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How IT Can Pitch SharePoint as a Strategic Business Platform to Decision Makers

How IT Can Pitch SharePoint as a Strategic Business Platform to Decision Makers

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CloudBusinessI’ve had the great opportunity to spend time with some of AvePoint Public Sector’s customers in my role as vice president for customer strategy and solutions. In most of my conversations, a recurring topic that kept bubbling up is the fact that a lot of executive decision makers still don’t perceive Microsoft SharePoint as an essential business platform unlike Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), and Human Resources (HR) platforms. SharePoint is mostly viewed as a utility tool for business users to store files and/or centralized repository for group collaboration.

As IT continues to provide value to the business with limited resources, it is critical to elevate the strategic business value of SharePoint. As you know, when implemented with realistic business buy-in, it can accelerate and transform business engagement in any organization.

How can we effectively engage decision makers to understand the strategic business value of their SharePoint investment? Check out my post at AvePoint Community to learn the 4 steps on how you can pitch SharePoint as a strategic business platform.

New C-Suite Tech Optimization Innovation & Product-led Growth SharePoint AR Chief Information Officer Chief Customer Officer Chief People Officer

The Science Behind Team Dynamics

The Science Behind Team Dynamics

Constellation Orbits thought leader Dr. Janice Presser explains "Teamability in Action" at Constellation's Connected Enterprise 2013.

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How are we to defend anonymity?

How are we to defend anonymity?

If anonymity is important, what is the legal basis for defending it?

Foreword

Cynics have been asking "is privacy dead?" for at least 40 years. Certainly information technology and ubiquitous connectivity have made it nearly impossible to hide, and so anonymity is critically ill. But privacy is not the same thing as secrecy; privacy is a state where those who know us respect the knowledge they have about us. Privacy generally doesn't require us hiding from anyone; rather it requires restraint on the part of those who hold Personal Data about us.

The typical public response to data breaches, government surveillance and invasions like social media facial recognition is vociferous. People usually energetically assert their rights to not be tracked online, and not to have information about them exploited behind their backs. These reactions show that the idea of privacy is alive and well.

The end of anonymity perhaps

Against a backdrop of spying revelations and excesses by social media companies especially in regards to facial recognition, there have been recent calls for a "new jurisprudence of anonymity"; see Yale law professor Jed Rubenfeld writing in the Washington Post of 13 Jan 2014. I wonder if there is another way to crack the nut? Because any new jurisprudence is going to take a very long time.

Instead, I suggest we leverage the way most international privacy law and privacy experience - going back decades - is technology neutral with regards to the method of collection. In some jurisdictions like Australia, the term "collection" is not even defined in data privacy regulations. Instead, the law just uses the plain English sense of the word when it frames principles like Collection Limitation: basically, you are not allowed to collect (by any means) Personal Data without a good and express reason. It means that if Personal Data gets into a data system, the operator of the system is accountable under privacy law for that data. It does not matter how it got there.

NOTE: "Personal Data" is now the dominant term in privacy and data protetcion law worldwide, with a pretty consistent definition, namely any information that can be reasonably identified with (that is, associated or linked with) a natural person. Personal Data does not need to be uniquely identifying. And, recgnising the potential for identification -- which might be done some time the in future through such means as data linkages -- a piece of data can be categorised as Personal Data before it is identified. Thus most experts agree that IP addresses, MAC addresses and photographs should be regarded as Personal Data. The term Personally Identifiable Information (PII) is common in the U.S. and has typically had a much tighter technical definition; for example under HHIPA rules, specific items such as zip code are enumerated as "PII". It is best to avoid the term "PII" in general data privacy discussions. 

This technology neutral view of Personal Data collection has satisfying ramifications for all the people who intuit that Big Data has got too "creepy". We can argue that if a named record is produced afresh by a Big Data process (especially if that record is produced without the named person being aware of it, and from raw data that was originally collected for some other purpose) then that record has logically been collected. Whether Personal Data is collected directly or indirectly, or is in fact created by an obscure process, privacy law is largely agnostic.

Prof Robenfeld wrote in his article, "the NSA program isn't really about gathering data. It's about mining data. All the data are there already, digitally stored and collected by telecom giants, just waiting." [italics in original]

Logically, if the output of data mining is identifiable (and especially if the raw data input was previously anonymous) then the data mining operation is collecting Personal Data, albeit indirectly, untouched by human hands. As such, the data miners should be accountable for their newly minted Personal Data just as though they had collected gathered it directly from the persons concerned.

