Monthly Archives: May 2009

Leading When You Don’t Have Formal Authority

Source: \http://blogs.harvardbusiness.org/demaio/2009/05/leading-when-you-dont-have-for.html

by Steven DeMaio 2:04 PM Wednesday May 27, 2009

Whether you’re a manager, a frontline worker, or an independent contractor, at one time or another you’ve surely had to influence, or even improve, the performance of people who don’t formally report to you. Experience in all three roles has taught me some basic principles about leading without authority. And these principles work even in roles where you might assume authority is a given — I’ve used them in my work as a teacher.

1. Let your enthusiasm be contagious. For example, engineers who truly revere math and physics,tend not only to build better things but also to motivate other people (whom they often don’t manage) with their love of the discipline — for the intrinsic features of the work. That doesn’t mean you need to be a purist, ignoring all external motivators, to succeed in leading people you don’t formally manage. But if what really drives you is the core of the challenge itself — and you let other people see that — most of them will be drawn towards your goal organically. Even in the classroom, where I am explicitly the one in charge, my passion for the subject moves students much more than any directive I give.

2. Demonstrate excellence without being cocky or solicitous of approval.
Bearing the burden of someone else’s ego is always a turn-off, whether the ego is already big or in need of puffing up. When an ego-driven person is your direct manager, you just hold your nose and do your best to perform in spite of the stench. But, let’s face it, you’re not going to waste your time following someone like that if she doesn’t have real authority over you. Demanding egos have a way of hogging center stage and masking the inherent excellence of the performance. If people sense that a leader is seeking validation, the best she can hope for is muted applause. Needy leaders are rarely inspiring.

3. Don’t be overinvested in outcomes.
Leaders who don’t have formal authority come under suspicion when they act more like a team captain than a curious scientist. Both know that outcomes matter, but the scientist subordinates the importance of outcomes as she leads quietly, whereas the captain — even one who isn’t driven by ego — tends to foreground them. In essence, the effective informal leader is inquisitive rather than watchful. The distinction is subtle, and the scientist approach is not one you should try to fake. But those who truly embody it make better unofficial leaders — and better teachers, too.

What are your techniques for leading when you don’t have formal authority or, when you do, for leading quietly despite your explicit role?

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E2.0: For heaven’s sake it is NOT Facebook & Twitter…

Artist: Susan E Evans http://www.susaneevans.com

Artist: Susan E Evans http://www.susaneevans.com

Although being one of the organizers at the MIT CIO Conference I shouldn’t be critical about a panel but I could not resist posting this article.

I was sitting in a panel on Enterprise 2.0 today at the symposium and I need to respectfully disagree with the distinguished panelists on what Enterprise 2.0 is.

I was getting really frustrated when the panelists kept talking about platforms like LinkedIn, Facebook and Twitter, about how organizations should break down the barriers and leverage these platforms, ultimately getting onto the Enterprise 2.0 bandwagon.

All the while I was sitting there and thinking to myself…. Are you guys kidding me? So you are telling me that if a Boss fires an employee tomorrow, he is going to do that through his Tweet or Facebook status or his blog? Or for that matter instead of sharing information within or collaborating within, I would expect my employees to sign on external websites and then hope that they’ll get their technical information there?

Hell no! These platforms which are Web 2.0 and NOT Enterprise 2.0. can be leveraged by companies to their advantage in specific functions and in specific scenarios but that does not make these platforms Enterprise 2.0.

It is a great post that can be continued

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CRM 2.0 & take out old broken processes and making them efficient

Artist: Paul Silka http://www.paulsika.com/

Artist: Paul Silka http://www.paulsika.com/

CRM is for 80% about people and processes; 20% is technology. This found post reflects on that point of view.

Source: http://www.crm-daily.com/story.xhtml?story_id=66786 By Rosalie Marshall

Forty percent of companies are now focused on generating effective customer relationship management (CRM) strategies in order to increase their competitiveness when the economy recovers, according to a new report from Gartner.

