Twenty years ago, if you wanted to buy a loaf of bread and the cashier asked for your age, gender, marital status and income to complete the transaction, you would have raised an eyebrow and marched out of the store. You might have even called your local MP or a better business bureau to lodge a complaint. In 2018, you knowingly surrender a mountain of personal data to not only make purchases but also when visiting websites or sending an email.
Big data is regarded as one of the most important drivers of digital transformation, however, tapping into that potential is easier said than done. Many companies are still finding their way around big data, testing technologies, use cases and tools, as well as new operational models. The art of big data isn’t the ability to capture volumes of complex data sets. It is investing capital in the talent that can craft a compelling and actionable strategy, one that each department can understand and execute.
In the brave new world that is being realized in the digital space, consumers are leaving a data trail that is invaluable to organizations and advertisers. Organizations can use this proverbial mountain of data to acquire more customers, make existing ones more loyal, enhance customer experience, and ultimately, drive revenue. The reason so many apps and platforms are free or inexpensive is because organizations are learning that extracting value from data is the new digital currency.
Organizations are obsessed with the word “culture”, constantly working to build one that will attract talent and produce results. The perceived drivers of culture are team building, social events, monthly meetings and then utilizing a variety of buzzwords to get buy-in. While these tactics can work, the most genuine and successful cultures are developed organically, starting with organizational values, and must be present in all aspects of an operation.
Every manager believes that their team of dedicated people are operating at maximum capacity and efficiency. Sure, some teams are great but the reality is that a lot of “great” teams are only good, and it is on a leader to shape them into a collection of personalities and talents that can truly deliver.
What is holding your team back and what steps can you take to foster the traits that can elevate your team?
You post an opinion on your favourite social network and the result is a flood of aggressive replies that proceed to get out of hand. Suddenly, your initial point is lost and you’ve wasted hours, even days, arguing with a stranger who was never going to change their mind. Alternatively, maybe you were the person who replied in a blind rage.
Not long ago, social networks were a fun but somewhat inconsequential place—a digital playground to share ramen photos and connect with friends over cat memes. Then, it evolved into a springboard for democracy, helping usher in movements like Occupy Wall Street. Recently, social media has emerged as an insidious danger, a tool to divide and conquer democracy.