Changing change management

Posted in Aktuellt, Board work / Styrelsearbete, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on juli 28th, 2015 by admin

Research tells us that most change efforts fail. Yet change methodologies are stuck in a predigital era. It’s high time to start catching up.

Change management as it is traditionally applied is outdated. We know, for example, that 70 percent of change programs fail to achieve their goals, largely due to employee resistance change 2and lack of management support. We also know that when people are truly invested in change it is 30 percent more likely to stick. While companies have been obsessing about how to use digital to improve their customer-facing businesses, the application of digital tools to promote and accelerate internal change has received far less scrutiny. However, applying new digital tools can make change more meaningful—and durable—both for the individuals who are experiencing it and for those who are implementing it.

The advent of digital change tools comes at just the right time. Organizations today must simultaneously deliver rapid results and sustainable growth in an increasingly competitive environment. They are being forced to adapt and change to an unprecedented degree: leaders have to make decisions more quickly; managers have to react more rapidly to opportunities and threats; employees on the front line have to be more flexible and collaborative. Mastering the art of changing quickly is now a critical competitive advantage.

For many organizations, a five-year strategic plan—or even a three-year one—is a thing of the past. Organizations that once enjoyed the luxury of time to test and roll out new initiatives must now do so in a compressed period while competing with tens or hundreds of existing (and often incomplete) initiatives. In this dynamic and fast-paced environment, competitive advantage will accrue to companies with the ability to set new priorities and implement new processes quicker than their rivals.

The power of digital to drive change
Large companies are increasingly engaged in multiple simultaneous change programs, often involving scores of people across numerous geographies. While traditional workshops and training courses have their place, they are not effective at scale and are slow moving.

B2C companies have unlocked powerful digital tools to enhance the customer journey and shift consumer behavior. Wearable technology, adaptive interfaces, and integration into socialchange 3 platforms are all areas where B2C companies have innovated to make change more personal and responsive. Some of these same digital tools and techniques can be applied with great effectiveness to change-management techniques within an organization. Digital dashboards and personalized messages, for example, can build faster, more effective support for new behaviors or processes in environments where management capacity to engage deeply and frequently with every employee is constrained by time and geography.

Digitizing five areas in particular can help make internal change efforts more effective and enduring.

1. Provide just-in-time feedback

The best feedback processes are designed to offer the right information when the recipient can actually act on it. Just-in-time feedback gives recipients the opportunity to make adjustments to their behavior and to witness the effects of these adjustments on performance.

Consider the experience of a beverage company experiencing sustained share losses and stagnant market growth in a highly competitive market in Africa. The challenge was to motivate 1,000-plus sales representatives to sell with greater urgency and effectiveness. A simple SMS message system was implemented to keep the widely distributed sales reps, often on the road for weeks at a time, plugged into the organization. Each rep received two to three daily SMS messages with personalized performance information, along with customer and market insights. For example, one message might offer feedback on which outlets had placed orders below target; another would alert the rep to a situation that indicated a need for increased orders, such as special events or popular brands that were trending in the area. Within days of implementing the system, cross-selling and upselling rates increased to more than 50 percent from 4 percent, and within the first year, the solution delivered a $25 million increase in gross margin, which helped to swing a 1.5 percent market-share loss into a 1 percent gain.

2. Personalize the experience

Personalization is about filtering information in a way that is uniquely relevant to the user and showing each individual’s role in and contribution to a greater group goal. An easy-to-use system can be an effective motivator and engender positive peer pressure.

This worked brilliantly for a rail yard looking to reduce the idle time of its engines and cars by up to 10 percent. It implemented a system that presented only the most relevant information to each worker at that moment, such as details on the status of a train under that worker’s supervision, the precise whereabouts of each of the trains in the yard, or alerts indicating which train to work on. Providing such specific and relevant information helped workers clarify priorities, increase accountability, and reduce delays.

3. Sidestep hierarchy

Creating direct connections among people across the organization allows them to sidestep cumbersome hierarchal protocols and shorten the time it takes to get things done. It also fosters more direct and instant connections that allow employees to share important information, find answers quickly, and get help and advice from people they trust.

In the rail-yard example, a new digital communications platform was introduced to connect relevant parties right away, bypassing middlemen and ensuring that issues get resolved quickly and efficiently. For example, if the person in charge of the rail yard has a question about the status of an incoming train, he or she need only log into the system and tap the train icon to pose the question directly to the individuals working on that train. Previously, all calls and queries had to be routed through a central source. This ability to bridge organizational divides is a core advantage in increasing agility, collaboration, and effectiveness.

4. Build empathy, community, and shared purpose

In increasingly global organizations, communities involved in change efforts are often physically distant from one another. Providing an outlet for colleagues to share and see all the information related to a task, including progress updates and informal commentary, can create an important esprit de corps.

Specific tools are necessary to achieve this level of connectivity and commitment. Those that we have seen work well include shared dashboards, visualizations of activity across the team, “gamification” to bolster competition, and online forums where people can easily speak to one another (for example, linking a Twitter-like feed to a work flow or creating forums tied to leaderboards so people can easily discuss how to move up in the rankings).