The analyst firm acknowledged that IT budgets are being cut, but said that companies can improve their CRM processes without spending more money.

“Many organizations have large investments in call centers, web sites, marketing systems and sales force automation,” said the report. “With these pieces in place, companies can wrap effective strategies around these tools and generate real success from a customer standpoint.”

Gartner warned that companies failing to invest in CRM will find themselves at least a year behind their rivals when the slump lifts.

The report also urged businesses to improve customer communications by harnessing social networking sites, such as Facebook and Twitter.

Gartner’s report urged businesses to improve customer communications by harnessing social networking sites, such as Facebook and Twitter, setting up accounts and learning what customers do and don’t do, and how users interact. The report warned companies that customer behavior may change when the economy improves.

Forty percent of companies are now focused on generating effective customer relationship management (CRM) strategies in order to increase their competitiveness when the economy recovers, according to a new report from Gartner.The analyst firm acknowledged that IT budgets are being cut, but said that companies can improve their CRM processes without spending more money.

“Many organizations have large investments in call centers, web sites, marketing systems and sales force automation,” said the report. “With these pieces in place, companies can wrap effective strategies around these tools and generate real success from a customer standpoint.”

Gartner warned that companies failing to invest in CRM will find themselves at least a year behind their rivals when the slump lifts.

The report also urged businesses to improve customer communications by harnessing social networking sites, such as Facebook and Twitter.

“Gartner advises companies to set up accounts on the various web sites, and learn what they do and don’t do, and how users interact,” the report said.

Another suggestion is to use analytics tools. “Many companies have more information than they know what to do with, and now have the opportunity to put this to good use studying attrition models, looking at the next-most-likely-to-buy models, and figuring out channel usage patterns,” said Gartner.

But the report warned companies to bear in mind that customer behavior may change when the economy improves.

Finally, Gartner advised firms to study customer processes with a view to creating greater business efficiencies.

“Process is often an overlooked part of CRM, and in many cases all that CRM technologies have done is taken out old broken processes and made them run more efficiently,” concluded the report.

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Looking at the Brain of James : 10 Tips for a Successful Wiki

Source: http://www.brainofjames.com/?p=62   

Posted by james on Friday, December 12th, 2008, at 11:28 pm,

10 Tips for a Successful Wiki

In the interests of making this searchable and generally more accessible here is my GDC 2008 poster session, 10 Tips for a Successful Wiki, pulled out of PDF format into a regular post. I’ll address some of these points in an update soonGDC Poster, suffice to say I’ve become an even bigger fan of wiki tools since last GDC. One wiki I’ve been pointing people to as a great (and free!) tool is Deki by Mindtouch. Have a look at their feature tour and play around in the sandbox, it’s an impressive piece of software.

 

1.     Create a checklist for your documentation needs

As with any tool, evaluate what it is about the existing system that leaves the team unsatisfied. What are the obvious areas for improvement of your documentation system? Generate a list of criteria that would create the perfect tool for editing, storing, accessing, and tracking the project’s documentation.

2.     Choose the Right Wiki

There are dozens of different wikis, from free open source models to commercial enterprise packages. Use your list of criteria to research the available options and evaluate each to see how it fits your team. Plan for the scope of the wiki, will your studio need to host tens of thousands of pages or hundreds of thousands? How many users will access it simultaneously? Will the server hosting it be local or remote? All of these factors will affect the speed at which users can work, and faster is always better. www.wikimatrix.org is an excellent comparison tool.

3.     Invest in your wiki

Nothing is perfect off the shelf and your wiki will be no different. Most wiki packages are designed to be customized and extended, so take advantage of that by investing in a few days of developer time to modify it to suit your needs. Re-evaluate wiki usage at regular intervals to gather feedback on the most common gripes and dedicate resources to adjusting the wiki accordingly. The few hours or days spent tweaking it will come back tenfold in time saved by users.

