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¿Humanize is Connect? An unresolved business issue

Create an ecosystem that promotes human connection is technologically and strategically complex, but the benefit is great: to humanize is to connect.

Companies can take advantage of this complex environment to build lasting relationships. How? With a customer-oriented mindset and a technology platform that promotes a closer branding (human branding) than the present one.

Here I list five ways to help marketing and IT professionals on their way to building a solid human foundation with its customers:

Humanize is to connect, not treat the customer as a number

The great publicist David Ogilvy said “the customer is not stupid, it's my wife“. Too many brands treat us like on a first date, asking the same cloned questions to know us better. The customization does not mean that we hounded by internet random recommendations based on our purchase history and searches. It is frankly frustrating. Even after buying a smartphone, the damn remarketing we will be showing us ads until the end of the world (you know, the cookies...).

Brands must find a way to find our uniqueness, as if they were a personal assistant. This particular customer view means extracting information from each online and offline system, and integrate that into a database. Are we different inside and outside Internet? Probably not in our attitude, but in our behavior.

A commitment to simplicity

Why I like Apple products and services? Because, despite its rapid obsolescence, they are simple to use, they work faster and give less problems. Brands need a clear view of the experience that your customers need. And then apply technology to enable and improve. It may seem that customer focus is obvious, but many companies start with technology first and end up investing in services that are not provided. Humanize is to connect, don't forget.

A co-creation, for example, helps generate experiences that reduce barriers and facilitate customer interaction. I advise reading this post the expert Montse Peñarroya called Do you really know what you want your client? Just ask him/her! that icludes excellent examples of co-creation of Lego, Alain Affelou or Banco Sabadell.

Omni-Channel

Following the definition of Mercedes Fuster from the blog of José Facchin, omni-channel is not working environments with multiple channels, but to do so simultaneously.

The same article highlights three key advantages of omni-channel:

  • Online sales complement those in physical store
  • The Omnichannel trade promotes cross-border sales
  • The Omnichannel strategy is key to reach the "super buyers"

In this HubSpot article We can inspire us with omni-channel examples of companies like Disney, Starbucks…

Security, stability and reliability

Let us not deceive ourselves, multiple exposure of personal data may pose a significant risk to customers if security is not foolproof. We have seen recent cases of information leaks:

Successful brands linking platforms seamlessly to create an ecosystem that allows a complete customer experience. To make it thrive a scalable design is needed. Strength scalability and security offer reliability expected by consumers.

Integrated technology

CDP (Customer Data Platform) is an easy way to connect with a customer, since you can immediately implement that strategy without complex technological transformation. Marketing professionals and IT can no longer work with incomplete data separate and isolated.

This is, on my view, the most complex part, professionals with disparate skills should come to understand frictionless. Difficult but not impossible, you just have to take seriously the idea: to humanize is to connect.

Sources consulted: AdWeek, Hubspot, Blog José Facchin, Cyberclick, Montse Peñarroya Blog

Girls photo by gpoinstudio on Shutterstock.com

 

Executive Branding: Changemakers Executive

It is interesting expression “the changemakers used by the authors of "Social Selling”, Tim Hughes and Matt Reynolds (Kogan Page, 2016). We might translate literally as "change makers", although the most accepted term is "agents of change".

Without a doubt, business drivers in organizations are sellers (commercial, account managers…) with executives who make the big decisions. But with the fourth revolution He has emerged a new figure: the Changemakers or change agents.

My colleague Eva Collado defines these the changemakers as informal leaders organizations, connected, formed, informed, and they end up taking key decisions before taking the big managers (Hughes calls C-Suites). Raquel Roca rather call Knowmads, these nomads of knowledge that many believe are always free agents, but really also we found in companies working for others.

Changemakers Executive

Executives of organizations no longer have only mission is to make the big choices, manage teams or clients. Top priority, in the connected economy, It is acting as the changemakers, as change agents. But, why?

Because Yesterday does not exist, although the brand has left the morning can affect us. And the decision, the change process, must be taken today. This temporary gibberish may be the key that justifies these new executives engaged as agents of change in a difficult environment. We live in Moving Waters, where not only past successes do not guarantee future success but deny them.

this barrizal, formed by atoms and bits (real and digital) It requires changing the mindset of executives to adapt to unforeseen situations, not yet discussed in case studies of business schools. If once we thought that failure is the prelude to success, now we should understand that change is the lever survival and growth.

We filled the mouth of digital transformation, but that's not the fuze change

The expression digital processing It is being spent overuse and misuse. I am working with a manager of an organization in the telecommunications area. Talking with him, working business model, I realize something important:

First it is required to work in the transformation of people and cultural change in the organization, and thence to the digital transformation

And that's where I see the true sense of change. The people, First. Organizational culture, after. And the digital transformation, at the end, as one of the shift line.