This approach worked particularly well with a leading global bank aiming to reduce critical job vacancies. The sourcing team made the HR process a shared experience, showing all stakeholders the end-to-end view—dashboards identifying vacancies; hiring requisitions made and approved; candidates identified, tested, and interviewed; offers made and accepted; and hire letters issued. This transparency and openness built a shared commitment to getting results, a greater willingness to deliver on one’s own step in the process, and a greater willingness to help one another beyond functional boundaries.

5. Demonstrate progress

Organizational change is like turning a ship: the people at the front can see the change but the people at the back may not notice for a while. Digital change tools are helpful in this case to communicate progress so that people can see what is happening in real time. More sophisticated tools can also change 2show individual contributions toward the common goal. We have seen how this type of communication makes the change feel more urgent and real, which in turn creates momentum that can help push an organization to a tipping point where a new way of doing things becomes the way things are done.

Digital tools and platforms, if correctly applied, offer a powerful new way to accelerate and amplify the ability of an organization to change. However, let’s be clear: the tool should not drive the solution. Each company should have a clear view of the new behavior it wants to reinforce and find a digital solution to support it. The best solutions are tightly focused on a specific task and are rolled out only after successful pilots are completed. The chances of success increase when management actively encourages feedback from users and incorporates it to give them a sense of ownership in the process.

Source:, 28 July 2015
Authors: Boris Ewenstein, Wesley Smith, and Ashvin Sologar
About the authors: Boris Ewenstein is a principal in McKinsey’s Johannesburg office, where Wesley Smith is a consultant and Ashvin Sologar is an associate principal.

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What makes a leader?

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on juli 27th, 2015 by admin

What makes someone a leader anyway?

Such a simple question, and yet it continues to vex some of the best thinkers in business. We’ve written several books on leadership, and yet it’s a rare thing to actually pause to define leadership.

Let’s start with what leadership is not…
Leadership has nothing to do with seniority or one’s position in the hierarchy of a company. Too many talk about a company’s leadership referring to the senior most executives in the organization. They are just that, senior executives. Leadership doesn’t automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

Leadership has nothing to do with titles. Similar to the point above, just because you have a C-level title, doesn’t automatically make you a “leader.” We often stress the fact that you don’t need a title to lead. You can be a leader in your workplace, your neighborhood, or your family, all without having a title.

Leadership has nothing to do with personal attributes. Say the word “leader” and most people think of a domineering, take-charge, charismatic individual. People often think of icons from history like General Patton or President Lincoln. But leadership isn’t an adjective. We don’t need to be extroverted or charismatic to practice leadership. And those with charisma don’t automatically lead.

Leadership isn’t management. This is the big one. Leadership and management are not synonymous. You have 15 people in your downline and P&L responsibility? Good for you, hopefully you are a good manager. Good management is needed. Managers need to plan, measure, monitor, coordinate, solve, hire, fire, and so many other things. Managers spend most of their time managing things. Leaders lead people.

So, again, what makes a leader?
Let’s see how some of the most respected business thinkers ofChurchill our time define leadership, and let’s consider what’s wrong with their definitions.

Peter Drucker: “The only definition of a leader is someone who has followers.”

Really? This instance of tautology is so simplistic as to be dangerous. A new Army Captain is put in the command of 200 soldiers. He never leaves his room, or utters a word to the men and women in his unit. Perhaps routine orders are given through a subordinate. By default his troops have to “follow” orders. Is the Captain really a leader? Commander yes, leader no. Drucker is of course a brilliant thinker, but his definition is too simple.

Warren Bennis: “Leadership is the capacity to translate vision into reality.”

Every spring you have a vision for a garden, and with lots of work carrots and tomatoes become a reality. Are you a leader? No, you’re a gardener. Bennis’ definition seems to have forgotten “others.”

Bill Gates: “As we look ahead into the next century, leaders will be those who empower others.”

This definition includes “others” and empowerment is a good thing. But to what end? We’ve seen many empowered “others” in life, from rioting hooligans to Google workers who were so misaligned with the rest of the company they found themselves unemployed. Gates’ definition lacks goals and vision.

John Maxwell: “Leadership is influence – nothing more, nothing less.”

We like minimalism but this reduction is too much. A robber with a gun has “influence” over his victim. A manager has the power to fire team members which provides a lot of influence. But does this influence make a robber or a manager a leader? Maxwell’s definition omits the source of influence.

So what is leadership?
DEFINITION: Leadership is a process of social influence which maximizes the efforts of others toward the achievement of a greater good.

Notice the key elements of this definition:
1. Leadership stems from social influence, not authority or power.
2. Leadership requires others, and that implies they don’t need to be “direct reports.”
No mention of personality traits, attributes, or even a title; there are many styles, many paths to effective leadership.
It includes a greater good, not influence with no intended outcome.
3. Leadership is a mindset in action. So don’t wait for the title. Leadership isn’t something that anyone can give you—you have to earn it and claim it for yourself.