To reinforce the point, I wonder if we should have a special name for how Personal Data is created by Big Data processes, including re-identification?  I suggest the name "Algorithmic Collection". 

For now, I don't want to go into the rights and wrongs of NSA surveillance. I just want to show a new way to frame the privacy questions in surveillance and Big Data, making use of existing jurisprudence. If I am right and the NSA is in effect collecting fresh Personal Data out of raw data, as it goes about its data mining, then we may already have a legal framework for understanding what's going on, within which we can objectively analyse the rights and wrongs. The NSA might still be justified in mining data, and there might be no actual technical breach of information privacy law, if for instance the NSA enjoys a law enforcement exemption. These are important questions that need to be debated elsewhere (see my recent blog on our preparedness to actually have such a debate.

But Collection is not limited everywhere

There is an important legal-technical question in all this: Is the collection of Personal Data actually regulated? In the USA there is no general restriction against collecting Personal Data; there is no broad data protection law, and in any case, some versions of the US Fair Information Practice Princples (FIPPs) don't even feature Collection Limitation. So there may be few regulations in the USA that would carry my argument. Nevertheless, surely we can use international jurisprudence in Collection Limitation instead of creating new American jurisprudence around anonymity?

So I'd like to put the following questions to Jed Rubenfeld:

  • Do technology neutral Collection Principles in theory provide a way to bring de-anonymised data within the scope for data privacy laws, and thus address peoples' concerns with Big Data?
  • How might international jurisprudence around Collection Limitation translate to the American environment?
  • Does this way of looking at the problem create new impetus for Collection Limitation to be introduced into American privacy principles?

Appendix: "Applying Information Privacy Norms to Re-Identification"

In 2013 I presented some of these ideas to an online symposium at the Harvard Law School Petrie-Flom Center, on the Law, Ethics & Science of Re-identification Demonstrations. What follows is an extract from that presentation, in which I spell out carefully the argument -- which was not obvious to some at the time -- that when genetics researchers combine different data sets to demonstrate re-identification of donated genomic material, they are in effect collecting patient Personal Data. I argue that this type of collection should be subject to ethics committee approval just as if the researchers were collecting the identities from the patients directly.

... I am aware of two distinct re-identification demonstrations that have raised awareness of the issues recently. In the first, Yaniv Erlich [at MIT's Whitehead Institute] used what I understand are new statistical techniques to re-identify a number of subjects that had donated genetic material anonymously to the 1000 Genomes project. He did this by correlating genes in the published anonymous samples with genes in named samples available from genealogical databases. The 1000 Genomes consent form reassured participants that re-identification would be "very hard". In the second notable demo, Latanya Sweeney re-identified volunteers in the Personal Genome Project using her previously published method of using a few demographic values (such as date or birth, sex and postal code) extracted from the otherwise anonymous records.

A great deal of the debate around these cases has focused on the consent forms and the research subjects' expectations of anonymity. These are important matters for sure, yet for me the ethical issue in de-anonymisation demonstrations is more about the obligations of third parties doing the identification who had nothing to do with the original informed consent arrangements. The act of recording a person's name against erstwhile anonymous data represents a collection of personal information. The implications for genomic data re-identification are clear.

Let's consider Subject S who donates her DNA, ostensibly anonymously, to a Researcher R1, under some consent arrangement which concedes there is a possibility that S will be re-identified. And indeed, some time later, an independent researcher R2 does identify S and links her to the DNA sample. The fact is that R2 has collected personal information about S. If R2 has no relationship with S, then S has not consented to this new collection of her personal information.

Even if the consent form signed at the time of the original collection includes a disclaimer that absolute anonymity cannot be guaranteed, re-identifying the DNA sample later represents a new collection, one that has been undertaken without any consent. Given that S has no knowledge of R2, there can be no implied consent in her original understanding with R1, even if absolute anonymity was disclaimed.

Naturally the re-identification demonstrations have served a purpose. It is undoubtedly important that the limits of anonymity be properly understood, and the work of Yaniv and Latanya contribute to that. Nevertheless, these demonstrations were undertaken without the knowledge much less the consent of the individuals concerned. I contend that bioinformaticians using clever techniques to attach names to anonymous samples need ethics approval, just as they would if they were taking fresh samples from the people concerned.

