Future of Work

Tech Intensity and the Adaptive Organisation

Tech Intensity is not my phrase or concept, it comes from the CEO of the company I work for, Microsoft – Satya Nadella first wrote about it here earlier this year: The necessity of tech intensity in today’s digital world.

I have written about it before in the context of agility and speed as it is implicit in all the technology adoption work I do, indeed in Tech Intensity: Agile in nature not just by name.

In that last post I wrote in the video there was a graphic which is similar to the one above but in this one I wanted to simplify and call out the role of IT specifically.

Essentially the graphics main statement is as follows:

The pace of technology change which is exponential will never be matched by slower moving logarithmic organisations. But everyone in the organisation, especially IT departments who’s traditional role is to manage technology adoption, need to get behind technology adoption that strives to narrow the gap to at worst, remain competitive. At best, adaptive organisations close the gap and compete better.

I’m calling the role of IT out because of the two different kinds of IT organisations and mindsets I often encounter in my work. Those that inhibit and those that enable. Here are some differences between the two:

Inhibitors

  1. See themselves as the only arbiters of technology decision making and adoption.
  2. Under the pretext of IT governance, everything is locked down.
  3. See business / user technology decision making as an existential threat to their roles.
  4. Think the technology adoption cycle still works in months and years.
  5. Act with vendors as gatekeepers to the business and users.
  6. Believe that value outcomes should be measured in IT terms.

Enablers

  1. Understand that the business and users are who ultimately should inform decision making.
  2. Have a strong governance program in place that is flexible.
  3. Understand that enabling the business and users in decision making is a valuable role.
  4. Understand tech intensity and that speed of adoption now works in weeks.
  5. Work closely with vendors to empower and educate business and users.
  6. Believe that value outcomes can only be measured in business terms.
Customer Success

Customer Success Influencers

Not much elaboration needed but a few words just to be clear about what I am saying in this doodle:

  • These three elements of product, service and strategy are the biggest (but not only) influencers on the success enterprise customers have with the use of their technology. For instance I believe the sales process and what is promised has a huge impact too but not for this list.
  • I’m indicating with the size of the circles which ones I believe have the most influence.
  • The pull and push points relate to the nature of the influence on the use and ultimate success of the technology.
  • I think most of the items listed in each area are clear enough but if you are not on the job to be done point I added a link to a good explanation. And on professional services, by these I generally mean paid for services delivered by the vendor or partners and could include things like change management, training, etc.
Dharma Hacker, Sense Making

Homo Deus and the cosmic dance between humans, mind and machine

I’ve just come back from holiday where I read Homo Deus by Yuval Noah Harari.

It focuses on many things and chiefly the direction is forward looking, as opposed to his first book, Homo Sapiens, which looked backward from whence we have come.

One aspect I was fascinated by was his account of the recognised decoupling of consciousness and intelligence and how this might play out in the future given the rise of “machines” and their impact on humans.

With machines and technology getting bad press of late, I thought it would be useful to highlight the positives that I see.

It’s very much in line with my take on Dharma Hacking – more below.

I created a #daneldoodle of course, to summarise my thinking. Here it is:

And some added notes to elaborate:

Why the Dharma Hacking in the title? There is more here on what it is but essentially it is based on the the interplay between humans finding our way, developing our mental capacity (especially consciousness) and using technology to help.

We have only just scratched the surface in terms of expanding our known mental states and utilising our super consciousness.

Technology, far from being the bogey man that it currently is, can greatly help us get there.

It plays its role (intelligence), we play ours (consciousness), in a unique cosmic dance of creativity.

In this past post (The post robotic AI age and the role of creativity and innovation) I think I was somewhat deluded in my belief of what will distinguish humans based on their unique skills in the future. Intelligent technology will be able to master these skills and are already (see next point) but it will be advanced levels of consciousness (super consciousness) that will be our unique differentiators.

AI and Super AI is already doing credibly well with being creative and innovative. Check out the comments in this video I uploaded a while ago of famed theoretical physicist and futurist, Michio Kaku (you’ll need to view the video on YouTube for that). He also it appears, was deluded.

