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Posts Tagged ‘Collaboration’

Google: Reasons Why Nobody Uses Your App, Your Site, Your…

I came across the article Google: Reasons Why Nobody Uses Your App in my favorite iPhone app Zite.  The article is about a presentation given by Tomer Sharon, a user researcher at Google, at Google’s I/O Conference. I embedded the video here for you to view.

Tomer identifies reasons why nobody uses your app.  I want to extend this to your web site, your portal, or whatever because these six reasons apply beyond an app.

I’ll summarize the reasons below, but there were two reasons that really caught my attention because they are spot on with my experience consulting with many, many companies over the past 18 years.

The first reason that caught my eye was “You didn’t test your riskiest assumption.”  Many times clients look to companies like Perficient to reduce risks in their projects.  We have deep expertise in a product they want to implement or build upon.  But we don’t always have expertise in the exact problem that is the riskiest.  When we don’t have that expertise, our value can be in how we approach the problem and how we draw on experience in similar areas.  However too often, clients don’t want to test their riskiest assumptions first, but instead, want to dive headlong into a large project.  Part of the reason is because they they can only get funding one time – so lets ask for the most we can get and then start moving.  Another reason for this is that spending on these kinds of projects – experimentations, proof of concepts (POC), etc – are viewed as wasting money.  But getting a solution to the trickiest part of your project early on is absolutely critical to overall success.

The second reason that caught my attention was “You listened to users instead of watching them.”  Companies have spent boat loads of money gathering requirements by asking users what they want in a system.  Users are more than willing to talk about what they would do with a new system.  But too often what a user says they will do doesn’t match what they really will do.  In the video, Tomar talks about a UK Research Project where the researchers asked people whether they washed their hands after using the restroom.  99% said of course they did.  When the researchers put equipment into the restroom to monitor hand washing, surprise, surprise, less than 80% actually washed their hands.  So when building systems, it is important to get something built quickly – a prototype or POC – and observe how people actually use the system.

Here are the reasons why people don’t use your app, your web site, or whatever. I encourage you to watch the video to get all the details.

  1. You didn’t understand the problem your were solving
  2. You asked your friends (or co-workers) what they thought
  3. You listened to users instead of watching them
  4. You didn’t test your riskiest assumption(s)
  5. You had a “Bob the Builder” mentality

Let me know what you think or if you have other advice.

 

Are you going to IBM’s Digital Experience Conference?

Next week (July 21, 2014), IBM’s yearly Digital Experience Conference will be in full swing.  In the past this conference has been called “Exceptional Web Experience” and “Portal” conference and the new name reflects not only the market changes taking place, but also IBM’s approach to the market.  The market is no longer a “Portal” market or even just a “Web” market.

experienceI think that “Digital” explains that we are focused on more than just the web.  We have to be just as concerned with other channels, such as mobile, kiosk, TV, game console, etc).  And “Experience” broadens the scope to include customer experience, employee experience, patient experience, member experience, and so on.  So Digital Experience is a good name for this conference.

The focus of the conference naturally is on IBM’s Digital Experience products like Customer Experience Suite, Employee Experience Suite, WebSphere Portal, WebSphere Content Manager and some Connections.  We expect to hear about all the new features and capabilities in the latest versions of these products.  Equally important, we will hear from IBM customers about their experience implementing and using these systems in real world scenarios.

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Cool Tools by Gartner

Gartner analysts, Tom Austin and Mike Gotta, presented some cool tools, that have a social angle, primarily Virtual Personal Assistants (VPA)

Welltok – a virtual personal assistant for health care, see CafeWell as an initial application

  • - community for health and wellness
  • - provides advice to individuals

MindMeld – conversational application, connect through Facebook, conversational assistant – listens, finds, organizes, archives.

- advice to groups of people

GridSpace – meeting memo taker – preserve and analyze meetings

- who said what to whom in a meeting

HP in Context Analytics - auto-match searching based on text chat in MS Lync, later other IM’s and voice.

Wrike – as work is less routine, people self-organize work – realtime project co-ordination and work management platform. Social Task Management

Microsoft Office Graph – social queues and behaviors – precursor to virtual personal assistant, in Office 365 only.