Source:, July 2015
Author: Kevin Kruse
About the author: Kevin Kruse is a NYT bestselling author, accomplished speaker, and expert in employee engagement and leadership. Download free articles at his website

Är du en fegis som chef?

Posted in Uncategorized on juli 26th, 2015 by admin

Att arbeta för en feg chef kan både försura vardagen och kedja fast dig i karriären. Affärsmagasinet Forbes har listat fem tecken på att du har en feg chef.

1) Hen protesterar aldrig mot högre chefer
Att följa instruktioner utan att tänka själv och protestera när så är nödvändigt är inte ett tecken på ledarskap. Om din närmsta chef omedelbart implementerar varje idé som någon högre upp i näringskedjan kommer på är hen endast den främste arbetaren och inte en ledare.
2) Hen ber om ursäkt för att inte stå på sig
En feg chef förväntar sig att du ska förstå varför han inte står på sig och protesterar när dåliga saker händer. Det finns alltid ett sätt att rationalisera sitt beteende.

Hen säger endast vad folk vill höra
Ett enkelt sätt att undvika konflikter är att helt enkelt säga vad folk vill höra. Det är dock inte ett särskilt konstruktivt sätt att leda på så försök istället hitta en chef som vågar säga sanningen.

De riskerar aldrig sitt ”politiska kapital” för någon annan
En feg chef vågar aldrig riskera sitt uppbyggda förtroende för något annat än att förstärka sin egen position. Ett sätt att hantera det här är att försöka få din chef att tro att idén var hens redan från början. På så sätt är det i hens intresse att agera och personen kommer också göra det.

Hen tvekar inte inför att offra andra
Det tydligaste tecknet på att chefen är en fegis är att hen är beredd att offra vem som helst för att rädda sitt eget skinn. När personen visar hur lätt hen har att sätta kniven i ryggen på någon är det hög tid att packa väskan och lämna.

Källa:, 25 juli 2015

Companies today are rushing headlong to become more digital. But what does digital really mean?

Posted in Aktuellt, Digitalisering / Internet, Executive Team / Ledningsgruppsarbete, Strategy implementation / Strategiimplementering on juli 23rd, 2015 by admin

Everyone wants to go digital. The first step is truly understanding what that is.
Digital 3
For some executives, it’s about technology. For others, digital is a new way of engaging with customers. And for others still, it represents an entirely new way of doing business. None of these definitions is necessarily incorrect. But such diverse perspectives often trip up leadership teams because they reflect a lack of alignment and common vision about where the business needs to go. This often results in piecemeal initiatives or misguided efforts that lead to missed opportunities, sluggish performance, or false starts.

Even as CEOs push forward with their digital agendas, it’s worth pausing to clarify vocabulary and sharpen language. Business leaders must have a clear and common understanding of exactly what digital means to them and, as a result, what it means to their business (for a deeper look at how companies can develop meaningful digital strategies and drive business performance, see “Raising your Digital Quotient”).

It’s tempting to look for simple definitions, but to be meaningful and sustainable, we believe that digital should be seen less as a thing and more a way of doing things. To help make this definition more concrete, we’ve broken it down into three attributes: creating value at the new frontiers of the business world, creating value in the processes that execute a vision of customer experiences, and building foundational capabilities that support the entire structure.

Creating value at new frontiers
Being digital requires being open to reexamining your entire way of doing business and understanding where the new frontiers of value are. For some companies, capturing newDigital 2 frontiers may be about developing entirely new businesses in adjacent categories; for others, it may be about identifying and going after new value pools in existing sectors.

Unlocking value from emerging growth sectors requires a commitment to understanding the implications of developments in the marketplace and evaluating how they may present opportunities or threats. The Internet of Things, for example, is starting to open opportunities for disrupters to use unprecedented levels of data precision to identify flaws in existing value chains. In the automotive industry, cars connected to the outside world have expanded the frontiers for self-navigation and in-car entertainment. In the logistics industry, the use of sensors, big data, and analytics has enabled companies to improve the efficiency of their supply-chain operations.

At the same time, being digital means being closely attuned to how customer decision journeys are evolving in the broadest sense. That means understanding how customer behaviors and expectations are developing inside and outside your business, as well as outside your sector, which is crucial to getting ahead of trends that can deliver or destroy value.

Creating value in core businesses
Digital’s next element is rethinking how to use new capabilities to improve how customers are served. This is grounded in an obsession with understanding each step of a customer’s purchasing journey—regardless of channel—and thinking about how digital capabilities can design and deliver the best possible experience, across all parts of the business. For example, the supply chain is critical to developing the flexibility, efficiency, and speed to deliver the right product efficiently in a way the customer wants. By the same token, data and metrics can focus on delivering insights about customers that in turn drive marketing and sales decisions.

