There is a staggering amount of customer experience work going on in the healthcare industry these days. From providers (the docs), to pharma companies and payers (health insurers), everyone is trying to figure out what to do and how to do it.
There’s a lot of effort exerted by marketing leaders to turn customers into brand advocates. But their customers have a lot of brand choices and a lot of other things on their minds. What these marketers are overlooking is the potential brand advocates in their own backyard. Their employees. Employees are fundamentally connected to, thinking about, and representing your brand every day. They are often your biggest fans.
Indeed, our research shows that one of the biggest shifts of brand building in the 21st century is that — for leading brands — it is now a companywide effort. A unanimous 100% of marketing leaders surveyed by Forrester agreed that brand building requires all employees to be brand ambassadors. But the companies they lead are not yet living up to this aspiration. While many marketers’ eyes light up at the prospect of tapping in to their employees' Twitter networks, just focusing on social is missing the point. Yes, social is a valuable tool to create conversation. But true employee brand advocacy requires chief marketing officers (CMOs) to go deeper. They need to make delivering a superior brand experience part of the enterprise culture. Brand advocacy can’t be another task on someone’s to-do list. Make brand building part of how employees do their job and guide them by the light of a clear brand North Star so that your powerful new army marches to the same drumbeat. Forrester’s three-step framework guides the way:
Excite with an inspiring brand experience. A PowerPoint presentation at the company meeting just won’t cut it. Bring the brand to life for your employees. Starbucks invested a staggering $35 million to create an interactive brand lab to bring the brand experience to life for its frontline employees.
The proposed reforms to the H1B visa standards under the Senate’s Comprehensive Immigration Bill have the potential to have a profound impact on the outsourcing industry, and therefore the sourcing professional. A Computerworld report on leading H1B beneficiaries in 2012 puts Cognizant on top with 9,281 visas, followed by TCS (7,469), Infosys (5,600), Wipro (4,304), Accenture (4,037), HCL America (2,070), and TechM/MSat (1,963) and put together they accounted for 40% of all H1B visas allotted during the year. These companies have often been accused of abusing the H1B visa program by bringing in lower-cost foreign resources to the US and ‘hogging’ the visa quotas, thereby making it difficult for US companies’ to recruit skilled foreign workers.
While the changes are designed to protect the integrity of the H1B visa program and enable US employers access to the skilled resources they need, they could potentially change several crucial aspects of IT services and outsourcing relationships – many in ways that will be harmful to customers. In particular we see that:
One of the best TV comedies in the UK over the last couple of years has been The IT Crowd. It is about a fictional IT department and plays to all the possible IT stereotypes. One of my favorite scenes is from the very first episode in which a ‘user’ is left waiting for their call to be answered for an excruciating amount of time and then another ‘IT professional’ is shown speaking to a ‘user’ in complete technology gobbledygook. Yes, this clip is funny but surely these are all extreme cases and only slim comparisons can be made to Enterprise IT today?
I have to be honest here and say that during my time as an enterprise management consultant I saw all that happened on this clip, but surely modern day IT organizations don’t suffer from these problems? Well, maybe not to the same extent but how often have you heard, or even whispered, these famous words when working with the IT service desk or help desk:
Customers are becoming hyper-connected. Sensor-laden devices on our bodies, in our homes, in our cars, and virtually everywhere else are creating new opportunities firms large and small. Products such as Google Glass, the Nest home thermostat, and the Nike+ FuelBand are the latest cool kids on the block. Not many people have these yet, but remember that every smartphone and tablet is full of sensors such as accelerometer, GPS, microphone, cameras, temperature, and more.
Smart Body, Smart World
Forrester Senior Analyst Sarah Rotman Epps says that sensors will power the next wave of innovation and disrupt many industries. We could not agree more. That's why we are thrilled to interview her on this episode of TechnoPolitics. Listen to hear Sarah discuss her Smart Body, Smart World research about how sensors, big data predictive analytics, and psychology will power the next wave of innovation.
Background — High Performance Attached Processors Handicapped By Architecture
The application of high-performance accelerators, notably GPUs, GPGPUs (APUs in AMD terminology) to a variety of computing problems has blossomed over the last decade, resulting in ever more affordable compute power for both horizon and mundane problems, along with growing revenue streams for a growing industry ecosystem. Adding heat to an already active mix, Intel’s Xeon Phi accelerators, the most recent addition to the GPU ecosystem, have the potential to speed adoption even further due to hoped-for synergies generated by the immense universe of x86 code that could potentially run on the Xeon Phi cores.
However, despite any potential synergies, GPUs (I will use this term generically to refer to all forms of these attached accelerators as they currently exist in the market) suffer from a fundamental architectural problem — they are very distant, in terms of latency, from the main scalar system memory and are not part of the coherent memory domain. This in turn has major impacts on performance, cost, design of the GPUs, and the structure of the algorithms:
Performance — The latency for memory accesses generally dictated by PCIe latencies, which while much improved over previous generations, are a factor of 100 or more longer than latency from coherent cache or local scalar CPU memory. While clever design and programming, such as overlapping and buffering multiple transfers can hide the latency in a series of transfers, it is difficult to hide the latency for an initial block of data. Even AMD’s integrated APUs, in which the GPU elements are on a common die, do not share a common memory space, and explicit transfers are made in and out of the APU memory.