4.     Link to external files only when necessary

Many new wiki users will create a page and place only a link to .doc or .txt files stored in the source control system. Ensure that users are aware that text and image documentation is best stored on the wiki so that history is easily tracked. Linking to spreadsheets with complex formulae is unavoidable, so document the purpose of the file and any notes about it on a wiki page prior to linking to it.

5.     Create a Structure

While Wikipedia might look anarchic, it has a well defined structure that is moderated by thousands of volunteers. Your wiki will need its own structure, based on your needs identified in Tip 1. Make sure the first page users see presents them with the most pertinent info, based on their account. Wikis often support a variety of structures, including hierarchies, which are often easiest to follow for docs relating to a single project. Users build habits quickly; presenting them with a well defined structure right off the bat can create best practices organically. www.wikipatterns.com has been doing good work in this area.

6.     Give each project its own namespace or area

When storing multiple projects’ (or departments’) documentation on the same wiki, use the namespace functionality to clearly delineate the area of each. Doing so will make searching easier and sorting among multiple projects far more effective. While most wikis support namespaces, some also have project areas which group relevant pages even more explicitly.

7.     Make it Publishable

Depending on your project/publisher/studio model, it’s likely that you will have to publish documentation for external review. With a little planning a more traditional design document can be automatically generated from the wiki. Identify the pages which contain the information crucial to your audience and flag them with a template warning (“Page for external review!”). Team members will know to keep those pages up to date and clear of rough notes. Use page transclusion to generate a single page containing all core design documentation and export it out to a PDF or similar format.

8.     Train Users in Stages

Start with a 5 minute tutorial on how to create an account, find a page, and edit a page. This will allow users to become familiar with using the wiki to find the information they want and help them to begin contributing.  Introduce the Talk/Discussion pages (if your team has decided to use them) and then more advanced features as needed, like history and revisions. The barrier to entry on a wiki is remarkably low, and with just an account and basic editing features users can add to the project. Staged training makes it simple for users to grow into the various wiki features while contributing along the way.

9. Use Tags and Search

A good structure makes it easy to find a page, but a large number of pages can still take time to sort through. Good search functionality saves enormous amounts of time, and tagging pages make them more flexible within your structure. A designer can tag a page with relevant terms, such as “design”, “system”, and “combat”. Doing so allows a user to filter content by tag, helping them find the pages they are looking for more quickly.

10. Implement RSS and other alert systems

Most wikis support RSS and other notifications for page updates that broadcast when changes are made. These alerts make it a snap for users to be informed when activity important to them happens. An e-mail alert assigned to the pages for publishing externally keeps the lead designer and producer abreast of any changes to information regularly broadcast outside of the team. Team members assigned to a particular level know when the level design is updated, programmers can track build note updates easily. 

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Short codes are changing the way viewers engage with traditional media..

http://en-us.nielsen.com/main/insights/consumer_insight/issue_12/flying_fingers

Flying Fingers

By: Nic Covey, Director of Insights, Nielsen Telecom Practice Group

CI SUMMARY: More than three-quarters (77%) of wireless subscriber lines in the U.S. subscribe to or purchase text-message capability. Surpassing the number of monthly phone calls made in a month, text-messaging has become a new mainstream vehicle to market everything: TV shows, cars, soda, deodorant and dozens of other goods and services. An understanding of the “texters” and how they use short-code marketing is critically important to ensure ongoing growth and effectiveness.

 

Was it history in the making when Barack Obama’s presidential campaign attempted to announce Joe Biden as the vice presidential candidate over SMS (short message service) text-message in August? If it was, the cutting-edge “attempt,” was scooped by the mass media and it ended up as a breaking news story before the campaign scrambled to send the text-message to supporters at around three o’clock in the morning.

Nielsen estimates that the Biden text was received by 2.9 million mobile phone users in the U.S. over the course of that weekend. Whether or not the text-message was able to beat cable news to the punch, Nielsen still reports that it was one of the biggest and broadest mobile marketing events to date.