Critically, digital isn’t about just working to deliver a one-off customer journey. It’s about implementing a cyclical dynamic where processes and capabilities are constantly evolving based on inputs from the customer, fostering ongoing product or service loyalty. Making this happen requires an interconnected set of four core capabilities:

Proactive decision making. Relevance is the currency of the digital age. This requires making decisions, based on intelligence, that deliver content and experiences that are personalized and relevant to the customer. Remembering customer preferences is a basic example of this capability, but it also extends to personalizing and optimizing the next step in the customer’s journey. Data providers such as ClickFox, for example, blend data from multiple channels into one view of what customers are doing and what happens as a result. In the back office, analytics and intelligence provide near-real-time insights into customer needs and behaviors that then determine the types of messages and offers to deliver to the customer.

Contextual interactivity. This means analyzing how a consumer is interacting with a brand and modifying those interactions to improve the customer experience. For example, the content and experience may adapt as a customer shifts from a mobile phone to a laptop or from evaluating a brand to making a purchasing decision. The rising number of customer interactions generates a stream of intelligence that allows brands to make better decisions about what their customers want. And the rapid rise of wearable technology and the Internet of Things represents the latest wave of touchpoints that will enable companies to blend digital and physical experiences even more.

Real-time automation. To support this cyclical give-and-take dynamic with customers and help them complete a task now requires extensive automation. Automation of customer interactions can boost the number of self-service options that help resolve problems quickly, personalize communications to be more relevant, and deliver consistent customer journeys no matter the channel, time, or device. Automating the supply chain and core business processes can drive down costs, but it’s also crucial to providing Digital 3companies with more flexibility to respond to and anticipate customer demand.

Journey-focused innovation. Serving customers well gives companies permission to be innovative in how they interact with and sell to them. That may include, for example, expanding existing customer journeys into new businesses and services that extend the relationship with the customer, ideally to the benefit of both parties. These innovations in turn fuel more interactions, create more information, and increase the value of the customer-brand relationship.

Building foundational capabilities
The final element of our definition of digital is about the technological and organizational processes that allow an enterprise to be agile and fast. This foundation is made up of two elements:

Mind-sets. Being digital is about using data to make better and faster decisions, devolving decision making to smaller teams, and developing much more iterative and rapid ways of doing things. Thinking in this way shouldn’t be limited to just a handful of functions. It should incorporate a broad swath of how companies operate, including creatively partnering with external companies to extend necessary capabilities. A digital mind-set institutionalizes cross-functional collaboration, flattens hierarchies, and builds environments to encourage the generation of new ideas. Incentives and metrics are developed to support such decision-making agility.

System and data architecture. Digital in the context of IT is focused on creating a two-part environment that decouples legacy systems—which support critical functions and run at a slower pace—from those that support fast-moving, often customer-facing interactions. A key feature of digitized IT is the commitment to building networks that connect devices, objects, and people. This approach is embodied in a continuous-delivery model where cross-functional IT teams automate systems and optimize processes to be able to release and iterate on software quickly.

Digital is about unlocking growth now. How companies might interpret or act on that definition will vary, but having a clear understanding of what digital means allows business leaders to develop a shared vision of how it can be used to capture value.

Source:, July 2015
Authors: Karel Dörner and David Edelman
About the authors: Karel Dörner is a principal in McKinsey’s Munich office, and David Edelman is a principal in the Boston office.

What about your customers? What do they want from you tomorrow? How do they rate your market communication?
Don`t hesitate to get in touch with us at 3S and we will help you to find out.

Social is something you are, not a tool you use.

Posted in Aktuellt, Allmänt on juli 16th, 2015 by admin

We’ve got all the tools implemented, but people don’t use them! What’s wrong?

Unfortunately, this is not too uncommon a statement. Organizations buy and install software for internal collaboration, pay the bill and then pray that staff will find them and use them just because they are there.

Sure, some curious enthusiasts may find the new “cool tools” but you will not reach widespread adoption for a very long time unless you supplement the social enablement with changes to the way the organization works and with communication and motivation for the employees.
Watching several sessions from IBM Connect in January 2012 on Livestream triggered me to summarize some input from there and adding some of my own.

The mindset you should encourage carries a set of characteristics:

Show trust in others to earn trust by others (and be worthy of trusting, of course) – Guy Kawasaki
All positive, productive relations and social interactions are based on mutual trust. The fastest way to gain the trust by others is to start displaying trust in them. This goes for companies trusting their customers (generous return policies to encourage trying of products as in Guy Kawasaki’s examples) as well as executives trusting their associates with not misusing the openness of social intranets.

Default to openness – Chris from Lowe’s (sorry, I didn’t get his family name)
Is there a good reason to keep “it” under wraps? No? Then work “out loud” as Lowe’s called it. Let others see what you’re working on and what you have achieved. Save your documents as public files, make your bookmarks public, update your status frequently. If there is no reason to keep it to yourself, you may just as well let your work speak for you. And, you never know who may stumble over it and be able to help you improve it or get unstuck. At the same time, your work may be useful to someone else, increasing efficiency and maybe inspiring to new and better ways of doing things.

Default to “yes” – Guy Kawasaki
Being positive pays back. If you respond positively when others ask you for help or favours (within your capacity of course – because not delivering on promises is not good for building trust). If you help out when you can, your network will help you out when you need it. Maybe not exactly the same person you helped out the other day, but since your positive attitude has been on public display, your “karma-account” will be positive.

