At Econsultancy we’ve discussed several times what the elements of digital culture are and why it’s good for business.
But we’ve never really covered what is really horrendous, quite possibly because we do like to focus on the positive whenever we can.
Today, I’m going to focus on the signs that show your organisation is desperately behind the times, because unfortunately such issues are rife in many corporate environments today.
If your organisation has any of the below, chances are they are irritating people beyond all comprehension, getting in the way of work and have no genuine utility behind them.
Banish these things immediately, or make a quick buck by shorting the share price of the offending institution.
Read below. I accept no responsibility for any migraines you suffer…
In the new digital economy, our traditional workplaces are becoming increasingly inappropriate.
If we want to be effective online we need to create new digitally friendly workplaces.
I’ve been writing about presentations I watched at Digital Media Strategies 2014, including talks by Verdens Gang, Axel Springer and the New York Times. So apologies if publishing isn’t your thing.
But that’s sort of the joy of discussing media companies, how do they become more than mere old fashioned publishers. How do they find new streams of revenue and restructure so that subscriptions work and digital actually makes some money?
One of the spots at the aforementioned conference was CEO of the Financial Times, John Ridding having a fireside chat with Ken Doctor, President of Newsonomics.
Many interesting facts, figures and opinions were teased out, so I thought I’d round them up here.
The first thing to do is set my stall out. This isn’t a post attacking Regus, providers of business and meeting space, rather one intending to point out something that lots of its customers are surely struggling with.
Being constructively critical, I have found Regus’ finance department and its CRM systems to sometimes work in opposition with Regus’ commitment to good service.
At times I have torn my hair out wondering how Regus can provide me with an inconsistent customer experience, something that feels so different depending on who I’m talking to. I’ve often felt like account representatives haven’t any idea of who I am or of my value, both past and present.
I’ve had brilliant account managers and the service on the day is always top notch, but where the service sometimes comes up short is in the aftercare. In the current climate of customer revolution, with companies better informed and less willing to spend, customer experience is key.
The latest trends in digital are all about trying to improve the customer experience, and accurate and timely comms over the customer lifecycle is as important as it gets in B2B.
So, in this post I’ll detail some of my problems and discuss them in the context of organisational change and joining up data. Maybe we’ll find a way out of these Kafkaesque corridors where I repeatedly plead with some strange new arbiter, asking them to just look a little bit harder for my records.
For 10 days next month Austin, Texas will become the epicentre for the global media and tech industries when SXSW again opens its doors.
The music, film and tech extravaganza helped launch Twitter and Foursquare in recent years, so it’s easy to see why it has a reputation as one of the world’s most exciting events for digital marketers.
For the third year running Econsultancy will be heading down to Texas for SXSW, and this year we’ll be hosting two roundtables in partnership with RAPP and Adometry.
There are still spaces left to attend both roundtables, which take place on the opening day of SXSW (March 7) at the Capital Factory in Austin. Read on for more details and information on how to request an invite...
Freelancing. Early 19th century in origin, as two words, denoting a mercenary.
In the US, gigging (freelancing) is a well-established phenomenon. An estimated 20–33% of the workforce consists of independent workers (Accenture).
The top 10 skills supplied by UK freelancers (listed below) are pretty much exclusively utilised in the service industries involved with the web and marketing.
Surprisingly, a fifth of UK grads with a first class degree have already freelanced. With flexibility and earning potential, not to mention the lack of a ‘real’ boss, being major attractions for some of the best and brightest, how can you work well with freelancers?
In this post I’m revealing findings from a new report from elance looking at trends in freelancing in the UK.
Most companies can no longer manage the constant change coming at them. You have the skills to help, but are you willing to step up?
It has been said so much that it has become a cliche, ‘we live in a world of constant and rapid change’.
This is not something new. We have been bombarded with rapid innovation and change since the dawn of the industrial revolution.
In fact, companies are so aware of the changes in the world around us that they have change management processes for dealing with them.
Many companies pay lip service to user centric design, but the harsh truth is that without business transformation, most will fail to satisfy their users.
The web has made life hard for a lot of businesses. There was a time (before the web) when consumers had limited options. If a company gave their customers poor service it was hard to find an alternative.
Even bad mouthing the company to friends and colleagues only had a limited impact.
20 senior execs from a wide range of industries as diverse as broadcast television, pharmaceutical, publishing and financial services gathered in New York last November as Econsultancy hosted another Digital Transformation roundtable.
Ever since IBM's seminal 2011 study 'From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study', CMOs have been reporting a concern that they are underprepared for digital - shorthand for changes in consumer behavior, an explosion in the volume of data, the proliferation of channels and device choices and the effects of social media.
According to a recent Econsultancy study, only 23% of the Fortune 500 could consider themselves to be in any way whatsoever shielded from the effects of digital.
It was suggested that those who might fall into that category are generally companies that dig things out of the ground and process them, but perhaps even they will see soon their industry disrupted by digital technologies.
Everyone who attended on the day agreed that true Digital Transformation is a heavy lift and there is often a greatly delayed gratification from the process.
Nearly all of the organizations represented at the roundtable had experienced significant disruption to their business models from digital.
The attendees told us afterwards that the most valuable part of the day was hearing from their peers in other businesses, learning what had worked for them, what hadn't and how they had overcome the challenges they faced.
Four keys rose to the top of the discussion...
Why is it that some companies embrace and succeed in digital, while others fail?
I am becoming convinced that the failure of a digital strategy often has little to do with the competence of their web team. It is more to do with the culture of the organisation itself.
You can have the best web team in the world who produce the best websites and apps, but if the organisation behind them is not digitally friendly then the results will be disappointing.
So what makes one company digitally friendly and another not? Below I outline my top ten reasons, but I would be keen to hear yours in the comments too.