New mainstream medium
The Biden announcement over texting is a highly-visible example of something called short-code marketing—marketing messages that are sent over text-message through a Common Short Code (CSC), or short code. A short code is essentially an abbreviated phone number used for text- (SMS) and multimedia- (MMS) messaging.

Short codes are being used to market everything…

Today, short codes are being used to market everything from TV shows and cars to soda, deodorant and dozens of other goods and services. In the past two years, the medium has become a mainstream marketing vehicle—so much so that Obama’s use of the medium yielded not just buzz, but also a large and engaged audience for the Biden announcement.

Flying fingers
In the U.S. today, about 200 million of the 259 million wireless subscriber lines subscribe to or purchase text-message capability. Of these, 138 million (or 53% of all mobile subscribers) use text-messaging on a regular basis. In fact, text-messaging has become so pervasive that U.S. mobile subscribers now send and receive more text-messages in a month than they do phone calls.

Text-messages sent or received has increased 351%…

Nielsen recently reported that as of Q2 2008, mobile subscribers sent or received an average of 357 text-messages per month, compared with 204 phone calls. And while the average number of text-messages sent or received has increased 351% (from 79 text-messages sent or received last year), good old fashioned phone calls have not become less popular—that average has stayed fairly consistent over the past two years (from 216, on average, in Q2 2006). Not surprisingly, teenagers average the greatest number of text-messages sent or received, at 1,742 messages per month in Q2 2008.

Text-messaging is embedded in the American communications lifestyle. For that matter, texting has been an important part of the mobile experience internationally as well. Nielsen’s most recent estimates for text-message use in 11 countries show that, while 53% of American mobile subscribers send text messages each month, texting is even more ubiquitous in countries such as Italy and China.

Given the immense popularity of texting in the U.S. and abroad, it’s not surprising that marketers have been ramping up their use of the medium to engage their customers.

Cracking the code
In the U.S., short codes are administered by the Common Short Code Administration (CSCA), a service of CTIA – the Wireless Association, a trade group for the wireless industry. Short codes come in the form of either vanity codes, or random digit codes. While vanity codes are more expensive to lease, they are increasingly discouraged due to the expanding prevalence of cellular smartphones with QWERTY keypads (the most common keyboard layout on English-language computer), which can make it difficult for users to identify the vanity’s number to dial.

Marketers have used short-code marketing in a tight, but creative range of ways: from simple information messaging, to rewards programming, to couponing and even direct SMS purchasing. Tracking the audiences of short codes through the world’s largest telecommunications bill panel, Nielsen tracks all billing activity, including text-messages sent and received, applications and games downloaded, and other aspects of a subscriber’s billed mobile use for AT&T and Verizon Wireless.

Coca-Cola has engaged in some of the most prominent short-code marketing in the past year. As of Q2 2008, about one million AT&T and Verizon Wireless customers were actively text-messaging with Coca-Cola as part of their “My Coke Rewards” program.

Through “My Coke Rewards”, Coca-Cola customers collect unique codes found on various Coca-Cola products and enter them into an account they’ve registered at mycokerewards.com. Points are collected and redeemed for rewards. The mobile component of the program allows consumers to enter the codes over their mobile phone, on the go. According to Nielsen, Coca-Cola’s mobile users typically send about nine messages a month to Coca-Cola.

Short-code marketing is not just for kids and teens…

And short-code marketing is not just for kids and teens. In the Coca-Cola program, half of users were 35 or older. That age diversity is not unique to Coca-Cola, either. Overall, 57% of the standard rate short codes are sent by persons over the age of 35. For an audience accustomed to traditional channels of marketing, the opportunity to engage with brands in a new way is proving to be a welcomed experience.