Resources

Why Cloud Geography Matters in a Post Snowden/NSA Era

The FIDO Alliance

New C-Suite Digital Safety, Privacy & Cybersecurity Tech Optimization Future of Work FIDO Infosec Security Zero Trust Chief Customer Officer Chief Executive Officer Chief Information Security Officer Chief Privacy Officer

Meet the Constellation Orbits Influencers - Richie Etwaru and Chris Morace

Meet the Constellation Orbits Influencers - Richie Etwaru and Chris Morace

This is the second installment of our "Meet the Constellation Orbits Influencers" series. Today I'll introduce you to two more of our Orbits thought leaders: Richie Etwaru and Chris Morace.

Richie Etwaru is a futurist and innovator in the application of big data analytics.

Etwaru is a leader in design thinking, organizational transformation, innovation, and thought leadership. He has operated a portfolio of over 100 MM enterprise next generation technology projects. He is a former CIO, CTO, COO, Head of Innovation, holds international patents, and has spoken at events across the world. A champion for global innovation, Mr. Etwaru, is responsible for defining and delivering the global next generation enterprise product suite for health and life sciences at Cegedim Relationship Management. He is a lifetime student completing his PhD, passionate about identifying and nurturing talent, and strives to stay hungry and humble forever.

COORDINATES
Constellation Profile: https://www.constellationr.com/users/richieetwaru
Twitter: @RichieEtwaru
LinkedIn: www.linkedin.com/in/richieetwaru
 

Chris Morace's insights shed light on the Future of Work and the Consumerization of IT.

Morace has spent the last 20 years of his career helping large enterprises implement the digital technologies that revolutionize the way we work and communicate. Leading Jive Software’s product strategy and, subsequently, serving as Chief Strategy Officer has given him a front row seat to the transformation unfolding in business today. In addition to serving as a product visionary, he meets on a daily basis with executives from organizations like T-Mobile, Thomson Reuters, UBM, Genentech, the Clinton Global Initiative, Mylan, Avon, and hundreds of others. His work brings him into frequent collaboration with thought leaders across general business and technology domains, from industry analysts to technology visionaries.

Chris studied biology, tracked to be a doctor, and only through a twist of fate and the power of the 1990s technology bubble, pursued a career in high tech. His love of science was driven by a strong desire to understand the hidden “why” behind things. He thrives on uncovering the patterns that offer insights and then using this skill to help others navigate the new business reality of constant change.  This all ultimately led him to author the New York Times & USA Today best selling book, Transform, How Leading Companies are Winning with Disruptive Technologies.

COORDINATES
Constellation Profile: https://www.constellationr.com/users/cmorace
Twitter: @thinkoutloud
LinkedIn: www.linkedin.com/in/chrismorace
 

The Constellation Orbits influencer network extends the reach of Constellation's coverage area to the bleeding edge of digital disruption, and establishes Constellation Research as the authoritative source for analysis of the latest developments in disruptive technology. Constellation hand-picked twenty thought leaders to join Constellation Orbits for their expertise, influence, and fearlessness in identifying trends, cutting through marketing hype, and informing their early adopter audience of significant developments in disruptive technology. You can find analyses from these thought leaders (along with analyses from Constellation Analysts) on the Constellation blog--the enterprise's authoritative source for disruptive technology analysis. https://www.constellationr.com/blog-news
 

Future of Work Next-Generation Customer Experience Innovation & Product-led Growth Chief People Officer

Quips: What the Google Motorola & Lenovo Deal Is Really About

Quips: What the Google Motorola & Lenovo Deal Is Really About

Google Enters China Via Lenovo While Counter Balancing Samsung

On January 29th, 2014, Mountain View based Google announced it would sell it’s Motorola Mobility unit to Chinese based Lenovo for $2.91 in cash and stock.  The deal cuts across many spectrum including mobile OS, computing wars, and search.  Here’s 12 talking points:

