Group items tagged

One of the key milestones on the Digital Journey starting with a Digital Strategy, Digital Transformation and then sustaining on Digital Innovation is the point where the enterprise reaches a point of data maturity powered by a single, organization wide, consistent version of the truth including the state of the customers and the state of the business and the state of the employees. This point is critical as it becomes the launchpad for several, forward looking initiatives including Artificial Intelligence, ChatBots, Blockchain etc. "Complete" A Complete version of the truth ensures that the following criteria is met: Entity Pivot The key entities that need to be tracked to generate a complete, comprehensive version of the truth are the following Employee Employees, regardless of customer facing or not, need to be understood including where they excel vs. struggle and where their struggle impact the customer experience. Key information about employees that should be tracked is what the employees are working on, how productive they are and how often they introduce delay and errors in business processes. Business Business visibility requires that the enterprise be able to track key metrics such as customer lifetime value, customer attribution, customer acquisition cost and customer satisfaction. In addition, the stage of the customer ranging from prospect to commit to paying customer to abandoned needs to be tracked. In addition, the customer's quality of service and experience needs to be tracked and understood. Customer The most critical of the three is the understanding of the customer. Customer KPIs have a direct impact on and are completely impacted by the Business and Employee KPIs. It is extremely important to understand how customers are searching for, discovering, learning, understanding, using and continuing to use the product and services delivered by the enterprise. In addition, it is important to understand what capabilities drive what kin

Transforming into a tech company has become top of mind for executives in all major industries. It is clear that modern technology will fundamentally alter what and how business is done in every domain, sector, and industry. This has led to a call to arms in every enterprise to understand how they can transform into a tech company. The Tech Company Magic Tech companies have fine-tuned the art of bring new digital products and services to the market, quickly, efficiently and effectively and understanding customer feedback to iterate and improve. This capability makes them incredibly agile and leads to faster experimentation that is cheaper and involves less risk. In turn, this enables them to bring new capabilities to the market and even if all do not succeed or get traction, a few do and that drives innovation, customer satisfaction, and growth. From the outside, tech companies appear to be massive juggernauts that are unstoppable and able to crush everything in their path. The 'Non-Tech' Technology has been leveraged in every sector and industry, however, it has almost always been treated as a means to an end, something that is required but never the real value driver for the customer. This has led to the typical organizational structure in enterprises into "Business", "Operations" and "Information Technology". The "Business" arm generates value for customers, the "Operations" team carries out the requirements of the Business team and the "Information Technology" team provides the systems (databases, network and compute) required to "keep the lights on" for the Operations and Business Teams" This structure served enterprises well in the last decades as customers did not have an alternative to directly working with the enterprise and this fortified the value supply chain and also established a hierarchy of sorts within the enterprise where the business looked down upon operations who looked down upon technology. The purpose of

For many enterprises, transforming into a digital organization is a very big priority. Digitization is more than a passing fad; instead it almost is a precursor to survival in the next decade. Analog mechanisms of running businesses are no longer sustainable nor likely to give confidence to customers, employees, stakeholders and shareholders. Measuring Digital A digital organization is characterized by the following Time to Customer Insight The Time to Customer Insight in a digital organization is the time it takes to collect, process, analyze information to determine the health of a customer, their satisfaction with current products and services, their unmet, possibly unstated needs and the impact that external market events might have on the customer. Time to Reaction Time to Reaction is the time taken to react to a customer insight through the introduction of a new product/service to solve an existing or a new problem or through better packaging of existing solutions to address otherwise existing problems. Time to Market Time to Market is the time taken to bring a new capability, product or service to market often as reaction to a customer or market insight or feedback Time to Iteration Time to Iteration is the time taken to solicit, gather, process, analyze customer feedback and effect a change in existing products or services or bring new products and services to market to address the customer feedback. Digital Organizations Digital organizations are characterized with minimal Time to Customer Insight, Time to Reaction, Time to Market, Time to Iteration and a constant effort and investment into further optimizing and minimizing these metrics. Digital organizations focus on the flow of information through the organization and use of the information to generate and deliver more value for the customers. Key Characteristics of Digital Organizations Instrumentation of Interfaces, Products, Systems, Applications, Processes A digital organization ensures