Profitable returns
Rewards programs are not the only way to use short-code marketing—direct couponing has proven to be a lucrative venture as well. A group of Ashley Furniture Homestores in the Carolinas bolstered sales during a slow time this summer when they sent 6,000 text-message coupons to existing customers. Billed as a four-day “secret sale,” the local chain of eight stores also sent nearly 29,000 e-mails to the general public. The text-messages ended up paying off. Almost two-thirds (63%) of the revenue generated from the sale was attributed to the SMS coupon. The group further estimated that for every $1 spent in executing the text-message campaign, $122 was generated in revenue.

Subway, Arby’s, Jiffy Lube, BestBuy, Papa Johns, Village Inn and other major brands have also provided special offers through text- and multimedia-messaging. For most brands, mobile coupons have been delivered through text-message as codes that are manually entered by a cashier. Alternatively, brands may also use multimedia-messaging (picture/video-messaging) to send barcode coupons that can be scanned as a traditional paper coupon might.

Short codes are changing the way viewers engage with traditional media…

Active audience
Short codes are changing the way viewers engage with traditional media as well. “American Idol” is arguably the most prolific example of viewers engaging with a TV program over text-messaging. In participation TV, viewers vote for contestants, play along at home or get additional information around a television program over SMS text-messaging. Already millions of mobile subscribers, in the U.S. and abroad, are participating with their favorite TV shows over text-messaging—some at standard rates and others paying a premium for the opportunity to vote or enter sweepstakes.

Increasingly, print and outdoor media are also employing text-messaging to engage readers. The most interesting case may be with two startups: ShopText and SnapTell, who work with publications to embed SMS interactivity into publications. While ShopText uses straight text-messaging and keywords to allow readers to request information, coupons and samples, SnapTell uses a multimedia-messaging approach to allow users to take a picture of a print advertisement, using their phone (Nielsen reports that 73% of U.S. mobile subscribers had a picture phone as of Q2 2008) in order to receive information, discounts or even free samples.

16% of texters in the U.S. see some form of text-message advertising…

Total recall
So what affect does short-code marketing have on consumers? According to Nielsen, in Q2 2008, 16% of texters in the U.S. see some form of text-message advertising each month. Not surprisingly, teens are the most likely to engage with short-code marketing—35% see some form of text-message advertising in the course of a month. African-American and Hispanic mobile subscribers are also more likely than the average texter to engage with some form of text-message advertising in a month, at 24% and 23% respectively.

Of those texters who recall seeing some form of advertising while using text-messaging, 45% say they have responded in some way. And the most popular response to any type of mobile advertising (text, video, Internet, etc.) —s ending another text-message. Fully one-quarter of responders sent another text-message—emphasizing the interactivity and engagement this medium presents.

Connection protection
As text-messaging further expands in the U.S., so too will the opportunity to engage with customers over this highly personal and interactive medium. While consumers today may look at every text-message they receive, over-exposure to mobile text ads or sloppy targeting techniques could contaminate marketer’s ability to effectively connect with consumers.

As marketers consider this new medium, they should look at SMS and see an opportunity to engage with their core customer base in a new and unique fashion. Short-code marketing has all the potential of a mass medium in terms of reach, but requires a very personal execution. Perhaps more than any other advertising medium today, text-based marketing is as simple as a conversation.

 

Customer service is the new marketing

Artist: Ewa Ciechanowska http://www.ewaciechanowska.com

Artist: Ewa Ciechanowska http://www.ewaciechanowska.com

How the role of marketing has changed in organizations has been extensively dealt on this blog. Some authors claim that customer service has to fulfill that role. This found post reflects that point of view. Those practitioners who have a firm belief that customer service and marketing will converge may find good arguments. Anyway, a nice presentation to reflect on how in a web 2.0 commoditized world of services how to sustain your turnover with existing or even new customers.

Source: http://blog.freshnetworks.com/2009/05/customer-service-is-the-new-marketing 26th May 2009, 11:25 pm by Matt Rhodes

We wrote last month about the Zappos story, about how they have used customer service to extend and enhance the customer experience and how this has had a positive impact on sales, satisfaction and growth. This example highlights the power of customer service – of listening to and then rewarding customers.

