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WHY IT MATTERS: Digital Transformation
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Farid Mheir
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Farid Mheir's insight:
What strikes me most in there is the overwhelming part that telecom and devices play in the overall budget when business users - marketing, customer support, HR, distribution, manufacturing - are looking at their IT for innovative new digitial solutions: eCommerce, digital payment, collaboration tools, automation, etc. The expectation is that these new technologies will be able to leverage existing systems in the organization - ERP, POS, corporate databases - to extend them with new tools and systems - social networks for marketing, professional netowrks for HR, video conferencing for sales, etc. But the IT groups remain stuck in the past, focussing most of their budgets on internal systems and solutions. This may explain the rise of technology spend by groups other than the CIO. See Forbes Five years from now CMOs will spend more on IT than CIOs 
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I’m a dev at heart, so in the planning, I took it upon myself to be creative where I could. I utilized several services and even experimented with some of the newer web tech out there. In this post, I’ll run through the ‘backend’ of our wedding and provide detail on exactly what went into it.
Farid Mheir's insight:
This is not strictly a "business" digital transformation but it does show how much project management can benefit from going digital. I am a consultant and thus have to manage multiple projects in parallel, one or more per client. Some large corporations have Project Management Office (PMO) with dedicated project managers and all the tools they require. Yet, in most small and medium businesses, projects are managed with a pen-and-paper, maybe with an excel spreadsheet, Microsoft Project and a shared dropbox folder. Very few leverage collaboration tools - Google docs - or simple project management tools - Trello, Basecamp, Podio and many others - to help coordinate their teams. Going back to the wedding tech article, what is most interesting beyond the technologies used is how this can help transform the way weddings are documented and memories are preserved with the contribution of everyone attending. Isn't something we would like more in business projects we run? I think so.
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In generation two, when you've got better battery life and apps that do better face recognition—maybe we're crying wolf a little early to a certain extent—but [what happens when] you get to competing products?” Adam said. “The idea that you'll have recognition of objects and infrared tags so it will always know what you're looking at—that kind of thing, it will be gathering information. It's more the face recognition stuff that changes society. You're never going to see a stranger as a stranger again. "It destroys having multiple identities, and I find that quite a scary concept."
Farid Mheir's insight:
Google glass + facial recognition will have a profound impact on the way people will interact with strangers in a business setting. Facial recognition will certainly be built within the devices early in their life, which will give access to information on a previously never seen scale. In a recent article in The Economist, a third of a random set of 93 Carnegie Mellon students were recognized using facial recognition software and facebook profile photos. But the thing is, I never remember names or exactly where I've met people previously in a business context. Being able to have their name and other information popup discretly in my google glasses as I pass them by in the hallways has a definite appeal. And I suppose I am not very different than other colleagues of mine. This thing will sell.
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E-commerce companies that make everything from bedding to eyeglasses are trying to build premium brands at discount prices by cutting out middlemen and going directly to manufacturers. These direct-to-consumer companies are raising large sums from investors, who see great potential in the idea. In February, Julep raised $10.3 million from Andreessen Horowitz and Maveron.
Farid Mheir's insight:
Nothing new here but a reminder that the digital world offers new ways of improving processes to be leaner and more attractive. New twist on old ideas? Probably, but the interest that venture capital firms are putting on this field makes me think that something's happening. That being said, building a new brand name is difficult as is highlighted in the article.
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Whether you have resumes, spreadsheets, or just a business card from a promising candidate, you will have the ability to add these individuals to Recruiter. No more scattered and lost leads across the recruiting team; they can all be in one place. What’s truly unique about our solution is that records you create for your leads are linked to their LinkedIn profile. Information automatically stays up to date as members update their profiles, so you don’t have to do the work yourself. And of course you get the additional insight from status updates, shared connections, skills, recommendations and more to help you really connect with individuals you are interested in.
Farid Mheir's insight:
With the introduction of new tools such as the talent pipeline features within LinkedIn recruiter, it becomes easier to flip the recruitment process and perform candidate sourcing long before job requisitions are opened. Not only does this improve time-to-hire and cost-per-hire metrics, it transforms the recruitment process by growing access to "passive" candidates which are know to be of higher quality than "active" ones. But in order to benefit from this recruitment "flip", talent acquisition professionals and HR department very often must transform their processes and re-skill their resources. This change often is difficult as the competencies for this novel recruitment sourcing approach breaks with the face-to-face interview process that most HR professionals are used to. I find that it is this cultural change that is most difficult to change, not the technology itself or the work re-organization that ensues.
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Using evidence and a bit of logic, I bet the iWatch will be much less a time piece and much more platform for auto-analytics and managing yourself.