Dialogue, not monologue
Monologues may communicate your experience or view to others, but they aren’t great for building relations. Just how popular is the guy at parties who keeps talking about himself and listens to nobody else? Just like offline social life, being social online is a matter of listening and responding. It’s a new medium for behaviours man has cultivated for centuries.


Inom 20 år har 53 procent av dagens svenska jobb automatiserats.

Posted in Aktuellt, Digitalisering / Internet, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap, Strategy implementation / Strategiimplementering, Technology on juli 16th, 2015 by admin

Den digitala revolutionen har bara sett sin början. Förändringstakten ökar dramatiskt och affärsidéer som vår hjärna tidigare inte kunnat föreställa sig är plötsligt verklighet. Brains blickar in i framtiden och söker svar på vilket Sverige vi vaknar upp till år 2050.

Exakt vad är det du ser framför dig när du tänker på framtiden? Virtual realitysex, piller som ersätter måltider, flygande bilar eller Google-glasögon? Oavsett din framtidsvision är det troligt att den har digitala förtecken. Christian Sandström är forskare på Ratio, näringslivets forskningsinstitut. Hans arbete handlar om disruptiva teknikskiften. Han har sett flera branscher förändras i grunden på grund av digitaliseringen.Vi frågade honom hur avgörande den egentligen är:
– Såhär: Ångmaskinen gav oss människor möjligheter att kontrollera materia. Vi fick en större fysisk kraft än den som finns i våra muskler. Digitaliseringen fungerar på samma sätt, men i stället för muskelkraft får vi nu en ökad intellektuell kraft. Det får fullständigt genomgripande konsekvenser för vad vi människor kan förstå och göra.
future 1
Futurologen Magnus Lindkvist berättar:
– Angry birds … Hade jag pratat med min farfar om ’arga fåglar’ hade han sett något helt annat framför sig än mobilspelet. Att tro att vi kan se in i framtiden är en villfarelse. Allt vi tänker om framtiden baseras på saker vi redan ser här och nu och därför kan föreställa oss. Framtidstänkande handlar om att försöka utforska det otänkbara.Vi är låsta vid enfaktors tänkande, förklarar Magnus Lindkvist. Våra hjärnor klarar bara att lägga till – eller dra ifrån – en sak från företeelser som vi redan har.

– En bank som bara finns i mobilen? Ja, det kan jag tänka mig. En bank som bara finns i mobilen och inte hanterar pengar? Nej, det låter konstigt, vad skulle den göra? Ska vi tänka framtid på riktigt är det fyra, fem, sex faktorer framåt vi måste lyckas ta oss i tanken. Att göra det är i princip omöjligt. Vi har alltså ingen aning om hur Sverige och världen kommer att fungera år 2050. Men vi vet att hastigheten i förändringstakten hela tiden ökar, säger Christian Sandström:
– Vi bör nog fundera över hur vi byggt våra samhällen och vad vi förväntar oss av våra arbetsliv. 2007 när jag började doktorera hade Nokia en marknadsandel på 40 procent av mobilmarknaden. Tonåringar idag vet inte vad Nokia är. Tekniken förändrar sig snabbare än vi människor förändrar oss.

Nicke Rydgren, Head of Professional Services på Bisnode, tror att företag som vill möta framtiden måste lyckas inkorporera smartare informationshantering i kärnaffären.

– I dag möts inte köpare och säljare särskilt effektivt. Till exempel är reklam otroligt ineffektivt när man tänker på det. Jag tror på en automatiserad process i framtiden där relevant information om människors preferenser ”handlas” mellan individer, företag och organisationer, säger han. Han ser framför sig hur människor själva styr vilken information om dem och deras preferenser, exempelvis vad de vill köpa, som delas och sprids till företag. Målet är att företag ska nå rätt kunder och att kunder inte ska behöva störas av irrelevant information. Men, de ska inte heller behöva anstränga sig för att få den information de vill ha.

– Jag tror att företag kommer behöva fler matematiker och analytiker för att kunna hantera detta. Säljpersoner kommer också att behövas men de kommer att jobba med mer kreativa strukturer – strukturtänkandet kommer att bli viktigare och fler människor kommer att jobba med kvalitativ och kvantitativ analys, säger Nicke Rydgren på Bisnode.

Nära hälften av alla företagsekonomer, marknadsförare och personaltjänstemän i Sverige kan inom en snar framtid försvinna från arbetsplatserna på grund av nya smarta dator- och robotsystem.

En forskningsrapport från Stiftelsen för strategisk forskning som publicerades förra året visar att nära 2,5 miljoner svenska jobb kommer att ersättas av datorer inom en 20-årsperiod. Anledningen till den dramatiska siffran är bland annat att Sverige har en stor andel industrijobb som kan utföras Citatav smarta datorer och robotar. future 2Försäljare, detaljhandel och demonstratörer är den gruppen där flest människor väntas bytas ut till förmån för automatiserade processer.

