Credete che la “digitalizzazione” sia solo una moda passeggera?

Vi ricordate che poco più di 10 anni fa non esistevano gli smartphone, i tablet e le Apps?

Usavamo telefonini Nokia, BlackBerry o Motorola: società’ ormai pressoché scomparse dal mercato. Cosi come e’ avvenuto alle videoteche Blockbuster con l’avvento dei film in digitale.

Il futuro sara’ sempre più “distruttivo” rispetto agli attuali stili di vita e di conseguenza cambieranno ancora di piu’ le professioni richieste dal mercato del lavoro, cioe’ cosa dovranno sapere fare i nostri figli.

Che piaccia o no, bisogna abituarsi all’idea, prepararsi a viverla e munirsi (soprattutto i ragazzi) delle competenze necessarie per saper gestire una societa’ in veloce cambiamento per esserne attori/promotori e non esserne travolti!


Digital hives: Creating a surge around change – via McKinsey

Digital hives: Creating a surge around change

Online communities are helping companies engage with employees to accelerate change.


New lessons are emerging for executives striving to harness the power of social media in the cause of wider employee participation. Clearly, there’s more to success than just investing heavily in the latest Enterprise 2.0 technology platforms.

Large-scale engagement of the workforce requires, first and foremost, a firm grasp of organizational culture and its social dynamics, a psychological understanding of what triggers new behavior, a determination by management to loosen if not relinquish its traditional top-down approach, and an ability to demonstrate how digital activities complement offline or other real-world events.

Four ways to drive change

Here we present four specific approaches to the creation of what we call digital “hives”—electronic hubs bristling with collective activity and designed to solve a particular problem or set of problems, to drive new habits, and to encourage organizational change (exhibit). Digital tools to facilitate networking and collaboration propel these “horizontal” cascades, which at their best can weave new patterns of engagement across geographic and other organizational boundaries. In this way, they make it possible to have new conversations around problem solving, unlock previously tacit knowledge, and speed up execution.

Digital hives facilitate a collective approach to problem solving

1. Engaging the workforce in better strategy

Best practice in the formulation of strategy and in organizational change has long been to craft a “story” at the top and then to cascade it through lower echelons of the organization. […] Employees on the shop or office floor often feel like passive recipients.

That’s beginning to change, though, thanks to social technologies.

There are still relatively few social strategy-development processes, but the tools are getting more powerful, and the scale and scope of such efforts are more impressive.

Using the “management hackathon” concept—an integrated multistage platform that allows participants to discuss ideas, express opinions, and contribute expertise collectively2 —a successful consumer-goods company recently involved its entire organization in an open-source strategy process.

This effort started with an organization-wide online discussion about risks to the company’s growth engine from higher input costs, stagnant industry growth, and a growing competitive threat from imitators to certain products and the business model. These risks then formed the basis for a bottom-up process that spawned over a thousand new strategic insights using a combination of in-person meetings and workshops as well as online channels.

2. Connecting silos with a social chain

One of the biggest organizational challenges is to break siloed behavior and get employees talking to one another and cooperating across intracompany boundaries.

One promising social-technology experiment we’ve observed is what we call the “social chain”: a digital platform that links everyone working in a particular value chain inside a company.

The social chain allows employees to work “out loud” online by sharing how they do things. It also encourages people who were previously isolated in part of the chain to identify areas where they depend on others and to tackle problems or bottlenecks collaboratively. Chain leaders can monitor these conversations and inject their own insights when appropriate.

 To push people into the hive, managers discouraged communication through meetings and e-mail.

3. Enlisting key customers to improve the proposition

Thanks to the power of social technologies, a company that mobilizes such people can solicit specific ideas for improving its customer proposition and demonstrate its client-centricity more broadly.[…]

Or a company might create social “mystery shoppers” who follow internal conversations anonymously and comment on them.

4. Uniting a dispersed sales force to drive higher sales

These reps traditionally had spent several weeks at a time on the road, rarely checking in with the head office and therefore operating in a feedback and knowledge vacuum. Inevitably, they had become disconnected from the organization, and performance suffered.

Staff at the center collected ideas based on intelligence gleaned from the calls and e-mails of the sales reps themselves and from district managers familiar with current issues in the beverage trade. The company also analyzed customer data highlighting pockets of fiercer-than-normal competition or SKUs that were selling particularly well. Such insights were then shared with reps and agents, who each received two or three personalized SMS messages a day. Managers could further use this rudimentary social platform to communicate with the sales force by, for example, congratulating teams when they hit milestones and generally celebrating success. The company also created a call-center “leaderboard” allowing executives to track the agents most responsive to the new information at their disposal. The executives then freed up time for these “early adopters” to coach their peers, provide feedback, and strengthen the system with additional insights.