VPN, i.e., Virtual Private Network, establishes a secure connection to public and private networks over the Internet. VPN helps to protect your identity and provides a secure network for accessing data. Initially, the VPN connects business networks securely over the Internet. It also allows you to access a business network from home. What is a VPN? How does it work? Why should you use it? These are some common questions that come in the mind of every person who wants to use a VPN. So, let's find out the answer to all these questions. Contents [show] How Does a VPN Work? How Does a VPN Work It is not rocket science to understand how a VPN works. We can simply learn the process of VPN by reading the following steps. Step 1: At first, you need a reliable VPN provider (ExpressVPN Recommended). Then download and install the software. Now select the preferred security settings and set up a safe connection with your desired VPN server. Step 2: After the connection is established; VPN software encrypts your data traffic on your computer and sends it to the VPN server through a secure connection. Step 3: The VPN server decrypts the encrypted data from your computer. Step 4: Your data is being sent on the Internet by the VPN server and receive a reply, which is meant for you. Step 5: This traffic is again encrypted by VPN-server and is sent back to you. Step 6: VPN software will decrypt the data on your device so you can understand and use it. Why ExpressVPN is the Best? The best thing I like about ExpressVPN is that it has a no-logging policy. Apart, from this ExpressVPN is fast, secure, and keeps your IP hidden. ExpressVPN allows you Torrenting/P2P and even works with Tor for the maximum level of privacy. It has a user-friendly interface and a great design that is easy to operate. ExpressVPN uses the government-grade encryption method as default. You can even try doing it manually. ExpressVPN is the best excellent premium VPN service to trust and work.

Believe it or not customer satisfaction is somewhat of a new focus within the business industry. For many years the main focus of business was based upon staying in the black, increasing sales, growing business visibility and making a product or supplying a service that is needed or valued. However, with the changing times of our variable economy, there has been a major shift in the business mindset. Instead of focusing inward on the business and its growth and financial aspects, many companies have chosen to move their focus outward towards the satisfaction of the customer. With this innovative mindset, companies are really trying to put customer satisfaction above all else. It is actually much easier to keep customers when they are satisfied with the product or service provided than it is to go out and attain new customers. In fact, new figures estimate that it will cost a company 5 to 8 times more money to reach out and attain a new customer than to just keep a current customer satisfied. Furthermore, if a customer is satisfied with a product they will often recommend or talk highly of the product to others within the industry as well. Word of mouth is a very powerful tool during this age of online communication. With the click of a button, a person can "like" or "recommend" a product to many other people on his or her communication database.

Digital Transformation is tough, even for seasoned technologists. This is because it is a transformation of an organization at its core. Everything from culture, technology, ideation, development, integration, delivery, and support needs to fundamentally shift to be more customer-centric, service driven, automation first and experimental in nature. No wonder that a lot of organizations take a long time and a lot of investment to see ROI from their digital transformations. Here are 5 signs that your digital transformation might be in trouble. Culture mistrusts the core digital transformation team You are spawning new initiatives before completing previous ones Decisions are top down with low accountability at the leaf nodes You tend to focus on technology stacks with little focus on customer value Inter-organization politics stifles cross-organization scenarios Culture mistrusts the core digital transformation team It is almost impossible to make an entire organization aware and participate in digital transformation at the same time. There are exceptions but in our experience, starting out with a core digital transformation team is a much better strategy than otherwise. This team should be enabled to attack a limited set of important and business relevant problems, build cutting-edge solutions and use them as examples to train and evangelize digital transformation strategies to the rest of the organization. However, the more entrenched an organization in the old way of doing things, the harder they might this central team. Resistance can be active and passive such as refusal to share data or provide the relevant context of the problem. An organization that does not set up the early crusaders for success almost always has a much harder time showing value from their digital transformation activities. You are spawning new initiatives before completing previous ones Executing on a digital transformation strategy is much harder than defining the strategy especially fo