  • - includes app and workload intelligence
  • - auto population of Office Graph
  • - Big Data analytics
  • - Semantic expressiveness
  • - Graph based search

Lots of power inside Office environment. Less so for departments less dependent on MS Office, i.e. Engineering with CAD, or Marketing with Adobe.

Sqwiggle – continuous spresence awareness across remote teams – making remote workers feel like they be log.

Highspot – influence, authority, relationships – manually tag information, search, and discover. Who do you follow, who follows you.  Highspot is here today, and it works, and is available in the cloud.

Cuff – personal security device that fits into an expanding line of jewelry. Pairs with you iPhone or Android phone, and with one press will alert loved ones when you need them. You can also send reminders, or notifications that you are trying to reach the person.

Interesting papers that may be worth a read:

  • Cool Vendors in Social Software and Collaboration. 2014 – Mike Gotta – G00262576.
  • Cool Vendors in Smart Machines, 2014 – Tom Austin – G00262488.

Case Study: Implementing Social-Based Collaboration

At the Gartner Portal conference, John Stepper, Managing Director at Deutsche Bank told his story of implementing a social network within a large German bank.

Most (large) companies are stuck in finding the right people and data

  • Early AdoptersEarly adopters – usually the same people
  • Little lasting change occurred
  • Introduced MyDB – Social Network – basically rebranded Jive OOTB
    • Modern Backplane – more appropriate than meetings and email in many circumstances
    • This pilot stuck and made a difference
    • Adoption is increasing
  • 7 Elements of an enterprise collaboration strategy
    • Platform
    • Commercial value community managers
    • management engagement
    • advocate network
    • center of excellence
    • individual benefits
  • Application to own organization is more important
  • Success looks different at different levels
    • what worked 2 years ago may not work now
  • 7 Questions
    • Can we do that? (What have our proposal, and business case, but there are plenty of people that are ready to say no! HR, Legal, Workers council)
      • Yes, we can.
      • Platform is opt-in. People chose to use the tool.
      • Ratings and private groups where turned off.
    • What if people do something stupid – people say something they shouldn’t?
      • e.g. @queendemetriax_ tweeted she was an islamic terrorist getting ready for a big event against American Airlines. She was a 14y/o girl and was arrested by the FBI.
      • No anonymity – Good policies – 1-click to flag content (rarely used)
    • What’s it worth?
      • Initial business case based on intranet spent – well under the true value
      • 50% emails
      • 30% meetings
      • learned helplessness
    • Will anyone use it?
      • Got budget for 12,000 people to use it once.
    • Is it official?
      • Is it for the unwashed? IT? Backoffice?
      • Is it for real work?
      • People thought it was “Facebook” – and said I’m not using that.
      • People wanted something official, with prestige. – Barak Obama.
    • Will businesses use it?
      • Content and convenience are the killer apps
    • What else can we do with it?
      • Other 6 dragons have been slain.
      • We can make work more fulfilling
      • People hate work – it’s dehumanizing

 

  • Working out loud
    • Bryce (Eli Lilly)
    • Using social platforms at work: something like OPENPediatrics.
  • “Without myDB, our project would be much more difficult”
  • “I’m happier”

Adobe Summit: Keynote with Yancey Strickler

Why do people support Kickstarter with over $1 billion pledge

  1. People are amazing
  2. Ideas are the future
  3. We are all capable of creating incredible things

You see a huge community of people who are trying to shape the world.  Here are a few things that have happened over the past five years.

Veronica Mars

It had a huge Rob Thomas and Kristen Bell tried to get it going on Kickstarter.  Ten hours later, they raised $2Million. They ultimately raised $6 Million.  Hollywood said no and fans said yes.

Pebble

The first big smartwatch.  Raised $10 Million to create 100,000 smartwatches

The average project raises about $85,000.

  • First squirrel census
  • First civilian space suit
  • Open source geiger counter – from expensive to cheap.  It’s the largest citizen science project in the world
  • Bus sto pin Georgia
  • Human powered helicopter
  • A Delorean hovercraft
  • Skate park in Philadelphia
  • An Oscar winning film

62% of the Kickstarter money is from returning backers.   You support it because you get a copy when it’s made.  You support because you want it to be around.  The first translation of the Ilead by Alexander Pope came from 700 subscribers……one early example of Kickstarter.

