14
Feb 17

Customer Think – Stop Listening to the Net Promoter Score (NPS) Dogma and Follow the Evidence

You are probably already familiar with the Net Promoter Score (NPS), a metric used to gauge the health of the customer relationship. Although it is widely used by companies, most people don’t know that it actually has three serious problems. First, the “research” behind the NPS claims is flawed. Second, the calculation of the metric (a difference score) results in an ambiguous score that is difficult to interpret. Third, the NPS is insufficient in measuring the multidimensional nature of customer loyalty.

NPS Backgrounder

In 2003, the Net Promoter Score (NPS) was formally introduced by Fred Reichheld, and, today, it is used by many of today’s top businesses to monitor and manage customer relationships. Fred Reichheld and his co-developers of the NPS say that a single survey question, “How likely are you to recommend Company Name to a friend or colleague?”, is the only loyalty metric companies need to grow their company.

More of the Customer Think post from Bob Hayes


08
Feb 17

Fast Company – The Tech Geek’s Guide To Talking To Other People At Work

That blank stare from the CMO doesn’t mean she’s an idiot. It means you need to translate your tech speak into business speak.

I was talking with the head of research and development for a major medical device company, and he was really frustrated. “Anett,” he said, “my leadership team doesn’t understand what we’re doing. We’re not just a back-office function supporting the company—we’re building our products!” He felt like his team was getting trampled on and disregarded—he just didn’t know how to get his message across.

People in STEM (science, technology, engineering, and math) fields are used to getting blank stares and being asked dumb questions when they talk about their work. But it’s not that everyone else is stupid—it’s just that you know a lot more about the technical details than they do.

In other words, it’s a communication challenge: You need some better ways to present your solutions, discoveries, or obstacles to everybody else in your organization—to translate them from tech speak into business speak. So whether you’re a recent engineering grad just entering the corporate world, or a mid-career IT manager hoping for that big promotion, here are four tips to help you explain what you do and why it matters.

More of the FastCompany article from Anett Grant


28
Jan 17

Waking Times – New Science: DNA Begins as a Quantum Wave

This new science tells us that the universe is constantly conspiring to make biological life, whenever and wherever it can. In any given area of the universe, these hidden microgravitational waves will begin gathering atoms and molecules together to create DNA, and thus, life.

One strand of DNA from one single cell contains enough information to clone an entire organism. Obviously, understanding DNA allows us to understand much about life and the universe around us. A deeper understanding of the new science tell us that DNA beings not as a molecule, but as a wave form. Even more interestingly, this wave form exists as a pattern within time and space and is coded throughout the entire universe.

We are surrounded by pulsating waves of invisible genetic information, whose waves create microscopic gravitational forces that pull in atoms and molecules from their surrounding environment to construct DNA.

One scientist who caught these microgravitational forces in their action is Dr. Sergey Leikin. In 2008, Leikin put different types of DNA in regular salt water and marked each type with a different fluorescent color and the DNA molecules were then scattered throughout the water. In the experiment’s major surprise, matching DNA molecules were found pairing together. After a short time, entire clusters of the same colored DNA molecules had formed. Leikin believes some sort of electromagnetic charge allowed the same colored molecules to cluster. However, other experiments show that this is not the case. That it is most likely to be gravity. Let us explain.

More of the Waking Times post


25
Oct 16

Fast Company – How Unconscious Bias Is Affecting Our Ability To Listen

Sloppy grammar, sounding like you just woke up, ending statements with a slight uptick in pitch, called “uptalk” or “Valley girl speak,” have all been proven to undermine a person’s success.

But how does the listener break down information when both a man and a woman are saying the exact same thing? According to research, the voice itself is the source of unconscious bias for the listener, and women are interpreted differently as a result.

“GENDERED LISTENING”
Meghan Sumner, an associate professor of linguistics at Stanford University, stumbled into the unconscious bias realm after years of investigating how listeners extract information from voices, and how the pieces of information are stored in our memory. Study after study, she found that we all listen differently based on where we’re from and our feelings toward different accents. It’s not a conscious choice, but the result of social biases that form unconscious stereotyping which then influences that way we listen.

More of the Fast Company article from Vivian Giang


25
Jul 16

CMO.com – Think Executives Are Rational Decision Makers? Think Again

When you create a message for VPs or higher personas, you may be tempted to assume that their decisions are strictly rational and logical and that it’s all about the math. Why? Because they tell you that, and they believe it themselves.

Well, they are lying to you. Not on purpose, but lying nevertheless, according to a recent experiment we conducted with Dr. Zakary Tormala, a social psychologist with expertise in messaging and persuasion.

The study found that in a business decision-making scenario, you can provide executives with the same math with respect to a business proposition, but get significantly different results depending on how you frame the situation.

Conrad Smith, VP of consulting at Corporate Visions, reached out to Corporate Visions’ network of executives and asked them to take part in an online experiment. Participants—113 of them—came from a wide array of industries, including software, oil, finance, aerospace, and others, and occupied a range of high-level roles at their companies, from vice president up to CEO.

More of the CMO article from Tim Riesterer


24
Jun 16

Fast Company – How Giving Up TV For A Month Changed My Brain And My Life

I’ve never seen Game of Thrones, I don’t know what the Scandal is, and I couldn’t name a single “real” housewife. I thought I didn’t watch much television and that taking a 30-day break would be a piece of cake. I was wrong.

