Saker chefer gör som får talanger att säga upp sig

Posted in Aktuellt, Leadership / Ledarskap on November 30th, 2015 by admin

Ingen vill se sina bästa anställda försvinna från arbetsplatsen. Men när det händer är det ofta chefens fel, skriver Travis Bradberry på Entrepreneur.com. Här är misstagen som en bra chef måste undvika!

9. De pressar dem att jobba för mycket
Det är lätt att lägga allt jobb på de största talangerna. Men Bradberry pekar ut två stora problem:

– De känner sig straffade trots att de gjort ett bra jobb.
– Deras produktivitet sjunker, enligt forskning från Stanford.

”Om du ska öka arbetsbördan för dina mest begåvade anställda, höj då deras status också”, skriver Bradberry.

8. De uppmärksammar inte goda insatser och belönar inte medarbetaren
Alla gillar att få ett erkännande. Underskatta inte betydelsen av en ryggdunk! Ta reda på vad som får de människor som jobbar för dig att känna sig uppskattade.

7. De bryr sig inte om sina anställda
Mer än hälften av alla som byter jobb gör det på grund av förhållandet till sin chef, skriver Bradberry. Bra chefer ska uppmärksamma framgångar, visa medkänsla vid motgångar och utmana sina anställda även när det är jobbigt att göra det.

6. De håller inte sina löften
Att lova saker kan resultera i två saker: De kan bli väldigt glada, eller så kan de bli väldigt besvikna.

En pålitlig chef växer i sina anställdas ögon. En chef som inte håller sina löften framstår som någon med brist på respekt och empati.
boss
5. De anställer och befordrar fel personer
Hårt arbetande talanger vill jobba med likasinnade. En chef får inte ta lätt på anställningsprocessen, det kan bli förödande. Och att befordra fel människor är ännu värre.

4. De hindrar anställda från att göra det de brinner för
Många chefer ger de anställda för snäva ramar. De är rädda att produktiviteten går ner om personalen får bredda sitt fokus. Det är fel, enligt Bradberry, som hänvisar till studier som säger att en tilåtande inställning tvärtom ger ökad produktivitet.

3. De misslyckas med kompetensutveckling
”Tillit” och ”självständighet” nämner många chefer som får kritik för att de inte uppmärksammar sina anställda. Det är nonsens, enligt Travis Bradberry. Bra chefer lyssnar och ger feedback.

Det är chefens jobb att se till att de anställda fortsätter att växa.

2. De använder inte personalens kreativitet
De största talangerna vill förbättra allt de rör vid. Låt dem göra det istället för att försöka upprätthålla status quo. Allt annat är begränsande.

1. De utmanar inte sina anställda intellektuellt
En bra chef ska inte sätta för låga mål. Det är bättre att ge en ordentlig utmaning till personalen. Medarbetare som tvingas jobba med saker som är för enkla eller tråkiga kommer att söka andra jobb.

Källa: DI.se, 30 november 2015
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Din klädsel avslöjar vad du jobbar med!

Posted in Aktuellt, Allmänt on November 30th, 2015 by admin

Kläderna avslöjar vem du är på jobbet

Hur du klär dig på jobbet signalerar vad du jobbar med – och var.

De dolda klädkoderna kan signalera kreativitet eller förtroende, och det gäller att hänga med för att passa in och bli tagen på allvar.

Inom vissa yrken är det viktigt att klä och föra sig på rätt sätt. För att bli tagen på allvar, signalera förtroende eller professionalitet images (4)eller bara för att passa in. På många arbetsplatser vet de anställda vad som gäller, trots att det inte finns någon uttalad klädkod.

Annika Schilling är universitetslektor i organisation och ledarskap vid Linnéuniversitetet. Hon har länge intresserat sig för och forskat i vad konsulter inom olika branscher klär sig i – och vilka signaler kläderna sänder ut.
– Kläderna signalerar flera olika saker. En sak är tillhörighet, till organisationen, yrket och professionen, men också professionalitet. Som jurist förväntas man till exempel bära svart kostym eller mörkblå kostym för att det hör till yrkesrollen.

Att hålla sig till klädkoden är enligt Annika Schilling en viktig aspekt av att lyckas väl på sin arbetsplats. Men förutom att smälta in gäller det också att framhäva det som är unikt med en själv som yrkesperson.

– Kläderna kan signalera både likhet och unikhet. Man klär sig för att passa in men också för att visa att man har något unikt – någon särskild spetskompetens. Även där det finns strikta klädkoder kan man välja en slips eller strumpor som är speciella för att visa att man är unik.

Att komma för formellt klädd till en mer informell arbetsplats kan vara lika problematiskt som att komma underklädd till en formell arbetsplats. Det är viktigt att snabbt kunna plocka upp vilken klädkod som gäller – och inom vissa yrken är detta en kunskap som ska finnas redan innan man börjar arbeta.
– Det finns en tröskel in i vissa yrken. Speciellt i elityrken där man vill bevara yrkets exklusivitet. Förutom att man har de formella kvalifikationerna så ska man också ha en förståelse av yrkets essens, till exempel hur man klär sig, säger Annika Schilling.

Martin Ridderfors är new business director på den kreativa byrån Radon i Stockholm. Han är klädd i en grå T-shirt och jeans.
– Tidigare har jag jobbat på ställen där man haft en formell klädkod, men här är stilen mycket mer casual. Man kan lätt ha sneakers och T-shirt. Det signalerar att vi är nyskapande och hungriga, och om jag skulle klä mig i kavaj här så skulle jag känna mig som en katt bland hermelinerna, säger han.

Hans arbetsplats har ingen formell klädkod, men han tycker ändå att man snabbt märker vad som är en passande klädstil på arbetsplatsen. De som har mycket kontakt med kunder har en lite mer formell klädstil – medan de som är kreatörer kan ta ut svängarna lite mer.
– Ja, det är lite klyschigt att det ser ut så. Men lite av respekt för kunden så kan man ju inte se ut hursomhelst när man har den kontakten. Jag går inte på möte klädd som jag skulle kunna vara om jag bara satt på kontoret, säger Martin Ridderfors.