Enterprises across the board have a lot of untapped potential in their data. The data is not only relevant and useful within the enterprise but can be a valuable source of insights for the enterprise partners and customers. In some cases, the value of this data can be high that partners and customers are willing to pay extra to get access to this information at a certain fidelity, freshness or scope. Enterprises that do not have a clear and coherent monetization strategy are leaving money on the table. In addition, they stand to lose customers to competitors who gain the first movers advantage by addressing this market need. The Value of Data The first step in determining a monetization strategy is an audit of the enterprise data assets and a determination of the customers who are interesting and willing to pay a premium for access to this data. The Value of Data is proportional to the following: Freshness The more "fresh" a dataset is higher its value typically. This is because there is an advantage in the early visibility provided by first access to new information. 'Freshness' is defined the latency between the creation of data and the delivery of the data to the consumer. Consumers of data will pay a premium for fresh data if it fits into their decision and action strategy. Fidelity Higher the "fidelity" of data i.e. how much detail a particular data point carries also increases the value of the data in the eyes of the data consumer. Higher fidelity data offers more information and detail enabling the consumer to design highly valuable analysis that leverages the additional details offering a deeper insight into the situation at the present or historically. Raw The more "raw" a data set, higher its value as it can support a much larger set of analysis scenarios that a processed data set could support. Data sets that are aggregated, sampled, filtered or transformed can have a lower value as they can severely limit the type of analysis. Raw

Many businesses need and even require the use of safety signs to warn employees and customers of potentially hazardous areas. However, the task of finding the right signs to portray the right message, along with finding a reputable company to provide the signs may be more difficult than originally intended. We are here to ease some of that burden with 10 helpful tips for finding the right safety signs to satisfy your business needs. 1. Identify Areas that May Need Safety Signs Before even beginning a search for a safety sign supplier, the first step in the process should be to accurately identify any areas within your facility that may be in need of safety signage. Think of all areas used by employees and/or customers such as aisles, walkways, fork lift zones, hazardous waste areas, potential slippery surface areas, etc. The key here is to identify all the locations that could pose hazardous conditions so proper signage can be created. 2. Pinpoint Potential Safety Hazards. Once certain areas have been designated as potentially hazardous, the next step would be to determine the actual safety hazards in the area that pose risks. An example of this could include an area where liquids are routinely transported. In this case, a spill may be likely which could endanger employees or customers due to the enhanced risk of a slip or fall. 3. Determine the Message to be Conveyed by the Signage Signs are posted everywhere, from "Watch Your Step" signs to "Employees Only" signs. However, for a sign to be truly effective it must convey a clean and clear message that can be understood easily by nearly anyone. For instance, in a work environment that includes welding, safety signs warning of potential arc flashes may be needed. In this case, a sign should be posted instructing anyone who enters to wear proper protective gear, this sign could read "Warning: Arc Flash Zone Proper Protection Required." 4. Consider the Conditions where the Signs will be Located Now

Are you AI-First? By editor Posted October 13, 2018 In Artificial Intelligence, Digital Strategy, Technology & Design 0 An AI-First company is an enterprise that has transformed to believe and understand the incredible and disruptive potential of Artificial Intelligence. Such an enterprise not only sees the value but can see the destructive impact of being left behind. An AI-First Company understands that it might not know all the answers but realizes that it needs to seek out a path forward with AI or risk being marginalized. Key Characteristics of an AI-First Company A-First companies might not be any different from their previous form but think and act differently. Here are some key characteristics of such companies. Approach to Problems and Planning An AI-First company evolves its approach to problems. AI-First companies realize that determining the existence of a problem and selecting the most consequential problems is a function of data and analytics. An AI-First company invests in building predictive mechanisms that can signal current or upcoming problems including the severity and priority of these problems. Building these predictive mechanisms becomes the first step in determining how and when to prepare for problems or upcoming issues. In addition, these companies leverage news and information that is generated inside and outside the enterprise as it is generated and ensure that their employees and customers have access to the insights embedded in the news and information. Approach to Products and Product Development An AI-First company understands how a prediction or classification could help them deliver a better solution to a problem faced by their customers and how their existing products can be adapted or new products created that change behavior based on the predictions and classifications. Enterprises that understand the power of AI ensure that data scientists come part of the core product ideation and development team with a heavy infl

