“Ignoring what happens in social media is not a viable legal strategy.”—
Kabrina Krebel Chang and Gerald C Kane
Managers must remain cognizant of employees’ online activity, even when it happens outside of work hours and work computers. The Philadelphia Police Department was sued for creating a racially hostile work environment through social media. A blog started by a white police sergeant and dedicated to law enforcement issues deteriorated into posts about questionable law enforcement practices such as racial profiling. These issues, discussed by employees online and at work, became racially derogatory; as a result, a complaint was filed on the basis that the blog created a hostile work environment for nonwhite officers. The department chose to settle the case out of court.
“We are entering an era where marketers are particularly well suited to make it into the top job.”—
C-suite members are spending more of their time personally on customer experience management and e-commerce and proportionally less on things like the supply chain, risk, partner management, security and operations.
Time is a shared space, a common resource: a commons. None of us owns the moment we are living in: we share it. And like any shared commons it must be carefully husbanded by the group so that it is not overused. It must be managed sustainably through doctrine: everyone has to follow the core rules so that … coworkers get enough time to make headway on their solitary work so that cowork can get the attention and cooperation needed to push the network’s productivity forward. It’s ok for people who I work with to expect to get a slice of my time, but they have to follow the doctrine of all shared resources: under no circumstances should a commons be overused by one to the detriment of all.
This is a clear argument for using social tools that can indicate what load people are carrying at the present moment, and the general practice of looking at someone’s Kanban board (or whatever) before wandering by for a brainstorming session.
Social media exploitation by the business seemed like such a simple idea when so few we’re using it, but the arms race has moved on. Organisations need social media strategies, plans and multiple-faceted teams that acknowledge that social media is a permanent aspect of business that impacts many areas whilst specific social media sites are just isolated ships that may pass in the night. Without an all-embracing strategy, all they might make is a few more friends, rather than adding more to the bottom line.
“Two trends―the consumerization of the enterprise and ever-more distributed decision makers―have opened the door for the digital B2B enterprise sales model.”—
Shawn Lankton, Brian Staffordm, McKinsey
Businesses can focus their salespeople away from basic tasks that digital can now manage and toward more profitable targets, such as surgically upselling thereby dramatically increasing the effectiveness of outreach.
“Smart software creates an entirely new class of workers: people who know how to manage and interpret computer systems, and whose work, instead of competing with the software, augments and extends it.”—
Working with the machine.
Think in terms of this future middle-class job: You read medical scans, and you work alongside a computer. The computer does most of the judging, but there are some special or unusual scans where you say, “Hmm, that’s not quite right—I need a doctor to look at this again and study it more carefully.” You’ll need to know something about medicine, but it won’t be the same as being a doctor. You’ll need to know something about how these programs work, but it won’t be the same as being a programmer. You’ll need to be really good at judging, and being dispassionate, and you’ll have to have a sense of what computers can and cannot do. It’s about working with the machine: knowing when to hold back, when to intervene. Or take business negotiations. In the early stages of negotiation software, on your smartphone, there may be programs that listen to the pitch of a voice, or that test for stress. You’ll just ask the program, “Was he lying? Was he eager to do business with me?” Maybe the computer will be right sixty per cent of the time. That’s useful information, but it’s still going to be wrong a lot. And in a given negotiation, you’ll be reading off many programs, and you’ll have to decide which of those programs is more relevant.
“Deep customer empathy is knowing your customer better than they know themselves”—
Customers had “a lot of anxiety” when it came to dealing with the contact center. So Internet bank created a new service called “Talk to First IB,” which allows customers to get a real-time glimpse of agents that are available, and the ability to contact a specific agent directly and bypass the traditional call-in queue.