muuver is a place where you share your hypes, gripes, kudos, complaints, likes and dislikes… about anything. But then muuver automatically does a whole lot more from there.

Here’s an example of how it works:

Let’s say you want to post a gripe about CompanyXYZ. Posting a hype or a gripe is actually quite easy – you just use our ‘muuvtags’ instead of Twitter’s ‘hashtags’. To make a muuvtag, you put a PLUS sign in from of something you like, or a MINUS sign in front of something you dislike. If your item is more than one word, you just close the phrase with a plus or minus sign. So, to post your gripe you would post it like this “I had a really bad experience with -Company XYZ-.

The complexity grows from there, but muuver takes over and does the rest by adding your post to a page that only displays posts about that same item. So, your gripe about Company XYZ will get added to the “Company XYZ Item Page”, which displays everyone else’s post about Company XYZ. Company XYZ can then “Claim” that page and respond to people’s hypes and gripes in full transparency. This is where the power is. But the item page not only shows everyone’s post about the item with Company XYZ’s responses, it also shows a bunch of stats about the item like its overall +/- score, it lets you “watch” or follow the item, it displays the item’s popularity on muuver, shows total number of posts about the item, it’s total number of ‘voters’, and lots more that we’ll be revealing soon.

The +/- score is the most impactful stat though, because I think people don’t just want to see how many people “like” a company, service, or product – they want to see how many people DISLIKE it too. Seeing both is seeing the truth. But muuver does this with ANYTHING that people put into it, not just products or companies. The users create the items.

But it goes even further from there. Since everyone who has an opinion about Company XYZ is now all in one place, we can then put this focused group into action. From here users will have access to a set of tools called a “muuvement” that anyone can create and manage. Muuvments are exactly what it sounds like – a group of people focused on a particular cause or action. Our muuvment suite of online tools has everything you need to inspire and manage your group into action, including their own status feed, forums, event management systems and calendars, petitions, and a whole lot more.

SO: What do you say to people who say “oh great, another social media network?”

PM: This is the issue I’m most focused on. My entire effort is to ensure that muuver is not just “another social network”.

From a user standpoint, I feel that the old social sites each have critical elements missing that make them far less effective than they could be. Twitter has the character limitation, Facebook only has a Like button, StumbleUpon and Yelp are missing the deep  networking aspect, and generally speaking, these sites are mostly just social fluff – pretty pictures and breakfast menus.

Yes, people have figured out ways to create huge social changes using these limited tools, people are innovative. But these old social networks were not designed specifically as tools to create social change – muuver is.

We take all the best aspects from each of the old networks, to make one that answers the yearning that people have had since the internet began – using it to create change. We’re also eliminating user friction by allowing users access to muuver with any other major social account. And they can share their posts to any social account as well.

SO: What effect will muuver have on brands and businesses?

PM: From a business standpoint, I’m almost afraid to predict what kind of impact this will have. Companies will have to address issues that people raise in on muuver in full transparency, directly with the person having the issue. Companies won’t have a choice about getting on muuver – the users will put them here. WHEN companies get involved will be the issue for them. But it’ll work both ways… companies will get the full benefit of people’s hypes, kudos and likes as well.

SO: When will the site will go into Beta and when will it go live?

PM: Our crowdfunding campaign on Indiegogo lasts for 60 days, which is mid July. We’re hoping to launch our Beta platform a few weeks later at the end of July – it’ll depend how our crowdfunding campaign goes. Some of the perks we’re offering in our crowdfund campaign give the contributor immediate access to our alpha platform, and we’ll be using those lucky people to start creating a nice data set that Beta users can then begin to interact with when we launch at the end of July. When a full public launch will take place after that will be up to the Beta users to vote on and decide.

***

Ok, so what do you think of all this?

Do you think this sounds like something you would be interested in?

Me? I honestly don’t know if muuver is something I will ultimately use or not. I will more than likely kick its proverbial tires when it goes live.

Image source: Google Images

Machine-to-machine technology is the natural evolution of the ‘consumerization of IT’. That’s what IT decision makers in India, China, Germany, the US and UK overwhelmingly think, according to recent survey findings released by SAP (my employer) and Harris Interactive Research.

Machine-to-machine (M2M) technology, sometimes called the ‘Internet of Things’, refers to the connections between devices. Smartphones and tablets yes, but also things like Google Glass, televisions, gas pumps, health monitoring equipment, home appliances, security cameras, parking meters, shipping containers, industrial equipment, cars, and the list goes on and on.

M2M is the next step of consumerization because once again, consumers are driving it. The number of ‘things’ connected to the Internet is expected to reach 50 billion by 2020 (according to The Global Wireless M2M Market report, from Berg Insight, Tobias Ryberg, April 2012).

For example, there a smart vending machine that lets you use your mobile to buy a soda and get loyalty offers. Because of its M2M capability, the machine can also send the wholesaler/distributor real-time inventory data, so it should never run out of stock, and can phone home if it needs any repairs. Behind the scenes, the whole supply chain is going mobile and is connected too. From the factory floor to the delivery trucks M2M is making the process of getting a frosty beverage in you hands more efficient than ever before. We had this machine at Mobile World Congress earlier this year (here’s a video). If you get thirsty at CTIA 2013, you can stop by the SAP booth and get a drink for yourself.

M2M is also starting to appear in consumer products as well. I travel a lot, and I try to take photos of every place I go. A lot of photos. In a typical week, I’ll take at least 100. I’ve returned from some trips with a few thousand! So managing these photos, tagging where I took them, and making sure I don’t lose the camera or have the card wiped by airport x-ray machines is a constant worry for me. But not any more, as I’ve enabled my camera for M2M, There is a company—Eye-Fi—that makes a memory card for your camera that allows it to talk to the Wi-Fi network. The card can add time, date and geo-location info the photos you take, and—the best part—can automatically send pictures and videos to your home computer or other connected devices. Instantly, you (or someone else) can see your photos in Picassa or iPhoto or wherever you keep them. No more running out of space on your memory card. No more having to plug in to upload everything when you get home.

The ‘Internet of Things’ brings together data from machines, ERP, CRM systems, GPS, social media and more in real time, allowing people to interact with devices, and devices to interact with each other in a better, smarter way.

Photo: iStockphoto

At HANNOVER MESSE, the world’s leading trade fair for industrial technology, Industry 4.0 – in other words, the fourth Industrial Revolution – was high up on the agenda. ‎Software providers such as SAP are also looking closely at how to tap the “Internet of Things” for new, smart production systems. But what is Industry 4.0 really about? According to a research report, Industry 4.0 involves hooking up smart machines, warehouse management systems, and operating facilities in manufacturing in such a way that they can exchange information with each other autonomously, trigger activities, and control each other independently. Industrial manufacturing and IT systems are linked using cyber-physical production systems.

The study by the advisory council Forschungsunion, which works on innovation policy in Germany, and the German National Academy of Science and Engineering (acatech) goes on to say: “In the newly-emerging smart factories, the production logic is completely different: Smart products can be uniquely identified, localized at any time, and know their history, their current status, and alternative paths to the target status.” On the one hand, production systems are connected vertically with business processes. On the other, they are linked horizontally with distributed value networks, which are controlled in real time from the order to outbound logistics.

70% of participants believe: “Not economically significant until 2025”

However, a number of years will pass before Industry 4.0 becomes a reality in German companies – and, after all, Germany is still the fourth biggest industrial nation in the world. This was what the German Association for Electrical, Electronic, and Information Technologies (VDE) recently discovered when it questioned 1,300 member companies and universities. Only slightly more than a fifth believe that Industry 4.0 concepts will become accepted “to an economically significant scale” before 2020. Seventy percent are of the opinion that this goal will not be achieved by 2025. Most of those surveyed expect to see specific benefits from smart factories. Three quarters anticipate greater flexibility in the area of production, while 60% expect more efficient use of resources and savings in energy consumption.

According to those who participated in the survey, the three biggest hurdles to setting up smart factories are unresolved questions regarding IT security (66%), the lack of norms and standards, and a great demand for staff training measures (both 43%). The fact that companies are particularly bothered by security issues is understandable. Even today, cyber criminals can hijack and paralyze SCADA (supervisory control and data acquisition) systems using computer worms like Stuxnet. Furthermore, new, unknown threats will emerge when warehouse management systems, plants, supply networks, and business IT systems are connected online.

Interface and communication standards a must

To create an intercompany network and to dovetail all organizations, there is a need for common, consistent interface and communication standards. The Forschungsunion and acatech acknowledge that many standards currently exist, for example, for industrial communication, engineering, modeling, IT security, device integration, and the digital factory. However, these are not integrated into a superordinate reference architecture. According to the VDE study, another reason why Industry 4.0 is currently being thwarted is because the information and communication infrastructures are still not powerful enough.

This SAP.info post is by Andreas Schaffry.

Sam Hinkie, formerly the Houston Rockets’ Executive VP of Basketball Operations, proves to be an analytics guru on and off the court. Hinkie recently spoke at the M.I.T. Sloan Sports Analytics Conference, a yearly conference attended by statisticians across each of the major sports leagues, about the analytics revolution in basketball. With an MBA from Stanford, this sharp professional is no stranger to number crunching and previously advised N.F.L. teams on improving their draft strategies.

Hinkie believes that understanding the core philosophy of advanced statistical analysis requires a familiarity with the economic theory of valuation. When questioned, Hinkie can easily justify how ranking players beyond their shooting percentage, rebounds, and assists can provide better insights as to individual player performance.

Although his approach may be similar to 22 of the 30 professional basketball teams in the league that have an analytics department, Hinkie sets his strategy apart by pointing out that the data he will be collecting is different from the current data used for player evaluation.

In theory, it sounds logical and smart, but there are still some skeptics who question the value of the weight of analytics on decision-making.

When former 76ers head coach Larry Brown was asked about the hiring decision and shift in mentality, he responded, “I’m not that kind of guy. You’re asking the wrong guy. This is not baseball. Guys hit better during the day than they do at night. You have lefties and righties. But this is not baseball. In this league, it’s about teaching players and making them better.”

But Brown didn’t completely deem the role of analytics in building a better basketball team as a failing strategy.

“All the information, I’m sure, helps,” Brown said. “But at the end of the day, this is a basketball town. They love kids that play hard, play together, play smart. And the best way to tell that about a kid is to look him in the eye in the most crucial moments of a game. That tells you so much. But you have to give this a chance,” said Brown.

Only time will tell if this approach can bring a championship win to the city of Philadelphia.

Image credit: Philadelphia 76ers Press Release, May 14, 2013

In a world that is more connected than ever, organizations everywhere are exploring the benefits of migrating to a unified communications (UC) solution. UC is an all-encompassing set of tools for your organization that allows for you to connect via voice, video, and instant messaging in a collaborative environment from anywhere you are, just as long as you are connected to the network.

Simple enough right?

Well, maybe it sounds simple, but in the end the ability to make all of these capabilities work together isn’t actually that easy. It takes many pieces of technology to bring up a UC platform within an organization. However, there is good news. A successful UC deployment won’t elude you — you just have to know the right steps to take.

Here are 10 tips for success in UC deployment.

Cross Functional Input

Even before your first thought about which platform you want to embrace or which partners you want to talk to, you have to realize that UC for any organization is a major project and often it is a complete change from the way staff operates currently. Too many times new technology rollouts are decided in a vacuum and then forced upon the user population. While I certainly don’t recommend an attempt to gather consensus on every feature and function, what I do recommend is that you determine your most important communication needs as well as the use cases of personnel in different roles. Do this first then take the next steps towards choosing an UC system. This will make the rest of the process more manageable.

Bandwidth

The availability of bandwidth has changed everything. At one time the idea of VoIP handling hundreds of voice calls using precious bandwidth seemed questionable. But with the steady proliferation of fiber offering five, 10 or even 25 times more bandwidth than a T1, bandwidth is more readily available than ever before. Therefore, the options that you have for UC are almost limitless. The availability of this network resource should be explored early in the process to determine not only what bandwidth you have operating your websites today, but what you could have if additional bandwidth opened doors to more flexible and powerful solutions.

One major note of consideration is to make sure that bandwidth is coupled with properly configured Quality of Service (QOS) on the routers at each site. (QOS allows for you to prioritize specific applications, including your voice and related applications. This way any inconsistencies in your Internet service does not impact your call quality.) Despite its assistance, massive bandwidth doesn’t guarantee a great communication system. Properly configuring the system will be the key to leveraging that bandwidth for maximum usability.