A lot has been said about agility and the need for enterprises looking to innovate and disrupt to build agility. Agility, at the same time, also gets confused with the process of scrum. Small and large teams get enamored with the idea of scrum and mistake the process with the state of being agile. This is often more detrimental to the enterprise and can often create more process and not enough real agility. What is Agility Agility is the efficiency with which an enterprise executes and delivers on its objectives and goals. Agility is the ability to react to changes in goals, feedback from customers and shifts in strategy. Agility, from the outside, looks like a predictable stream of value delivered by the enterprise that matches and exceeds the needs of the customer. Organizational agility requires agility at multiple levels within the enterprise to drive the insights that can channel and align the efforts of the entire organization by leveraging data and information to make quick and informed decisions. Business Agility Business and customer-facing employees need to achieve "Business Agility". This is the ability of these employees to react to business critical in real time if needed and have access to the latest information at any decision point. Business Agility enables users to reduce the latency or lag between a need in the market or of the customers and when they are able to service the need. Decision Agility Analysts and data scientists creating the insights to drive decisions require "Decision Agility" i.e the ability to easily discover, leverage and use data for analytics and insights through any and multiple tools and channels. Analysts and data scientists need to produce insights that reduce the time and effort required to convert data into information and insights that are required to drive key decisions and actions. Development Agility Application developers and data engineers need the ability to easily generate, collect, access and deli

One of the most common misconceptions out there is the belief that technology equates innovation. Innovation is the creation of new value through a better solution for a problem that either does a better job in solving the problem or does so in a manner that the solution is accessible in a larger set of circumstances by a larger number of people. On the other hand, technology is simply the tooling that holds the promise of new solutions but by itself, is meaningless. Enterprises can become enamored by the promise and hype about technology and go down long, complex journeys, invest millions in upgrading technology and still come out empty on the other side because they built technology for technology's sake. Even in well intention boards and C-suite, industry peer pressure and hype around technologies can force action that ultimately leads to massive investments in people, software, technology, and vendors but does not yield the ROI promised by the technology. Leadership The problem can be accentuated when not enough due diligence is done on the applicability of the technology to the enterprise given the current state i.e. the point in time when the technology is being introduced, the customer's propensity to accept the technology-driven solution i.e. are the users ready to embrace, adopt, learn and utilize new solutions and burning problems that necessitate the adoption of new technology to better solve the problem. When the timing of new technology introduction is gotten wrong, it almost always fails to deliver on its promised ROI. Leaders need to rise above the hype and peer pressure and ensure that they understand, first and foremost, the burning problems that plague their customers or make the bedrock of their future strategy. Next, leaders need to ensure and validate that the technology in mind can actually be used to solve the problem through rapid prototyping and minimal investment. Once customer feedback on the prototype has been validated, then only

A pitfall in the path to innovation and disruption is the lop sided focus on "creation" and not enough focus on "consumption". Creation is the process of creating platforms, products, and solutions where as consumption focusses on ensuring that the created artifacts deliver the intended value. Too often enterprises get caught up in "creation" or enabling "creation" and lose sight of the fact that without consumption, anything they create is bound to be a failure. Creation & Consumption can not be Sequenced A misconception that often exists is that "if we build it, they will come" i.e creating the product and solution is enough and its existence will automatically lead to consumption and value generation for the customer. However, creation and consumption cannot be sequenced i.e. made a focus sequentially. Creation and consumption only succeed when they go hand in hand where tight, iterative loops ensure that the creation is informed by consumption trends and feedback and that consumption is also leveraging the latest creations. What Does A Lop-Sided Focus Look Like The top 3 signs of this lop-sided focus are as follows Focus on Building Platforms When the focus of the enterprise is building platforms and when customer value is only created when a developer leverages the platform to build a customer facing application, it often means that the effort invested in the platform has no ROI. When the focus is on platforms, application investment suffers and the platform builders get sidetracked with platform KPIs as opposed to business value KPIs. The platform builders might only focus on "Developer" satisfaction when ultimately, customer satisfaction matters for the business. Focus on Tools, Not on Solutions Another sign of lop-sided investment is a focus on tooling at the expense of solutions. Enterprise teams can often go overboard with building large libraries of tools and using the adoption of the tool as a metric of success. However, simil