Ett exempel på detta är Google som har ersatt traditionell personalintensiv försäljning av medieannonsering med ett automatiserat auktionsförfarande för annonsförsäljning. Samma system används i dag av stora mediekoncerner som Schibstedt och Bonnier. Teknikskiftet kan å ena sidan minska antalet arbetstillfällen inom vissa kategorier men även fungera som en hävstång inom andra områden.

Exempelvis kan en vd eller en matematiker bli mer produktiv till följd av datoriseringen och på så sätt bli mer attraktiva. Yrken som kräver fingerfärdighet, social förmåga, förmåga att övertala och omhändertagande har lägst sannolikhet att ersättas av tekniken.

Drivna, smarta människor blir mindre sugna på att gå den långa vägen uppåt som anställda i stora företag, enligt Christian Sandström på Ratio:
– I och med it-boomen på 1990-talet fick vi en entreprenörskult i Sverige. Innan dess sågs småföretagare nästan som fifflare. Jag ser det omkring mig konstant: De duktigaste, mest ambitiösa, hårdast arbetande människorna jag känner har ensak gemensamt – de jobbar inte för stora företag. De gör något själva i stället. Jag tror inte att stora svenska företag är helt med på det där, de tror fortfarande att drömmen är att bli vd för Volvo efter en lång karriär som börjar som trainee, anställd, sen mellanchef, sen ledningsgrupp … Många företag behöver ta en funderare på vilken sorts människor de vill attrahera och hur de ska lyckas med det.

Det är mycket som är absurt och föråldrat med vardagslivet 2015. Alla åker till köpcentret i varsin bil, alla handlar mat och åker hem till sig och lagar den. Allt sånt där hoppas jag blir mer effektivt i framtiden: att kylskåpet känner av vad som saknas till exempel. Och färdiglagad mat som har så dåligt rykte i dag tror jag kommer att vara den nyttigaste och bästa maten i framtiden. Kombinationer av modernitet och teknik paras ihop med det som är miljömässigt smartast, säger Nicke Rydgren på Bisnode.

Christian Sandström, forskare på Ratio, om vardagen 2050:
– Nej, varför ska vi åka och handla saker själva? Varför ska vi äga våra bilar? Varför ska vi äga saker alls, ha en bokhylla full med böcker, varför ska det vara massproduktion och masskonsumtion år 2050 … Det har jag svårt att se.

Svenska jobb automatiseras
Inom 20 år har 53 procent av dagens svenska jobb automatiserats. Det kommer Stiftelsen för strategisk forskning fram till i sin studie om automatisering, digitalisering och robotisering av arbetsmarknaden. Lägst sannolikhet att ersättas har konstnärliga yrken.


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Getting a sharper picture of social media’s influence

Posted in Aktuellt, Customer care / Kundvård, Digitalisering / Internet, Försäljning / Sales, Strategy implementation / Strategiimplementering, Technology on juli 15th, 2015 by admin

New research shows that buzz plays a greater role than previously thought in getting consumers to buy and that the pool of the most effective influencers is largely untapped.

Over the past decade, marketers have increasingly turned to social-media networks like Facebook and Twitter to create buzz around their products. But what impact do tweets and other recommendations have on sales, and how can companies get a bigger return on their investments in these important channels?

sm 2To get a clearer view, we examined the purchase decisions of 20,000 European consumers, across 30 product areas and more than 100 brands, in 2013 and 2014. Respondents were asked how significantly social media influenced their decision journeys and about instances when they themselves recommended products.1 We found that the impact of social media on buying decisions is greater than previously estimated and growing fast, but that its influence varies significantly across product categories. Moreover, only a small slice of social influencers are creating the buzz.

A growing importance
Social recommendations induced an average of 26 percent of purchases across all product categories, according to our data. That’s substantially higher than the 10 to 15 percent others have estimated.2 For the 30 product categories we studied, roughly two-thirds of the impact was direct; that is, recommendations played a critical role at the point of purchase. The remaining third was indirect: social media had an effect at earlier decision-journey touch points—for example, when a recommendation created initial awareness of a product or interactions with friends or other influencers helped consumers to compare product attributes or to evaluate higher-value features. We found that in 2014, consumers made 10 percent more purchases on the back of social-media recommendations than they had in 2013.

Nuances are essential
Consumers, we found, access social media to very different degrees in different product categories. At the low end, only about 15 percent of our respondents reported using social media in choosing utility services. For other categories, such as travel, investment services, and over-the-counter drugs, 40 to 50 percent of consumers looked to social recommendations.

Product categories tend to have their own discrete groups of influencers. Our data showed that the overlap of recommenders between any two consumer categories was very small—a maximum of 15 percent for any two pairs of products we analyzed. Timing matters as well: a first-time purchaser, for example, is roughly 50 percent more likely to turn to social media than a repeat buyer.

While the role of digital influence is expanding, the analog world remains important. Among the more than 100 brands we studied, about half of the recommendations were made offline—in person or by phone. Offline conversations were up to 40 percent more likely than digital interactions to influence purchase decisions of products such as insurance or utilities.