Bring Your Own Device (BYOD)

Does your organization desire or intend to support devices that aren’t company issued? BYOD is one of the hottest technology discussions today. Many workers, especially younger workers, are looking to use their often more powerful tools for workplace productivity. This presents opportunities for additional work to get done but can be a nightmare for technology leaders. If BYOD is in the plan, make sure that security considerations are made as well as policies.

Security

What are the security requirements of your organization? I know in all cases the desire is a high level of security. But in some cases there is sensitive data or even legal requirements for security. Being aware of what requirements your organization may have for keeping its intellectual property secure is important. In certain cases security requirements may force a company to have a private cloud versus a hybrid or public cloud application if a cloud operation is the choice. If you need to secure all of the hardware for the UC offering onsite, then you will approach a different set of vendors than if you are looking to virtualize or fully embrace cloud.

Workforce Distribution

Where do your employees reside? Are they all stateside in offices or are they global? Do they often work from home? This affects a few of the topics above including bandwidth and BYOD. For UC deployment, you must consider who is operating on minimal requirements. Can the person in your organization with the oldest machine and the lowest available bandwidth make use of what you are looking to implement?

Another substantial consideration is Session Initiation Protocol (SIP) expense. (SIP, is an application-layer control (signaling) protocol for creating, modifying, and terminating sessions with one or more participants. Basically SIP is the signal that allows calls over IP to be connected.) These sessions include Internet telephone calls, multimedia distribution and multimedia conferences.

In cases where a company does business globally, SIP origination can greatly impact communication costs. Your organization may need to set up various trunks to allow for call origination across different geographic locations. (A Trunk is the termination point that has associated call paths (SIP Channels) You need a call path for every in and outbound call.)

Mobility

What are the requirements for mobility in your workplace? In a world quickly moving beyond the Virtual Private Network (VPN), how can your workers access everything they need from anywhere they are? (In this case your voice client or your unified messaging.) Mobile tools are becoming increasingly a requirement for businesses and should be a core consideration for any successful UC deployment.

Technology Partners

Since UC has such a massive technology umbrella, there are a very large number of UC providers out there. Undoubtedly there are the market leaders such as Microsoft, Cisco and IBM, but there are many other smaller and often more flexible/affordable solutions out there for consideration. What is important is that you make sure to consider the entire need based on a number of the factors above and that you seek out a technology partner that meets the requirements for both technology and budget. Many providers will want you to turnkey (end to end) with just their products. That may be beneficial for their marketing, but it doesn’t mean it is the best for you. There are many best of breed manufacturers in Route/Switch or Security that may make more sense to align with than the company that tries to be everything to everyone.

Implementation Partner(s)

One step removed from the technology itself are implementation partners. Just like most Customer Relations Management (CRM) and Accounting applications, rarely does the technology maker also do the implementation, but rather they have a channel of certified partners who can handle the deployment, including the onsite needs and connections that often need to be made. As much as we’d like to think we can just download an application, integrating a UC solution requires a lot of nuance and configuration. So once you have nailed down the technology platform that you like, you will need to vet the implementation partner as well. Often the perfect technology can become a nightmare if installed by the wrong partner.

Testing

Prior to committing to any one platform or technology you should be able to gain access to demonstration products/services/licenses that you can test out the platform. Given the critical nature that your communications platform has to your operation, you shouldn’t have to make a blind purchase. If you are being told you have to buy it to try it, then I would strongly recommend moving on. Any credible provider of UC technology would not only allow you, but likely implore you to try their solution. So test away and make sure the product matches the label.

Deployment Plan

Once you know your requirements and you determine the product you want from the integrator that can get it done, make sure you have a plan for successfully deploying throughout the organization. This isn’t a one size fits all consideration. For a small company it may be a same day cutover, for a larger organization it may be phased in over months. But have a plan…UC is a strategic advantage for any organization if the right solution is matched with the right customer.

This article was originally published in Corporate Tech Decisions and can be found here.

Google used to have a formula for finding the best employees: it screened for high SAT scores and grade point averages. Sounded like a good plan (especially since Google’s two founders demanded it).

Unfortunately, it turned out to be dead wrong—not a good thing at a company that prides itself on taking an analytical approach to talent management. So Google began surveying its employees and discovered that what really makes a successful (and happy) workforce is a strong sense of mission and a high degree of autonomy.

Hiring the right person from the start brings an advantage that companies desperately need today: speed.

How People Slow Companies Down

Think about it: Hiring the wrong people for the job wastes time. They are harder to integrate into the organization, struggle more in their work, slow down those they work with, and create a void when they leave that takes time to fill.

So how do we take advantage of people speed? I had a great conversation the other day with Sven Denecken, VP of Cloud Solutions at SAP, and together we came up with these suggestions:

• Use data about your workforce to discover the best people. The data is now there to discover who your best people are and nurture them, as this research from the University of California, Berkeley, proves. And with HR and talent management cloud solutions that are used across companies, it becomes possible to pool together data from small companies that are similar to glean the same kind of statistically significant insight that Google can get from its huge workforce.

• Use the best employees to find others like them. How do you use your best people to speed up the rest of the organization? One way is through finding others like them. The Berkeley researchers found that referred employees were 10-30% less likely to quit and performed better on “rare” metrics that don’t occur often but can have a major impact on the company, such as submitting more patent applications or preventing workplace accidents. All of this added up to 25% more profitability for referred employees over non-referred. (However, not all referrals are created equal; bad employees tended to refer people just like them.)

• Create networks to help the best employees speed up others. Have the best 20% focus on the next 10%. Then when that 10% is up to speed, get them to focus on the next 10%. These are the people who can benefit most from the time spent with your top performers. In this case, trickle down really can work. The other 80 or so percent can listen and observe and learn from the best if you create a network—an internal LinkedIn. It can take a lot of the time and guesswork out of that process by letting people share the soft skills that make them valuable to others inside the company—everything from personal interests that can serve as conversation starters to specific skills and project experience that can make more effective teams and help mentors and mentees determine which areas to focus on when they communicate.

How is your company trying to speed up its employees?

This post originally appeared on the SAP Community Network.

It should come as no surprise that the next mile of finance is upon us – changes are afoot in the world of budgeting and forecasting.

Traditionally, this has entailed the finance organization accumulating information at a high level of aggregation from their business partners (sales, HR, marketing) and other cost and responsibility centers.

This information feeds into budgeting, forecasting, and strategic planning models with most of the emphasis on revenues and expenses. But many of these models lack collaboration, clarity, and timeliness. In response, many companies are heading down the path towards integrated business planning (IBP).

What Is IBP and Why Should We Pursue It?

With many definitions in the market place, here’s a common one: Integrated business planning (IBP)enables a complete and integrated planning process across strategic, long-term planning; financial planning for planning, budgeting and forecasting and profitability; and sales and operations planning (S&OP) for sales plan, production plan, inventory plan and new product introduction plan.

Business planning challenges are driving companies to start pursuing IBP. These challenges include:

Planning on a scheduled, calendar basis rather than on a “right time” basis (i.e. when it needs to be done)

• Most organizations adhere to a scheduled calendar of planning events through the course of the year. These may include budgets, forecasts, budget updates, and the like.

• These planning events are fairly infrequent due, in part, to the massive amount of work involved within finance itself, as well as the workload they place on other lines of business.

• Finance typically shies away from asking for too many updates during the year, despite the fact that external threats, such as competitor activity and economic crises, are constantly impacting the business’s ability to achieve its financial objectives.
• Resulting forecasts are always out of step with what’s happening in the here and now.

Increasing data volumes and varieties

• It’s a challenge to grasp these data volumes, which are increasing on a per second basis.

Performance bottlenecks prevent planning at a detailed level

• Most companies plan, budget, and reforecast at a very high level of aggregation working with the systems they use today simply because they find that doing anything else takes an inordinate amount of time.

• I’ve spoken with finance teams that have abandoned the pursuit of gaining visibility into deeper levels of revenue and costs granularity associated with things such as individual SKUs that the business has asked for.

• The teams shelter behind the excuse that “it’s just not available in the time scales” and unfortunately, that has actually been true because of the performance limitations of the systems they use.

Delayed insight into information slows decision making and corrective action

• I once worked with a company that was trying to assess what impact awarding stock options had on the turnover of key staff. It took a week and a half, with much back and forth with HR to source the right data, before the report could be run and the results validated.

• A poor HR system was in use that contained limited information, and it took endless meetings to identify the right employees, their pay grades, and eligibility before deciding whether they should be included in the analysis.

Planning tools that aren’t flexible enough or fast enough to keep up with organizational and external changes

• Most planning systems, and spreadsheets in particular, struggle to keep in step with everyday business life at the macro level (acquisitions, divestitures, or mergers) or the micro level (new product lines, new SKUs, and new geographies).

The challenges that businesses face may be great, but IBP offers many solutions. Stay tuned for my next blog, Integrated Business Planning—What it Is and How to Start, to learn how IBP offers solutions for the challenges outlined above. I will also give you some tips on how to get started with IBP in your organization.

Technology often presents a conundrum for organizations in sensitive industries such as finance. The very products and platforms that would provide employees and customers alike with the most flexibility and convenience are often the ones that are high security risks or that even fly in the face of compliance mandates.

And so it goes with the cloud, a platform that increases flexibility and cuts costs but also presents some challenging security issues. Luckily, banks and other financial institutions are proving that they are up for the challenge.

When evaluating cloud services and specifically cloud-based security, it is important for any organization—especially financial institutions–to have very specific criteria and evaluation benchmarks. Of course, for financial institutions, much of this will revolve around compliance.

The National Institute of Standards and Technology (NIST), U.S. Department of Commerce, recommends the following in its Guidelines on Security and Privacy in Public Cloud Computing:

Governance: Extend organizational practices (and audit mechanisms for ensuring that those practices are followed) to the cloud.

Compliance: Ensure that any cloud provider’s offerings and contract terms can meet organizational compliance requirements.

Trust: Ensure that service arrangements guarantee visibility; establish clear ownership rights over data; institute risk management program that will accommodate for change; continuously monitor state of information system.

Architecture: Understand the underlying architecture the cloud provider uses to provision services.

ID and access management: Check that the provider offers safeguards for authentication and authorization.

Software isolation: Understand how applications are isolated using virtualization and other techniques.

Data protection: Determine what safeguards are in place and how they are used.

Availability: Understand the contract provisions for availability and contingencies and restitution for outages.

Incident response: Ensure that the provider can respond in a coordinated fashion.

Take the political polls leading up to the recent US election. Pundits on the left and right each accused various pollsters of bias (it’s only bias when it favors the opposing candidate, of course) and, overall, many of the best-known polling firms produced dismally unreliable forecasts.

Are we now so polarized that even our polls can’t be trusted?

According to Nate Silver, author of The Signal and the Noise, and The FiveThirtyEight model and blog in the New York Times – and now the most famous statistician/math nerd in the country, given his dead-on accuracy in calling the election results – there were multiple flaws in many pollsters’ methodology, many of them a result of not recognizing changes in voters’ use of technology.

Huh? How could technology affect the results of public opinion polls?

Actually, some of the issues seem obvious, when you think about it. Traditional telephone surveys often call only land lines, not cellphones, which means those polls significantly undercounted younger, urban and minority voters, who are more likely to use cellphones exclusively. And all phone surveys, even those that include cellphone users, have a high miss rate. (How many calls did you ignore in the last few weeks?)

In fact, according to Mr. Silver, some of the most accurate results came from firms that conducted their surveys online, where reach and response rates were much higher.

Of course, this is a totally oversimplified view of Mr. Silver’s findings. But why am I even talking about this at all?

At SAPInsider, I did a short interview with Dave Hannon, and one of his questions was about the overall importance of change management as opposed to training alone.

I noted that training is simply one element of change management, then explained why a good change management program is a critical part of creating the broader adoption and enablement environment that enables the customer to achieve long-term goals. And that involves managing – and measuring – change.

But in the workplace, just like in politics, who and how we measure can affect the results we see. And what we “know” may not actually be true or complete or applicable. That’s why just looking at the system is not enough. Are we measuring the relevant things? Are we measuring accurately? Are we interpreting the data correctly? Are we rewarding the right things?