Lean Management - A Guide To Starting Out Right Much like anything over-used and spread before those singing praises have done a lot of research, Lean is a concept that sometimes, despite the best of intentions, misses its mark. Lean principles aren't particularly tricky, but with many offshoots and brands of the ideology, it can be easy for new Lean managers to get caught up in misinformation. At its core, lean is about eliminating all kinds of waste from your business. It sounds simple enough, but one of the biggest problems for many newbies is changing your concept of just what "waste" is. Once you've got a grasp on that, you need to move onto individual strategies that can help you eliminate that waste. In this article, we're going to go over how to accomplish both of these tasks as a manager who may be new to Lean by exploring unique facets of this management type and how they interact with elements of your business. One of the largest differences between Lean management and traditional styles of management is that in a traditional methodology your primary (and nearly sole) concern is the end of the line result. While Lean is of course concerned with achieving superior end results, its focus is on the processes that get you there. In this sense, what you learn and practice as a Lean manager is more about making individual pieces work together efficiently than having a tunnel-vision focus on numbers and figures at the end of the cycle. The Relationship Between Lean management, Waste Elimination, and Continual Improvement "If someone tells you that "lean management is this" and not something else, if someone puts it in a box and ties a bow around it and presents it in a neat package with four walls around it, then that someone knows not of what they speak. Why? Because it is in motion and not a framed picture hanging on the wall. It is a melody, a rhythm, and not a single note." - Lawrence M. Miller, Management Meditations While perhap

According to the Insurance Information Institute, 40% of businesses affected by a natural or human-caused disaster never reopen. When disaster strikes, consumers can only wait so long before moving on to another supplier or service provider if you are not able to get operational in time. Insurance might help to recover some of your loses, but it will do little to replace your customers. More importantly, the safety and well-being of your employees as they cope with disaster is a hefty task in itself to take on. In light of recent events, many organizations are left wondering, are they ready and prepared when disaster strikes? So just what does it mean to be ready? Investing in a preparedness program can make all the difference in the world when disaster strikes and promote an internal belief that your company is ready for disaster when it strikes. This policy should reflect the mission and values of your organization that can be implemented seamlessly throughout the company. Focal points of your preparedness program should detail specific goals including: The overall safety and protection of your employees, visitors, and any other persons that may be at your facility when a disaster occurs. Don't forget to account for persons with disabilities and special needs. Keeping customer service operations functional Protection of assets, both in the physical and electronic form Environmental protection and contamination prevention Companies image and reputation Having a team to help continue the improvement and implementation of your program is vital to its success when needed. Your team should meet regularly to continue the development and focus of the program. Each individual will have their own role and responsibilities when disaster strikes, a proper preparedness program will identify these, insuring an accountable team to help in the recovery process. How do you know what to plan for? It's impossible to predict what the next disaster will be, but accounting f

One of the most enjoyable parts of life is going for a walk with your dog, but it may not be easy if the harness is too tight on your pet. At this point Alcazar steps in. Our customized dog harnesses are made especially for your furry friend. Providing comfort and safety during every walk. In this post, we will share some heart-warming stories of pet owners who have experienced the positive difference our harnesses have brought to their beloved pets.

We are a different AI company. See how our LearnCloud brings together your entire enterprise to operate on the same "information plane" towards an exponential increase in efficiency. Jenny is responsible for customers at Acme Corp Jenny feels she is driving blind. She realizes the ground truth but often it is too late. The information is spread across multiple applications & systems. Even when available, it does not help her look into the future so that she can act & save the day Sarah is a Support professional at Acme Corp Sarah feels she has her hands tied behind her back. She has to manually process each & every issue. Her job is tedious and inconsistent. She is not able to leverage patterns across issues & across support professionals. John is a salesperson at Acme Corp John is frustrated with antiquated tools & late arriving insights He has to manually scour the internet for information about his prospects & their changing strategies. He has to talk to many people to understand the state of the customer. By the time he understands the current state, it is often too late to prevent abandonment or drive the expansion People like them encounter these problems all the time which causes frustration and attrition for them and their customers. How does this happen?