A new mind-set for senior managers

Leading while letting go

Creating these hives requires a delicate balancing act—not least a willingness by top managers to let go. Managers should not be afraid to commit themselves explicitly to acting on the results of these initiatives and should encourage unrestrained participation, however unpredictable the consequences.

Looking inward

The growing use of social tools to drive employee engagement provides particular opportunities for senior executives to improve role modeling. When people reflect on their behavior, they tend to rely on their own often sketchy perceptions and faulty memories. With many digital technologies, however, people can now track their behavioral footprint—for example, by analyzing conversational threads in microblogs .

Becoming more responsive

Mobilizing a crowd requires companies to anticipate the crowd’s expectations. Executives can maintain pace and encourage deeper engagement only through transparent feedback and rapid follow-up.

Unleashing collective intelligence through a hive will be more successful if managers think ahead and develop an agile, scrum-like response capability outpacing that of smaller offline programs.

Read full article here

Continue reading Digital hives: Creating a surge around change – via McKinsey

#Facebook at work: al via i test su un nuovo social network per l’ufficio – via ilSole24ore

Facebook conferma quanto scritto dal Financial Times lo scorso novembre: a breve offrirà un nuovo servizio dedicato alla vita professionale. L’azienda dice che sta iniziando a testare «Facebook at Work» insieme a «selezionati partner pilota». L’app sarà visibile sugli app store di iOS e Android e disponibile solamente per i partner dei test.

read here full article

#Location-#based Mobile Ads Coming To Mall Screens Nationwide – via Screen Media Daily

Vi ricordate la scena del film Minority Report, in cui Tom Cruise passeggiava in un Mall e veniva riconosciuto dalle pareti pubblicitarie interattive e tempestato di pubblicita’ personalizzata? ..a piccoli  passi ci stiamo avvicinando!

Minority report

Shazam and Adspace Networks to Bring Location-based Mobile Ad Retargeting to DPB Mall Screens


The combination of location-based mobile advertising and digital place-based (DPB) media is proving highly effective for increasing brand engagement with on-the-go consumers. That’s why today’s announcement from Shazam, a leading mobile engagement provider, andAdspace Networks, a leading provider of digital-place based advertising in malls and cinema lobbiesmakes perfect sense.

The partnership enables Adspace to enhance consumer’s mall experience by extending video campaigns across their mall-based ad network using Shazam’s location-based mobile technology, and provide brands with a complete, customizable mobile content experience. When this rollout is complete shoppers will now be able to interact with mobile advertisements for exclusive offers and added content.

According to Shazam, their technology “watermarks” a shopper’s smartphone location using ultrasonic signals when a shopper is within 40 feet of a floor or aerial-mounted digital place-based screen. The integration of mobile and digital place-based platforms provides advertisers with a new to way to customize their message and connect with millions of smartphone-enabled shoppers. In addition, Shazam’s ultrasonic technology remains active, whether a brand’s commercial is airing or not on Adspace’s network, so the platform’s mobile experience is always available to mall shoppers.

Continue reading #Location-#based Mobile Ads Coming To Mall Screens Nationwide – via Screen Media Daily

The Era Of TV’s Media Dominance Will Come To An End In 2016 — Business Insider

The internet is about to do to TV what it has already done to newspapers and radio.


By 2019 “interactive spend,” as Forrester calls it, will top $100 billion, while TV advertising will be at just over $90 billion

Overall, US advertisers are committing hundreds of millions of dollars less to cable TV networks for the first time since the 2009/10 seasons

Marketers are slowly coming around to the realization that consumers are spending more time on their desktops, mobiles and tablets than they are watching live TV. Ad spend on digital is starting to level up with time spent.

Brands can run beautiful campaigns like on TV, but they don’t have the shackles of scheduling, they can use more sophisticated targeting techniques and — currently — online video ads are still cheaper than buying primetime 30-second spots.

The World of Mobile by the Numbers

The number of mobile users is approaching the number of people on earth. Some 6.9 billion people will have cellular subscriptions by the end of this year — or about 95 percent of the world’s population, according to the International Telecommunications Union. More than half of these subscribers will be in the Asia-Pacific region.


Worldwide smartphone shipments are expected to surpass 1.2 billion units this year, a more than 23 percent increase from just a year ago, based on International Data Corp.’s forecast. Volume will reach 1.8 billion phones annually in four years — with shipments more than doubling within key emerging markets, including India, Indonesia and Russia. By 2018, China will account for nearly one out of every three smartphones shipped.