Source: Not sure, but not mine

  1. Google keeps most of the 17,000 patents which it purchased for $12.5B.  This patent trove allows it to compete on Internet of Things (IoT), sensor analytical ecosystems, and other key mobile technologies.
  2. Google needs a counterweight to Samsung who’s been looking at swapping OS.
  3. Google now gains a China strategy.
  4. Google takes a 5.94% stake with a $750M investment in Lenovo
  5. Google has a less than 2% search market share in China as they pulled out in protest, but with Lenovo, they gain an ability to enter mobile search through Lenovo as a back door.
  6. Lenovo is a perfect mid and long-term competitor to Samsung
  7. Lenovo now has the key technology to launch into mobile and cut down the time to market by 3 to 5 years.
  8. Lenovo can build the end to end hardware platforms required for a full line of servers, laptops, tablets, and mobile devices.
  9. Lenovo gains a trusted partner on OS in Google Android and can plug into the ecosystem
  10. Microsoft continues to be isolated in market share and ecosystem and faces a distribution problem.
  11. Apple faces more pressure from Google through Lenovo and Samsung for OS operating share and from multiple price points.
  12. Dell faces more competition from Lenovo across all product lines given the acquisition of IBM’s mid range business.

The Bottom Line: Google Gains A Key Partner With Sale Of Motorola To Lenovo

While many would argue that the $12.5B spent on Motorola was over kill for a patent trove, the sale to Lenovo is pure brilliance. Lenovo represents a key distribution partner who can open up the China market, provide a counter balance to Samsung, and allow Google to keep focused on the OS ecosystem.  The deal also puts long term pressure on Amazon, Apple, and Microsoft as the race to build out the Cloud to personal device network heats up.  Expect the next battle grounds to show up around wearables, content, payments, identity, quantified self, and commerce.

Your POV.

Are you looking at a mobile strategy? Do you see the link between mobility and digital business?  Do you see VMware succeeding in this shift to mobility? Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

Please let us know if you need help with your mobility and Digital Business transformation efforts.  Here’s how we can assist:

  • Assessing mobile readiness
  • Developing your digital business strategy
  • Vendor selection
  • Implementation partner selection
  • Connecting with other pioneers
  • Sharing best practices
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

Related Resources

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2001 – 2014 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience!

 

 

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Reduce Support Costs With A Customer Community: Increase Agent Efficiency (Final part)

Reduce Support Costs With A Customer Community: Increase Agent Efficiency (Final part)

Community-Based Support Compliments the Contact Center

Community-based, social support doesn’t have to exist in a bubble—it’s a great way to complement and complete agent-based support strategies. Let’s say, for example, that your software product is acting a little buggy when it’s used with a certain operating system.

A customer can’t figure out what to do, so he calls in and gets an answer. A couple weeks later, someone else has the same issue, but they post in the community instead. This might be a younger or more tech-savvy customer who prefers to reach support online, or maybe they just did a quick Google search and were brought to the community that way. The customer who called support originally sees the post and reports what the phone agent told them as a response to the community topic.

Now the answer exists in the community as a resource for everyone in the future who has this problem. They can discover it through search or by going there directly. Each person who sees the answer is equal to one fewer call to an agent.

saving time 1

Community as the Canary in the Coal Mine

Until recently, support was strictly reactionary. With the adoption of community as a key support tool, we’re seeing entire support organizations evolve from reactionary “fixers,” to agents working collaboratively with community members to identify bugs and issues before they come become widespread problems.

When your agents are on the front lines, getting real-time feedback about the things that aren’t working, they can be prepared to address them fully and effectively with others who are likely to be experiencing the same issue. This saves the agents time and stress, as they have deeper, more immediate insight into where things are breaking down before they get on the phone with an angry customer.

And the fact that the agent is already aware of issues and possible solutions before they take that call means the customer is more likely to get off the phone feeling like they’re in good, capable hands.

saving time 2

Close the Loop

As any good support agent knows, it’s not just important to provide customers with immediate assistance, but also to close the loop and keep them updated about new developments as well. This may be when a bug has been fixed, a new feature has been released or rolled back, or a work-around has been uncovered.

A customer community makes it fast and easy to provide your customers with the most up-to-date information. What previously would have required individual emails, Tweets, or status updates, now can be accomplished with one simple community update.

You can post a company update for big notifications, or just post an “official reply” to a topic, so everyone who has expressed interest in that topic will get an email notification of the update. That also means that when the next person who experiences that issue comes to your community, they will find the answer waiting for them there. How’s that for efficiency?