Just signalerna som kläderna sänder ut är viktigt, enligt Annika Schilling. Hon har studerat konsulters kläder i olika yrken. Eftersom det är en yrkesgrupp som ofta måste byta arbetsplats behöver de snabbt kunna se vilka koder som gäller.
– Ska man till en rörmokare kanske man inte kommer med den kritstrecksrandiga kostymen för då riskerar man att bli en karikatyr. Men ska man till bankens huvudkontor och arbeta så klär man sig så klart på ett helt annat sätt. Konsulter måste verkligen kunna vara kameleonter, säger hon.

Går det att helt strunta i vilka koder som gäller?
– Det kan gå, om man lyckas göra det till sin grej. Det får inte framstå som man inte förstått koden, utan i så fall måste det synas att det är ett medvetet val att avvika från normen.

Källa: DN.se, 30 novembr 2015
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How company culture shapes employee motivation. It doesn’t happen by accident!

Posted in Aktuellt, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on November 27th, 2015 by admin

In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. So most executives manage it according to their intuition.

We’ve found that answering three questions can help transform culture from a mystery to a science:
1) How does culture drive performance?
2) What is culture worth?
3) What processes in an organization affect culture?

In this article, we address each of these to show how leaders can engineer high-performing organizational cultures — and measure their impact on the bottom line.

How does culture drive performance?
After surveying over 20,000 workers around the world, analyzing 50 major companies, conducting scores of experiments, and scouring the landscape of academic research in a range of disciplines, we came to one conclusion: Why we work determines how well we work.

One 2013 study illustrates this well. Researchers asked almost 2,500 workers to analyze medical images for “objects of interest.” They toldcc one group that the work would be discarded; they told the other group that the objects were “cancerous tumor cells.” The workers were paid per image analyzed. The latter group, or “meaning” group, spent more time on each image, earning 10% less, on average, than the “discard” group — but the quality of their work was higher. Reshaping the workers’ motive resulted in better performance.

Academics have studied why people work for nearly a century, but a major breakthrough happened in the 1980s when professors Edward Deci and Richard Ryan from the University of Rochester distinguished the six main reasons why people work. We built on their framework and adapted it for the modern workplace. The six main reasons people work are: play, purpose, potential, emotional pressure, economic pressure, and inertia.

The work of many researchers has found that the first three motives tend to increase performance, while the latter three hurt it. We found that the companies most famous for their cultures — from Southwest Airlines to Trader Joe’s — maximize the good motives, while minimizing the bad ones.

Play is when you are motivated by the work itself. You work because you enjoy it. A teacher at play enjoys the core activities of teaching — creating lesson plans, grading tests, or problem solving how to break through to each student. Play is our learning instinct, and it’s tied to curiosity, experimentation, and exploring challenging problems.
Purpose is when the direct outcome of the work fits your identity. You work because you value the work’s impact. For example, a teacher driven by purpose values or identifies with the goal of educating and empowering children.
Potential is when the outcome of the work benefits your identity. In other words, the work enhances your potential. For example, a teacher with potential may be doing his job because he eventually wants to become a principal.
Since these three motives are directly connected to the work itself in some way, you can think of them as direct motives. They will improve performance to different degrees. Indirect motives, however, tend to reduce it.

Emotional pressure is when you work because some external force threatens your identity. If you’ve ever used guilt to compel a loved one to do something, you’ve inflicted emotional pressure. Fear, peer pressure, and shame are all forms of emotional pressure. When you do something to avoid disappointing yourself or others, you’re acting on emotional pressure. This motive is completely separate from the work itself.

Economic pressure is when an external force makes you work. You work to gain a reward or avoid a punishment. Now the motive is not only separate from the work itself, it is also separate from your identity.
Finally, inertia is when the motive is so far removed from the work and your identity that you can’t identify why you’re working. When you ask someone why they are doing their work, and they say, “I don’t know; I’m doing it because I did it yesterday and the day before,” that signals inertia. It is still a motive because you’re still actually doing the activity, you just can’t explain why.
These indirect motives tend to reduce performance because you’re no longer thinking about the work—you’re thinking about the disappointment, or the reward, or why you’re bothering to do it at all. You’re distracted, and you might not even care about the work itself or the quality of the outcome.

We found that a high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, and inertia. This is known as creating total motivation (ToMo).

Take, for example, an experiment conducted by Teresa Amabile at Harvard. She assembled a group of poets to write a simple short poem on the topic of laughter. Before they wrote anything, she had one group read a list of “play” reasons for being a poet (“you enjoy the opportunity for self-expression” or “you like to play with words”), and she had the other group read a list of emotional and economic pressure reasons (“you want your writing teachers to be favorably impressed with your writing talent” or “you have heard of cases where one bestselling novel or collection of poems has made the author financially secure”). She found that the play group created poems that were later deemed about 26% more creative than the poems of the pressure group. The play group’s higher total motivation made a difference when it came to performance.

How to Measure Total Motivation
We survey employees of an organization, asking six questions–one for each motive. Each question determines how much of each motive a person feels in their work, on a scale between 1 (strongly disagree) and 7 (strongly agree). Then we use the following formula to calculate the individual’s total motivation, which is then used in calculating that of the organization:
(10 x the score for play) + (5 x purpose) + (1 2/3 x potential) – (1 2/3 x emotional pressure) – (5 x economic pressure) – (10 x inertia)

We determined the weighting of each motive by conducting regressions between each motive and performance across industries, and then simplified to build a simple metric that ranges from -100 to 100. The weights demonstrate that the closer the motive is to the work itself, the more it drives performance.

What is culture worth?
Creating a business case for culture isn’t impossible. While it is difficult to measure whether someone is being creative, proactive, or resilient in the moment, it’s actually not difficult to calculate total motivation. Using six questions, one for each motive, we can compute an organization’s ToMo using very simple math (see the sidebar for the calculation) and then determine its impact on performance.

Take for example the airline industry. Players share the same terminals and use the same planes, but customer satisfaction differs widely across carriers. When we measured the total motivation of employees of four major airlines, and compared their cultures with an outcome like customer satisfaction (as measured by the ACSI / University of Michigan), we saw that an organization’s culture (as measured by ToMo) tightly predicted customer satisfaction.