The mistake many executives in organizations is trying to implement digital transformation without having worked through a change of people and corporate culture. Start cart before the horse. We often get carried away by words rather than concepts and action plans.

the changemakers

Not everyone is ready for change. Source: Shutterstock.com

Executive branding para the changemakers

The executive branding is a process of personal branding plan for change agents, for professionals who must decide and manage the transformation.

Some business schools have already included in their training plans. But in my humble opinion and based on my experience, executive branding process is closer to the consulting training. We can not consider an individual who must make critical decisions as if it were a collective.

Branding for change agents is a very introspective process, that personal values ​​play an important role, and where empathy becomes the lever of transformation of persons and equipment. Organizations are its people. And those who run them should print your DNA and enrich corporate values ​​too poorly differentiated.

The executive branding is not intended only empower executives to develop your personal brand or train them in digital skills. It should be more ambitious and tidy, with the idea of ​​managing a permanent change in people, culture, organization and business development. Just so you can reach the digital transformation, a concept that has left 15 or 20 years of existence until millennials and centennials reaching positions of responsibility.

The process and the craftsmen

-and not dwell protect some method- desglosaré not process executive branding, but the resources needed to carry out.

Because for me it is consulting, are a bis aa. But a consultant to a "client", but from a computer to a customer.

  1. Introspective part requires, in my view, a person trained in psychology. Lately it has focused much self-knowledge in coaching, but I refuse to believe that four or five years of training in psychology can be compared to six months or a year of coaching. If there besides psychology coaching training, better, but it is not essential.
  2. The strategic part requires two key elements: on the one hand someone with experience mentality and strategy, and someone with managerial experience and cultural transformation.
  3. Finally, the communication part requires someone with expertise and experience in this area. Someone who can not only develop but accompany an action plan to put the value proposition and change the service of the organization and its main stakeholders.

In summary, I would say to forge a changemaker both are needed the changemakers. You have an inspiring week.

Dedicated to Christian Fernández, a true changemaker. And my good friends psychologists and branders Helena Casas, Fran Segarra, and Elena Arnaiz.

Images by shutterstock.com

The digital transformation starts at the top ... or fails

Those who know me know I'm not an expert on digital processing, my business scope is around branding, both personal and corporate. But we could say that I have witnessed the introduction of several digital transformation processes, It is allowing me to target a reality that can be painful for many companies:

If the digital transformation does not begin with the management staff of the company, the thing does not go well

The company, through its reponsables IT, Marketing y RR.HH. or general management decides to launch a process of digital transformation. Sometimes they do this by analytical factors and competition, sometimes because it has the neighbor (competitor) and we shall not be less. It is important to internalize what the digital transformation, and take into account not just about skills but a different way of doing things. I strongly agree with the three key areas of the digital transformation that defines McKinsey:

  • Value creation in the new frontiers of business world
  • Value creation processes that implement the vision of customer experiences
  • Development of new skills that enhance organizational structure

The beginning

the search process starts, the company will lead the implementation and training process is chosen, often with a significant cost impact: Imagine for example that an internal corporate network is implemented: although there are content management modules (Yammer…) the costs of adaptation and implementation for a business that has various ranges of products and services are high.

Lack of mindset

One of the problems facing this type of process is often time of implantation until their regularization is long, and therefore process benefits slow to perceive, often causing complaints anti-change (that there, and many). The cause of the slowness of these processes is to be carried out without prior phase mindset (mentalisation) that prepares managers and other professionals for digital change management.

Lack of training

There are many companies that provide a system of effective and regular training, facilitating the implementation of processes, but unfortunately a large majority see the training needed to adapt to this new time as a cost rather than an investment.

limiting beliefs

It also often happens that one of the brakes are certain limiting beliefs that equate the digital transformation of the organization only managing social networks. Obviously the management of external communication online is an important digital competition, but by no means is the only.

The importance of the Department. HR.

In this context, Dept.. RR.HH., given its transversality ,You must commit to the process, because ultimately we are talking about fit and adopt new skills by professionals throughout the organization.

And start from above

A good friend who works in an apartment. HR. a large company told me that bosses They did not see with good eyes that employees were wasting time at the computer screen communicating with other professionals through an internal network. Again the lack of mindset, the difference between cost and investment the error to start the process from below.

Personal Branding and digital processing

Of course the personal branding It is an important competition in a digital transformation process, Although the vast majority of companies that offer these services do not consider it as a core skill.

For the same reason a few months ago I collaborate with area Consulting AdQualis Human Results, which you have created a specialized in digital processing equipment specializing in Human Resources. which will take into account such an important competition as managing employee brand and its role as an ambassador the organization and its brands.

“Go digital” image by Shutterstock.com