Dr. Natalie: voted Top 20 In Social Media HuffPo
Dr. Natalie’s ebook: voted as one of the Top Ten Most downloaded Social Media ebooks- On smROI

 

Marketing Transformation Next-Generation Customer Experience Data to Decisions Future of Work Innovation & Product-led Growth New C-Suite Sales Marketing Digital Safety, Privacy & Cybersecurity B2C CX Chief Customer Officer Chief Marketing Officer Chief People Officer Chief Human Resources Officer

Meet the Constellation Orbits Influencers - Dr. Janice Presser and Dr. Terri Griffith

Meet the Constellation Orbits Influencers - Dr. Janice Presser and Dr. Terri Griffith

Yesterday we launched the Constellation Orbits influencer network. Constellation Orbits extends our coverage of digital disruption, and establishes Constellation Research as the authoritative source for analysis of the latest developments in disruptive technology. These twenty Orbits members were hand-picked for Constellation Orbits based on their expertise, influence, and fearlessness in identifying trends, cutting through marketing hype, and informing their early adopter audience of significant developments in disruptive technology. You can find analyses from these thought leaders (along with analyses from Constellation Analysts) on the Constellation blog--the enterprise's authoritative source for disruptive technology analysis.

Today I'll introduce you to two of these Constellation Orbits thought leaders: Dr. Janice Presser and Dr. Terri Griffith.

Dr. Presser and Dr. Griffith's research focuses on The Future of Work -- the people, processes, and technologies influencing the 'modern' work paradigm.

Janice PresserDr. Janice Presser, CEO of The Gabriel Institute, is a behavioral scientist and the architect of Teamability® – a new technology that measures how people perform in teams. Dr. Presser has been engaged in the research and development of talent science and team analytics for over 25 years.  A recognized thought leader in qualitative assessment and human infrastructure management methods, she is the author of six books, including the new @DrJanice: Thoughts and Tweets on Leadership, Teamwork & Teamability®. Her forthcoming book, A Person is a ‘Who’, Not a ‘What’: Teamability and the Future of Work, will explore the theoretical and physical foundations of teaming, and the profound impact of teaming metrics on the structure, development, and leadership of teams.

Coordinates:
Constellation Profile: https://www.constellationr.com/users/jpresser
Twitter: @DrJanice
LinkedIn: www.linkedin.com/in/drjanice
 


Terri GriffithProf. Terri Griffith, Ph.D., is Chair of the Management Department at Santa Clara University. Terri’s goal is for organizations to find the sweet spot given available people, technology, and organizational practices. Some of these ideas are outlined in her award-winning book, The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive. Terri is one of the 100 honored members of the 2012 Silicon Valley Women of Influence. She is a regular contributor to her own blog, Technology and Organizations, and has written for the Wall Street Journal, the Harvard Business Review Blog, Women 2.0, and GigaOM's WebWorkerDaily. Her latest project is Lead by Letting Go, a model for slowly letting go of jobs and organizational boundaries and focusing more on work and performance.

Coordinates:
Constellation Profile: https://www.constellationr.com/users/terrigriffith
Twitter: @terrigriffith
LinkedIn: www.linkedin.com/in/terrigriffith

Catch the latest Future of Work analyses from  Dr. Janice Presser and Dr. Terri Griffith's Constellation Blog https://www.constellationr.com/blog-news
 

Future of Work Innovation & Product-led Growth Chief People Officer

Review: Scaling Up Excellence by Sutton & Rao

Review: Scaling Up Excellence by Sutton & Rao

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I often reference Bob Sutton’s work here and in class, and Huggy Rao’s work on enthusiast organizations and innovation is a classic. When I heard that their book, Scaling Up Excellence: Getting to More Without Settling for Less, was due out I was thrilled, and rightly so. It’s wonderful.

Sutton and Rao offer a comprehensive guide to management in a package of enticing stories, subtly supported by references to high-end research. Their personal history in the Silicon Valley and their global access to interesting organizations provides the backdrop.

Main Theme & Who Should Read

The main theme is that, while many good practices exist in organizations, they either get lost or there are difficulties when attempts are made to spread them (scale them) across the organization. The breadth of this theme means that this book will provide value to anyone who would like to see organizations improve. The benefits are not limited by industry, functional area, or organizational size.

Key Ideas: The Seven Mantras

Sutton and Rao are far more direct than most academics; it often takes a lot to get a professor away from an “it depends” answer. In this instance they have enough background to be confident with the following:

We’ve identified reliable signs that scaling is going well or badly, and we’ve distilled these signals into seven mantras. If you are embarking on a scaling effort [I’ll add if you are doing anything to make your organization better], memorize them, teach them to others, and invent ways to keep them firmly in focus -- especially when the going gets rough.