Power influencers and the long tail
Our research shows that 10 percent of the active influencers accounted for 24 percent of the total recommendations, tweets, “likes,” and so forth. These power users are even more significant for product categories such as shoes and clothing: 5 percent of the recommenders accounted for 45 percent of the social influence generated. The upshot is that in most product categories, there’s a substantial long tail of less active recommenders who could be spurred on to greater engagement.

Navigating in a changing environment
As companies look to maximize returns from their social strategies, they can both encourage would-be customers to engage in more social interactions and inspire more influencers to express enthusiasm for their products.

On the demand side, our research suggests that online articles written by journalists prompt consumers to seek outsm 1 social media to further inform purchases (and that public-relations spending to generate such articles may be a worthwhile investment). Consumers who use search engines to gain some initial knowledge of a product are also more likely to tune in to social media before a purchase. Companies that spend effectively on search-engine optimization (to move their product mentions to the top of search results) can expect to benefit from a greater social-media impact, as well.

Television advertising, by contrast, tends to act as a substitute for social media rather than complementing it. Relatively few customers were prompted to seek out social influences after viewing a TV spot.3
On the supply side, prompting the long tail of less active influencers may require creativity and a greater use of data analytics. Our research found, paradoxically, that if companies allowed endorsements only, they generated a less strong response than companies that invited any sort of comment. Positive remarks were three times more numerous than negative ones, and some companies demonstrated that they could turn negative vibes to their advantage by responding quickly.

Other companies are amplifying positive noise by making the recommenders’ data “speak.” Through machine learning and the application of advanced analytics to recommenders’ profiles, they obtain a granular understanding of product preferences and purchasing behavior. That analysis becomes a key input into sophisticated recommendation engines that identify potential customers and send them messages such as “purchasers like you bought this appliance” at key points along the decision journey. These engines are highly effective at converting customers,4 though with an important caveat: the influence the engines generate can be as much as 75 percent lower if messages aren’t highly personalized and targeted.

The pathways of social influence are shifting constantly. Looking ahead, better mobile devices and more robust social applications will make it even easier to share experiences about products and services. Companies can’t afford to fall behind this powerful curve.

Source:, July 2015
By Jacques Bughin
About the author: Jacques Bughin is a director in McKinsey’s Brussels office.

Using data to keep employees happy

Posted in Aktuellt, Leadership / Ledarskap on juli 9th, 2015 by admin

Power to the new people analytics

Techniques used to mine consumer and industry data may also let HR tackle employee retention and dissatisfaction.

The latest data and analytics buzz comes from the field of advanced HR analytics, where the application of new techniques and new thinking to talent management is becoming more mainstream. The implications are dramatic because talent management in many businesses has traditionally revolved around personal relationships or decision making based on experience—not to mention risk avoidance and legal compliance—rather than deep analysis. Advanced analytics provides a unique opportunity for human-capital and human-resources professionals to position themselves as fact-based strategic partners of the executive board, using state-of-the-art techniques to recruit and retain the great managers and great innovators who so often drive superior value in companies.
happy 2
Some leading organizations we know are already using advanced HR analytics successfully in certain talent-management areas. A leading healthcare organization, for example, has used these techniques to generate more than $100 million in savings while simultaneously improving the engagement of its workforce. The organization found that highly variable and unequal compensation levels were disturbing employees and driving high rates of attrition. Once the data analytics had identified an optimal minimum and maximum compensation threshold, the healthcare group increased the engagement and productivity of its employees—and reduced not only their rate of attrition but also its total compensation expenditures.

Another company we know reduced its retention bonuses by $20 million—and employee attrition by half—thanks to the use of predictive behavioral analytics. Through this process, and contrary to expectations, the company found that limited investment in management and employee training, and inadequate recognition, were the main drivers of staff defections. Expensive retention bonuses, to which the company had resorted in desperation, were simply an ineffective and costly Band-Aid. Many companies conventionally try to tackle retention issues by conducting in-depth exit interviews. The important advantage of the new analytics techniques over that approach is that they are predictive, rather than reactive, and they provide more objective information than the more qualitative findings of a one-on-one discussion.

At McKinsey, we’ve been developing our own approach to retention: to detect previously unobserved behavioral patterns, we combine various data sources with machine-learning algorithms. We first held workshops and interviews to generate ideas and a set of hypotheses. Over time, we collected hundreds of data points to test. Then we ran different algorithms to get insights at a broad organizational level, to identify specific employee clusters, and to make individual predictions. Last, we held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions.

The insights have been surprising and at times counterintuitive. We expected factors such as an individual’s performance rating or happy 1compensation to be the top predictors of unwanted attrition. But our analysis revealed that a lack of mentoring and coaching and of “affiliation” with people who have similar interests were actually top of list. More specifically, “flight risk” across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.