In other words, cultures that inspired more play, purpose, and potential, and less emotional pressure, economic pressure, and inertia, produced better customer outcomes. We saw this play out in retail, banking, telecommunications, and the fast food industry as well. And the impact isn’t limited to customer satisfaction. In one hedge fund, the highest performing portfolio managers had higher total motivation. And in one retail organization we worked with, we found that the difference between a low-ToMo and high-ToMo sales associate was 30% in revenues.

What processes in an organization affect culture?
We have asked thousands of managers how they would define a high-performing culture. Most don’t have a great definition. So here is one: Culture is the set of processes in an organization that affects the total motivation of its people. In a high-performing culture, those processes maximize total motivation. When we measured how different processes affect employees’ total motivation, we learned a couple things:

There is no silver bullet. Many processes affect people’s ToMo at work. By surveying thousands of US workers, we measured how much the elements of a workplace — from how a job is designed to how performance is reviewed — affect ToMo.

What the chart shows is that while we tend to think that leadership matters most to motivation, other processes can have an even bigger impact. The x-axis shows the ToMo scale (which goes from -100 to 100). The grey bars represent the range to which each process affects an employee’s total motivation, as gathered from survey responses. For example, how a role is designed can swing total motivation by 87 points. A badly designed role results in ToMo scores as low as almost -40, whereas a well designed role can result in a ToMo as high as almost 50. That’s huge, given that in many industries, the most-admired cultures tend to have 15 points higher ToMo than their peers.

Some companies make special efforts to design a highly motivating role. Toyota encourages play by giving factory workers the opportunity to come up with and test new tools and ideas on the assembly line. W. L. Gore & Associates gives people free time and resources to develop new ideas. And Southwest Airlines encourages their people to treat each customer interaction as play — perhaps you’ve seen how some flight attendants have turned boring safety announcements into comedy sketches.

The next most sensitive element is the identity of an organization, which includes its mission and behavioral code. For example, Medtronic enables its engineers and technicians to see the medical devices they’ve made in action, so that they can see the purpose of their work. The Chief Talent Officer at UCB Pharmaceuticals told us how he recently started inviting patients to executive meetings, so the people making decisions can see how their work makes a difference. And a Walmart executive told us that he kicked off management meetings by reviewing how much money his division had saved customers—rather than how much money Walmart had made.

The third most sensitive element is the career ladder in an organization. Recently, many companies have concluded that their system of evaluating their people, which drives the promotion process, tends to destroy performance. Systems where employees are stack-ranked or rated against each other will increase emotional and economic pressure, reducing total motivation and thus performance. As a result, companies from Microsoft to Lear are moving away from performance review systems that foster unhealthy competition.

Culture is an ecosystem. The elements of culture interact with and reinforce each other. One example is sales commissions. In general, we found that having a sales commission decreases the ToMo of an individual. However, if that individual also believes that their work materially helps their customers, the commission increases their ToMo. This makes sense through the lens of total motivation: if you don’t believe in what you’re doing, the commission becomes your motive. That’s low-ToMo. If you do believe in what you’re doing, the commission is gravy. It may even help you track your progress, increasing play. That’s high-ToMo.

What leaders can do
Looking at all these processes together, it’s clear that culture is the operating system of an organization. Senior leaders can build and maintain a high-performing culture by teaching managers to lead in highly motivating ways. For example, one study of bank branch managers showed that offering high-ToMo leadership training led to a 20% increase in credit card sales and a 47% increase in personal loan sales. CEOs should make a business case for culture (with a budget) and enlist HR and business leaders to improve the elements that affect culture, from role design to performance reviews.

Even without redesigning processes, however, team leaders can start improving the total motivation of their employees by:
a. Holding a reflection huddle with your team once a week. Teams we’ve worked with hold an hour-long huddle once a week in which each person answers three questions directed at encouraging:
1) Play: What did I learn this week?
2) Purpose: What impact did I have this week?
3) Potential: What do I want to learn next week?

b. Explaining the why behind the work of your team. One executive at a retail store told us she often introduced a new project by saying, “We have to do this because Linda [the boss] asked for it.” This was motivating through emotional pressure, which was hurting her team’s performance. So she started explaining why a project would help the customer instead.

c. Considering how you’ve designed your team’s roles. Does everyone have a space to play? Think about where people should be free to experiment and make that clear. For example, a Starbucks manager told us that he lets each employee experiment with how they connect to each customer, and a bank manager we worked with said he encourages people to suggest process improvements. Then ask if everyone has the opportunity to witness the impact of their work, and think about what might help them build a stronger purpose. Finally, find out where each team member would like to be in two years — and come up with a plan to help their reach their potential.

A great culture is not easy to build — it’s why high performing cultures are such a powerful competitive advantage. Yet organizations that build great cultures are able to meet the demands of the fast-paced, customer-centric, digital world we live in. More and more organizations are beginning to realize that culture can’t be left to chance. Leaders have to treat culture building as an engineering discipline, not a magical one.

Source: HarwardBusinessReview.com, November 2015
Link
More reading about how to measure company culture

Vad är viktigast för god kundservice?

Posted in Aktuellt, Customer care / Kundvård on November 26th, 2015 by admin

Det viktigaste för dagens kundservice är att förenkla hanteringen för kunden – inte att överträffa kundens förväntningar. Dessutom ska man vara medveten om att det är en stor skillnad mellan kundens faktiska ansträngning i en servicesituation och den upplevda ansträngningen, det framgår av CEB:s stora studie.

Chris Herbert, analytiker på CEB, berättar gärna och engagerat om resultatet av företagets stora studie som omfattar över 125 000 kunder, 5 000 kundservicemedarbetare och 100 företag.
– Det där med att kundernas lojalitet ökar genom att man överträffar deras förväntningar är en myt, slår han fast.
new_banner
Med lojalitet menar han att kunderna återkommer för att göra nya köp och dessutom rekommenderar företaget till andra. Alltså något mycket eftersträvansvärt.
– Lojaliteten ökar fram till dess att kunden är nöjd med servicen. Sedan stannar lojaliteten på den nivån. Att satsa på att överträffa kundens förväntningar kostar betydligt mer än det smakar.