  • Spread a mindset, not just a footprint. This first one is their, and your, protection against being labeled a fad.
  • Engage all the senses. From my perspective, this is where you consider how to weave together human, technical, and organizational practices such that they work together, not against your goals. It’s also where I realize that my presentation of these ideas is much less colorful, and perhaps less likely to scale.
  • Link short-term realities to long-term dreams. Organizations that can do this have mastered ambidexterity -- the ability to both get work done now, and not let that get in the way of great things in the future. (In my mind, this is a precursor to solving the The Innovator's Dilemma.)
  • Accelerate accountability. This one sings to me as a focus on transparency. I’ve asked in the past, “What evidence, tools, and techniques do people in mainstream organizations think they need to move in this direction?” The examples provided here may move us closer to my ideal.
  • Fear the clusterfug. Yes, they are using a euphemism, but it gets across that we can't allow even mundane bad things to get worse. Speak up. For those wanting to use their business research background: Don’t escalate commitments to bad situations. Think about the Denver baggage-handling fiasco and fear a similar outcome on your watch.
  • Scaling requires both addition and subtraction. This ties directly to the idea of managing for now and for the future. Sometimes activities that have worked to create excellence stop working as you scale. As Sutton and Rao note, having an all-hands meeting every week makes great sense for a small organization, but you are likely to have to shift the form of this activity as you grow. Information flow and commitment are still important, but you need to be willing to find new ways that fit your growth.
  • Slow down to scale faster--and better-- down the road. I completely agree. I am wondering why, in my writing, I start with this one (in the form of “Stop-Look-Listen”), and yet they end with it. Perhaps thinking of this as a list is the problem. It’s not a list, it’s a cycle or a weaving, which also goes along with their borrowing Michael Dearing’s image of whether this is Buddhism versus Catholicism (see Chapter 2).

Apply These Ideas

My goal with this review is to get you to read the book. You will benefit. Your organization will benefit. The next time I teach a general graduate management class, Scaling Up Excellence will be a required reading.

I’m still trying to decide how much experience in organizations you need to have to gain value from their ideas -- and I’d love your opinion. Is this a book to help undergraduates trying to understand the complexities of organizations? If you are a mentor, is this a book you would suggest to a person in their first full-time job? Without a doubt it’s a book I’d give to someone taking on a new leadership role at any level.

Disclosure: My review copy was provided by the publisher. I’ve also purchased a copy to gift to a colleague.

Future of Work Innovation & Product-led Growth Chief Executive Officer Chief People Officer

WeatherTech Ad in Super Bowl 48 Tells Americans More About Redefining Work than Just Jobs

WeatherTech Ad in Super Bowl 48 Tells Americans More About Redefining Work than Just Jobs

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Two things stood out last night as I watched the Denver Broncos sleep through an entire game.

(1) Freelancer.com surpassed 10 Million registered freelancers during Super Bowl 48, and (2) WeatherTech spent millions to simply tell America their weather protecting rubber mats made for automobiles are only manufactured by Americans workers.

Combining the message from the WeatherTech Ad above, and thinking about what is means to have 10 Million freelancers ready to work converges on a notion suggesting there is more going on with what it means to work in America than just having more jobs. Over the last decade, we have seen a redefinition of work itself. 

I put them in the following five categories.

1. Back from Bangalore to Boston.

Outsourcing means something different that it did five years ago. CIO.com suggests in 2014 20% to 30% of IT jobs will be coming back to American shores in models where it is more cost effective to hire American workers than hiring workers in other nations. Deloitte reported in 2012 of the 48% of US employment survey respondents that decided to sever offshoring contracts, 34% of said 48% are bringing work back either in house, or "insourcing" enabling catchy phrases such as "from Bangalore to Boston" to exist describing the move back to American shores. This means more Americans with jobs.

2. Pajamas instead of Pinned Stripes

Work is starting to mean something completely different; work is a thing that I do not longer a place that I go. This means the increase in remote workers, irrespective of the work of Marissa Mayer from Yahoo reprimanding Yahoo's employees taking advantage of work the from home policies to pull up their socks, more and more American can work remotely. The Wall Street Journal reported over 40% of management business and financial workers worked from home in 2010, and almost 10% of all U.S. workers work from home in Pajamas at least one day per week and this number is constantly rising. This means more American's can move to low cost of living areas flattening the supply and demand of American jobs, and we can work in our living rooms in pajamas instead of conference rooms in pinned striped suits.