Quote: Empathy is a primary economic driver, Adam Smith

Quote: A successful Kickstarter project should benefit it’s backers as much as it’s creator

The creators of the Pebble watch shared the experience as they had to expand their supply chain.  This came to supporters of the project.

Double Fine Adventure

The first blockbuster video game. They raised over $1 Million in just a few hours.  It was deeply collaborative because supporters saw the painful game development process.   The end result was Broken Age.

Cosmonaut project

This is an example of the sharing on how it was made.

My 4 days in the Desert with Adobe — Part 2

As I mentioned in my last blog post, the time I spent in the desert with Adobe at the sales conference was incredibly valuable. As the best of breed digital platform, three key themes resonated with me and want to take the opportunity to delve a little deeper into the benefits of the adobe partnership and how it impacts the work we do for clients.

My 4 Days in the Desert with Adobe - Part 2One of the first things I learned is that Adobe has grown tremendously over the past few years and has really cemented its place as the leader in digital content creation and marketing. What was made equally clear is that Adobe’s stable of world-class partners has been instrumental to Adobe’s success. In fact, joint engagements between Adobe and its partners were brought up numerous times as examples of customer successes. This was true across verticals (e.g., Retail, Media, and Financial) and Adobe solutions (Adobe Creative Cloud and Adobe Marketing Cloud). Based on what I saw at the Worldwide Sales Conference, I expect Adobe will continue to engage with its digital agency and systems integration partners throughout 2014 and well into the future.

The second theme centered on the tremendous growth of digital marketing and the importance of creating a compelling and personalized customer experience. Marketers know that every interaction between a business and a customer is a marketing opportunity and a chance to drive revenue. The challenge is that customers control how, when and where they will interact with companies. In fact, customers use a multitude of channels (web, mobile, social, video) and devices (tablet, phone, computer) to engage with businesses. This creates a significant challenge for marketers to determine how and when to engage clients within each of these channels and provide a compelling reason for the customer to take the next step forward in the sales cycle. Adobe’s response to this was clear: Brands interested in driving significant revenue through digital channels must deliver the right message, to the right channel, at the right time. Creating this type of customer engagement requires a well-defined strategy and an enterprise-grade platform with deep solutions capabilities.

The final theme– which ran throughout the duration of the conference – was that Adobe’s strategy, vision, and product platforms – Creative Cloud and Marketing Cloud – have made it possible for businesses to deliver the digital experiences that clients expect. First, I want to segue to a little history lesson that provides context to Adobe’s approach to digital marketing.

Adobe has a deep heritage in digital content creation solutions (Photoshop, InDesign, Illustrator, Flash, Dreamweaver, etc). Legions of digital marketers have been using Adobe’s creative products to generate extremely rich and engaging digital content for many years. The challenge for those marketers was twofold: how to manage all of that content and how to get that content to their customers. Thus, the strategy and vision of Marketing Cloud was born.

The vision for Marketing Cloud was to provide marketers with one location to manage, publish, and analyze the content they were creating. The first strategic step towards the creation of Marketing Cloud was focused on organic product development and/or acquisition of market-leading content management, analytics, mobile, social, customer segmentation, media optimization, and marketing campaign orchestration solutions. The second step of the process involved seamless interoperability between the Marketing Cloud systems and the creation of a Touch Interface to manage everything. This provided marketers with a singular and actionable view of the customer and a singular interface for the management of all marketing processes and activities. The final step for Adobe was to integrate the full suite of solutions from Creative Cloud to Marketing Cloud. This created a unified content creation, management, and publishing system that covered the full marketing lifecycle. Adobe’s strategy and subsequent cloud-based platforms provide end-to-end solutions for creative and digital marketers. By having the right tools in place, marketers can deliver on their vision: to provide the right message, to the right person at the right time.

This conference offered an outstanding opportunity to learn more about Adobe’s business, their solutions offerings, and also engage with key members of teams. I came away from the conference with a fuller understanding of Adobe’s sales and product strategies along with their key value propositions and differentiators from others in their space. I’m excited to see how Adobe’s latest acquisition of Neolane – now Adobe Campaign – will help to orchestrate successful online and offline marketing campaigns designed to drive increased revenue for our clients. Based on the Adobe Campaign sessions I attended and the conversations I’ve had with clients since then, I anticipate tremendous success for this solution.