Fokusera på att förenkla
Ett mycket vanligt nyckeltal är att mäta kundnöjdhet med NPS (Net Promoter Score), där kunden får ange om hen skulle rekommendera företaget till andra. Det är ett bra sätt att få en helhetsbild, men det är absolut inte ett bra mått för att få en uppfattning om kundlojaliteten enligt Chris Herbert.
– Det viktiga är att fokusera på att göra det enkelt för kunden att få sitt ärende löst. Eller rättare sagt att kunden upplever att det var lätt.

Han förklarar att den faktiska ansträngningen för kunden i ett kundserviceärende enbart står för en tredjedel av kundens upplevelse av kundservice. Resten, alltså två tredjedelar, består av kundens upplevda ansträngning.

Förändra upplevelsen
Något så enkelt som att behöva upprepa sitt kundnummer muntligen när man redan har knappat in det på telefonen kan verka vara en petitess – men det upplevs onödigt och ansträngande av kunden.

Det behöver dock inte innebära att man måste åtgärda själva funktionen i sig, det kan räcka med att förklara varför man ber om numret på nytt – till exempel av säkerhetsskäl.
– För att förenkla sin kundservice är det därför mer effektivt att arbeta med åtgärder som kan förändra upplevelsen, snarare än att fokusera på att ta bort faktiska arbetsmoment för kunden.

Börja med internet
I ett förbättringsarbete ska man enligt Chris Herbert börja med att förenkla den kundservicefunktion man har på internet.
– Vi upptäckte att det finns en utbredd missuppfattning bland företag, eftersom många tror att kunderna föredrar att ha telefonkontakt med kundservice. I verkligheten är det omkring 75 procent som går till webbsidan först för att försöka hitta en lösning på egen hand.

Han menar att många företag behöver bli bättre på att vägleda kunden till rätt kanal för sitt specifika ärende.
– Det finns en trend att erbjuda så många kanaler som möjligt så att kunden kan välja det som passar hen. Det kan verka vettigt, men dagens kund ställs inför allt fler valsituationer i sin vardag. Med många olika kontaktvägar kan det upplevas förvirrande. Företaget måste guida kunden rätt – för målet är att det ska vara enkelt att få ärendet löst.

VÄRT ATT VETA
Sedan 1980-talet har kundservicebranschen mätt tillgänglighet, svarstid, lösningsgrad och bemötande. Sedan ett par år tillbaka mäter man även NPS, Net Promoter Score, där man ställer frågan ”skulle du rekommendera oss till vänner och bekanta?”.
På sistone har lojalitetsmåttet Customer Effort Score, CES, seglat upp som ytterligare ett komplement till de befintliga mätetalen. CES går ut på att kunden får bedöma påståendet ”Vi gjorde det enkelt för dig att lösa ditt ärende” utifrån en sjugradig skala.
Enligt Chris Herbert är CES ett mycket bättre mått på kundlojalitet än NPS – med en nästan dubbelt så bra träffsäkerhet.

Källa: Telia.se, November 2015
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It´s all about execution

Posted in Aktuellt, Executive Coaching, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on November 24th, 2015 by admin

When entrepreneurs come to me with a million dollar idea, I have to tell them that an idea alone is really worth nothing. It’s all about the execution and investors choose people who can execute, or even better, have a history of successful execution. Execution is making things happen and for startups it usually means making change happen, which is even more difficult.

For most people, execution is one of those things that seem obvious after the fact when done correctly but is hard to specify for those trying to learn to do it better. I found a book on this subject, “The 4 Disciplines of Execution,” by Chris McChesney, Sean Covey, and Jim Huling, which seems to talk well to startups as well as the corporate world.

These authors argue effectively that the hard part of executing most strategies is changing human behavior – first the people on your team, then partners, vendors and, most importantly, customers. No startup founder or leader can just order these changes to happen because it isn’t that easy to get other people to change their ways. Changing yourself is tough enough.

Here are four key disciplines that I believe the best entrepreneurs follow to expedite the change and forward progress implicit in the successful execution of a million dollar idea:
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1. Focus always on one or two top priority goals.
We all live with the stark reality that the more we try to do, the less well we do on any of the elements. Thus focus is a natural principle. Narrow you and your team’s focus to one or two wildly important goals and don’t let these get lost in the whirlwind of daily urgent tasks and communications.

2. Identify and act on leading measures first.

Some actions have more impact than others when reaching for a goal. Hold the lagging measures for later (results available after the fact), and focus on lead measures first (predictive of achieving a goal). For example, more customer leads are predictive of more sales revenue later.

3. Define a compelling scoreboard.
People on your team play differently when someone is keeping score, and even better when they are keeping score, and even better when they have defined how their score is measured. This is the discipline of engagement. If the scoreboard isn’t clear, play will be abandoned in the whirlwind of other activities.

4. Create a frequent forum for accountability.
Unless we feel accountability, and see accountability on a regular cadence, it also disintegrates in the daily whirlwind. It’s even better if team members create their own commitments, which become promises to the team, rather than simply job performance. People want to make a contribution and win.
These four disciplines must be implemented as a process, not as an event. That means your team needs to see them as a normal and continuous focus, not a one-time push that fades in the rush of other daily priorities. The team needs to see the process practiced by the startup founder, as well as preached regularly.

Startup founders also need to realize that building and managing a company is quite different from learning to search for and solidify an idea that can grow into a company. Every entrepreneur has to navigate that personal change from thinking to doing to managing.

It’s not only the change from thinking to managing, but also the change and learning from constant iterations. Major changes, called pivots, are terrifying to a team that has put months of constant focus into executing what they thought was a great idea. If you don’t have an execution process, you have chaos.

Overall, every entrepreneur should be concerned if they don’t regularly feel stretched beyond their comfort zone, meaning mastering the art of execution if you are mainly creative, or developing creativity if you are mainly process driven. Don’t forget that the fun and challenge is in the learning, so enjoy the ride. The entrepreneur lifestyle is not meant to be comfortable.

Source: latewatch.com, November 2015
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Ledarskapsförebild? Vad tycker du?

Posted in Aktuellt on November 24th, 2015 by admin

Sydafrikanen Elon Musk har beskrivits som mänsklighetens entreprenöriella frälsare, en självstöpt mångmiljardär med miljömedvetenhet som ligger bakom rymdprogrammet SpaceX och elbilen Tesla.

