One size fits One

bootsOne of the most exciting opportunities that technology brings to the table for businesses of every size is the utilisation of data to tailor their offering to each individual customer.

Although we are told that 95% of business data in the UK still remains untapped (Forrster Research), the opportunity to serve each individual’s needs and offer a truly bespoke service is mouth-watering at the prospect. This isn’t Harvey Specter and made-to-measure suits (for fans of the brilliant legal drama Suits), but more about understanding preferences, buying-patterns and data in the aggregate to shape future sales.

I have talked before about the correlation that WalMart made in the US between thunderstorms with sales of torches and pop-tarts! No in-store manager could ever have worked out the link, but the data made it sound obvious.

For those of us in a B2B environment, the dynamic is somewhat different, but we have an additional layer to use to our advantage. We don’t need to make over-the-top sales presentations to our prospects; customers tend to know who we are, they do their own research and they can find pretty much anything they want online. Plus in many cases today they reject sales people outright.

You can tell your story online – your website, blog, videos and customer case studies all wrapped up in your social presence will do as much talking as any salesperson. But augment this by building relationships at a human level, person to person, team to team over time, patiently and with integrity, and you have a formula that is very hard to beat.

One size fits one: the one thing technology can support every business with.

True Grit

JohnWayneI spent today at a client, talking futures and opportunities: smart people, open discussion, transparency; the most productive forum for communication.

As I travelled back (reading The Culture Code by Daniel Coyle and doing 3 things at once), I remembered something about people making connections and it is worth a note.

Many commentators talk about the human side being just as important, if not more so, than skills or IQ these days. Recruiters look for accomplishments outside the norm, such as inventions, entrepreneurial achievements and especially how an individual has come from or dealt with difficult circumstances.

With soft skills carrying more weight in hiring decisions, those that can show courage, perseverance, resilience as well as an openness and willingness to learn, will win the day in future. This is defined as grit, and some even pattern-match to find people that have these gritty characteristics. It’s part of our evolution and only today we talked about traditional education transforming in response to digital technology and culture – industries will move ahead without us if we don’t change.

One final consideration – no mention of the word “technology” in grit. We are in the people business. We always will be.

(Image to the right: the legendary John Wayne from the Western ‘True Grit’, 1969).

The answer is in the room

Most people think that to generate and brainstorm the next big idea has to involve far-reaching experts nobody has ever met, when in fact, regardless of age or generation, the answer to our needs is normally in the room – all we have to do is find the most effective way to facilitate the discussion and identify it.

Plus you don’t need a focus group; the world talking and debating online every day, customers talking about your company and product and service, is the biggest focus group you will ever need.

People are our biggest problem

A lot is being written about robotics and the impact on the workplace, as well as the form and structure of tomorrow’s workforce.

I think we are all in agreement that technology is increasing the pace of innovation and forcing us to think differently: be more customer centric, open via multiple channels to customers, and collaborate more and differently. But what underpins this is that it is always people that companies need to drive that change – exceptional, creative people.

However placing an even greater responsibility on people means the pendulum can quickly swing from people as our greatest asset to our biggest problem. My Pearson colleague Andy Stockinger, Manager of our Product Strategy Team and I presented this at the eATP conference last week. Technology is impacting how we work and disrupting old ways of doing business, so people have to change too, but you can’t simply retrain staff – an organisation needs to think and operate differently, with an entirely new attitude.

With that comes changes to how people learn and how we assess their suitability for the job. We will need to understand how technology has changed their role day to day, and figure out how to reach them accordingly, most likely introducing learning as part of their daily work, integrating training-module updates at more regular intervals and in smaller bite-sized pieces; and then testing and assessment will follow suit, quite possibly taking place live in the workplace.

Finally, let me add: Gen Z, iGen, Next Gen or however we label them, ultimately want the same thing as other generations such as Millenials and Boomers before them, namely job satisfaction, decent pay and career development.

Does your company have a fusbol table?

fusbol

I read a stat recently that said 24.1 per cent of start-ups have a fusbol (football) table in their office. Is this the new silver bullet, the difference between company success and failure? Are we missing out?

We have all seen the images of the coolest offices in Silicon Valley or Old Street with young hipsters in torn jeans and suede boots, mismatched colours painted on the walls and a corner set aside for unpronounceable coffees, portrayed as the best places to work, fuelled by leading-edge technology. But how real is this?