For example, measuring users’ proficiency on tasks or tasks they have been trained for shows only one small part of the picture. You have to understand both how and why users perform their tasks and interact with their tools in the ways that they do.

Taking into account “a day in the life” of the user is the only way to be sure to measure accurately, which is the only way to be able to provide the full spectrum of support that’s needed. As the song says, “and though the holes were rather small, they had to count them all.”

In other words, changing skills and behavior is key to success. (To hear a couple of real-life examples, including how McKesson’s award-winning program led to outstanding operational results – and translated into outstanding financial results – listen to the entire interview at http://bit.ly/11qNEBI.)

Inaccurate results won’t clear a path to improvement. In fact, if politicians are any indicator, inaccurate results don’t even help us come up with good excuses. A good change management program can help you get at the truth.

This blog originally appeared on SCN and was republished with permission

“It’s fine,” they will tell you.

“Everyone else does it, so why can’t I.” followed non-nonchalantly by my favorite cliche; “It is just business.”

As if the very premise that it is a business decisions gives you the right to be a complete deviant.

Um, here is the thing…It doesn’t. Clear?

Where It Began

I’m not exactly sure who the first person that did something completely inhumane and followed it up with “it’s just business” was, but deep down it gives me comfort to believe that persons success was short lived.

But if I had to speculate, I think one of the key differences back then was there was that your reputation didn’t travel so far.

In a far more disconnected world; long, long ago (like 10 years) our mistakes and indiscretions didn’t tend to make it onto Facebook nor did they serve as “How Not To” fodder for the greater business community.

People were human, mistakes happened and so did self righteous business people who made commitments that they never fully intended to live up to. Some more harmful than others, but nonetheless the markings of their integrity, their bond, their brand.

Where We Are Today

Today is different. Technology has changed everything and we are more connected than ever before with each and every passing day.

Reputation is everything and the last thing in the world you want to do is become a person marked as “Not Good For Their Word.”

Once you are deemed unreliable or of low morale standards, you almost have to shut it down. With the amount of information out there today, a bad egg will be hard pressed to sell to their own mother.

But I digress.

Let’s just say that in a world where influence and social score (literally and figuratively) are everything, your word is not only your bond but it is also your brand.

Word is your Brand, What does that Mean?

Historically all the way through today, being a person of your word got your places.

Your word was your bond, it built trust and on trust relationships are born and they expand.

But today your word is more than that.

Your word today is your brand because you, no matter where you lie within your organization are a banner for your brand.

When you do things the right way and you honor your commitments, it is like depositing good will into your company (your brand)

The higher up you live within the organization the more influential your goodwill can be.

Also True in Reverse

So here is the other side of the coin.

In today’s world, when you step on it (whatever it may be), the damage can be really bad.

And again, the more influential you are in the organization, the more damaging your actions can be.

Which means…

It is never “Just Business” anymore. Your actions have a consequence, and so does your inaction.

So Remember

Your word is everything, including your brand.

In a social, highly connected world where your business is everyone’s business you no longer have the right to “act a fool.”

And if you do, be prepared to deal with the consequences.

Everyone remembers the moment they unboxed their first smartphone, fired that sucker up and realized they’d lived long enough to see the actual future. Today, people roll their eyes if a new device’s interface has the audacity to use square app icons. But in 2008, touchscreens were enough to put jaws on the floor.

So yeah, you weren’t quite living in the future then. That’s OK though because you’re totally living there now. Just look at this. It’s called an OmniTouch wearable projection system, and there’s a good chance the tech behind it will eventually change your life as much as your smartphone did. If the various bits of hardware inside your phone (think cameras and tilt sensors and the like) make it versatile, something like this could be described as limitless in a very literal sense — especially since it turns any surface into an interface. OmniTouch may not be ready for the prime time yet, but it’s close, and that’s an exciting prospect for anyone who views technology as more than a simple tool.

Lots of form, not much function (yet)

At this point it’s easy to see when a technology — even one as cool as this — isn’t quite ready for the limelight. The considerable “wow” factor in the video linked above comes with a definite pre-alpha vibe. That’s before considering the fact that the hardware looks like a shoulder-mounted rocket launcher. There’s no doubt projection interfacing has its place in the future of personal area networks. It’s just going to take a while for stuff like this and Google Glass to converge.

What’s available now?

OmniTouch is not the only projected touch interface out there. In fact, you can go buy a few different (and, admittedly, less advanced) takes on the idea if that’s what your heart desires. Projected keyboards are probably the simplest practical application, which makes them the top candidate to go standard on smart devices. Even that kind of integration appears to be a while off, however, since we have yet to see a phone featuring the tech. The closest thing we have is a middling Samsung phone that only covers the “projected” part of “projected interface.”

What’s to come?

Smart devices are all about integration. Remove the limitations inherent to a physical format — like having to stay in one shape and all — and things begin to get exciting. What if your phone could display a holographic image of your stored media or turn into a full dashboard HUD when docked with a system in your car? Playing a fighting game with a friend wouldn’t mean staring into a stone-age screen anymore. It might, however, require clearing off the table (assuming the characters couldn’t interact with the background, another interesting possibility with the Kinect-style hardware behind OmniTouch).

Changes are coming

If you work in the mobile industry, change is as frequent as it is dramatic. With so much cool stuff coming out on what seems like a monthly basis, it’s hard not to be jaded at times. OmniTouch, as well as the competing products we’ll undoubtedly get from Google and Apple, may eventually be big enough to dethrone predecessors for months or more. Of course, we’ll have to wait and see to be sure. And given what we’ve seen so far, it could be a really long wait.

Running is in my blood, and my body enjoys it, not to say I do all the time. But I’m not the only one. Running is an outlet and in fact has a number of scientifically identified benefits.

1. It is one of the very best activities for weight loss. It works quickly and burns more
   calories per minute than your silly elliptical you claim works you out harder.
2. It keeps you stronger, longer. Running requires you to push the body to a higher level of intensity, but this strain keeps our insides healthy. It also promotes human growth hormone, keeping you looking young.
3. It gets you high. Quite literally too. I don’t need science to help me prove this one, I can tell you after I get going and run through my list of mental complaints and finally settle into a rhythm you feel it. The release of endorphins that brings you back to center makes you look around and appreciate the beautiful day and the opportunity to be putting one foot in front of the other running for just the simple joy.
4. It helps turn a stressful day into an enjoyable night. Stress impacts more than just our mood, it hampers our ability to perform at work, affects our relationships, and can cause us to make some poor decisions around our health (but that margarita tastes so good…). By going for a run rather than getting a drink or staying stressed, it causes you to focus on other things and your body will begin to naturally secrete hormones that will make you feel better.
5. It’s good for the brain helping you grow new nerve cells, fight off dementia, improve decision making, and improve your memory recall.

It’s not just about going out and doing it, it’s about getting it done in the very best running gear out there. I’m a firm believer in if you’re in the right outfit; anything is possible, especially when it comes to running. There is nothing worse than trying to focus on your pace when your cotton t-shirt is making your armpits bleed.

Runners are pretty loyal people, when we find the running gear we like we stick to it. We depend on the tried and true, wearing it for every long training session.  This dedication can lead to some pretty run down outfits, and occasionally it happens the week of a race.

Now the only worse than bleeding armpits, is going to the sporting goods or running store a few days before a race only to find out your favorite shirt is out of stock and it will take two weeks to replenish.

Don’t these people know there’s a solution to fix that? Take Under Armour for example, by using a supply chain solution they can manage inventory so their dedicated runners can be confident no matter which store they visit, or look for it online, the gear will be there.

Check out how Under Armour, one of my personal favorite brands, is producing and delivering the best merchandise.

I bet you’re asking yourself if I’m nuts.

I am. And I’m happily addicted to these kids too! The stereotype of Gen-Y/Millennials is one of entitlement. There certainly are those who fall into this category and I’d submit there are plenty of Baby Boomers too (hum…look at Washington DC’s problem openly discussing Medicare and Medicaid!).

I see this all the time in corporations with people of all ages.

You may say my heroes are self-selecting and I’m limiting my scope. You may be right. That doesn’t diminish the hope and encouragement they provide for our future. My heroes experiment-learn-apply-iterate in ways that befuddle most of us yet create impacts we wouldn’t dare try. They turn the definition of entitlement on its head.

These kids (yes, they are in their 20’s so they are ‘kids’) feel very entitled… to change the world. They feel they have a right to try to make this a better world and don’t take ‘no’ as an answer. This is why they are my heroes:

Their default focus is on others, not themselves. They see problems in the world – globally and locally – and strive to understand, learn and discover instead of impose a solution. This has a profound impact on creating meaningful, valuable and sustainable solutions for customers in their world, and shifts the lens of success from only outputs to outputs and outcomes.

My heroes also apply this framework to how they recruit, retain and develop their employees.

Two of my heroes are Pierre Ivan Arreola and Emily Goldman who created Hip Hop 4. This is a social business using Hip Hop to cultivate leadership with disadvantaged youth (in LA and Providence, RI). They partner with local artists and youth programs and employ a multi-sided and revenue generating business model for sustainability.

These kids feel very entitled… to change the world.

They challenge orthodoxy. Because of their youth and naivety, they question everything, including long-held assumptions. This leads to innovative business models, partnerships, collaborations, organizational structures, products and services. I learn so much from how they think about their businesses and their definition of leadership as it pertains to them personally and to their organization in its ecosystem.

Two college juniors, Han Sheng Chia and Jayson Marwaha, founded one of my favorite examples, MED International. This NGO assesses the equipment, clinical needs and infrastructure capacity of hospitals in Zanzibar and ships the appropriate surplus/used equipment from the USA. They created an inventory and maintenance workflow system with the Zanzibar Ministry of Health and have trained technicians to repair the equipment.

Their currencies are trust and learning. While these kids obviously need to raise money for their ventures, their baseline currencies are how well they can trust the people they work with and what can they learn, in real time, from these partners.

Since they take their leadership seriously because their works impact, their need to trust and continually learn – learn about their customers and circumstances – is paramount. Trust and learning are also tied together – we find it easier to learn from those we trust.

Another hero, Kona Shen epitomizes the need for trust and learning with her successful venture, GOALSHaiti. Kona combined her passion for the Haitian people with her love of soccer. GOALSHaiti improves the education, health, and sanitation for over 600 kids and their families (nearly 5,000 people in total) in the Leogane region of Haiti. The program uses soccer as a vehicle for academic learning, community service, and learning healthy living, resulting in leadership.

I could list so many more heroes. We have so much to learn from them if we are willing to open our eyes, suspend disbelief, and check our over-sized egos at the door. The lessons these kids have taught me are now benefiting my clients and colleagues as we strive to rush to understand our customers’ needs, challenge the status quo, and base our relationships on the currencies of trust and learning.

It isn’t as easy for us ‘older’ folks to do. So get to know a few of my heroes and let them help you.

Art by: keysandstripes

Sath Godin at SAPPHIRE NOW

Godin is no stranger to technology. In 1995, he started a web company called Yoyodyne. In the space of a few short years, he made it the internet’s number one creator of direct mail and promotions. Yahoo acquired his company in 1998.

Since then, Godin has become a prolific author and marketing “change agent.” His blog and best-selling books have re-defined the traditional rules of marketing and customer engagement, and I was anxious to hear him in person.

What I admire about Seth Godin is that his ideas are like “marketing caffeine.” After listening to him, you come away more alert and attuned to the new realities of trying to reach and engage customers.

“Marketing Has Become Average”

Godin told the audience that “Marketing has become aimed at the masses, and therefore has become average.” His message was simple, but urgent: innovation is more critical than ever before.

But innovation is not easy. We fear the unknown. We resist change. It is human nature to be drawn to what is known and comfortable to us.

Godin challenged that, noting “there is a lot of risk in playing it safe.”

Innovation is a passion of Godin’s and one of his famous quotes is “this may not work.” He talked at great length about how important it is to have a lack of fear throughout the innovation process. He was quite candid in noting that as an entrepreneur he started about a dozen companies…and most of them failed!

It’s Okay to Fail

Godin’s message about getting out of our personal comfort zones and trying new things really resonated with me. As marketers and leaders, we know that innovation and creativity occur when people feel free to think differently and take chances.

We’ve all had managers and mentors in our careers who have helped push our careers forward by giving us more opportunities and responsibilities. Where would you be if that manager or mentor had not given you the chance to succeed or fail?

If Seth Godin can be candid and comfortable with failing in the pursuit of a worthy goal, so can we.