How technology will help us develop our consciousness and to what ends is outlined in some of the elements I position in the doodle. Essentially it is between the island on which we currently find ourselves with our known mental states and the antipodes of the mind as I call them. I’m not sure what these supporting roles and end states all are yet but I will be exploring further – watch this space 😊

Future of Work, Sense Making

Thought Rocket: State of Enterprise Collaboration

As the title of this post suggests, this is a very quick thought on the state of enterprise collaboration, mostly captured in the form of a DanelDoodle – the one above. Some added thoughts/considerations:

  • In my view, each new phase supplements the last, not replaces and all products and forms of activity still exist and have a place today. But there is a natural, progressive emphasis.
  • There are many other products, I have just highlighted the major ones, no offence to the ones I left out 😁
  • The penetration & value axis is wildly subjective and not intended to be accurate. Also because it conflates two characteristics it will be difficult to judge accurately. It’s just a stab at plotting what’s important.
Sense Making

Internet Trends and the impact on As a Service

Mary Meeker is famous for the insight of her Internet Trend Reports so of course I read them. Two slides stood out in relation to the trend I am tracking and the report I am working on. I captured my views with some annotations.

Customer Success

Role of marketing in customer success

I attended a customer success meetup last Friday which produced some excellent conversation.

I’ve been thinking about the topic of this post for a while so added it to the list of discussion topics in the meetup. From the link above you’ll see it amongst a bunch of Post It notes.

It was bundled alongside sales topics naturally enough and then we expanded on this and the other sales topics.

I’m really interested in this topic because at the moment I’m working on a customer marketing platform that will help me scale my activities with my customers and those of many of my colleagues in the EMEA region. I’ve just launched it so it’s early days. I’ll be sharing more on that as I learn what works and doesn’t.

But back to the meetup. I cannot remember all of the detail we discussed as I didn’t take notes. From memory and with my own thoughts on the subject I captured a doodle which I think distils both the conversation and my thoughts sufficiently. I’m hoping some attendees will chime in with their thoughts/memories here or on LinkedIn where I’ll share this 😁

The doodle should be fairly self explanatory and readable I hope. Here are a few extra notes that struck me as I put that together.

Ownership

On a quick search you’ll find a lot on this topic so it’s worth doing the exercise and I don’t want to broaden this post out too much for now. The one that popped up at the top of the list for me makes some good points: How Customer Success and Marketing Work Together to Build Brand Advocates.

I haven’t distinguished roles in my doodle for who should be responsible for any of the activities, marketing or customer success departments.

I did feel that some of the items listed in the article above where strictly customer success activities that should not fall into marketing, i.e. its pure customer success work, not even customer marketing.

This and more is probably something worth expanding on and there is evidence of it being an issue: Why Customer Success Should Own Customer Marketing.

Interconnection, especially with Sales

This was a big topic of discussion of course as sales was the overarching topic bucket. In particular we discussed what is often a disconnect between what is promised by marketing and/or sales and then has to be delivered by customer success.

I’ve tried to capture the interconnections in my doodle with the lines between activities.

This is also something I’ve experienced being a problem and I’m sure there is a lot about this out there which I’m not even going to look for at this stage.

Suffice it to say that the hand-off between the different activities and roles needs to be seamless for the customer experience to be optimal. This was clearly expressed in the conversation.

Anything to add?

As a Service, Customer Success

Why customer experience and success share the same roof

There is a fundamental premise I make in the new eBook / trend report I am working on captured in the title.

Yet I’ve taken part in debates on LinkedIn that show there are divisions in opinion. Separatist thinking even.

Some think that customer success (CS) is the new kid on the block and muscling into territory owned by the customer experience (CX) brigade.

I guess it all depends on your background. Do you come from a marketing background where CX generally hails. Or from a customer service or account management background where CS hails.

I think it’s all rather pointless. I see the two as being inextricably linked.

The mother and father of modern views of the customer. Perhaps CX is the mother because in my view, CS is born of it, so to speak.

Some distinctions might be useful at this stage. These are mine:

  • CX is the sum total of interactions a customer has with a company and the net effect this has on the customer in terms of satisfaction and loyalty.
  • CS are the outcomes a company enables a customer to achieve through the use of its products/services.

CX is made up of many touch points that often transcend those of a CS team.

For example, pre-sales activities make CS hard if a product or service has not been sold right and perceptions between vendor and customer are misaligned on what comes after the deal is done.

CS teams are not always involved pre sales, at least in the early stages.

So its important those in sales are aligned to the right customer experience view and approach. They start the customer off on the journey after all.

In my mind, the best analogy I can draw between the two is that CX is the shell of the home with all of the feelings and emotion it engenders. CS is the different conveniences you find in it, the bathroom to clean yourself, the bedroom to get rest, the kitchen to feed yourself.

I’ve captured it in a DanelDoodle just in case it’s not clear with some other examples.

cx and cs house