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Facebook Moves Beyond an App

A recent NY Times article described and reacted to Facebook Home:

For example, for most people, the entire purpose of a Home screen is displaying app icons. But there are no icons on Facebook’s Home screens; Facebook thinks you’d rather use that space for reading Facebook updates.

The only icon that appears is your own profile photo. You can drag it to the left to open the Facebook Messaging app, to the right to open the last open app — or upward to open a grid of app icons on a gray background. Ah, here are the apps. But it’s awfully sparse; where are the rest?

In removing the app-launching function from the Home screen, Facebook has wound up having to reinvent the way you open programs on your phone, and the result feels like a hack.

The evolution of Facebook from an application to an operating system mirrors the evolution happening in social or connected organizations. Progressive organizations make “social” part of every department while integrating as much data as possible from channels, apps, and sites.


Online Learning That Disrupts Universities and Education Systems

“But there is a different business model that is disrupting us, and that’s online learning. On-the-job education. So Intel University, GE Crotonville. This model of learning is: You come in, we’ll spend a week teaching you about strategy, and then you go off and develop the strategy. You come back for two weeks in product development, and we send you – you know. You use it and you learn it and you do it while you’re employed. It a very different business model, and that’s what’s killing us. And it’s truly what’s going to kill us”.–Clayton Christensen


Crossing Into the Postnormal

“We’re no longer living in the old economy, based on industrial-era principles. That’s over. We’ve crossed into the Postnormal, and most leaders are either unaware of that transition, or are seeing only disconnected parts of it.”–Stowe Boyd

Digital and social media create a new infrastructure to build relationships, create products and services, and share resources in a fundamentally different way than before. There is literally a gaping chasm between the industrial mindset and the digital/social one.

“The most critical attributes of leaders today will not look like those we associate with leadership of even a few years ago. The patience to let things develop, the ability to operate in ambiguity. And lastly, the courage to try things that make you uncomfortable.”–Stowe Boyd

How does a leader know for certain that they have crossed into the postnormal? When they understand at a heart level that power and control are an illusion, and spend the majority of their time facilitating connections, identifying emerging trends, and co-creating the direction of their department or organization with employees, customers, and interested stakeholders.

Social Media Builds Meaningful Relationships

The emotional impact on your customers will be in direct proportion to the social impact of your purpose.”–Simon Mainwaring

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Social media that communicates the impact of the organization, generates interactions from customers, and allows customers to co-create products or services effectively utilizes the channels, applications, and platforms that have proliferated in recent years.

The entire slide deck from Simon Mainwaring on How To Use Social Technology to Powerfully Grow Your Reputation, Customer Community, and Profits is worth checking out too.

41% of Organizations Say Their Structure Keeps Them From Communicating Effectively With Their Customer

The greatest barrier to improving the multi-channel customer experience is organizational structure

The greatest barrier to improving the multi-channel customer experience is organizational structure

Power has shifted from the organization to the individual. This is not a cliche. Between their smart devices and digital connections on social media, each person has more access to information than ever before.

Organizational structures determine resource allocation and coordinate decision making. Many structures were not created to manage the information that employees generate and share with one another, nor the information produced by their customers.

An optimized multi-channel customer experiences requires coordination between departements, executives, key stakeholders, as well as a decision-making process that integrates the digital information shared by employees and customers.

Mobile, social, and cloud-enabled technology catalyzes organizational values. Extremely positive or negative results related to a change or addition in technology have more to do with the culture than the technology. 

To learn more about how organizational silos create disparate communication tactics that confuse or prevent customers from engaging the way they want check out these slides on Design for Cross-Channel Experience