Does a fusbol table really attract the right people? I don’t think so. Aren’t the old values of making a genuine contribution and a clear career plan still the most important factors, regardless of generation? I believe they are.

Non-technology

Be present slideTo end a busy week and help lead us into the weekend with some downtime (a term I had never heard until technology made its play on our time), I’d like to call out two things to help focus us away from gadgets and devices.

The first relates to this great little photo (on the right). A crowd has gathered to watch a parade, a celebrity or some runners and everybody has jumped to their phones to catch the moment. But isn’t it interesting that nobody is actually watching the event unfold, nobody except one little old lady who is very content to take in that special moment. The look on her face speaks a thousand words. Occasionally, leave your phone in your pocket and just be present.

The other item relates to something I posted on social spaces earlier in the week that received a most positive reaction – handwritten notes. Despite all the wonders of technology most electronic communication lacks the personal touch and if valued, lasts only a short time. Instead people truly value and often keep a handwritten note. I first read this during the 1990s when a famous rugby coach left handwritten notes under the door of each team member before a crucial game. It rallied the troops to great success.

So go on, send somebody a ‘Thank You’ note today. It will please you as much as it does them.

 

A 3-layer cake worth sharing

cakeI recently returned from participating on a global advisory board on education and certification and we debated not just the future but how we can pin it down long enough to be able to describe it and build a strategy around it.

Tech refuses to stand still and while it isn’t quite the bedlam that the comedy series Silicon Valley portrays, it isn’t a million miles away. On my journey back I deliberated and concluded one thing for certain – the larger the audience we try to reach, the simpler the message has to be, otherwise it flies over our heads along with the rest of the information box labelled “overload.”

So what is the next wave? I summarised it as a 3-layer cake with all manner of ingredients built around intelligence, security and people.

The first, top layer, a segment called ‘intelligence,’ is the topping that will propel us into creative new spaces – AI, AR, VR, 3D, (already too many acronyms), drones, robots and my favourite internet of things. This will lead us towards everything cloud, everything connected and everything mobile.

The foundation or base is the security that will be necessary to hold things together, protect the safe business transition to the above and without which we can expect a myriad of challenges that could well hold back progress.

The flavouring in the middle, always the best bit, is where we come in – the people and the skills that underpin the change, the brainpower to drive it forward and the mindfulness to ensure things are done correctly, competitively and for the long-term.

Hewlett and Packard: the difference

I blogged about Intel a couple of posts ago and today I will blog about another IT-industry stalwart, Hewlett Packard.bill_and_dave_21c

Quite simply, this is a brand that I have always liked. I have only ever bought HP printers and I like the story of the founders, William Hewlett and David Packard (take note, no shortening of names taking place here – the two gentlemen deserve full name spelling). They started HP in 1939 out of a garage in Palo Alto where the company was born.

What really stands out, however, is their reaction to the market soon after the war began. Not surprisingly, the government labs were shutting down and the engineers leaving their employment. But Hewlett and Packard saw the opportunity. Although they were going through staff layoffs themselves, they realised that the greatest opportunity their company ever had wasn’t that of technology.

So instead they went out and hired those engineers.

It’s about people, it always is

My internet

Here’s an interesting clipping from a newspaper. As funny as it reads, there is an underlying message that however technology is helping and enhancing how we communicate, work and do business, ultimately it is about the relationships we build with people that create loyalty and the long-term partnerships we crave.

Business isn’t about B2B or B2C, but about the human-to-human relationships we build and nurture over time.

Tech has given us an excuse to think short-term. Life and real success isn’t like that.

Make our jobs better

The General Manager of Deloitte UK, robotssaid “We should automate work and humanise jobs; give the mundane to the machines and the purpose back to people,” as part of Deloitte research called Essential Skills for Working in the Machine Age.

We need to make our jobs better (different) and add more value to the human side of what we are truly good at. It is not simply a case of putting technology in place of people; Starbucks could quite easily replace people with robot coffee machines in its outlets, but the conversation that takes place in a Starbucks shop, the smell of coffee beans and even the individualisation of your name written on a cup, is part of the carefully crafted Starbucks experience.

We must learn to understand what technology can do for our business and then use it to enhance the customer, but also the employee, experience. Every company has the opportunity to apply technology to make it better.

No question that both customers and employees will be better engaged.