Our North American consultants who pursue a functional affiliation and capability-building program in areas such as operations, marketing and sales, or corporate finance were three times more likely to stay with the firm than those who don’t pursue such options. When consultants do, they receive specialized training, gain access to a community of colleagues who share the same passion, and get exposure to senior leaders. Subsequently, the data we retrieved helped us devise new programs to monitor and further strengthen our coaching and mentorship relationships, especially for our younger colleagues, and to intervene proactively to retain those “at risk.” Given our six-month review period and rapid engagement-cycle times, our predictive-retention algorithm is now refreshed every six months.

We’re still developing our understanding of how data analytics can drive better people decisions, but we’re already actively using these techniques beyond retention, to improve everything from talent acquisition to performance management to diversity. Our work confirmed that while top-notch technological capabilities are critical, they are not a silver bullet. Getting the right talent—be it experts in risk, marketing, or behavioral economics—to interpret and act on the data is just as important. So are leadership engagement and alignment. Moreover, an HR-analytics approach is no substitute for engaging directly with employees in an effort to understand their mind-sets, challenges, and needs. HR analytics, if done well, generates data-driven, organization-specific insights for executives and human-capital professionals to make more strategic decisions about their people.

Source:, March 2015
By: Bruce Fecheyr-Lippens, Bill Schaninger and Karen Tanner
About the authors: Bruce Fecheyr-Lippens, a consultant in McKinsey’s Brussels office, Bill Schaninger, a director in the Philadelphia office, and Karen Tanner, a principal in the Boston office, are leaders of McKinsey’s people and organizational analytics efforts.


Posted in Aktuellt, Customer care / Kundvård, Executive Team / Ledningsgruppsarbete, Försäljning / Sales on juli 8th, 2015 by admin

Any single person in your company can make a positive or negative impression on a customer. And today, thanks to social media, that one impression can be multiplied, exponentially, within hours.

“Think of Yelp or TripAdvisor,” says Kathy Cuff, coauthor of Legendary Service: The Key Is to Care. “You can go online and read hundreds of experiences other people have had with individual employees at thousands of restaurants, resorts, and other companies. What does this mean to you? It means that one customer’s good or bad experience with one of your employees can become front page news for other prospective customers at precisely the time they are considering buying a product or service from your company.

CS 1“Today’s customer has a big megaphone in that small mobile device and isn’t afraid to use it. Here’s an example: I was on a flight recently that was delayed because of weather. Finally, at midnight, the flight was canceled. As the airline was trying to rebook all of us, a young man behind me logged into Twitter and started tweeting about how frustrated he was with the airline and how horrible they were.
“I got on standby for the first flight out in the morning because I had mileage status with that airline, but the young man was rerouted on a later flight and wouldn’t get to his destination until 24 hours later. I settled into a chair to take a nap until morning.

“When I got in line for my flight, I was surprised to see this man at the gate. I asked him what had happened and he said, ‘I’m on this flight—my tweets did it.’ So apparently as a result of the man’s incessant negative tweeting about his experience, the airline put him on the same flight I was on.”

Any experience a customer has with one employee suddenly can become accessible across the entire mobile platform, says Cuff. This means that now more than ever, every employee has to be responsible for customer service—and that can only happen if you build service into the culture of your company.

“The best companies exhibit a service mindset throughout the entire organization. It’s not just a frosting of friendly people on the front lines,” explains Cuff. It’s baked into the entire organization.
According to Cuff, organizations need to train employees from two perspectives—the role of the leader and the role of the frontline service provider. Leaders need to know their role in the service vision. In Cuff’s experience, leaders are the glue that holds the service vision together, day in and day out.

“Management makes sure that the culture of the organization is in place and that it supports great service. I want leaders and managers to think of their direct reports as their most important customer. That’s who they should be focusing on and serving. Leaders need to ask frontline employees, ‘What can I do to help you better serve our customers?
Cuff explains that employees look to their leaders as role models when it comes to service. When employees feel valued by the organization, as represented by their leaders, they, in turn, operate from that same mindset when interacting with customers. The organization’s service culture needs to be instilled at every level.

“It’s great when an organization has good people dealing with external customers on the front lines. The problem arises when those people need help and are not supported by their coworkers or managers. Colleagues don’t return phone calls or are short with each other, or managers are unresponsive.

“If you want a true customer focused organization, start internally. YouCS 2 can’t just have a few people out there serving the customer. Today’s customers interact with all aspects of your organization and you need to be strong at all levels. Directly or indirectly, everyone needs to be serving someone.”
“The key is to care,” says Cuff. She and her coauthors, Ken Blanchard and Vicki Halsey, feel so strongly about the concept that it became the subtitle of their book. Caring builds relationships inside the organization and with customers.

“You want your customers to know that you care about them. We use an I CARE acronym to share the importance of creating a culture of caring that you can extend to your customers.

“Don’t we all want to work with a company we see as a partner and a friend—with employees we enjoy interacting and spending time with? Internally and externally, we want to work with organizations that meet our needs, help us grow and develop, and with people whom we respect and like. That’s how to build strong, loyal customer connections that keep people coming back. When you show someone you care, they care back. And you create strong relationships that lead to success.”

Source:, 8 July 2015
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