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We distinguish capabilities as organisational capabilities and the use skills and competencies as the human version of it. But agree with the distinction you make in general. Critical, visual and creative thinking, among others, is in the set of "core skills/competencies" that we teach/grow in our strategic service design capability academy. This includes measurement of individual growth and aggregated reporting. In the end we aim to scale learning through smart network effects driven by an orchestrated approach of capability design, individualised learning paths and impactful projects.
Hello Irving, I was on the same page as you are with regard to the mainstream adoption of self driving cars not so long ago. And I know there is a lot of ground to be covered of which technology is likely the easier part. Yet I do also see that eg Volvo makes a clear statement that they will take responsibility (i.e. be liable for damages) if their cars cause an accident when in self-driving mode (http://www.cnet.com/news/a-ride-in-volvos-autonomous-car-how-the-next-step-in-driver-safety-requires-replacing-the-driver/ ). At the same time I see that countries such as the UK and The Netherlands are doing their utmost best to be legally prepared for having self-driving cars on their territories. This includes experimenting with self-driving trucks in the ports of Rotterdam in five years http://www.reuters.com/article/2014/06/16/netherlands-tech-autos-idUSL5N0OX3S420140616 These developments make me believe this is not something that might happen at some point. This is something society believes in and it's advancement will be pursued by more than just 'the crazy ones, the misfits, the rebels, the troublemakers..' Now, there will be problems as well, and disappointments. All part of the hype cycle. But the time it takes to cover that from beginning to the end, may well be a lot shorter than we currently think.
I could not agree more with the last paragraph of your post. The world will probably look different than any of the three scenario's for the future we've been working with. Maybe even more thanks to them, then despite them. At my company (a Dutch Insurance group) we have been working on, and increasingly with, three scenario's for 2035, to enable ourselves to prepare for what could happen and more so to guide us in developing services that help our Customers to navigate in uncertain times. These scenario's don't only look into the digital aspects, but also the social, economic and demographic aspects. All three scenario's hold elements of what the PEW report tells us, and more. They do not give answers though, because making detailed predictions on future events that far out, is just not something humankind is good at.. The scenario-summaries have been made publicly available at our corporate website: http://www.deltalloydgroep.com/en/press/news/2014/your-world-in-2035-future-scenarios/ Let me know what you think. With highest regards, Wim Rampen http://wimrampen.com
The US has been a two-party dominated system for quite a long time now (I'm European, so I really don't know how long..), much like it has been in the UK.. Until recently.. All over Europe we have seen fragmentation of voters and new parties arise. We have dealt with an increasingly volatile group of voters of similar size as you describe, in The Netherlands, but it wasn't until Pim Fortuyn took the stand before they landed. Someone killed him and it took another decade (well, close) before Geert Wilders was able to capture this audience. Similar developments have been seen in Sweden and Denmark already sometime ago and Germany is well on it's way (but in denial). It's probably a matter of time before the same will happen in the US. Whether it will be for the good or not, I don't know. But the time that for "one (or a couple of) size(s) fit(s) all" has been long gone in business, why should it maintain in politics?
One element is hugely missing in the pyramid: Customer needs/desires/outcomes. I suggest to add this as the bottom layer and to extend the arrows to that layer. Why? Any good company starts with a vision on a problem Customers have or will (likely) have in the future. This problem is the Customer need or desired outcome (consciously there or not) that is not met (yet). The vision is to solve this problem by bringing products, services and experiences into the equation of Customer value creation. I'm fully with you that the vision should be extended to beliefs and culture or values, because that is what brings forth the products, services and experiences which in the end are resulting in a unique mix or all elements that allow the Customer to (co-)create value.. What do you think?
Toggle Commented Dec 4, 2009 on The Vision Led Org at Logic+Emotion
Great post and a great contribution by Esteban that asks the question most relevant in the Social CRM (#scrm) discussion of today. Both clearly explain that the total experience is what matters and that the total experience is dependent on numerous factors. Factors a company can think about and influence by design and execution as well as factors that truly personal. It all starts with understanding a Customer's needs and desires and what it is Customer's are trying to do. Real value is created when the experience is customizable based on a specific Customer's needs & desires and those depend on all the different factors as you describe them in your examples above (and so eloquently put in context by Esteban). That actually is a whole lot to accomplish for a company, and you ask the right question: Have you thought about this when building your SCRM strategy.. Let's be clear: this question was already relevant in the pre-scrm era and it will be in whatever era comes next. The newly available applications and channels have the power to make it so much more easy when used well. SocialCRM should be all about: - Better understand the (specific) needs and the relative importance of all these needs in the total experience of your (specific) Customer (listen) - (Co-)Create better = more personalized experiences, based on that needs & desired outcomes. It is great to see that Social Media is embraced as "tooling" to engage with Customers in all kinds of functions. It is important to understand that engaging is not the primary goal or function, it is a means to the two points mentioned above. Those two points, in my view, make up for the difference between a Social Media (presence) Strategy or Social CRM Strategy. Thx for putting Social Media and Social CRM in perspective of the Customer Experience. Wim Rampen