Godin urged the audience to “do something people haven’t done before.”  He observed that “the main thing that we bring to our work is grit, the hubris of failing.  You have to care enough to fail.”

Godin embraces change and innovation with a very pragmatic view. In his books, his blog and his talks, he always prefaces a new idea or project with a simple caveat: “this might not work.” Instead of being paralyzed by that notion, he simply plows forward.

As marketers and leaders, we should adopt Godin’s mindset to push through the walls we create to avoid change, risk and the unknown.

I exited the auditorium and walked through the conference floor, thinking about what Seth Godin had just shared with us.

Yes, his career has been marked by a substantial number of failures and setbacks. But the reason he is so successful today is that he has learned from every single mistake. He’s the ultimate “work in progress.”

As I observed conference attendees immersed in various technology demonstrations and discussions, it occurred to me: the concept of marketing innovation that Seth Godin preached is no different than software.

Your mistakes and setbacks are like software bugs. The real innovators are the ones who figure out what’s wrong and then come up with new code, patches and fixes to improve it.

What are the things you have done to eliminate the “bugs” that prevented you from being more innovative and productive?

Bidding, the real-life scavenger hunt

Like many childhood memes, the scavenger hunt plays out in business, too. The bidding process is one example of this.

When companies receive an RFP from a prospective customer, much like a scavenger hunt, they scatter in different directions to collect information, find materials, engage with subcontractors, and come up with a proposal. Trying to coordinate all the back and forth, and disseminate and compile the information—while knowing that other teams are out there chasing after the same clues—can be challenging.

Change the game

Belonging to an online business network not only puts you in closer proximity to potential customers; it also makes coordinating bid activity far easier. Here are five game-changing reasons why:

• Unique information at your fingertips keeps everyone in the know: Doing business on a network gives prospective customers visibility into your capabilities—through data-rich online profiles that include references, ratings and commerce activity—before asking you to bid. You can also instantly look up information to learn more about the prospective customer through similar online profiles, and you may be able to glean information about other parties bidding on the same opportunity.

• Collaboration and feedback loops keep the dialog flowing smoothly: Business networks’ built-in collaboration tools allow companies to seamlessly collaborate internally with the different departments involved in the bidding and quoting process. Additionally, communications with the prospective customer to validate or confirm requirements are much better coordinated.

When a bid requires you to engage with subcontractors, business networks facilitate smoother interactions and help you make sure the necessary information gets in on time. No more fumbling around with dozens of separate email conversations; you’ve now got a central hub and an open communication channel for collaboration.

• A “single source of truth” minimizes confusion: With everyone able to access their own view of same information, you’ve got a “single source of truth,” a trackable record for every bid, and all the information that goes into it. You’ll have far fewer embarrassing miscommunications and profit-killing pricing mistakes.

• Streamlined processes rev up the sales cycle: An online business network typically supplies templates and tools that allow you to create standardized bids and proposals with built-in error- and fact-checking. Faster, more efficient bidding can get your bid in ahead of the pack, and often expedites the sales cycle.

• A consistent approach levels the playing field: Doing business on an online network allows you to easily respond to RFIs, RFPs and auctions in a fair and transparent bidding environment. Regardless of the size of the company, everyone will have the opportunity for equal representation.

Bottom-line impact

An automated, collaborative bidding process can be the difference between winning and losing a deal. For example, I was told of a company in the service industry that relies on input from subcontractors to pursue new projects with existing customers. This company was losing out on up to $2 million in business a year because they couldn’t get the subcontractor component of their quotes together fast enough. But, since joining an online business network, collaboration and speed have improved tremendously.

That’s the kind of teamwork that wins the best prize of today’s real-world “scavenger hunt,” which is, of course, new business.

What’s your company doing to streamline and better coordinate your bidding activity? Let me know by commenting below.

Business issues are on-going. Companies must continuously monitor business performance against established targets to identify areas for appropriate action and further analysis. In addition, business users are bombarded on a daily basis with questions that require quick investigation. And many of these questions require in-depth, ad-hoc analysis that goes beyond the scope of a standard report or dashboard.

While the need for dynamic analysis might be obvious, many companies still have trouble enabling this strategic capability—even some organizations that have already instituted baseline architecture and a consistent framework of accessible metrics. Sometimes the necessary data is difficult to access quickly and therefore the process falls short due to time constraints. In other cases, business users are quickly overwhelmed when standard reporting is not adequate to handle all the available data. Moreover, some companies still rely on IT to resolve many ad-hoc reporting requests, where limited bandwidth can result in a slow and constraining process.

Business users across the organization need the flexibility to analyze information at the “moment of decision.”

Drive Business Impact

You can overcome the challenges by applying flexible analytics and data management tools to all data sources in your information architecture to enable easy access to data in a way that is manageable for the end user. Some considerations when choosing your tools are:

• Ensure that the analytic tools you choose are intuitive.
• Leverage innovations in in-memory computing to broaden user access to information in real-time.
• Support access to information on multiple devices.

Such an approach can empower your employees. Business users need the ability to explore and discover new areas of opportunity on their own, without having to create custom reports or leverage valuable IT resources.

Stay tuned for my next blog in the series, How to Get From Data to Decision—The Journey to Insight, where I will discuss the path forward.

For more on this subject, read my other blogs in the series: Leverage “Big Data” Analytics to Thrive in Changing Times, Gain Control over Your Data, and Deliver the Right Information to the Right People.

Ever watch those TV infomercials late at night when you’re bored and can’t sleep? Of course you do. And you’re likely to buy things you don’t really need as well.

The most fascinating book I’ve read in a long time, ‘But Wait… There’s More,’ explains the science behind infomercials. Virtually every element of an infomercial is based on scientific research and designed to manipulate you into taking action. For example, infomercials have a higher return on investment when they air late at night, not just because airtime is less expensive, but because

“viewers defenses started to topple as they grew sleepy. When the [surrounding] programming was lousy, many more people purchased products.”

Ron Popeil, often described as the father of the infomercial, popularized the countdown technique, in which he warned people he only had a certain number of units (“supplies are limited!”) and lowered the quantity displayed as the end of the pitch neared. Before time ran out, he stopped selling the last few items and switched to a new product. Frustrated buyers would be less likely to let future offers get away.

The more complicated the pricing scheme, the better. The “but wait, there’s more!” makes it harder to judge the value of the offer and the preponderance of add-on freebies creates the appearance of a good deal. Shipping and handling fees are almost always concealed until after the purchase decision has been made. Once you’ve made the emotional decision to purchase the ab roller to improve your health, you are unlikely to hang up just because you have to spend a few more dollars.

And, of course, words matter (my mantra!). The pitches always say “when you call,” not “if you call” which subtly encourages you to do it. The host typically asks the viewers to “tell a friend” about the incredible offer so they feel indebted for his act of generosity and reciprocate by making a purchase. And of course, the classic “if the lines are busy, please call back” creates a sense of panic in viewers that they may miss out on the deal that everyone else is getting.

The ‘But Wait… There’s More’ book also settled a multi-decade mystery for me. Why do commercials show knives cutting through such odd objects? Shoes, wood, and even a coin. I’ve never understood the psychology of that display. The answer is distressingly simple: if the knife can cut through a cement block, it clearly can stand up to whatever task you have for it in your own kitchen. This raises the perceived value in your mind, allowing the manufacturer to charge more.

Please tell a friend this post will be available for free for the next 7 days. But wait, there’s more: if you follow me on Twitter (@jbecher), I’ll throw in a subscription to this blog.

Please follow me on Twitter, LinkedIn, and Google+.

“Additive manufacturing”, the not-so-sexy name for 3D Printing, is hyped to be the biggest paradigm shift in manufacturing since the steam engine over 100 years ago. If the evangelists are right, it will redefine just-in-time manufacturing as it will make real factories, warehouses and inventories a thing of the past – along with a few other jaw-slacking expectations.

Jack-of-all-Trades coming with a Swiss-Army Knife?

These claims are quite dramatic. Let’s take a minute to look at the facts. 3D Printing, in contrary to common mass-production, creates objects layer-by-layer. As you neither cut or mill, little waste is left after production of mainly plastic, wax or recently even metal objects.

While the information for your office printer might be a Word-file, for a 3D printer it is a CAD-file. CAD is for computer aided design and the file format in which you can save all information of an object – be it a doorknob or a plane engine prototype. Today, additive manufacturing is mainly used for rapid prototyping of architectural drafts e.g., and in medicine. For instance, 10,000,000 3D printed hearing aids are in use worldwide, showing the power of 3D Printing for products in need of customization.

Busting the hype around 3D printing…

However, people have a pretty wrong perception of this miraculous technology. Many expect it to print ready-made lamps and maybe even computers. This is of course far from realistic. There is an almost depressing list of issues recently pulled together by Gizmodo. Here are the Top 3:

1. ) You can only print one material at once, or material with very similar melting temperatures. As the melting temperatures of metal and plastic are hundreds of degrees apart, anything you print will either be a geeky Yoda or just not functional. Now, look around yourself and tell me how many objects you see made of only one material – you will have trouble to find some and whatever you found is most likely a low cost product.

2.) One of the praised aspects of 3D printing is making mass customization affordable. However most single-material products rely on economies of scale – an effect additive manufacturing doesn’t benefit from. Printing a plastic screw or doorknob is not exactly an area that makes sense for 3D printers, both as this takes hours and is expensive.

3.) The objects are printed layer-by-layer, and you can often tell by looking at the result. Hence, the finishing of the surface is rather rough and normally colored with ink, posing a quality issue.

…but why you still may want to buy a 3D printer soon?

Even if rapid prototyping is not for you, I personally still think 3D printing will have a bright future. Although printing doorknobs and the like is not the way things will go, I envision 3D printers to liberalize the art of producing simple, yet personalized, objects. Think phone covers for instance. The key here is CAD-software to digitally design 3D objects.

Today, CAD-software faces serious usability issues and is a pretty tough nut to crack left to professionals. But so were making movies or photo editing 20 years ago, and today they are mass phenomenon thanks to liberalizing software. The same is likely to happen to manufacturing. The moment it happens, it will make people willing to pay for the added value of that unique phone cover they just made. Just like we pay extra for a precious, printed photo album of our last vacation.

PS: If that is all too serious for you and you’d like go wild (and a bit creepy): fly over to Akihabara, Tokyo and 3D-clone-print yourself for only US$ 1300.

Photo Credits: Makerbot.com

Caught between the need to refresh legacy systems and the increasing demands from customers, partners and regulators to deliver multi-channel services, innovation, risk reduction and agility, the market is ready for change.

Now, more than ever, banks must prepare for their significant & inevitable transformation, from:

• A product- and channel-centric operating model to a customer-centric model

• A batch model to a real-time model

• A preference for bespoke solutions to a much greater leverage of off-the-shelf packages and “best practice”

• A focus on standardization, simplification and industrialization

• An acceptance for different delivery, deployment and consumption models

• And finally, a realization that competition is increasingly less with “typical banks” and more with new entrants from telecoms, retailers and internet service firms (Google, PayPal, Square etc.)

In order to help enable this evolution, CSC and SAP today announced an expanded alliance to accelerate the banking industry’s next phase of transformation to digital banking technology platforms.

The comprehensive portfolio comprises next-generation consulting, software, enterprise services and technology platforms that leverage both companies’ industry expertise, extensive suite of offerings and proven track record.

Working together, CSC and SAP will work closely with banks through their transformation journeys while aiming to reduce the risk, implementation time and cost of streamlining complex business processes and IT environments.

For more information, visit sap.com/banking and csc.com

The future is bright, loud and fast! We know that the global audience is spending more time connected to digital media, hyper-communicating their likes, dislikes leading to too much information.

With media buyers now moving their budgets to new areas such as display, standard pre-roll etc, media buying is increasingly happening in an automated fashion through digital platforms (eg. exchanges, trading desks, DSPs), replacing traditional routes of RFPs, negotiations, insertion orders.

In today’s SoLoMo(social-local-mobile) context and emergence of interactive media, data is gold as it’s associated with audience, ad delivery, commerce and must be available in near real-time to enable dynamically informed buying decisions, this means for large scale operations In-memory computing, Big data analytics, Cloud can make a significant difference.