Om klimattoppmötet i Paris nästa vecka fallerar är det till storföretagen hoppet måste sättas.images (3)

Vem är då denne Musk? Läser man Ashlee Vances biografi ”Elon Musk. Tesla, SpaceX, and the quest for a fantastic future” visar det sig att gränsen mellan messias och Donald Trump-despot kan vara tunn. Bland machobeskrivningarna av Musk framgår bland annat att han jobbar 100 timmar i veckan och har lärt sig att koncentrera kraften bakom sin urinering så att varje toalettbesök varar i max tre sekunder. Och så hans specialitet: om någon klagar på arbetsbelastningen ger Musk denne sparken och tar hans plats – för att visa att det går att vara vd och göra personens jobb samtidigt.

Källa: DN.se, 24 november 2015
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Mobilen kan förstöra din nattsömn

Posted in Aktuellt, Allmänt, Digitalisering / Internet, Technology on November 24th, 2015 by admin

Använder du smartmobilen i sängen? Forskare föreslår att telefoner ska utrustas med ett inbyggt nattfilter, så att du ska kunna vakna utvilad på morgonen.

CP1Ska du bara läsa färdigt kapitlet i e-boken eller titta färdigt på avsnittet av tv-serien innan du ska sova? Det kan förstöra din nattsömn, men ny forskning visar att ett enkelt filter på telefonen kan råda bot på problemet.
Det är forskare vid King’s College i London som har upptäckt att ett filter som gör telefonens skärm mer rödtonad ju senare på kvällen det blir, och att den förändringen ökar kroppens produktion av melatonin som hjälper dig att sova. Därför rekommenderar forskarna telefontillverkare att installera den här typen av filter, eftersom sömnproblem har börjar bli ett folkhälsoproblem.
Redan nu finns det appar som Lux och Twilight i Google Play Store som gör just detta, men forskarna anser att telefontillverkarna borde ta ett ökat ansvar för hur deras produkter påverkar kundernas nattsömn.

Källa: PCtidningen.se, november 2015
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Mångfald och digital kompetens prio för valberedningar

Posted in Aktuellt, Board work / Styrelsearbete on November 23rd, 2015 by admin

Valberedningarnas arbete med att leta fram de bästa styrelseledamöterna går nu in i ett intensiva skede. Digital kompetens och mångfald ser ut att bli två av vårens teman.

Det är drygt ett halvår kvar till årsstämmorna, men arbetet med att dammsuga marknaden på rätt kompetens är redan i full gång.

Swedbank Robur, som sitter i en lång rad valberedningar, kommer föreslå flera ledamotsbyten. Men Marianne Nilsson, vice vd och ansvarig för ägarfrågor, vill inte gå närmare in på exakt i vilka styrelser de kommer driva linjen att byta ut ledamöter.
– Vi sitter själva i flera nya valberedningar i år, det är en effekt av nynoteringar på börsen. Här kan ju ägarförändringar och nya behov göra att det blir aktuellt med förändringar, säger hon.
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Ett ämne som återigen hamnar högt på agendan i många valberedningar är mångfald i de svenska börsbolagens styrelser.
– Jämnare könsfördelning och mångfald är fortsatt på agendan i många bolag, säger Marianne Nilsson.

Valberedningarna har sedan länge haft pressen på sig för att hitta fler kvinnor till styrelserna. Inte minst på grund av regeringens hot om ett lagstiftat krav på minst 40 procent kvinnor i styrelsen.

Johan Strandberg är veteran och sitter i ett antal valberedningar på uppdrag av SEB. Han säger att könsfördelningen i styrelserna blir bättre och bättre, men att det fortsatt kan vara svårt att hitta kvinnor med operativ erfarenhet från industribolag.
– Det har börjat lossna. De senaste två åren har andelen kvinnor ökar med fem procentenheter årligen i de valberedningar där SEB är representerat. Vi ser en klar trend här, säger Johan Strandberg.

Alectas ägaransvarig Ramsay Brufer konstaterar att detta är en ständig fråga, särskilt för bolagen med en låg andel kvinnor i sina styrelser.
– Frågan har funnits med i så många år att den blivit en rutin. Den har alla fokus på, säger Ramsay Brufer.

En annan viktig trend som han ser i år är att många av bolagen letar efter digital kompetens. Men det är relativt svårt att hitta.
– Det är väldigt aktuellt just nu. Och det är en ganska ny kompetens, och få av dem med digital kunskap har även kompetens att sitta i en styrelse. Det finns kandidater, men det är en trång sektor, säger Ramsay Brufer.

Alecta sitter i 16 av storbolagens valberedningar. Bland annat i Investor, H&M, Skanska, Nordea och Swedbank. I år tror Ramsay Brufer inte att det blir några dramatiska förändringar i bolagens styrelser.

– En del är naturlig avgång, någon annan lämnar för att man vill byta fokus, vilket gör att man måste gör någon justering i styrelsen. Men det är inte något stort i något av våra bolag, säger Ramsay Brufer.

Enligt Johan Strandberg på SEB kan fjolårets dramatiska byten på börsbolagens toppositioner påverka styrelseförslagen till vårens stämmor.
– I de allra flesta fall medför inte ett vd-byte att man behöver göra en förändring av styrelsen. I vissa fall där det är speciella omständigheter bakom vd-bytet kan det krävas förändringar i styrelsen också, säger han.

Är man på jakt efter oberoende styrelseledamöter?
– När man tittar på dem vi rekryterat de senaste åren så är det till allra största delen oberoende ledamöter. Sett till de kvinnor vi varit med och nominerat har 80 procent inte suttit i någon annan börsbolagsstyrelse.

Albin Rännar, chef för bolagsbevakningen på Aktiespararna konstaterar att trots de stora förändringarna i Industrivärdensfärens styrelser kan det bli nya ändringar.
– Det blev upp och nedvänt när man började med portföljbolagen istället för med Industrivärden. Det blir fel när man städar en trappa nerifrån. Då stänker det nedåt, säger Albin Rännar.

Han konstaterar att eftersom Anders Nyrén var vd i Industrivärden vid den tidpunkt i våras då man höll stämma i Volvo och i Ericsson blev han omvald i dessa bolag. Och först senare, stod det klart att han fick sluta som vd i Industrivärden.