Farid Mheir's insight:
I've thinking abot this for a long time: an Apple watch only makes sense if wearing it provides you with information you do not already have. The real transformation would be that an iWatch would combine all different kind of sensors and monitors and combine them with communication and applciations you find in an iphone. You can wear a watch 24 hours a day on your skin. Because of that it can monitor in real-time your temperature, heartbeat, glucose levels, sleep patterns, position, speed, etc. and communicate all that info to services. I would expect to see an iHealth service for seniors or people suffering from diabetes, raising an alarm automatically when sensors detect an anormal situation. Or an iProtect program that would act as a generic "panic button" or "personal 911" in case of trouble. Of course this needs to fit into a 3cm square profile and have a one-week battery capacity, but I believe these are all solvable problems. Whether they willbe solved in 2013 by Apple is the real question!
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Acquiring organic traffic requires the right keywords, well-researched and developed content, and precision timing.The Takeaway
Farid Mheir's insight:
Search Engine Optimization - SEO - is the blackart of making sure a website returns in the first results of a google search. Most digital transformations have a web component that requires decent search results position so I believe this story is very interesting. Follow the links provided by the author to learn more about this subject.
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![The Evolution of the Recruitment Consultant [Infographic] | WHY IT MATTERS: Digital Transformation | Scoop.it](https://img.scoop.it/Y0ZOrWvihjZKXOz7Yhdc__BmLys6hX2ydzAVDqN3660=)
Infographic: Over the last four decades, the recruiter has transformed from a pompous, sales-driven corporate into a more social, relationship-focused cyber sleuth.
Farid Mheir's insight:
Cartoonish as infographics often are, yet provides insight into the evolution that recruitment has gone through over the past 4 decades. The focus is the change on the day-to-day activities of the recruitment professional. The digital transformation also has impacted the selection process itself, with an avalanche of resumes made available through job boards and the ability for recruiters to perform pre-interview background checks, testing and other professional validations. This has the potential to cut down in the number of interviews performed. More interesting however would be for recruiters to "flip" recruitment around by hunting for potential candidates using social networks rather than waiting for them to apply for positions. This would be the next step in recruitment evolution.
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Walmart won’t say much about how much it sells online. Global E-Commerce CEO Neil Ashe will only say the company is on track to do more than $9 billion in annual online sales. But even if only half those sales come from people using the search engine, a 20 percent improvement still comes to almost $1 billion. For a company that has famously made its fortune on frugality, $1 billion for the price of 15 engineers is math Walmart surely appreciates.
Farid Mheir's insight:
All traditional businesses should be looking at Walmart and getting fired up about digital transformation. Call it digital strategy by proxy. Walmart fears that Amazon will become the de facto destination for online shopping, same way Google is the default for search. Google translated its search supremacy into a 40B$ ad business. Amazon could transform its online shopping supremacy into a 300B$ business. That would hurt Walmart. Not now but tomorrow (ie. in the next 5-10 years) That is why Walmart is initiating the most profound digital transformation in the retail world. And all other retailers shuld take note and do the same.
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Through GPS, most mobile users can be quickly identified by their daily movement patterns, according to a study. For the study, the research team studied 15 months of anonymous mobile data for roughly 1.5 million people. What they found was that, if they got accurate hourly updates on a person's whereabouts, tracked by their mobile carrier's cell towers, four "data points" were all they needed to figure out the person's identity 95% of the time.
Farid Mheir's insight:
Most of us will gladly supply our location data in order to have access to location-based promotions, reductions, coupons and other incentives. But unlike web browsing data, which can remain anonymous, location data actually reveals who you are.
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Self-driving cars, computerized glass, search, mobile phones, and... local delivery?
Farid Mheir's insight:
Also read Michael Elling comment and look back at my previous post which basically said that customers do not want same-day delivery. That being said, there may be other good reasons why Google would like to enter same-day delivery: google self-driving cars. Google has a unique technology that can totally disrupt same-day deliveries by putting self-driving delivery vans on the streets. With those the economic model of same-day may become profitable. Moreover, Google may want to partner with local delivery firms, providing them with the infrastructure - Internet service plus self-driving tech - and let them go their way. They remain, after all, an engineering company.
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Wal-Mart will use its stores to amplify the power of its online shopping services, beef up its mobile application and put more effort into its mobile payments offering as competition with online retailers heats up... “Two-thirds of the U.S. population are located within five miles of a Wal-Mart, by combining digital assets and physical assets, we can get closer to customer and enable shipping that’s affordable to us and expedient to the customer,” said Jeff McAllister, Walmart.com’s senior vice president of innovations.