Positive digital interactions with customers, prospects can propel company growth and this brings the focus onto four major parameters such as ROMI (Return on Marketing Investment), Data compliance & Analytics, Technology advancement, Company culture (shown in the diagram ) that can influence the maturity of Programmatic buying (PB). Here is some background reading on Programmatic advertising.

Impact of programmatic buying on marketing operations and Media holding company model

Marketing operations will become more efficient and can build a strong foundation based on metrics, best practices for campaign optimization, funds (forecast, reconcile and reallocate), performance reporting. There is a good chance of better campaign ROI not only because of media performance or better targeting but also because of the price squeeze, man power reduction due to better tools. Positive experience and results from the digital media will, overtime, influence marketing operations team to increase their expectations from traditional marketing channels.

Large media holding companies have been buying-out leading digital media agencies to keep up with the trend of budgets swinging towards the digital wave. With increasing transparencies and a shorter value chain, a considerable portion of the media industry is set to become a high-volume, low-margin business model (similar to supermarkets) with pricing models moving towards ROI basis instead of activity based pricing.

Customers could end up expecting similar transparencies, ROI in traditional media channels. Also with better customer platforms (DSPs), this industry will witness something (rollback buying etc in-house) similar to what happened to the publishing industry in the 80’s when desktop publishing came, lot of publishing was rolled back in-house.

Positives and negatives of programmatic buying for marketing organizations and CIO’s

Positives

Programmatic buying increases the effectiveness, efficiencies of marketing organizations and increases the probability of bringing the right message to the right audience at the right time.  Today’s CMOs and CIOs have a vital role to play as enablers by leveraging integrated customer information to make consistent customer interactions across channels a reality. Similar to MDM, CDI (Customer data Integration) projects, programmatic buying could trigger data integration across first, second, third party online and offline sources in a unified manner.

Negatives

Targeting precision, ad relevance can bring a creepy feeling to customers who think they are being followed and publishers are trying to keep premium inventory in private exchanges to protect margins and brand. Non-compliance of cookie legislation could attract a penalties (this of course is evolving globally with governments getting involved) and lawsuits, giving more problems for the CIOs and their legal colleagues which could in turn slowdown data integration projects.

In case you are interested to have an overview of the Programmatic buying landscape , here it is:

 You can follow me on Twitter @Ramesh_Ramki website: www.futuristCMO.com

I issue this leadership challenge mostly to those about to enter the professional world, as you have not yet given over your original, unique self to the corporate hive mind. This directive is, however, also a kick in the ass to some of you who have been in the work world for a while, and who still have a spark of independent life left inside.

This directive is also a kick in the ass to some of you who have been in the work world for a while

For me, it’s been about 11 years since I left the cube farms of corporate America for the more friendly, if more unstable, confines of the start-up world. I had mostly forgotten the hyper-bureaucracy, “CYA” decision-averse mindsets and logistical hyperbole.

Forgotten, that is, until this past week when it found me again in the form of a phone conversation.

I was speaking with someone about making a simple exchange of information… sharing blog posts between my start-up and his own company. No formality involved. No legalese necessary. No management hierarchies required. No multiple meeting calendar to set. No task force to form.

Just a simple, “You want to share our blog posts? Sure! Done!”

No matter how I described the process, repeatedly he could not grasp this apparently-too-simple concept. “I just want to make sure I adhere to your company’s regulations and comply with the blah-blah, etc.”

 “We don’t have regulations and compliances. We just do.”

When I said this, the look on his face must have been that of a not-well-traveled American tourist in a foreign country where they eat live bugs. How could a company function without layers-upon-layers of procedures, director sign-off and hierarchical bureaucracy?

Be a Rebel Heretic as long as you can, wherever you are.

In Guy Kawasaki’s book, “The Art of the Start,” he suggests that one doesn’t have to fully buy into the mindset of the corporation. One can create a startup culture within the corporation. Your team or group can function somewhat independently inside the mother ship with its own sub-processes, sub-rules and sub-culture.

With this Rebel Heretic mindset, you may be able to hang onto your professional independence throughout your careers. Others will gradually be assimilated, yes, but resistance isn’t futile.

With this Rebel Heretic mindset, you may be able to hang onto your professional independence throughout your careers

It is however, admittedly problematic. Doing work the simple way can be difficult.

The subtlety by which one gradually sinks into the bureaucracy trap is part of its insidiousness. At first, you’ll catch yourself changing your behavior and professional vocabulary. The change will stand out because to your independently-trained ears the sound is eating-live-bugs foreign.

The subtlety by which one gradually sinks into the bureaucracy trap is part of its insidiousness

Gradually you may find yourself following in lock-step. Creativity dulls; you become less risk-tolerant. Eventually, you fade from “How awesome will this be?!” to “Hold on… let’s think… what will the executives say? What will legal or HR not like?”

Like the drone of cicadas, what is at first an annoying, distracting buzz surrounds you until it turns to white noise you no longer think about or even hear. You only notice when it is brought back to your conscious thought by a comment or when one of the red-eyed creatures lands on you.

And then the buzz – finally, regrettably – fades into the background. Assimilation is complete. You return to the bureaucracy.

If you decide this Rebel Heretic challenge is for you, it may mean you haven’t been indoctrinated, inoculated and submerged in corporate cultures; the bureaucratic “CYA” safety nets may not be installed under your wing tips yet. So there’s still time for you to create your non-aligned, get-stuff-done professional self.

The bureaucratic “CYA” safety nets may not be installed under your wing tips yet

As you grow into leadership roles, my hope is that you hang onto this sense of self. Do not go gently into that good night of “synergistic”, “out-of-the-box” thinking while you “take conversations offline” to “put it on your radar” and “circle the wagons”. (“At the end of the day” that was painful to write).

Keep alive the Rebel Heretic inside you. No matter where your leadership takes you, create your own start-up within the larger organization with its own subculture, its own creativity, culture and focus.

This is my challenge. This is your fate.

Image credit: alminaite / 123RF Stock Photo

Every human being on the planet has one, and as an adult your spine is between 17 to 18 inches long. It’s a long thing tube comprised of nervous tissue and support cells extending from the brain. It’s also the main message delivery vehicle for the brain, transmitting neural signals from your mission control center to its final destination.

The spinal cord has three main purposes:

1. It carries motor information
2. It’s a conduit for sensory information in the reverse direction (AKA to the brain)
3. It is the hub for coordinating specific reflexes

Now, did you also know there are 250,000 Americans that with spinal cord injuries? And 11,000 new injuries happen each year? Spinal cord injuries are debilitating, not to mention expensive. The first year expenses for a person diagnosed as a paraplegic are over $150,000.

Medtronic, a medical technology company is offering innovative solutions to tackle some of the toughest spinal injuries and issues. They are also develop products and treatment for areas such as diabetes, heart problems, and many other debilitating diseases. And every year they help 7 million people like Kyle live a better quality of life.

However, in order to create the best device or therapy, it requires a co-innovation and constant on-going conversation between Medtronic and the patients. This leads to a real issue as Medtronic needs to always be capturing data, both structured and unstructured. Hear from Medtronic’s Senior BI Strategist Brian Raver and  Steven Teichman, Director of BI, about how they use technology to create the best products in order to help their consumers run, walk, stand, and live better.

This week in the Mobile News Roundup: Last week, Google held their annual developers conference, Google I/O. The company launched a number of product updates, with a strong focus on the developers. But surprisingly, we heard little about the new version of Android, and Glass.

Mobile News and Insights

Google I/O 2013 Is All About Cleaning Up the Mess and Filling In the Gaps – TIME

Google spent about half of its developer conference focusing on, well, developers.

How Google Improved Android Without Releasing Android 4.3 at Google I/O – GigaOM

Why some developers are actually relieved Android 4.3 wasn’t announced.

There Are Already A Ton Of Apps For Google Glass – Business Insider

A few of the coolest apps already developed for Glass.

Prototype Your Own Google Glass App With This Tool – Mashable

Itching to get your hands on Glass? Check out Glass Sim, a prototyping tool for the device.

At Google Conference, Cameras Even in the Bathroom – New York Times

A humorous take on the multitude of Glass wearers at Google I/O.

Google Glass Year In Review – TechCrunch

In 13 months, Glass has gone from Star Trek fantasy to reality. We take a look back.

The Design That Conquered Google – The New Yorker

A steady trickle of deeply designed products has emerged from Google the last 2 years.

Are You Ready For the New Mobile Reality? – Fast Company

Gartner predicts how mobile will impact our style of working, and careers.

Facebook’s Play to Own the Mobile Home Page Fails, Like Others Before – Mobile Marketer

Facebook Home has only recently reached one million downloads. Is it a flop?

What the iPhone 5S Must Have to Revitalize Apple’s Smartphone Strategy – Mobile Marketer

There is a growing sense of urgency for Apple’s next product to amaze.

7 Steps To Leverage Design Thinking For Your Mobile Strategy – Business 2 Community

How to identify your target mobile users’ needs, and generate mobile solutions for them.

Mobile Research

Wearables Are On Track To Become A $50 Billion Market – Business Insider

In the next 2 to 3 years, the market could skyrocket to $30 billion to $50 billion.

How Devoted are Apple Users to the Apple Ecosystem? – Fortune

56% of consumers are using only Apple devices.

Windows Phone Surpasses Blackberry for Third Place in Smartphone Shipments – Fortune

IDC’s latest report shows Windows devices made up 3.2% of smartphones worldwide.

Samsung Captured 95% of All Android Profits in Q1 – BGR

Samsung is the undisputed king of the global Android smartphone industry.

Only 10% of Americans Say They Would Wear Google Glass – Mashable

“Social awkwardness” was the top reason why people wouldn’t wear the device.

Mobile Marketing in 2013 [Infographic] – Mobile Entertainment

25% of brands have a mobile strategy. Does yours?

The post Weekly Mobile News Roundup: May 20 appeared first on Mutual Mobile.

Dan is also Head of Learning and Collaboration for 0000ff;">0000ff;">TELUS, a $10.5 billion global telecom company where he leads an ongoing culture, leadership, collaboration and social learning renaissance. It’s a Herculean task; TELUS has over 40,000 employees spread across several different countries and headquartered in Vancouver, Canada. Roughly one quarter of the company is unionized. And with field technicians, call centers, engineers, sales, finance, HR and legal departments, well, you get the picture. This sounds like a workforce whose silos might be impenetrable.

But TELUS has broken through in a meaningful way. Through an evolution in its leadership, learning and collaboration strategies – amongst other factors – TELUS has become a more productive, collaborative and social entity. Employee engagement is now 80% – up from 53% five years ago – and the company stock, which recently split, is soaring.

“In society, we tend to believe that leadership is hierarchical and that leaders command and control and bark orders,” said Pontefract. “The TELUS team launched a few important changes and planted a few seeds to then ultimately watch engagement and productivity grow.”

A large portion of their strategy lies firmly within the TELUS Leadership Philosophy (TLP), implemented coast-to-coast and country-to-country. It’s a leadership framework that espouses openness, trust, authenticity, collaboration and social. It was something employees could rally around, or as Pontefract puts it, “A systemic leadership framework that works for all, not just for those who lead people.”

In parallel, TELUS began to unleash a plethora of social and collaborative learning tools.

“We don’t think learning is just a two-week 40 hour event you take in a classroom,” said Pontefract. “It’s done through coaching, mentoring, discussions, books, webcasts, wikis and blogs amongst other methods. It’s all about the sharing of intellect, competence and acumen. Leadership is the same way.”

TELUS also recognized it had way too many disparate HR tools coupled with a less than desirable HR apps system.

“Ultimately because of the combination of what 0000ff;">0000ff;">Success Factors brought with its HR apps to the cloud plus this wonderful thing called 0000ff;">0000ff;">SAP Jam, we now had the freedom to deprecate some of our disparate tools that started our journey,” said Pontefract. “We’re looking at SAP Jam as a way to further unify the team member experience. For example, some of our HR systems and apps could not be accessed via a mobile device. Now we will be able to.”

Pontefract believes culture change, and leadership style change is not a light switch.

“It’s an ultra-marathon. You really have to train and prepare and re-iterate that there is going to be a lot of ups and downs throughout this 100-mile terrain. But you will get the badge at the end if you persevere and believe that there is something good at the end of this. If you believe that culture is a competitive advantage – don’t just speak about it but act upon it – you can definitely improve your levels of employee engagement and productivity.”

This story originally appeared on 0000ff;">0000ff;">SAP Business Trends.