My 4 Days in the Desert with Adobe – Part 1

In mid-December, I attended the Adobe Worldwide Sales Conference in Las Vegas. It’s a time when Adobe invites its entire sales organization – along with Adobe’s key partners – to discuss the past year’s performance, celebrate the major sales successes, and layout the company’s sales and product strategies for the next year.

My 4 Days in the Desert with AdobeAs Forrester & Gartner’s leader in Web Content Management, Adobe certainly has much to discuss and no lack of thought leadership within the Digital Marketing arena. However, what I found truly compelling about the conference was the level of transparency Adobe provides to its partners. Partners have full access to all sales and product sessions and are very deeply engaged with the Adobe team. This level of accessibility allows for tremendous learning opportunities for partners like Perficient. Here’s a peek into the top three themes that I learned from my 4 days in the desert with Adobe.

  1. Adobe has cemented its place as a leader in digital content creation and marketing.
  2. As marketers we are tasked with creating compelling and personalized customer experiences each and every day.
  3. Adobe’s strategy, vision, and product platforms – Creative Cloud and Marketing Cloud – have made it possible for businesses to deliver the digital experiences that marketers expect.

Adobe has created the market-leading, best-of-breed digital marketing platform while simultaneously helping their clients deliver a deep set of capabilities and engage their customers with “the right message, to the right channel, at the right time”. In the coming weeks, I’ll be continuing to blog about my Adobe experience and provide more details and context around these themes.

Successfully Piloting Social Business Software

Rob Novak and Mac Guidera presented tips on how to make a pilot in social software successful. First why pilot?  A pilot is critical to success because it provides for an experimental trial on a small scale for the future change that you anticipate.A well run pilot reduces the risk of large scale failure and improves chances of strategic success.  You only have to look at the roll out of the Healthcare.gov website in October 2012 to see how a large scale failure can happen.

What are key components of a pilot?  Pilots should have a defined scope, examples include:

  • a specific business unit
  • a class of employees
  • a region
  • a particular business process.

A pilot should also be short term, but each pilot has to determine the length of time based on several factors:

  • How big is the scope?
  • Are there technologies hurdles that must be overcome?
  • Is there sufficient hardware to start fast?
  • Are personnel available for training? Are these people willing and wanting to participate?
  • How long will it take so determine measurable results?

When conducting a pilot, you must have clear goals.  Goals will vary by company and what you want to pilot.  Little academic and real-life work has been focused on pilot goals, however Rob has identified some Goal Driven Software Development Processes that may be helpful in setting goals for a pilot.

Collaborative Goal Identification is one process.  This starts with a top-level goal and then drives down to sub-goals.

Goal, Question, Metric (GQM) is another approach developed by NASA and others.  Here you have a conceptual, operational and quantitative levels for goals.  Each of these goals have specific metrics.

IBM has a set of collaboration solutions patterns that focus on ROI and strategic process.  These Customer Experience Patternpatterns show how social can be used in the processes and provide a starting point for a pilot program.  Patterns are available for:

  • Customer Engagement (shown here)
  • Innovation
  • Recruiting & Onboarding
  • Supply Chain
  • Mergers & Acquisitions
  • Workplace & Public Safetfy
  • Expertise & Knowledge.

Gaining executive support is always mentioned as critical for success, but nobody explains how to pursue executive support.  Here are some tips for help find the right executive:

  • Open Door Policy
  • Active involvement
  • Must be identified at the beginning
  • Must have same level of decision making influence as the individuals controlling the budget
  • Project should be linked to the executive sponsor’s area of expertise.

Here are some guiding principles for a pilot:

  • Select fertile ground since a pilot is an experiment, not proving what you already know
  • Pilot team is critical, both participants and sponsors
  • Design around business applications or benefits NOT tools
  • Define scope but encourage experimentation
  • Design pilot to learn lessons
  • Provide training and guidance
  • Create visibility
  • Monitor progress and cut or expand

Of course, you need to measure outcomes based on your goals.  During the pilot you want to have interim assessments to evaluate the effectiveness of particular aspects of the pilot.