Technology Congestion is a not a recent phenomenon but the urgency around Digital Innovation and Digital Transformation has brought it front and center. Technology Congestion is a point in the Digital Journey where multiple technology initiatives, executed in parallel become entangled with each in a state where none of the initiatives, hampered by inter dependencies, prioritization, and cost, is able to complete, make progress and deliver business value. Modern Experiences Require Multiple Technologies Building a consumer driven, customer centric experience that truly delights and moves business KPIs requires several technologies to come together in almost a magical experience. This means that not on boarding and deploying multiple technologies is not an option or possibility. Enterprises have to build competencies in multiple technologies (and they have multiple strategic options to do so) and this can be a daunting task. Managing Technology Dependencies Often, an app-centric methodology requires a complete focus on the user and customer's experience. Delivering that experience can requires technologies that leverage each other or are inter-dependent on each other. Inter-dependencies can be sequential i.e. Technology A is required to be installed and operational before Technology B can be initialized. Inter-dependencies can also be matrixed i.e. a service X might require service Y to be complete and Service Y requires Technology B. Inter-dependencies can also be circular where System M feeds information into System N and System N, in turn, provides feedback to enable System M to iterate and improve. Innovation To A Screeching Halt Technology congestion can stall innovation. Sorting out dependencies can delay innovation and new product development and cause the enterprise to become anti-app-centric. The net impact is lost time and energy in technology installation and deployment with less than ideal focus and attention on customer value and user experience.

How to Create Bumper Stickers for Your Sticker campaigns For everything from political campaigns to social causes and beyond, cars adorned with bumper stickers are a regular sight across the country. Regular stickers, even more common, are a staple of our world from a young age, and an easily recognizable object for even children. Have you ever wondered how they're made? Sure, there are many companies that print stickers and the like in bulk for a third party, but there are also countless custom sticker campaigns floating about with highly customized messaging, some of which sprang up nearly instantaneously from their creative parties. These aren't cheap, flimsy creations either, some of them are the backbones of grass roots organizations that have changed the way we think and live our lives. Whatever your idea or needs, you're reading this because you want to create your own stickers, labels, or some other similar creative piece with professionalism and reliability. Let's take a look at exactly how you might get that done. Step One - Get Your Printer Especially if you're going to be producing large quantities of whatever you're making, it will be important that you have a reliable printer that isn't going to break down on you. For this reason, I'd suggest a thermal printer. Thermal printers have relatively few moving parts compared to traditional printers. Thermal Printers 101: The primary way in which thermal printers differ from traditional inkjet type models is that they use heat to transfer or even produce text and images. There are two subtypes: thermal transfer and direct thermal. Thermal transfer printers heat an inked ribbon which is then rolled over a paper or high-graded vinyl, transferring an image. Direct thermal printers work with thermal-chromatic paper, but do not require any ink. A heating element is pressed against the paper in the pattern of the text or imagery desired, and the paper responds by changing color in those places.

Ron Pereira over at the LSSAcademy.com offered a really cool video that pits regular mass production vs. one piece flow, and his simulation produced a time savings with the one piece flow. In his video, what I found to be as interesting as his presented material were the comments at the bottom by professionals in manufacturing. They all seemed to think that one piece flow definitely has its place, and that it CAN be more efficient in certain contexts, but most of them also pointed out that, from a batch processing point of view, one piece flow doesn't save any time when it comes to actually delivering the product to customers if the customers are in the same place. For example, if you are folding, stuffing, and stamping envelopes, but they all have to go to the same post office to be mailed, there isn't really enough of a time saving compared to the possible amount of trips to the post office under a per piece system. Someone else also mentioned the idea of spreading each step in the one-piece flow out to several people vs. to one person, and the savings in time would not be outweighed necessarily by the fact that, now, several people are needing to be paid, instead of the one person. Either way, I think, under certain circumstances (like building full sized dump trucks with different customers), one piece flow is definitely a time saver and waste reducer than building a ton of dump trucks and running the risk of some of them not being sold. Plus, envelopes are way easier to simulate than building a bunch of dump trucks.

Most writings on voice of customer define it as something like this: An application or procedure that focuses on questions about customers by gathering and reporting results and feedback from them. Furthermore, these are sometimes then compared with other competitors. The problem with most companies' VOC system is that the definition stops there. In reality, there's another whole step that is being cut out. That step revolves around actually taking that research, the observations, and converting them into tangible action. Being able to use your results and make predictive models about the future is the first part of this step, and then taking action to change anything you don't like about what those predictive models tell you is the next part. Finally, you need to monitor how well any implemented changes achieve your goals and actively revise them as necessary. Let's look at these ideas a little more in depth.