We know the real benefit that a brand can experience from engaging with its customer directly through online communities. Both in terms of the insights and ideas you can get from them, and also the way you can amplify word-of-mouth and build loyalty with them by listening to what they say and responding.

But even more than that. Customer service – listening to customers and having a direct dialogue with them – is a form of marketing. And an effective form of marketing at that.

This week’s Required Reading at FreshNetworks is a presentation Lane Becker from Get Satisfaction, delivered at Next09 that looks at exactly this issue. For Becker, customer service is marketing, and for brands who get this right, it is characterised in three ways:

  1. You put conversations at the centre of your business – focus on exchange of ideas and information, in your business and with your customers
  2. You get better at a smaller range of things – you can’t solve everything so you focus on the things that make a real difference to customers (which you identify by having a real dialogue with them)
  3. You break down silos – customers don’t see a business the way many businesses are structured, so when they want to interact with you silos can get in the way
Some more reading
View more PDF documents from Lane Becker.
Artist: Ewa Ciechanowska http://www.ewaciechanowska.com

Artist: Ewa Ciechanowska http://www.ewaciechanowska.com

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You Can’t Build a Business Case(BC) for Social Software: no BC = no business

Artist: Paul Silka http://www.paulsika.com/

Artist: Paul Silka http://www.paulsika.com/

Intruiging post. And interesting because one can read about success cases of early adopters.

Are we not able or are we not willing?

Anyway, as an operational manager I have to be aware of the consequences before I can alter operations and changing customer interfaces.Please note that I do not say that I want a positive business case!!

No business case implies for me no business.  In spite of my critism good post to reflect on and to act on!

Source: http://blogs.gartner.com/anthony_bradley/2009/05/26/you-cant-build-a-business-case-for-social-software By Anthony Bradley

Late last week I had a conversation with a client who was asking for a standard set of value or ROI metrics for social software.

The client asked me to address this blog post in particular. At its foundation, the request was asking for a “standard” business case for social software investments. Building a business case for social software is proving very difficult and I get many client requests for help.

There is a good reason why it is so difficult to build a generic, universal business case for social software.

You can’t do it.

Social software is a set of mass collaboration principles and technologies that apply to the construction of a solution, not the solution itself. Social software business value can and does vary widely from one solution to the next. Trying to build a business case for social software is similar to building a business case for a toolbox.

In establishing the justification for purchasing a toolbox, you can talk only in generalities. You can build things better, faster and maybe with fewer accidents. This is the same situation when trying to justify an investment in social software.

You can’t get concrete unless you know what you are building. Those of you who read my blog regularly are probably thinking, “Here he goes on about purpose again!”

You are correct! You simply can’t talk business justification, estimate investment, calculate ROI, or build success measures unless you know why you are engaging the community…to what business relevant end. Although you can’t build a generic universal business case for social software, you can build a business case for a specific well defined business purpose that is enabled via social software.

Now you can build metrics around social activity (registered participants, visits per month, posts per month, average time between visits, pages viewed, etc.) which is important and can be indicative of a thriving community. However, the activity may or may not be delivering business value. Business value is measured separately from activity.

I bring this up because for the past number of months I have been building a Gartner business case framework for social software that links the foundational social software principles with technology benefits, and business benefits, and business impact in a trace-ability chain that tells an end-to-end business case justification story for a social software enabled solution.

This framework reuses the constructs from last years Gartner paper, “Building an SOA Business Case: A Gartner Framework” (available to Gartner clients or for a fee). The framework is fairly sophisticated and will still take some time to finish. I’m hoping to publish the “Building Social Software Based Business Cases: A Gartner Framework” by fall 2009.

I’m interested to hear who out there is building (or trying to build) a business case(s) for social software and how it is going. Care to share.

Artist: Paul Silka http://www.paulsika.com/

Artist: Paul Silka http://www.paulsika.com/

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