Follow me on Twitter 0000ff;">0000ff;">@TClark01

In return, they not only got a good return on investment but, more importantly, a tremendous competitive advantage. Their knowledge, processes and IT solutions became a barrier to entry to other companies willing to compete in their field, who did not necessarily have the financial means to reach the level of competency that took years for the incumbent to acquire.

This situation is about to change. Business processes are losing their differentiation factor and are on the verge of becoming commoditized. This new reality has emerged from a combination of three main forces:

Industry cloud applications

Due to major advancements in cloud technologies, most of the strategic applications that are running on premise today are available on the cloud. The recent HANA Enterprise Cloud announcement from SAP is a significant example of the revolution that is happening.

Think about it: we are talking here about core strategic applications that you can get up and running with all your data in a few weeks.

The adoption of cloud by small and large companies is a trend that is not going to stop and the number of available applications is exponentially growing. In a short future, if not already today, all the industries will have their own strategic applications running on the cloud that incorporate all the processes, best-practices and knowledge that individual companies need to have. And with cloud the entry point becomes really cheap.

Challenging economic times

In all industries today, companies have no choice but to become growth engines. In uncertain times more than ever, investments should be focused on innovation and on developing the next generation of products. All other costs are being reduced and organizations have to do more with less.

The value of having highly customized applications is therefore decreasing in favor of more standard applications that are more agile, more transportable, and meet the requirements to run the business.

Pace of the business

To survive, businesses need to adapt quickly to new realities, new trends and new consumer behaviors. What is a best-practice today can become obsolete in two years-time. Companies do not have the luxury anymore to go through lengthy implementation cycles that consume resources and are not in synch with the business models of today.

The emergence of rapid deployment solutions has allowed companies to adopt new technologies in a matter of a few weeks by embedding standard processes into the packages. High level of software customization is reduced in favor of speed and accelerated time to value.

We entered a world where industry standards replace customized processes. To win companies should rely on other competitive advantages like their capacity to innovate, bring to market outstanding products, the quality of the people they employ and their unique ability to predict consumer trends.

I would love to hear from you. Have you found your new competitive advantages?

This post originally appeared on SCN – Services and was republished with permission.

What do you sell, Really?

Me, me, me…I, I, I…

Yes, we get it. You like to talk about yourself.

You and everyone else on the planet.

Look, the desire to sell yourself is rooted in good intention.

Your desire to hit your quota, to earn trust and respect and to be a good provider to family and loved ones.

The problem is the way you are going about it is terribly wrong.

Ask yourself this…

Have you ever sat in a conversation where someone spoke about themselves for a prolonged period of time?

Perhaps a more pointed question…

Have you ever listened to someone talk about themselves for what seems like an eternity and walked away and thought “Wow, that was just wonderful?”

Even the most altruistic person would probably walk away and say man that guy (or gal) loves to talk about themselves.

We all know that our favorite subject is ourselves, so if we want to sell more perhaps we should talk less about our favorite subject and more about our customers favorite subject; T.H.E.M.

All the periods would suggest an acronym, but they are merely for emphasis.

Try this instead

Next time you meet with a prospect or even someone you are interested in leaving a good impression on…don’t talk about yourself.

Sounds crazy right?

For the first 20 minutes, make the conversation 100% on them.

Ask a lot of questions to learn about them and no matter how much you want to compare, one-up or fill space about yourself…Do not!

Don’t be rude and don’t be awkward, but just cordially redirect the conversation back toward them.

It may be a bit uncomfortable at first, but rest assured as you get better at it you will move your goals forward faster and you may not even realize it.

If you want to be able to genuinely help another person and build a meaningful relationship, you have to know enough about the person to actually help them.

That won’t happen if we spend all of our time talking about ourselves.

Think about it, have you ever met someone that was really interested in you and wanted to know all about you and you were insulted? (Stalkers not included) Usually you walk away from those types of conversations feeling really good.

Why?

More specifically, Why does not talking about yourself work so well?

Because it is the key to selling more you, or whatever it is you are actually attempting to sell.

As we have all heard before, people do not want to be sold, they want to buy.

Which means they want to come to their own decision to invest in what it is your are selling.

So your continued self-serving banter rarely, if ever, moves the needle. If anything you will get lucky from time to time because you are offering something the customer already wants.

It is when you have genuinely taken interest in the success of others that you individually will see the greatest success.

And if you don’t believe me, I’d love to know why?

Neither of these ideas is necessarily true in sports or in business. In a book titled ‘There Is an I in Team’, Cambridge Business School Professor Mark de Rond explores a variety of research studies and comes to the conclusion that a focus on interpersonal harmony can actually hurt team performance. Talented team members self-censor their contributions to keep the peace. In fact, the book quotes a Harvard study which found that “grumpy orchestras played […] better than orchestras in which all the musicians were quite happy”.

The book examines why it’s so hard to get teams to realize their potential and how to enable individuals to work more effectively on teams. Here’s Prof de Rond summarizing his findings:

According to another Harvard study cited in the book, creating a team of overachievers is not necessarily the best way to maximize performance. The study of sell-side equity analysts found overall performance started to suffer when the percentage of stars rose above a certain level. “Don’t overspend to recruit high-status employees,” concludes this research; “stars work best in a supportive network of competent performers.”

All of this reminds me that comparisons between sports and businesses can be tricky. I’m sure it’s difficult for sports managers to figure out the optimal mix of stars and team players but at least the goals are clear and the team members’ results are easy to measure. In business, the goals are many and individual contribution tough to prove.

Whether you believe in stars or teams, my advice is to pay attention to the outcomes. As Michael Jordan famously once said, there may be no letter ‘i’ in the word team but there is an ‘i’ in win.

Please follow me on Twitter, LinkedIn, and Google+.

Now, as the president of the Fantasy Sports Trade Association, Charchian has seen the evolution of the game to the point where some 33 million players in the United States can see the touchdown just scored on television reflected in their matchup in a matter of seconds. And it’s cutting-edge technology that could create a whole new way of playing fantasy football.

“From the beginning, live scoring has been the killer app for fantasy sports and it’s gotten to a point where you can’t consider going into the marketplace without having that as an option,” Charchian says.

As fantasy football transitioned from the pen-and-paper era to the Internet, live scoring was somewhat of a premium – Yahoo!, for example, charged for it. But when sites like CBS and ESPN offered it for free, Yahoo! did it as well. “It was sending people to other services like ESPN, and secondarily, it became easier to offset the cost because the fantasy marketplace grew,” Charchian says.

Those numbers you see filling up your scoreboard every Sunday are thanks to STATS LLC, the Illinois-based company that works with Yahoo! to deliver live data, something they continue to focus on making as fast as possible.

“Our challenge on this side as we’ve delivered live data to more and more clients is we have to scale to deliver that load without adding any latency,” says Jim Corelis, STATS’ VP of product development. “Our customers want the data before you can see it on TV, which is possible with the video lags. And we’re delivering it as fast. We’ve put in a lot of redundancy in our systems to make sure that we handle the load from our perspective.”

Those immediate stats, however, are starting to go beyond yards, touchdowns and two-point conversions. Corelis explained that the company can now provide predictive analytics immediately. “So it’s not just what happened,” he explains, “but what’s going to happen next.”

That means there could be a growth in popularity with a type of fantasy game that doesn’t just allow users to change their lineup before the start of games. Instead, an owner could have a situation in which he or she subs out players on every offensive drive or every quarter. Those predictive analytics would be extremely useful in making decisions on who should move in and out of the lineup – let’s say  you own a pair of running backs on the same team and you want to pick the one more likely to score in the red zone. Those stats could help make that decision much easier.

In other words, it’s going to make fantasy that much closer to reality.

The first platform is Poshmark. Poshmark connects users and allows them to sell or trade their new or used clothes/accessories, mainly through the mobile app. Users sign up, can create a closet with items that are unwanted, and display the items with details and prices. Users have the opportunity to allow and invite others to shop their closet, and can buy or trade from others’ closets.

When transactions are made, they can be completed directly through the platform, with Poshmark taking a predetermined percentage of the total sale. More importantly, users can comment on the product posts, make bids, and start conversations about products within the post.

During an interview with VentureBeat, Poshmark’s CEO, Manish Chandra, reported that 15 to 20 percent of Poshmark’s users come back every day and 40-50 percent use the app every week, and an average Poshmark user spends over 25 minutes a day on the app. Poshmark’s mission is to place every closet in the world on the app and foster fashion exchange, and all the while, Poshmark can track the key terms used for searches, the products that perform the best, and the users making thousands of dollars from using the platform. After an infusion from a VC investment, Poshmark announced some enhancements (Android app, web-based option) and is on track to have over $350 million  worth of sales uploaded into the platform through sellers.

Another platform, Stylitics, is a bit different and is laser-focused on user experience and data analytics. The platform works in a similar way – users create virtual closets from their existing (real life) pieces – but the focus is on allowing users to pair their separates and accessories to create and share complete outfits (think of Cher from Clueless – a complete Rolodex of your clothing inventory). It’s also a way for users to peruse through styles and “shop around” to find style inspiration.

What’s even more intriguing about this platform is that the founders of Stylitics are collecting consumer data based on the actions of users within the platform. The concept behind collecting the data is to understand how users are browsing and shopping and to figure out their buying habits and tastes, all based on pure fact – their online behaviors when they aren’t shopping online “at the store.”

Stylitics CEO, Zach Davis, discussed the platform and said, “The value we provide brands and retailers is showing them the rest of their customer’s behavior, once they leave the store – where else they shopped, what they purchased, and how they wear the items post-purchase.  It’s really helpful for real-time decision making such as marketing and social communications.”

Their most recent partnership with the Estate of Marilyn Monroe, is allowing them to launch Marilyn’s digital closet, which will be viewable and shoppable as of June 4th. Users will be able to browse Monroe-inspired outfits and items, then comment, share, shop, or wishlist the looks they love. More great data from all those who appreciate the style of Marilyn Monroe and the 50s.

Stylitics is about to tip by gaining critical mass and already houses a slew of data and analytics, valuable to any (r)etailer looking to better understand their consumers and determine how to cross-sell, market, and even provide incentives to brand loyalists.

These platforms are changing the way we shop and how (r)etailers can “figure out” their customers, and how consumers are discovering new fashion finds.

Leadership Lessons

A third of U.S. employees feel chronically overworked. 52% of U.S. families say work interferes with their family or home responsibilities. More than 54% of U.S. Americans say they will look for a better job once the economy improves.

I could prattle on with statistics like the above. Let me first give you context for citing such disappointing numbers. The workplace is under siege by a growing sentiment that the way we’re working is not longer effective. The Great Recession has catapulted the need to change how we work into our conversations.

The workplace is under siege by a growing sentiment that the way we’re working is not longer effective

The question is, however, what needs to change? The simplest answer is you. Me. We all need to change how we approach the way we work. And for those of us as manager leaders, we’ve got to show up as leaders newly, differently. The above statistics are warning signs of wear-and-tear.

And this is where our Gen Y employees come into play. This generation is heralded for many things – some good and some not. Of course both are value judgments. But there are kernels of truth hidden in those judgments. And if we pulled them out and evaluate them against the changing context that surrounds our organizations, we’ll find keen leadership lessons any person from any generation can learn from and be more effective in their role as manager leader.

Collaborate virtually

Gen Y is the first generation to be raised with widely available technology. I believe it’s too early to know exactly what the implications of this are for organizations. However, the number of tech start-ups is an indicator of things to come. The Millennials’ tech-savviness can teach us that collaboration no longer needs to be physical face-to-face. Gen Y’ers are adept at collaborating via text, Skype, Facebook, Twitter, even instant messaging.

Collaboration no longer needs to be physical face-to-face

The lesson for all other generations is get comfortable with real time collaboration, crowdsourced ideas that expand beyond the hallways and water coolers. Many of us are clinging to the outdated belief that physical proximity cannot be topped.

Forget about tenure

As a cohort, Gen Y is stereotyped to be impatient with corporate hierarchies. In my personal experience I’ve seen this to be true and not true. Hidden, however, in this viewpoint is an important lesson. Business demands can’t wait anymore for managers to award the best opportunities to those with the longest tenure. The opportunities go to those with the skill sets. And skill sets and tenure are no longer equivalent.

Business demands can’t wait anymore for managers to award the best opportunities to those with the longest tenure

Today’s business problems are complex and need fast solutions. As more Boomers retire, tenure’s reign will come to an end.