Vad händer i vår tror du?
– Ja det är spännande. Anders Nyrén är säkert duktig på många sätt, men är inte känd för sitt stora branschkunnande i varken fordonsindustri eller telekom, säger Albin Rännar.

Han konstaterar att det mest naturliga skulle vara om nytillträdda Helena Stjärnholm skulle ha fått sitta på Anders Nyréns styrelseplatser.

Vad kommer hända i Volvo och Ericsson?
– Vi kan inte se någon möjlighet för Nyrén att vara kvar, säger Albin Rännar.

Källa: SvD.se, november 2015
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Five behaviors Corporate Venture Capital practitioners should take to heart

Posted in Aktuellt, Allmänt on November 22nd, 2015 by admin

Corporate Venture Capital is growing and 2015 will probably be the biggest year since 2001!

50(!) new Corporate Venture Capital groups have made their first investment during the first eight months of 2015 according to CB Insight.

NVCA reports that in the first half of 2015 Corporate Venture Capital groups have invested $4 billion into US based Start-ups across 431 deals. That means that almost 20% of all deals had a Corporate VC involved. For more stats and thoughts from NVCA, see president Bobby Franklin’s post.

Corporate Venture Capital growth means that more people are getting into the profession. Being an active CVC the last five years and having discussed best practice with many entrepreneurs and CVC colleagues over the years I wanted to share a couple of behaviors that I believe are important to be successful.

1. Treat entrepreneurs as your most valued resource – which they are
This should be a given, however I’m not sure it’s always the case. The entrepreneurs we invest in are without competition the factor that will make or break the success of us as a CVC. Unless you develop a trusting relationship they won’t share knowledge, spend time on working out deals with the mother company and so on. Getting access and investing in the best entrepreneurs is obviously a crucial and non-trivial part of a great CVC and reputation travels very fast in the small relationship driven Venture industry. A key part of treating them right is being carefulVC with their time. It takes time to learn what activities between portfolio companies and the mother company that creates value. Make sure that the activities are constantly evaluated from a value vs time perspective and don’t push portfolio companies into joint activities that isn’t in their best interest. It is sometimes necessary for the portfolio company to help us convince internal stakeholders during diligence and for new rounds. That’s a part of the game, just be clear with the reason and what’s expected. If you’re Portfolio Company CEOs don’t give you good reviews – you’re pretty much doomed.

2. Keep focus on the external world and avoid getting trapped in endless internal meetings
It is easy to spend way too much time on internal meetings and hard to know what really is important. My rule is that unless there is a clear possibility for a new investment or a partnership with an existing company I try to avoid getting involved. I really think this is in the best interest of the mother company since our unique value add is bringing the power of external entrepreneurship to the company, not be internal consultants/PowerPoint creators.

3. Don’t meddle with Portfolio company strategy
The debate about whether VCs in general add net value or not is interesting and needed. The amount of detailed knowledge needed to advice on general business strategy is really high and since board members/observers don’t think about the business 24/7 it is unlikely that they can point the company in the strategic right direction. This is particularly dangerous with CVC’s because they have industry specific experience and clout, however those experiences most often come from the large company perspective and often translate poorly to the Start-up world. If you as a Start-up use industry best practice you will most likely not win, Start-ups need to compete in new ways. That’s also what makes them attractive to Big companies.

However…

4. Contribute with industry specific information, introductions and credibility
Providing tangible things like industry research and facts, introductions within the value chain and credibility through association on the other hand can be highly valuable. Focus on providing these things rather than getting in to the trap of general business advice is hard but so important. Have the confidence to stay quiet during general business strategy discussions, (which is really really hard), or ask probing questions that help them reflect. I am sure that many CVC practitioners could add significant value to portfolio company strategy but it is easy to get wrong and will take a lot of time. It is simply not a good way to spend time for a CVC. Advice that isn’t well thought through can, especially for a first time CEO, have disastrous effects.

5. Do EVERTYHING you can to make high potential collaborations between your portfolio companies and the mother company successful
It is HARD to get momentum for significant collaborations between portfolio companies and the mother company. Many times it sounds good on a high level during the diligence process but once you get down to the detailed level and actions it rapidly becomes complex. When you finally get traction in both organizations for a joint project with significant potential – work relentlessly to break down barriers that doesn’t have to do with the fundamentals of the deal itself. The classical example is a reorganization within the Mother company that suddenly makes the key people driving the project disappear and a new team needs to be brought up to speed. This is a situation where a CVC really can make a huge difference in getting the new Executives up to speed. Provide that continuity between the organizations. At the same time, don’t push collaborations that don’t make sense for both companies from a financial perspective, in order to understand this we believe that you need to be deeply involved but not controlling. It is a delicate difficult balance but when it works the results will be collaborations that drives themselves and create significant value for both companies. Similar to Venture return in general we have found that there are a few portfolio companies that create almost all strategic benefits – that is why nurturing and fighting for those potential partnerships is so important.

Source: Linkedin.com, November 2015
By: Jonas Landström, Investor at Volvo Group Venture Capital
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The post was originally posted at volvovc.wordpress.com

Speed and scale: Unlocking digital value in customer journeys

Posted in Aktuellt, Customer care / Kundvård, Digitalisering / Internet, Försäljning / Sales, Technology on November 20th, 2015 by admin

Even as organizations assemble digital building blocks for the long term, they also need short-term, pragmatic moves that meet customer expectations and protect core businesses today.

Digitization is a profound transformation. When a global bank reinvented its onboarding process for commercial clients, the results included dramatically reduced costs, a market-beating customer experience—and an exhausted organization wondering how ambitious it should be. Could it repeat what it just went through for the rest of its business? How could it possibly do more than one of these at the same time? Would it take years?

Companies that are achieving digitization at scale have found a better way. They have developed a distinct structure that enables them to digitize their most important customer experiences at scale and at speed—in a consistent way, with consistent resources, to produce consistent results. In doing so they transform much of the rest of their organizations, from product and process design through to technology and culture, becoming truly digital businesses.