Farid Mheir's insight:
Wal-Mart, with its recent wal-mart labs creation, may do for digital transformation what it has done for supply chain in the 70s. It is turning its physical stores into an asset to compete against online pure-plays such as Amazon.
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Avec trois à sept contacts par an, dont un seul via Internet, les relations entre assurés et assureurs sont loin d'être aussi « digitales » qu'elles peuvent l'être avec les banquiers ou les acteurs de la téléphonie mobile et du Web. Néanmoins, la transformation digitale est bien là. Pour en mesurer l'état d'avancement, l'Argus de l'assurance a organisé une table ronde, en collaboration avec Exton Consulting. Échanges fructueux et analyses poussées. Nos six invités ont livré leur vision de cette révolution et évoqué les freins rencontrés. Via DEMARLE chris, Renaud Finaz
Farid Mheir's insight:
The French insurance industry appears to be slow to adopt digital processes, and even slower to transform its processes. From the panel discussion we can extract the useful nuggets that may apply to other industries as well:
DEMARLE chris's curator insight,
February 8, 2013 6:21 AM
Avec trois à sept contacts par an, dont un seul via Internet, les relations entre assurés et assureurs sont loin d'être aussi « digitales » qu'elles peuvent l'être avec les banquiers ou les acteurs de la téléphonie mobile et du Web.
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Walgreen's E-commerce VP Miguel Almeida explains the offline and online approaches that has helped the company's growth as an omnichannel retailer.
Farid Mheir's insight:
The Walgreens case study is a sign of the times because most brick-n-mortar retailer ar embarking in an omni-channel transformation to stay relevant in the face of online pure-plays like Amazon as they break down the barriers of eCommerce sales without a physical presence. BestBuy is doing it, Walmart is doing it and I assume most other retailers are thinking about it given the evel of interest around the topic at the recent NRf show in NYC. What we can learn from Walgreen is that physical presence should not be a bad thing if you embrace digital technologies - mobile, eCommerce, showrooming, store pickup of internet orders, etc. - to differentiate your offering from pure plays by leveraging your physical presence to offer improved customer service (that's the omni-channel part). If you don't and try to compete on price, as is mostly the case now, pure plays will win because they do not have to support a network of stores with employees and cash registers.
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As retail channels continue to evolve and become increasingly integrated in the eyes of the consumers, multichannel retailers will face an increasingly complex sales tax compliance environment.
Farid Mheir's insight:
This paper raises very good questions related to sales tax for retailers with an omni-channel presence.
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![Try 'Sloppy Typing' on This Reimagined QWERTY Keyboard from a Canadian Startup [VIDEO] | WHY IT MATTERS: Digital Transformation | Scoop.it](https://img.scoop.it/0V217X_D45OblrMVWAq4vvBmLys6hX2ydzAVDqN3660=)
A Toronto-based company is reimagining the QWERTY keyboard on your smartphone by streamlining the keys, letting you type easily without being precise.
Farid Mheir's insight:
More a technology innovation than someting that will transform businesses, I figured this would be interesting to know for most of my readers given that we all use a keyboard to interact with our devices. Plus, this is a Canadian startup which has tremendous growth potential. See the 2 min video, well worth it, especially towards the end.
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Like all newspaper companies, The Times is dealing with tough challenges as print advertising — long its major source of revenue — continues its sharp decline."Safe arrival on the shore of stable profitability in the digital age won’t be achieved in 2013; it is a long journey, with headwinds all the way."
Farid Mheir's insight:
Very interesting account of the challenges that print publications face when going digital. Aside from obvious economic constraints and an elusive business model, what strikes me more are the comments regarding the streamlined editorial process and the readers emphasis on fact checking. They both highlight the fact that digital transformation has forced the Times to revisit its internal processes and make them more efficient in light of the technology that provides more real time capabilities than print does. But it is true the emphasis on fact checking and data validation that the biggest transformation may happen. It introduces new ways to crowdsourced fact checking which may make the editorial work easier but shifts some power from the journal to its readers.
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How will Google Glass work? Looking at what's been revealed so far and current head-mounted displays, a picture begins to form.
Farid Mheir's insight:
Discussions around google glass remains speculative until the product ships in 2014. This article however provides interesting review of opportunities and potential issues of wearable head mounted displays. Still, I'd like to see a similar paper on potential business applications for this technology. What will glass allow businesses to do that was not possible before? Glass brings low cost, internet connected device with potentially a very large App Store of prewired solutions.
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Les chiffres clés du e-commerce en France 2012
Farid Mheir's insight:
No surprise, eCommerce is growing in France and other European states. The eCommerce digital transformation is in full swing and businesses should soon start to get with it to remain competitive. But there is still time. Numbers are for 2011 but raise interesting data:
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New York City plans to replace the maps in its subway stations with touch screen displays that will provide simple directions and real-time service alerts.