What do the top 3% of IT leaders know about workforce computing that you don’t? When will (or won’t) Windows 8 hit critical mass in enterprises? What about software-defined data centers and networks? How can IT support the mobile shopper?
If you’re an IT infrastructure and operations (I&O) professional looking for answers, read below. While I like to believe that www.forrester.com and this blog are your only two sources of information (wink, wink), I’ve handpicked advice and point of view from Forrester analysts quoted over the last two weeks in the The Wall Street Journal, Forbes, National Public Radio, InformationWeek, ZDNet, CIO, Computerworld, and others.
Some articles are very relevant for I&O leaders to act on (e.g.,workforce enablement, Windows 8, software-defined data centers, private cloud), while others offer important marketing and strategy insights for I&O leaders to be aware of (e.g., mobile shoppers, Google Glass, customer intelligence).
Is this useful? Let me know in the comment field below.
Thanks and enjoy your weekend,
Very Relevant Business Technology News For I&O Leaders:
At Forrester, we define customer experience as how customers perceive their interactions with your company.
Over the past few years, my colleagues and I have written a lot about the perceptions piece of that definition. Here’s a quick overview: Customers’ perceptions occur on three different levels, which we collectively refer to as the customer experience pyramid. At the base of the pyramid is “meets needs.” Do customers perceive that you’ve met their basic needs and provided value through the interaction? Then we layer on “easy.” Do customers perceive that you’re easy to do business with or that they have to jump through a bunch of hoops? And at the top of the pyramid is “enjoyable.” Do customers perceive that you’re enjoyable to do business with — that you’re connecting with them on some personal, emotional level?
Now let’s talk about the interactions themselves. Customers interact with your company at all stages of the customer journey: discover, evaluate, buy, access, use, get support, leave, and re-engage. But it’s not enough to know that these interactions exist. If you want to shift your customers’ perceptions, you have to examine those interactions on a deeper level. Specifically, you need to look at the types of interactions customers have and the qualities that those interactions embody. And that’s where your business model and your brand come into play.
My colleague Reineke Reitsma recently published a blog on the limited but growing uptake of QR/2D barcodes.
Let’s face reality. Usage is low and marketing execution is poor to date, with too many campaigns that lack a clear consumer benefit and that provide a bad user experience by not offering mobile-optimized content. Today, mobile bar codes are an interesting tactic to engage with early adopters.
However, moving forward, we expect QR codes to gain traction and to be increasingly mixed with other technologies (including radio technologies like NFC) to provide extended product packaging solutions. Bar codes do not have to be just cold, emotionless, black-and-white squares. Solutions now exist to personalize QR codes’ designs and seamlessly mix them into a logo or band chart – even merging QR codes and NFC tags, as in the example below from mobiLead solutions.
The 2D bar code market will follow the same path as the 1D bar code market: fulfilling the need for certified and scalable platforms dealing with millions of standard code generation. Mobile bar code vendors will have to move into scalable mobile engagement platforms, progressively integrating multiple access technologies, such as Near Field Communications (NFC) tags, image recognition, or audio tags such as Shazam, and offering deep analytical tools. Beyond the emerging role of 2D bar codes in sales, we expect a growing number of brands — especially in the nutrition and health space — to systematize the use of bar codes on product packaging. Consumers want access to more product information, and brands can leverage mobile technologies to create a consumer relationship.
CEOs and other senior executives must identify ways to improve their enterprise performance by boosting profitability, raising market share, and leapfrogging competitors. But achieving these objectives is not as simple as just looking at the numbers. What about nonfinancial measures (e.g., customer loyalty and employee satisfaction) that don’t show up in financial accounting? How do you quickly and efficiently get the full 360-degree view of your business?
In order to execute their business strategy, business and IT execs need a business-focused, strategic, and pragmatic way to measure their finances and operations — popularly referred to as business intelligence (BI). Without such measurements — supported by enterprisewide BI deployments — businesses can’t link operational results to strategy. Organizations will also find it difficult to get a coherent view of their internal and external processes, customers, logistics, operations, and finances.
However, most firms struggle with BI strategies and programs because turning data into information is an open-ended concept. They frequently go in the wrong direction because of traditional (and often outdated) views and approaches and a focus on technology instead of business, which results in BI programs that are tactical and only project-based. What these firms need is an approach to BI that, while staying true to the importance of long-term vision and looking across silos, provides the flexibility to accommodate varying levels of resource commitment and the political, historical, and cultural obstacles that BI programs often face. Think of Forrester’s new business intelligence playbook as your BI bible; it should guide your BI decisions every step of the way.