The average adult watches 2.8 hours per day of television, according to the American Time Use survey from the Bureau of Labor Statistics. Another study puts this number higher, at four hours and 15 minutes each day. I added up all of the viewing at my house, and we were definitely on the high side.

-A one-hour standing date with Judge Judy, marking the official end of my workday
-An hour of news
-Thirty minutes of Jeopardy (because it’s educational)
-And an hour-plus of mindless shows before bed

Nielsen, we have a problem.

THE DANGERS OF TV
A lot of research has been done around TV viewing and children, and Adam Lipson, a neurosurgeon with IGEA Brain & Spine, says one of the best studies is from Tohoku University in Japan. “They noted thickening of the frontopolar cortex, which is related to verbal reasoning ability, and also correlated with a drop in IQ in proportion to the number of hours of television watching,” he says. “In addition, they noted thickening in the visual cortex in the occipital lobe, and in the hypothalamus, which may correlate with aggression.”

More of the Fast Company article from Sephanie Vozza


23
Jun 16

HBR – Every Fast-Growing Company Has to Combat Overload

It feels horrible: You’re scaling up aggressively and working harder than ever, but with each passing day you feel more overwhelmed. Your business is a success, but you feel like a failure. You used to be able to track everything with an Excel spreadsheet, personally designed by your CFO; now you’ve got an SAP installation in its place, supported by an entire IT department. You and your founding team used to feel like members of the same small tribe; now you’re working with unfamiliar layers of staff hired from companies whose culture is not like yours. You used to know your key customers by their first names; now you know them only as averages on PowerPoint slides. Every employee used to know what made your mission special; now most of them don’t. Things are spinning out of control, and you don’t know what to do.

What’s going on? You’ve hit overload—the internal dysfunction and loss of external momentum that strikes young, fast-growing companies as they try to rapidly scale their businesses. Overload is one of the three predictable crises that companies experience as they grow. With overload everyone in the company becomes stretched and loses the focus on the customer. A helpful image to keep in mind here is that of a plate spinner. As the spinner sets more and more plates in motion (growth), he obviously has to keep them in motion. This gets harder and harder, especially if he hasn’t prepared adequately for the challenges involved. Soon what once was a satisfying process becomes a deeply troubling and threatening one (overload): plates start to wobble, and the spinner has to scramble ever faster to keep them all in motion. His mission has changed. He’s no longer thinking about serving and delighting his audience (customers). He’s just trying to manage the chaos and avoid catastrophe.

More of the Harvard Business Review post from Chris Zook


16
Jun 16

CIOInsight – Why IT Must Pursue an Information Governance Plan

Most organizations can benefit from outside help on governance. Call me if you’re looking for resources.

The majority of IT executives said their organization is either implementing a formal information governance (IG) program or is planning to do so, according to a recent survey from Veritas. The resulting “State of Information Governance” report defines IG as “the activities and technologies that organizations employ to maximize the value of their information while minimizing associated risks and costs.” To support this, the research reveals that most companies are issuing formal data use policies and requiring employees to identify data that is confidential. They’re also training staffers on data storage and archiving. In addition, findings break down organizations into those which are “high performing” on IG, and those which are not. While overall adoption rates among both are strong, high performers are more likely to deploy email and file archiving, while issuing formal use policies. “Information is both the lifeblood and the bane of any business, no matter its size, industry or location,” according to the report. “Enterprises collect and analyze data from a myriad of internal and external sources to improve business efficiencies and decision-making processes.

More of the CIOInsight slideshow from Dennis McCafferty


15
Jun 16

HBR – The Dirty Little Secret About Digitally Transforming Operations

Earlier this year, we walked the halls of the Hannover Messe, one of Europe’s largest events for industrial manufacturers. The newest robots, 3-D printing systems, and data-mining hardware and services were all there along with a host of people hyping Industry 4.0, the Internet of Things (IoT), Digital Manufacturing, and big data and advanced analytics. It seemed as though everybody from the best-known software giants to basic industrial parts providers was marketing a “latest technological breakthrough” — even if it amounted to little more than a new sensor attached to an old piece of equipment.

Amazing dreams were being sold: A black box that could be installed in your plant and would improve your competitiveness — all by itself; big data servers and algorithms that would tell you how to improve your process — with no additional engineering investment; virtual-reality glasses that would make your workforce more productive — just by putting them on.

It was all reminiscent of 19th century advertisements for cure-all patent medicines.

More of the Harvard Business Review article from Markus Hammer, Malte Hippe, Christoph Schmitz, Richard Sellschop and Ken Somers


26
Apr 16

Fast Company – The Real Reason Women Are Leaving STEM Jobs

A recent report revealed a surprising gender gap: women job hop more than men and it’s getting more pronounced. While the analysts at LinkedIn who did the study said that further research was needed to determine why (it’s not about balancing family and work, as most of the job hoppers weren’t parents yet) the Society of Women Engineers (SWE) may have a clue.

In the first gender-based study of its kind conducted in the STEM space in the U.S., the data revealed women leaving jobs was the result of multiple factors beyond sexual harassment that the survey “Elephant in the Valley” found rampant among established working women at tech companies in Silicon Valley.

SWE’s Corporate Partnership Council’s study found that there are gender differences in workplace priorities, particularly as companies that are meeting female hiring goals are unable to retain them—especially five to eight years after they started.

More of the Fast Company article from Lydia Dishman