Farid Mheir's insight:
Interesting announcement for businesses thinking of going digital because it helps highlight the difference between digitization, optimization and business transformation or "digital flip". Let me explain. Putting paper maps onto digital screens is great because it provides a means for always accurate maps, along with additional and potential real-time overlay of information. Touchscreen interface makes it even better as it allows users to interact and get personalized information. But in principle the process has not changed: it has merely been digitized. Questions should be raised, as they are by @luigi cappel, on how to improve the user's life using these new maps, for example by linking the them to mobile phone apps or automated payment systems. This is what I call "digital optimization", as it makes the process of getting to your destination on the subway more efficient. Now compare that to the NYC city developed 311 mobile app. It crowdsources the information gathering of NYC problems - potholes, grafitis, restaurant issues, etc. - and provides the city officials not only with digital, real-time, and geolocated information of issues but actually "flips" the city maintenance model. It puts the users in control of gathering and prioritizing the work of city workers. It gives them a voice and transforms their relationships. And that is a true innovation. In closing, let me point you to the NYC digital roadmap. Launched in 2012, it provides a strategy for going digital that remains relatively unique at this time.
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As I walked up to the register at a Starbucks in lower Manhattan, I took out my smartphone, told the barista I'd like to pay with Square, and then scanned my iPhone and walked out. It was seamless. Easy. And took less time than for the customer in front of me, who fumbled with quarters and had to wait for change when paying for her coffee.
Farid Mheir's insight:
Going digital is difficult and this piece highlights an important fact: being first often means investing more heavily in change management.
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Rather than fret about the dangers of 'showrooming', retailers should provide wi-fi for mobile users, as this influences the choice of store for almost 80% of consumers.What are consumers using in-store wi-fi for? Though retailers fear price comparison, and 60.8% of smartphone owners are using in-store wi-fi for this, many other activities should actually be beneficial for the retailer. For example, 57.3% are using wi-fi to find product reviews, something which indicates they are close to a purchase and just require some reassurance (and there's much stores can do to assist here). 47.2% are finding or accessing offers to use in-store, while 36.5% are browsing the store's website. Both very positive activities for stores, especially if they have mobile optimised sites.
Farid Mheir's insight:
Going digital often means doing everything to enable your customers to leverage the digital bits you work so hard to provide them with. In particular, in-store wi-fi may fit into an omni-channel strategy to ensure customers can reach out to your eCommerce site if they go in-store for showrooming (do not expect that 3G cell coverage is good in your store, especially if you are in a mall or some other large building). Moreover, you may find this cuts down on the 3G data plan costs if you provide or reimburse your employees for their cell phone or other mobile devices. It may actually save you money.
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If you are ready to embrace life after the death of the newsprint flyer, I recommend two key first steps: 1) Get the basics right. Use data from a loyalty program to understand your customers. Be able to discern promotions that work from those that fail. Bordering on shocking is the number of retailers that aren’t able to say which promotions work, who are the key customers, and which promotions drive the right items and the right categories to the right customers. Don’t wait until the day until the flyer is not working at all. Get started now to build a true 1-to-1 relationship that creates not merely a satisfactory but dazzling experience for your customer and drives emotional loyalty to your brand.
Farid Mheir's insight:
We all know printed flyers will disappear the same way yellow pages have. Flyers will slowly drop in popularity until they disappear quite fast: this is what happened with yellow pages. Multiple external disruptions came into play (google, google maps, mobile, 3G, ipad, etc.) and converged to make YP usage useless, which resulted in what looked like sudden drop in usage. But in fact this could have been predicted years in advance. Problem is we don't know when the sharp drop will happen, and thus we postpone difficult digitization and optimization processes because the "traditional", mechanical or printed version, still works for most people. Businesses instead should use the time to test the new way and prepare for the time when it actually comes.
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Findings from two companies that apply science to try to decrease online shopping fraud and increase sales. This morning, I covered the launch of Sift Science, a brainy startup from ex-Googlers that’s applying machine learning to detect fraud patterns in online retail. Sift Science co-founder Brandon Ballinger told me that during beta testing with services like Airbnb and Uber, his company had observed a million different signals that flag any one buyer as a potential fraudster. For instance, beware of people who try to buy something with a Yahoo email account — they’re twice as likely as the norm to be fraudsters — but users of AOL and Outlook.com email domains are much more likely to be safe.
Farid Mheir's insight:
siftScience service leverages multiple websites data to find patterns of fraudulent behaviour. An optimized version of a process that was once done offline and with much less information.
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Curated by Farid Mheir
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Information de référence utile pour les technologues francophones.