Google’s Android will remain the market share leader among smartphone operating systems for the foreseeable future, with IDC projecting its share will hit 80 percent this year. Android has been and will continue to be the platform driving low-cost devices. Apple’s share of the mobile market is expected to drop to 15 percent (though IDC’s forecasts were made in May, prior to the record-setting iPhone 6 launch).


It’s no surprise that mobile Internet companies are experiencing a mini Gold Rush. Private investors pumped a record $19.2 billion into these companies over the last 12 months, according to the latest research from Digi-Capital. Big money flooded into mCommerce ($4.2 billion), travel and transportation ($3.3 Billion), utilities ($1.8 billion) and games ($1.1 billion). But 10 other sectors also raised more than a half billion dollars each — spanning the gamut from food and drink to messaging and more.

Read full article here

How Google works: Lessons in Creative Output from Eric Schmidt

Technology is transforming every business sector, a premise we can all agree on, I suspect. In this environment, power has shifted to consumers who do vote with their ratings and reviews and with their wallets. Organizations should learn to maximize freedom and speed to work on both — making their products better and making their audiences, users, customers rock.

Read more

Facebook targets financial services –

28765884The social network is only weeks away from obtaining regulatory approval in Ireland for a service that would allow its users to store money on Facebook and use it to pay and exchange money with others, according to several people involved in the process …

via Facebook targets financial services –

As Mobile Revolutionizes Commerce, How Marketers Are Taking Advantage

Mobile has revolutionized commerce, including the way consumers engage, research and ultimately purchase products.


Here’s how mobile assets are reshaping the commerce landscape and consumer buying behaviors:

1. Showrooming.The increase in showrooming should be seen as an incentive for brands to deliver real-time information and innovations to prompt consumers to visit stores in person.

2. Social Shopping. Social media is already becoming increasingly integrated into the brick-and-mortar experience, and mobile engagement is a driving force.

3. App Marketing. Apps are also bridging the gap between brick-and-mortar retailers and e-commerce sites. Essentially, they have opened up new marketplaces in which both marketers and consumers benefit.

4. Mobile Payments. One of the main benefits of shopping online is avoiding long checkout lines. Many retailers have risen to the challenge by offering mobile payment systems that empower in-store shoppers to conduct self-service checkout using their smartphones.

5. Location-Based Ads. By combining the power of location and other data-based targeting strategies, advertisers can improve the relevancy of brand messages and effectively drive up performance. A new report by BIA/Kelsey estimates that by 2017, over half of all mobile ad budgets will be allocated to location-targeted ads.

via As Mobile Revolutionizes Commerce, How Marketers Are Taking Advantage.

10 trend che cambieranno il social media marketing nel 2014

 L’anno appena iniziato potrebbe portare mutamenti, qui descritti, che richiederanno azioni non prorogabili da parte delle aziende.

I social media non sono più un “campo giochi”, ma sono ormai ambienti relazionali maturi, sempre meno isolati, in grado di incidere sulle performance aziendali.

1) Brand come editoricatturare l’attenzione delle persone sarà sempre più difficile, anche a causa degli algoritmi che governano la visibilità degli oggetti sociali.

2) Real time: i contenuti di qualità potrebbero non bastare. Una nuova capacità che i marketer dovranno acquisire è quella di inserirsi velocemente nel flusso informativo nel quale siamo immersi.

3) Advertising: la pubblicità invaderà i social media. Il buon marketer si distinguerà dagli altri perché riuscirà ad utilizzarla, senza considerarla un corpo estraneo, per veicolare al meglio contenuti di qualità, ma senza infastidire il proprio pubblico di riferimento.

4) Instant Messagingle applicazioni nate per dare la possibilità di scambiare messaggi in tempo reale sono già entrate nella routine di milioni di persone.

5) Social caringnon basta più essere presenti sui social media pubblicandocontenuti, seppur utili e divertenti. Le persone sempre più spesso utilizzano questi spazi per rivolgere domande e chiedere assistenza.

6) Social + SEO: le tecniche tese a dare maggior visibilità ai contenuti prodotti non potranno non tener conto della capacità dell’azienda di comunicare efficacemente sui social media.

7) Mobile: l’utilizzo dei dispositivi mobili, smartphone, tablet e presto smartwatch, sta crescendo in maniera impressionante.

8) Geolocation: soprattutto per i brand che hanno dei punti di contatto dislocati sul territorio sarà fondamentale prevedere una strategia di Geo Marketing.

9) Social commerce: il commercio elettronico sta cambiando, seguendo le nuove abitudini di fruizione della rete.

10) Social TV: l’abitudine delle persone di commentare le trasmissioni televisive inrete è destinata a crescere.

10 trend che cambieranno il social media marketing nel 2014.