Be a Successful Social Business in a Highly Regulated Industry

Just because you are in a highly regulated industry doesn’t mean you can’t also be highly social.  You just have to be more careful about how you do it.

At IBM Connect, TD Ameritrade and IBM shared how they made became a social business despite all the regulations and compliance issues.  TD Ameritrade used IBM Connections as the basis of their social business platform, but they also integrated back end systems, gamification, and micro applications.Be a Successful Social business in a Highly Regulated Industry

The first major decision was to figure out their Mobile access strategy.  TDA heavily used mobile devices and needed to address security and authentication strategies for the new social platform.

A second big decision was to figure out how to implement metrics.  Compliance tracking was a big question and has to be addressed early on.  TDA also wanted to measure the success of the program, so figuring out which metrics were most important was a critical task.

Setting up user profiles was another major decision.  Where is profile data stored, what data should appear in the profile, which should be editable and how to sync profile data are all key questions.

Some results that TDA shared:

  • Launched in May 2013
  • Now (January 2014) over 50% of employees engage in social on a daily basis, even though the social platform is not part of the intranet
  • 1000 communities have been built and 85-90% of those are business based communities. 65% are hard business use, 25% are soft business use and 10% are non-work related.
  • About to release a mobile version

TDA had to overcome lots of perceived risks to start with a social platform:

  • Why disrupt our business?
  • Cultural shift?
  • Creating more channels?  Its not about creating more channels, but creating the right channel.
  • Non-business use?
  • Increased managerial duties?
  • More governance and compliance issues?
  • Productivity Drain?

How to get beyond compliance:

  • Partner with Compliance/Legal/Risk Management early on and make them an ally in the effort
  • Leverage monitoring and archiving tools which helps compliance
  • Create simple, practical governance that is based on your organization and includes cross departmental representatives
  • Create rules of the road – don’t post illegal activity, no posts about trades, no client info, no personally identifiable information (PII) etc.

Everyone wants to know about moderation.  At TDA, they do not moderate posts before they get put out.  Everything is moderated by the communities after posts are available.  In one year, they have only had 3 posts that had to be removed.

TDA used several tools to manage compliance and eDiscovery which helped ensure they were meeting state and federal regulations.

  • Everything is using SSL to ensure messages are encrypted
  • Real Time keyword flagging and notification (Actiance Vantage)
  • Uses Global Relay worm device to grab all messages going through the cloud, which aids with eDiscovery
  • Passive moderation is done by employees (crowd sourcing) when they see something inappropriate

 

 

 

Dreamforce: Move Marketing from a Cost Center to a Profit Center

Well Dreamforce 13 was a whirlwind and I’m glad to be home.  The final session I attended was delivered by Sungard’s VP of Marketing, Christine Nurnberger.  While the title of the session  said something about Marketing Metrics and ROI, it really was about how Ms Nurnberger transformed Sungard’s marketing efforts over the last 18 months.  While I was hoping to learn what metrics she used and how she calculated their ROI, I took away more important information than that.

My first takeaway was the need to change marketing from a cost center to a profit center.  At many companies where marketing is viewed as a cost center, the marketing department is usually under budgetary pressures and sometimes their efforts don’t show clear business value.

At Sungard, they decided to transform marketing by making marketing own a portion of the overall sales or revenue quota.  Individual marketers then had a stake in the sales process because they had compensation tied to those revenue quotas.  With this change to more of a profit center, marketers became much more involved in making sure their efforts had a direct impact on sales.

Because of the new emphasis on revenue, the marketing team developed new performance indicators to measure their impact on revenue and service level agreements with sales to ensure the two groups were in sync.

My second takeaway was the process she outlined for the transformation from a less effective, cost center based department to a higher performing, profit center focus:

  • Dig in and fully assess the current processes and be honest with the evaluation
  • Own up to what’s wrong, not only internally in marketing, but to the other stakeholders in the organization
  • Clearly communicate what will be fixed
  • Bring on qualified partners to provided needed expertise both in technology and content creation
  • Effectively monitor and report on results

The results: pipeline increased 132%, marketing revenue up 30%, and they saw a 30% increase in deal size.   I’d say those are impressive numbers.