Crucially, these companies not only understand the digital stakes confronting them—they also act on that knowledge. Think of how consumers behave in the digital world. Most of us will try a new app once, or maybe twice, and if we can’t get it to work, we abandon it. That behavior leaves companies only one or two chances for their digital offerings to make a good impression and win adoption from their customers.

Yet today’s customers do not want digital versions of the same manual, bureaucratic processes they faced yesterday. They search, download, pay, and listen to music all in one go, so why should their electrical service or car insurance still make them run a gantlet of separate steps for searching, price quotation, purchasing, invoicing, delivery, payment, and activation?

Companies that want to win at digital adoption are therefore recognizing that they must reimagine and digitize entire “customer journeys.” speedThese are the beginning-to-end processes that customers experience in getting the product or service they need, across whichever channels they choose (see sidebar “How many journeys?”).

How many journeys?
Streamlined, simplified journeys show impressive results quickly—usually on several fronts at once. Faster mobile-phone sign-ups raised a telecommunications company’s customer satisfaction by 20 percent and reduced costs by 30 percent. For a European lender, time for account opening and loan approval fell from days to minutes, customer-engagement opportunities rose from once a month to three or four times a week, and IT became far more agile, delivering new releases in a month instead of a year.

A structure for scale and speed
In much the same way that the leap to digital means rethinking how an analog process works, the leap from transforming a single journey to tackling many at once means rethinking how digitization works. Even as the organization is building the new capabilities that digital businesses require, it must deploy its existing capabilities very differently in order to achieve scale and speed. The challenge is to balance all of the conflicting demands.

In our experience, six critical, parallel shifts combine to make digitization more manageable and predictable. Depending on an organization’s starting capabilities and strategic needs, the amount of effort the elements require will naturally vary. But all six are essential to ensure that an organization actually makes the changes, derives their full benefit, and can keep improving once the changes are made.

Start with your story
It begins with a story. From the very earliest stages, the organization needs a consistent way to describe what customers should experience across all of the journeys that they may undertake with the company. This “enterprise customer experience story” will be unique to the company and will distill its strategy, brand, and positioning into practical guidelines that together support the rest of the transformation.

For one North American bank, customer focus groups provided direction by identifying two qualities—accessibility and flexibility—as top priorities in their banking relationships. These became the central theme of the bank’s story, which then informed a series of design choices centering on the first steps customers experienced with the bank.

But the bank then had to determine which possible journeys would, with digitization, most effectively deliver the accessibility and flexibility the story promised. Each journey passed through a series of filters assessing its strategic and customer-experience value, its potential for economies of scale, the regulatory and technological hurdles facing it, and the organization’s readiness to commit adequate financial and leadership resources to it.

The final output of the analysis was a road map for making the journeys a reality, prioritized according to the filters. For the bank, the top priority turned out to be a new onboarding process that would let customers open a “relationship” without naming a specific product or account type.

Sequence your tech transformation
Of all of the changes an organization must make to support digitization, the ones that are the most challenging, time consuming, and resource intensive are in IT. Nowadays, designing a one-off mobile app is fairly easy. The real challenge is to link that app to all of the other channels customers use and to integrate it into back-end systems for everything from authentication to credit scoring and post-sale servicing.

But this is what it means to digitize at scale. Companies must resist two temptations. The first is to try to digitize each journey separately, which only recreates the internal silos that most organizations are trying to break apart. The second is to invest heavily in specific Internet or mobile-channel IT, which usually is unnecessary. Instead, once the company has identified the core journeys it will digitize, it should choose its IT components and its sequencing so that the IT architecture changes naturally as the journeys build on one another.

For example, one way to accelerate digitization and reduce overall costs is to identify horizontal components, such as business-process management (BPM) layers, central administration platforms, or externally facing channels, that can be shared across all the journeys. Similarly, standard components such as eSignature, authentication, or document scanning and data-extraction systems are easily reused across many different journeys and product types.

These ideas led one organization to use its customer onboarding journey as its initial test case. The organization reduced rework and extra expenses for later journeys by modernizing its common BPM architecture and mobile front-end framework up front, and by developing reusable e-archiving and authentication components. It also built in an additional interface layer, which allowed for back-end services developed during later journeys to be connected easily once they were ready. The lessons learned from the test case therefore informed the entire remaining architecture transformation.

Turn, shift, accelerate, and repeat
In the predigital world, a retail chain might renovate its stores on a five- or seven-year cycle. Once a store was done, it stayed done, at least for a while. The leading digital platforms now release major revisions of their operating systems every year, with substantial upgrades every few months. Some update cycles are nearing daily or even hourly frequency, especially for data models and analytics. That rapid adaptation represents a fundamental cultural shift for incumbents in almost every industry, especially in heavily regulated fields in which perfectionism and caution are the default behaviors.

First, the pressure for speed means companies must identify a new type of “MVP”—not the “most valuable player” of sports teams, but the “minimum viable product” of the tech industry. The critical—and, for perfectionist organizations, uncomfortable—tension is between “minimum” and “viable.” Compromise too much on viable and customers will think the new digital option is no option at all. Yet compromising on minimum can be equally dangerous, and more tempting for companies accustomed to longer timelines. Every delay to add extra features leaves openings for faster-moving competitors.

Reconciling the two requires discipline, both to describe a customer need accurately (without excess scope) and to fulfill it efficiently (without excess complexity). And it requires a real change of perspective. For example, digital’s speed alone is a huge advantage: a digital product providing only 80 percent of its analog counterpart’s features may still succeed simply by being 10 or 20 times faster. Furthermore, by the time a digital product could reach 100 percent replication, some of those functions would likely be irrelevant. Accordingly, rather than view digitization as a project with an end date, people must understand it as a continual process of finding the right 80 percent that will help customers now.

Build talent—and your digital ‘factory’
For the cultural change to last, the organization will need to change how it works. This includes acquiring digitally oriented talent and developing their capabilities. It also includes rethinking and streamlining governance, management, and budgeting processes so that the organization can move quickly and innovate.

As many organizations discover, employees who combine business expertise, digital acumen, and the leadership skills necessary to lead a digital journey transformation are rare. Several solutions are possible. One large retailer acquired a few specialized technology companies. A telco relied on a large digital agency to augment roles in areas such as enterprise architecture, while in parallel it hired external talent and trained internal employees. A bank took an even more comprehensive approach by setting up an internal academy to teach a combination of leadership, digital, and execution skills.