Rethink work

Gen Y is notorious for wanting more flexible work schedules. With mobile technology and cloud solutions widely available, resistance to alternative work schedules is becoming a barrier to progress.

All manager leaders must get to a similar understanding of why Gen Y looks at flexible work arrangements as a given. With globalization a force driving corporate strategy, allowing employees to choose to work nights and weekends over day shifts makes sense. Working from a cafe today and hoteling onsite tomorrow is smart business.

With globalization a force driving corporate strategy, allowing employees to work nights and weekends makes sense

Those of us who grew up in corporate-land believing work occurs 8-5 need to learn to rethink how, where and when work gets done. Millennials get this. It’s time the rest of us do, too.

Top reasons employees stay with a company can be reduced down to two needs make the workplace flexible and help make work meaningful. These two needs are desired by any generation.

Graphic by Jordan Horstman

There is a lot of talk about the social business and too often it involves a discussion of social tools and channels. In this article I’ll offer my own definition as well as plenty of links to other resources you can check out for more ideas on how to help your organization transform into a social business.

A social business is not a business that sends a lot of Tweets or has a ton of Facebook likes. A social business is one that realizes that it operates in a more transparent and social world. And so it makes customers and employees equally as important as its shareholders and profits.

What is a Social Business?

A social business places equal value on the needs of its customers, employees, partners and shareholders.

This is not all that different from the concept behind one of the first posts I wrote 3 years ago this month. In that post, I talked about a book called “The Service Profit Chain” that inspired a lot of my early professional thoughts on marketing strategy.

The basic theory presented in the book was that happier employees generate more customers who create more profit for the business. Makes sense, right? Yet in the race to quarterly profits, many businesses still struggle with the concept.

More recently I talked about the many reasons why social business is important and I presented my own roadmap to become a social business including the need to define a social strategy that empowers social employees, activates effective content strategy and addresses the issue of culture.

Peter Kim from the Dachis Group offers his own definition of the Social Business as well as a Social Business Design. He identifies “culture, connections, participation and analytics” as the main drivers of an effective social business.

Charlene Li from Altimeter Group recently presented on the Evolution of Social Business and talked about the 6 stages of transformation: “Planning, Presence, Engagement, Formalized, Strategic, and Converged.” They surveyed a large swath of companies and found a small minority (28%) have achieved any level of social business maturity.

And then there’s my friend Jeremiah Owyang who not only nailed how to bring content strategy into the social business but also defined the next phase of social business as “the collaborative economy” which he defines as “where brands will rent, lend, provide subscriptions to products and services to customers, or even further, allow customers to lend, trade, or gift branded products or services to each other.”

Edelman’s Michael Brito writes that “social business is not about communication. It’s not about technology or Enterprise 2.0. It’s about change management. I believe this to my core.” And I think he’s absolutely right.

But what is the role of the Marketing leader in this emerging social business and collaborative economy?

In my view, marketing is uniquely positioned to lead this transformation. As more employees become socially active brand ambassadors and build their personal brand, marketing can act as the shepherd guiding the flock with good old fashioned marketing communications techniques that put the customer first, that are aligned to the business strategy and that deliver business outcomes.

Let me know what you think in the comments below. And please follow along on Twitter, LinkedIn, Facebook and Google+ or Subscribe to the B2B Marketing Insider Blog for regular updates.

Photo Source

Alexandre Cardeman, CIO of the center of operations for Rio de Janeiro (Photo: Center of operations for Rio de Janeiro)

When describing people, there’s a difference between smart and intelligent. Intelligence, the measure of a person’s ability to learn, is inherent. Smart on the other hand, refers to learned inferences and requires effort and experience. Smart people are sensitive to their surroundings and know things that can help them achieve their goals. Intelligent people seek to understand what they know and find new ways to improve the world around them by analyzing the way things work. With cities, it’s the same.

According to Wikipedia – a notable example of collective intelligence – smart cities are characterized by their adept application of systems and sensors to capture information that can be used to solve issues like traffic congestion. Intelligent cities do that too, but what distinguishes them is their ability to integrate all dimensions of human, collective, and artificial intelligence within the city.

Smart Cities: What makes Rio intelligent

Two years ago Rio de Janeiro established a unique center of operations that is revolutionizing city management and drawing thousands of visitors from around the world eager to learn from the new master. The hundreds of cameras and countless other sensors and devices scattered around Rio that live-stream data onto a vast video wall for round-the-clock monitoring are enough to classify the city as smart. Working with the meteorological institute and watching the action on huge Google map displays, city operators immediately know about unusual occurrences such as accidents, power outages, or torrential storms, and can quickly take steps to prevent or solve problems. What makes Rio intelligent is the way citizens and administrators are integrating all forms of intelligence to make city management a smooth operation.

Social media plays a key role. Citizens are encouraged to access the Citizen’s Portal of the City of Rio and take an active role in operations via Facebook, Twitter, Instagram, and YouTube. Not only can they get information and understand processes, but by expressing preferences or frustration, citizens can influence how the city is run.

The people behind an intelligent city (Photo: Center of operations for Rio de Janeiro)

Sanjay Poonen, president of Technology Solutions and Mobile Division at SAP, blogged about his impressions after a recent visit. “Alexandre Cardeman, the CIO of the center, told me that during this year’s Carnival, they noticed a spike in words such as ‘ugly’, ‘disgusting’, and ‘embarassing’ in tweets and other messages,” says Poonen. “By zooming cameras in on locations where the messages where being sent from, they saw piles of garbage left in the wake of the first Samba School’s procession. City operators alerted the garbage collectors who were able to clean up before the next group paraded down the avenue. This way to ‘Run a City Better’ with analytics and collaboration between city and citizens, as the City of Rio is doing, happens thanks to their incredibly talented team, a mayor and a CIO with a vision, as well as advances in technology such as SAP’s Sentiment Analytics solutions and SAP BusinessObjects BI, which the City of Rio uses.”

M2M for smarter city management

By integrating data from over 30 municipal, state, and federal entities ranging from employement offices to health services, Rio benefits from collective knowledge sharing. Whereas previously each organization operated independently with little or no insight into each other’s operations, today they act as one unit. And of course, artificial intelligence in the form of technology infrastructure and tools is everywhere, making Rio a good example of why Brazil is one of the four countries identified by the SAP/Harris M2M survey as being most ready to drive connected, smarter cities. When asked what they thought would be the greatest benefit of M2M (machine to machine) technology, over a third of the 750 IT decision makers surveyed globally agreed it would be the ability to improve urban living through “smarter” city management.

At Rio’s center of operations (Photo: Center of operations for Rio de Janeiro)

“The number of things connected to the Internet is expected to reach 50 billion by 2020 and consumers, who are also citizens, are playing a central role in this transformation,” says Poonen. “Today, M2M technology is primarily used to collect vast amounts of machine and people-based data. The Internet of Things concept goes one step further by not only integrating machines, people, ERP, CRM and social networking systems, but also analyzing and using all the data.”

After all, what’s the use of data if you can’t make sense of it? Because the capacity to innovate and to manage uncertainty are critical factors for measuring intelligence, one of the true marks of an intelligent city is how well it uses data for predictive purposes. By applying the right analytical tools, intelligent cities can increase predictive insight, speed up decision making, and improve performance and outcomes. By pooling all their intelligence, cities like Rio can help citizens deal with the uncertainty of tropical weather, for example, by providing early warnings and guiding people to safety before mudslides or floods threaten their lives.

Montreal says merci

While most cities nowadays are focused on smarter operations, some are using technology to prove that cities can be gracious as well. Using SAP Precision Retailing, Montreal has developed thank you packages for citizens who use public transportation. The Societe de Transport de Montreal (STM) is partnering with retailers, other transportation partners such as taxis, and entertainment and media providers, to bring personalized offers to their 1 million OPUS Card users.  “As a thank you for helping to save trees every time you ride with us,” says Michel Labrecque, responsible for administering STM, “we’ve developed the STM Merci app that sends you personlized offers and suggestions that are attractive because of price and geographical relevance.”

A real-time, geo-localized app that drives traffic from the streets to the stores not only makes life easier for citizens on the move, but helps boost the local economy and the consumer experience. Now that’s a smart way to say merci!

This SAP.info post is by Judith Magyar.

For many small businesses, securing a few contracts with large businesses is the ticket to rapid, sustainable growth. But it’s not easy to get a foot in the door at a major corporation – especially when you’re making calls, attending trade shows, and sending tons of emails and letters. The fact is, most small businesses operating the old-fashioned way have a hard time getting the attention of the right people in the right places. As a result, growth is slow, and opportunities are limited.

Given these challenges, should small business owners and executives make the leap to online business matching services?  Does it make sense financially?  Is it too complex technically to engage through this type of online network? Won’t SMBs just get out-bidded by larger suppliers that can offer lower pricing?

Consider the experience of David’s Cookies Corporation, a small business that produces a wide variety of high-quality desserts. According to Brent Maloy, VP of National Accounts at David’s Cookies, with a business matching service, “You get access to clients that your competitors don’t have access to… You can set yourself apart and be rest assured that you’re working on something that’s sharp, viable, and a great lead.” His business received over a dozen qualified leads in just a few months and closed a multimillion dollar deal in the first 30 days.

These kinds of results aren’t uncommon. Business matching services can help small businesses reach potential customers with minimal time and effort and then connect with key decision makers and purchasing agents when they are actively looking to purchase goods and services. And in many cases, matching services are simple to use so that buyers can start posting requests – and sellers can start responding to them – in a matter of minutes. At the same time, buyers gain instant access to thousands of potential new suppliers, lower costs by getting multiple competitive bids, and can quickly source from diversity suppliers to meet state, corporate, and other mandates. It’s a win-win for everyone.

Each week, we curate and publish the top ten articles from across our content categories. We hope you find these articles valuable, informative, and interesting.

Top Ten Business Innovation Posts of the Week

Cents & Sensibility: How 3D Sensors Help Retailers Improve Sales

Analytics – By Elizabeth Gaines, @eagaines

Insight into browsing habits and purchase history is no longer reserved for online retailers. Elizabeth shares with us a new technology from the Vizualize company on how they are helping retailers improve the shopping experience AND their bottomline.

Hacking Happiness: How Big Data Can Make The World More Joyful  

Big Data – By Dylan Love

Remember the way the movie “Pay It Forward” touched your soul? Technology can have that same impact by utilizing one of its favorite children big data. Check out this post on the H(app)athon Project and how they’re using big data to make the world a better place.

Who Are The Real Moneyball Heroes?

Analytics – By James Marland

Sure it takes talent to be a baseball player, but the real moneyball heroes were the data scientists crowder over laptops. How are businesses using these heroes? James helps answer that question.

Big Data Takes Over The Big Apple

Big Data – By Jen Cohen Crompton, @jenz036

They used to only share one thing in common, their size. However, the Big Apple is using data for strategic planning and to understand possible threats and risks.

3 Ways To Build Leadership Credibility In Tough Times

Human Resources – By Rich Berens

With the lack of leadership, or at least trust in our leadership, it’s hard to believe anyone with seniority. Rich discusses recent survey results and shares 3 things credible leaders can do to differentiate themselves from their stereotypes.

How To Get From Data To Decision  Journey to Insight

Analytics – By Scott Jeffries, @SLJAnalytics

There’s no doubt the world is getting busier. Businesses are always looking for insight, however that need is usually met with silos and a lot of manual digging. The need for a company-wide analytics initiative is overdue. Scott shares with us how to start the transformation and take it to the enterprise.

Friday Flashback: This Week in Tech [May 17, 2013]

Industries – By Jen Cohen Crompton

Missed a week in tech? Jen found the top happenings in tech last week. Enjoy!

7 Steps To Leverage Design Thinking For Your Mobile Strategy (Part 2)

Mobile – By Jomy Pidiath and Tonja Erismann, @jomypidiath

Part 1 focused on steps one and two, how scoping and research can help you create a comprehensive mobile strategy. Part 2 takes you through steps 3 and 4, how you can use synthesis, ideation, and an overall design thinking approach to continue to build your strategy.

Why Every Organization Needs Some Misfits

Human Resources – By Ted Coine, @tedcoine

Misfits get a bad rap. They can bring to the table an interesting outlook your cookie-cutter employees could never even dream of. Check out a few reasons why you should hire a misfit or two.