3. Fancy jobs are in Factories

Manufacturing jobs are sexy again. As the Industrial Internet starts to take shape lead by GE and Cisco's Internet of Everything, we are seeing sexy returned to American manufacturing jobs. The New York Times reported in 2013, more than 50% of executives of manufacturing companies with more than 1 Billion in sales plan to return some production back to American from China and install modernization into the factories. This means that every aspect of the workforce will have a knowledge or (smart) component to it, and ergo educated and trained Americans can earn at their highest market rates in these "smart" jobs.

4. From Two Jobs, to a Thousand Tasks

Work itself is becoming insanely "taskified" - meaning more and more work is being broken up into small tasks, and the hyper connectivity that we enjoy is enabling a marketplace of buyers and sellers of tasks to be completed and completed tasks on sites like odesk.com, topcoder.com, taskrabbit.com, and freelancer.com. Just last night during Super Bowl 48, Freelancer.com surpassed the 10 Million registered freelancer mark. While all of the 10 million freelancers are not Americans, the lion's share of work is done by American freelancers "moon lighting" in the work world of tasks. This means more and more Americans can augment earnings on a global marketplace of tasks enabled by hyper connectivity and "taskification" choosing thousands of tasks over what was traditionally a second job.

5. Human as a Service over Stuck in a Role

The way human resource is looked at is changing. Now that we have clouded the capacity for computers to compute and store information creating liquid technology capacity, and we are on our way to software-defined networks. Infrastructure and Platform as a Service are starting to use resource liquidity in the design of a company where human capacity can be consumed as a service. Forbes covered Human as Service in 2012 suggesting teams in organizations will be built and dismantled based on the demand of individual projects. Meaning, no longer will the same 20 employees be stuck working for the same manager for years doing different projects. The design of a team will be specific to a project, and when the project is over the team of human resources (employees) will go back into a pool. This means the hierarchy and power relationships of work will change to one where human capacity will be seen more as a service and liquid than as a stateful and fixed resource unchaining employees from being stuck in a job.

I know, its going to be difficult to resist the memes of the Broncos that will ensue in the next few days can we get out from under Super Bowl 48.

But one this is for sure, we have gotten out from under offshoring and outsourcing realities in the last decade, and the promise of what it means to work in America is well on its way back to becoming awesome sauce.

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Facebook Lookback Provides A Personal Touch To Social Networking

Facebook Lookback Provides A Personal Touch To Social Networking

A few years ago I started to get frustrated with the way the market (vendors, press, analysts) was focusing primarily on how "social" could help teams and communities. While of course there are great benefits to this, I believe it leaves out the most important target, the individual. That's why I started my "Don't forget the ME in social MEdia" campaign.

 

I strongly believe that in order for people to learn to openly share and help their colleagues, they have to first come to grips with how they themselves can benefit from "being social". Once a person understands this, and more importantly appreciates it, they are then much more willing to "pay it forward" and help others. This is often referred to as the "What's In It For Me" (WIIFM) test.

This week in celebration of their 10th anniversary, Facebook launched a new feature called Lookback. Lookback creates a minute long video that showcases some of the highlights of the things you've shared on Facebook since you joined. While many people have become annoyed that their Facebook timeline is now filled with people sharing their Lookback videos, I think they're missing the point. While it may be nice to watch a few your friends and family's videos, the main benefit is that your own video should provide you with 60 seconds of joy. Almost every one I've spoken to said their video made them smile, sometimes even cry.

One of the areas I've been working with several enterprise software vendors on is how to help employees know which of their content is most effective and where they should (and should not) be spending their time. This is a topic I refer to as Personal Analytics. While Lookback isn't actually an analytics tool, it does highlight a few of your most popular posts. This is a good first step, and I'd love to see more enterprise software vendors provide a similar snapshot feature.

Kudos to you Facebook on not forgetting the ME in social MEdia.

 

 

Futher reading:

Don’t Like Your Facebook “Look Back”? You’ll Be Able To Edit It Soon on TechCrunch

How to download your Facebook Look Back by Willington Vega

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