But that talent will become frustrated unless enterprise-wide governance models adapt to an environment demanding rapid iteration, learning, testing, and reacting. The solution, as organizations from banks to telcos have found, borrows the lean-management concept of the “work cell.” In a comparatively simple operation, a work cell assembles representatives from the internal groups involved in the beginning-to-end process of, say, mortgage approval—sales, underwriting, credit analysis, document production—into a single team, so that each mortgage can be approved much more quickly and accurately. The employees may continue to report into their respective businesses and functions, but their day-to-day feedback comes from the work cell, and they can move between work cells or from work cells to other parts of the organization as needed.

This same concept works at much larger scale to cover all of the specialties that contribute to a digitization effort: product experts, compliance managers, user-experience designers, coders, financial analysts, and the like. A Southeast Asian telco enabled the work-cell idea by reworking its human-resources practices to provide a clear path for people to join work cells, build experience, and move to other positions. What started as about a dozen specialists expanded to become a full-fledged digital factory that quadrupled the capacity of the digitization program: everything that once happened only on a monthly cadence is now happening within a week.

Create a ‘game plan’ to guide the factory
The digital factory operates as a combination design firm and software hothouse, using the latest methodologies such as design thinking, zero-based process reengineering, and agile software development. But the way the factory works day to day is defined by a “game plan,” a set of standard operating guidelines and methodologies that lay out the required deliverables, governance steps, and working processes—such as which decisions can be made by factory leadership and which require escalation. The goal is a balance between the structured predictability required to transform a large organization and the flexibility and agility required for a rapidly changing digital world (see sidebar “Approaches for execution”).

Approaches for execution
Ideally, a game plan emphasizes three points. First, rather than describing detailed answers, it sets out a series of questions for each transformation stage, framed in a way that suggests specific options but allows for a range of possibilities. Instead of describing compliance steps that wouldn’t all apply to every product, the game plan would ask a few probing questions: What have the compliance specialists for the product area suggested? Did the team adequately challenge the status quo? Were other geographies consulted for solutions to customer or regulator pain points?

The game plan’s second task is to provide a list of templates for important artifacts that should be delivered for each journey, such as market-research summaries, customer-experience design, economic modeling, operational implications, or interface mock-ups. Again, the templates should not be set in stone, but they should balance creativity and flexibility while ensuring that the key questions are answered.

The final and most important requirement for the game plan is to evolve, which can happen only after it is tested. Accordingly, the organization should launch a small-scale factory to start trying the concepts behind the game plan, digitizing real products and making changes to the game plan based on actual experience. Under the best conditions, the game plan becomes a living, breathing asset that is centrally administered while being cocreated by the organization.

One large UK organization tested its game plan for its customer-journey transformations in two very different business units. Even before the transformations were launched, the game plan’s streamlined governance approach and clearly demarked roles and responsibilities reduced stakeholder friction, speeding decisions. Moreover, by allowing both transformations to proceed under similar methodologies and deliverables, managers could more easily compare the journeys and refine the transformation process—and the game plan itself. Continual revisions to the game plan’s step-by-step processes mean that the organization can now launch a new journey transformation in a matter of weeks instead of months.

Track it all the way
Measuring the impact of a large-scale digitization effort is essential to ensure it achieves the dramatic business results that are usually possible. Yet traditional measures of performance will only go so far in supporting the new culture and work habits.

First, the metrics themselves typically must change. Some measures, such as short-term return on investment, may unintentionally discourage the innovation digital requires by discouraging employees from taking risks. Others may impede collaboration. For example, to allocate resources optimally, an organization should abandon promotion metrics that emphasize the number of reports a manager has and instead reward those who reassign team members to high-growth businesses.

Next, reporting must happen faster: once the metrics are aligned with digital’s demands, dashboards will ideally report the relevant data as they come in. Where possible, the organization builds a version of the network-operations centers that govern utility operations. The resulting insights ensure not only that each transformation delivers what it should but also that leaders know where to prioritize their investments. Over time, the organization applies the data for rapid testing and revision cycles to keep improving the digital experience customers actually see.

As part of its digitization process, a manufacturer aggregated a wide range of indicators—everything from batch quality and inventory availability to total full-time employees involved in delivery—into a single, enterprise-wide, real-time dashboard. Management could then divert resources to struggling areas. For example, when a local transformation failed to improve batch quality, leaders could fly in experts from other facilities that had resolved the issue. And, knowing that each facility’s transformation results were highly visible, the new transparency created a constant tension for line managers to deliver results.

Putting it all together
So how does it all come together? One of Europe’s largest banks is winning the adoption game after fully digitizing an entire series of customer journeys. The initial focus of the bank’s digitization story was on relieving retail-banking customers from their most “irritating service requests”—the lost debit cards, forgotten PIN codes, and similar “minor” problems that have a major impact on customer satisfaction and bank resources.

Using standardized components, a small, cross-functional team redesigned the processes underpinning these requests to assemble a mobile solution within six weeks. Rapid adoption boosted confidence in the organization’s newfound digital capabilities, reinforcing the leaders’ message that digitization would dramatically improve customers’ experience. And employees reported that the changes reduced their frustration as well.

The cross-functional team grew to take on more journeys, leading it to redesign the front end of the bank’s digital and mobile channels and deploy analytic tools that allow for more-precise targeting of support and live allocation of call-center specialists. Over a period of 18 months, the team became a combination user-experience center and digital factory, which together employ more than 100 specialists that are now tackling complex journeys in areas such as corporate lending and export finance.

The bank as a whole has completed five of its most important journeys, with the factory now at sufficient scale to work on two major ones simultaneously, each taking between four and five months. The end result, across businesses as diverse as personal credit cards and commercial financing, is that customers report dramatically better experience and higher engagement.

Source: McKinsey.com, November 2015
By: Driek Desmet, Shahar Markovitch, and Christopher Paquette
About the authors: Driek Desmet is a director in McKinsey’s Singapore office, Shahar Markovitch is a principal in the Tel Aviv office, and Christopher Paquette is a principal in the Chicago office.
The authors wish to thank Christian Schröpfer and Edwin van Bommel for their contributions to this article.
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