Top Tips: How To Effectively Use LinkedIn

Human Resources – By SAP.info, @sapinfo

This isn’t your parents LinkedIn. Heck, it isn’t the 30 year olds LinkedIn. It’s a powerful tool you can use to your advantage, if you know how. Here are a few tips.

Why is the digital channel changing recruiting? In this clip from the recent TruLondon event I spoke with Andy Hyatt about how organizations can integrate digital channels into their existing recruitment efforts.

Andy points out that financial investment is a big barrier for many organizations, but that we must remind the C-suite that candidates aren’t just candidates, they’re consumers too.

I suppose that would be the one where the equipment shows up, is plugged in and it works perfectly.

As I reflect on just about every technology purchase I have ever made I have come to the conclusion that my alarm clock and my refrigerator are the only two tech purchases I have ever made that literally just plugged in and worked 100% the way they were intended to.

But the evolution to get there has taken some time. Those “Perfectly” working devices are really mature technologies.

So after we look at the products that have had a few hundred years to mature and we start thinking about the technologies that we are investing in for our businesses, how easy are those to implement?

Of course the answer comes with varying responses.

A new laptop or cell phone can probably be brought up in a few hours with minimal issues (if you’re lucky).

While a new CRM (Customer Relationship Management), SAN (Storage Area Network) or ERP (Enhanced Resource Planning) system can take months to get right. This is especially the case for companies that try to get their overworked and under resourced IT departments to do it in house.

Many companies work with systems and technologies that are never quite right, but they deal with it any way.

It’s kind of like bad cell phone service. We often just deal with it as we aren’t sure the time spent to make it better will be well spent, or if it will even make the problem better.

For Cloud PBX, VOIP and Unified Communication providers, this is also the situation.

The product doesn’t always go like advertised.

In the perfect world the installation of a cloud (or premise) based PBX would go something like this.

The customer would say they want “XX” users in “XX” locations. All to have Voice, Video, Instant Messaging and Presence. Full contact integration and an app for their mobile device.

They would plug all of this into a form, hit submit and away you would go.

Oh and it would be super customizable…They could pick their make/model of phone and set up their features with a few mouse clicks.

Everything would show up at their door and it would just work.

Yeah, that would be nice.

But from what I’ve seen, that just isn’t the case.

Rather PBX deployments linger on for weeks.

Forget customization, this is just to make them work well enough for the customer to sign off.

The process is painful and the customer too often regrets the decision to move to an advanced unified communication tool. Longing for the phone on their desk that just “Worked.”

Well the good news is that it doesn’t have to be that way.

The most advanced cloud communications can be widely accessible and easy to implement.

Bringing even the smallest business the ability to communicate like a global enterprise.

And for those of you looking for that magic tool that allows you to quote, provision and deploy a world class unified communication tool…

Look us up here. We’ve got an app for that!

• 30 million active mobile money customers globally
• 224 million transactions (PayPal did a monthly average of 196 million during Q3 2012)
• $4.6 billion USD transferred

The survey results show that there are more mobile money accounts than bank accounts in Kenya, Madagascar, Tanzania and Uganda. Globally, there are 150 mobile money services for the unbanked, 41 of which were launched in 2012. The industry is also seeing more competition, with 40 markets having at least two different services available.

People are moving money to each other using their phones. It’s a key mobile financial service. That’s why it comes as no surprise that traditional bricks-and-mortar players, like MoneyGram and Western Union, are continuing to invest in new products to leverage their existing systems and stay relevant in the mobile world.

Qtel, one of our customers and Qatar’s leading mobile operator, haspartnered with global money transfer company MoneyGram in a multi-year agreement. The partnership will expand Ooredoo’s (previously known as Qtel) international mobile money transfer service from three possible destinations (the Philippines,Pakistan and Nepal) to 197 countries. MoneyGram gets to leverage Ooredoo’s technology, and access to Qatar’s significant population of migrant workers who are sending money home each month.

Western Union (another customer), probably the largest and best known money transfer service, has been busy announcing new partnerships this year. One is with Nigerian company Virtual Terminal Network (VTN), and will bring mobile money transfer, bill pay and purchases solution to that country. Another is with retailer Carrefour Argentina and will offer international money transfer and bill payment service there. WU certified our Wallet Platform for mobile transfers, which means we can offer operators the option to offer a Western Union mobile money transfer service to their end customers.

Additionally, Rachel King’s Wall Street Journal blog reported that Western Union is investing in analytics and investigating digital currencies like Bitcoin. The company is also investigating the role it can play in all kinds of other online transactions.

It’s clear that the old guard faces increasing competition in its money transfer business from start-ups, banks and operators getting into mobile. But they aren’t going down without a fight.

This post originally appeared in Matthew Talbot’s Mobility Blog on SCN and was republished with permission.

English: KIS International School Students (Photo credit: Wikipedia)

Philly is a great town – it’s filled with interesting people and awesome food (oh yes, with a little history thrown in). I was there last week for the HR Conference for senior level executives.

The energy at the conference was amazing – there are so many exciting developments in the new world of work. I left with my head spinning (in a good way).

But there was one alarm I heard sounded again and again. It was about education. Our schools and colleges aren’t equipping students (future leaders included) with the right skills and talents to flourish in today’s (and tomorrow’s) digital economy. 

This skills shortage threatens to undermine all the positive advances in talent recruitment and management and this is alarming to me.

Companies just can’t find the people they need. And at the same time, they’re cutting their recruiting and development budgets, expecting new hires to hit the ground running.

According to a recent study by The DeLoitte and the Manufacturing Institute, 80 percent of companies say that “advanced manufacturing” is the area where they anticipate the greatest hiring challenge in the coming years. These are not your father’s manufacturing jobs; virtually all of them demand mastery of complex computer skills.

So how can we close the gap and make sure companies can find the talent they need to thrive?

Let’s look at five ideas for how to build a future leader:

1) The intern solution.

A hefty percentage of students today see college as an expensive waste of time (or close to it). This is reality. They don’t want to graduate and be forced to take a job they’re not excited about just to service their college debt. Enstitute, an innovative two-year intern program in New York City, pairs high-school grads (and college dropouts) with exciting high-tech companies. They learn advanced IT, programming and app-building skills in the real world. At the end of the internship, they’re seasoned pros and most have no problem finding good jobs.

2) Be a Mentor. Just Do.

Taking a student under your wing and helping them along is a win-win. Their questions force you to refresh your outlook, mission and skills. These young people have grown up hardwired to their computers and iPhones. They get “it” (the new digital rules of the game) instinctively. By teaching we learn, by sharing we gain. Leaders and companies that actively pursue mentoring programs strengthen the labor pool and themselves. I’m doing this in my own community TalentCulture World of Work by partnering with Choose2Matter. By mentoring and educating future leaders about the world of work I can make a difference. I’m just doing instead of talking about it.

3) Invest in (and partner with) our schools and universities.

If this is a no-brainer (and it is) there are a lot of people around with no brains. When politicians and cash-strapped cities and states cut education budgets and scapegoat teachers, they being penny-wise and pound-idiotic. But educators also have to do their part. We need schools that understand the demands of tomorrow’s workplace, not today’s (and certainly not yesterday’s). Educators must form alliances with businesses and work together to develop a curriculum that will meet companies’ 21^st century companies, thus preparing their grads for exciting careers.

4) Increase training and development budgets.

It’s no secret that thousands of companies are flush with cash. In fact, they’re hoarding it. Given the recent volatile nature of the economy, this is understandable. It’s also shortsighted. It’s time to loosen the purse strings and pour some money into building a workforce that stays ahead of the high-tech curve.

5) Use big data for good and not evil.

The smart mining of big data can radically change the hiring process. Suddenly your labor pool is literally global and you can focus on people who have the talent and skills you need. As this process gains popularity, its reverse momentum will force schools to adjust. Peers of the people being hired will demand that their educations include the requisite skills. Big data reveals definitely what the workplace values and demands.

Education is the foundation of a prosperous and passionate future of work. Let’s all roll up our sleeves and make it work for our future leaders. Who’s in?

We all have learned great things from our mothers.

Here are six business principles I have learned from my mom:

1) Money Burns a Hole in Your Pocket

When I saved enough money to buy my first car at age 17, I fell in love with a used MG Midget (it was an early roadster). I took my mother to see it and was ready to make the purchase. But she told me that when you have money, sometimes that money “burns a hole in your pocket.”  In other words, you get eager to spend it. She told me to be careful about that.

This principle is part of the reason that I tell founders to be careful with how much money they take from investors. If you have the money, you will burn through the money, but will it ultimately help you dominate your markets?

2) Something Better Always Comes Along

My mother also pointed out that the MG Midget was the first car that I had looked at. She told me not to be too eager to purchase it, and that “something better always comes along. If you have the time and the patience, you will always find something better.”

I took that advice on faith, and I didn’t buy that car that day. Ultimately, I ended up purchasing a 1967 Ford Mustang (a hot muscle car) that ultimately was better for me given that I barely fit into the MG Midget, anyway.

I use this principle to keep a level head when I look at investment opportunities that I fall in love with. I only have the time to work with a few companies at any given point, so it’s a good thing to remember and I spend a lot of time thinking about my fit with each company. I tell companies that getting a VC investor is like getting married — you spend a lot of time together for a long time. Let’s make absolutely sure that there is a good fit!

I also pass this principle along to hiring managers when they have candidates they really like: “Yes, this person looks really good, but someone with a better fit will always come along if you wait. The key question is whether this person is so good that you don’t want to wait for that better person.”

3) Follow Your Core Competencies and Passion

I was always good at math and enjoyed it, so my mother started pointing out careers that used those skills, including accounting, being an actuary, or being an engineer. I chose engineering and made my mother proud. I also learned that it is not necessarily work when you are both good at and are passionate about what you do.

That is advice I pass along to every young person I meet, usually by asking them what class they enjoyed most and least in high school and what they enjoy doing most. It usually leads to a lively conversation and gets them to think. (I also point out engineering as an option to just about any high school student I meet who is good at math, which drives my artist wife crazy.)

The idea works more broadly for your career and your business, as well. What are you good at and what do you enjoy doing? Perhaps you should do more of that!

4) Keep Moving Forward

When I was young, my younger sister died. It caused a lot of stress with my parents and my guess is that it was the root cause of their divorce. My mother raised my older sister and me for several years as a working single mom. I can’t imagine how difficult that was on a teacher’s salary. My mom just kept moving forward. Like most people, she has had other setbacks in her life, but she has always handled them with grace and keeps moving forward.

Startups have many down periods when founders wonder whether or not it will work. All you can do is keep moving forward and see what happens next!

5) Assets and Low Costs are the Way to Go

My mother knows more about financial management than anyone I know. She managed to turn a career in teaching in California public schools into a great retirement with two houses and more money than she needs via keeping her costs low and investing wisely for many many years.

Given my background as an investor, she often calls me for investment advice, but when I give it to her she goes into great detail about all the implications associated with every choice and I usually end the conversation with “it sounds like you are thinking about all the right things.” I am never quite sure that I add any value to her thinking.

The most important thing that she taught me at a young age was to turn income into assets and to keep your costs low. This advice is obvious for most start-ups: “turn your capital into revenue, company value, and competitive advantage, and keep your costs low.”

6) You Need to Find a Smart, Capable Partner Who Challenges You

Before I got married, I had several long-term relationships. My mother always told me that she was indifferent to a woman’s race, color, and religion, but that she wanted me to marry a smart, capable woman who challenged me. And I did.

At some point, I also realized that there are many smart capable women who are great to work with. Ultimately, I figured out that all other things being equal, women are better in every position in a company (my hypothesis is that this comes from cultural factors that generally require women to be that much better to get to where they are, but who knows?).

Want to get something done in your business? Hire a smart, capable woman who challenges you!

One More Thought

I didn’t include this in the list as it is not really business advice, but my mother also says “you need to call more often.” I don’t talk to my mother enough, and she lets me know it most of the time that I talk to her (she is right and I will try harder ,mom :).

From a professional perspective, we all have mentors who have nurtured parts of us and we probably don’t keep in touch enough. Don’t forget to take the time to call them and let them know how you are doing! They will appreciate it and you will enjoy it.

I have learned a lot more from my mom than the lessons in the list above, but this is what came to me as I reflected on my mom’s influence on me and how it relates to business.

We have all learned a lot from our mothers, so please let me know what you learned from yours!