jueves, 30 de marzo de 2017

La transformación digital

 @sintetia Llegó, la podemos tocar y deberíamos trabajar en sus oportunidades

El mundo asiste a una ola de digitalización masiva. Las grandes plataformas digitales y los líderes empresariales de la economía post-crisis van extendiendo su dominio a todos los sectores. Amazon ha sido considerada por la revista Fast Company la empresa más innovadora del mundo en 2017. 
Apple, la gran máquina de generar beneficios en el mundo digital consiguió en 2016 una extraordinaria productividad: 1,8 millones de dólares y 387.000 $ de beneficio por empleado. Mientras, Foxconn, el mayor contratista mundial de fabricación electrónica (fabricante de iPhones para Apple o de Galaxys para Samsung), sigue sus planes de automatización masiva, que pueden suponer la substitución de un millón de empleados por robots. 
La efervescencia en el mundo digital mantiene su ritmo. Las grandes plataformas convergen, cooperan y compiten en el domino de una tecnología estratégica: la inteligencia artificial. Amazon, Facebook, Google, IBM, Microsoft y Apple han constituido un gran consorcio de investigación para acelerar los desarrollos en inteligencia artificial, campo en que los avances son exponenciales. Hace poco, un sistema de inteligencia artificial batió en una serie de partidas consecutivas, celebradas en Pittsburgh, a cuatro de los mejores jugadores de póker del mundo. Por primera vez, un robot vence a humanos en un juego de información incompleta y profunda gestión emocional. El algoritmo mostró capacidades de marcarse faroles y de adivinar cuándo sus adversarios se estaban marcando un farol. La inteligencia artificial nos dará grandes sorpresas en el futuro inmediato. 
Nuestros smartphones pronto dispondrán de capacidades cognitivas casi humanas. Podremos interactuar, no a través de ellos, sino con ellos. Se convertirán en PDA’s renovadas (Personal Digital Assistant, Asistentes Digitales Personales) con capacidad de entender la voz humana, hablar, intuir, aconsejar, tomar iniciativas y organizar procesos. Nuestro móvil nos alertará que tenemos la presión alta, que debemos tomarnos la pastilla para el colesterol, que la hamburguesa que vamos a pedir en el restaurante no nos conviene, o que llevamos una sobrecarga de trabajo y deberíamos tomarnos unas vacaciones.   …   Pronto tendremos asistentes personales con coeficientes de inteligencia (CI) de 100 (la media humana), y, si la ley de Moore se sigue cumpliendo (las prestaciones de los computadores se doblan cada año y medio), ¿cómo serán nuestros asistentes cuando tengan CI’s de 200, 1000 o 10.000? 
El concepto de transformación digital está de moda. Es la última ola de la innovación. Pero la transformación digital no debe entenderse sólo como la informatización de los procesos empresariales, como se entendía hasta ahora. La transformación digital va de la absorción estratégica de nuevas tecnologías disruptivas, todas ellas de base digital (internet de las cosas, 3D-printing, realidad virtual, big data, robótica e inteligencia artificial). El principal reto de las organizaciones en los próximos años será como interpretar, implementar e institucionalizar estas tecnologías para generar ventajas competitivas. En la industria, este reto se ha venido a denominar Industria 4.0. Pero el verdadero reto excede la industria. El verdadero reto, y la gran oportunidad, es desarrollar hospitales 4.0, universidades 4.0, escuelas 4.0, administraciones 4.0, ciudades 4.0 y países 4.0.

viernes, 24 de marzo de 2017

“click-and-collect” vs "dropshipping"

¿Qué es el famoso “click-and-collect” del que todo el mundo habla? | LUXONOMY

Explicado rápidamente es lo siguiente: Los consumidores pueden aprovechar la flexibilidad que ofrece el comercio online para realizar su compra (Click), y la calidez y ventajas propias de la tienda física donde podrá, más tarde, recoger (Collect) el producto adquirido.

Click & Collect es un comportamiento de compra deliberadamente multicanal.

La denominada en español “recogida en Tienda” es un servicio que permite al cliente consultar desde la tienda online la disponibilidad de los productos e ir a retirar el pedido a la tienda seleccionada.  Esto implica que las tiendas físicas deben indicar en tiempo real el stock de sus productos. El servicio está orientado a facilitar el proceso de compra de un cliente.

Esto no debe confundirse con la simple utilización de la tienda física como punto logístico, también llamado “Dropshipping”. En esta última variante, más sencilla, el pedido se envía desde un almacén y, por tanto, requiere un período de entrega más o menos largo, similar o mayor al de hacer el envío a domicilio.

Las principales ventajas de“Click & Collect”

  • Hace que el sitio web sea rentable.
  • Impulsa tráfico a la tienda.
  • Aumenta la compra promedio al promover ventas adicionales.
  • Asegura un mejor servicio al cliente.
  • Reduce costos de logística para el consumidor.
  • Asegura que el objeto esté disponible al reservar el producto.
  • Probar el producto antes de comprarlo.
  • Obtener consejos de un vendedor experto con experiencia real.
  • Recoger el producto en cualquier momento.
  • Ahorro de tiempo.
  • Ahorro de dinero (Con Click & Collect no hay recargos adicionales por la entrega-domicilio)

lunes, 20 de marzo de 2017

Working with different personality types, "it starts with education, not assumptions"

 How to manage introverts and extroverts | Network World
We asked managers in the tech world to share what they've learned about working with different personality types. One fundamental lesson emerged: It starts with education, not assumptions.  
As someone who self identifies as an introvert, I find that the label is not binary, but rather a sliding scale. There are times when I act very extroverted – leading a meeting, giving a presentation, networking at events – and in those cases many people believe I'm an extrovert. At the end of those days, though, my energy is drained and I require time alone to recharge.” 
“Introversion isn't about talking less. It is about the preference for an individual to move inward to explore the rich and expansive corners –perspectives and experiences– of their mind and how those may inform the situation at hand.” 
–Introverts: “Given the choice, introverts will devote their social energy to a small group of people they care about most, preferring a glass of wine with a close friend to a party full of strangers. Introverts think before they speak, have a more deliberate approach to risk, and enjoy solitude. They feel energized when focusing deeply on a subject or activity that really interests them. When they’re in overly stimulating environments (too loud, too crowded, etc.), they tend to feel overwhelmed. They seek out environments of peace, sanctuary, and beauty; they have an active inner life and are at their best when they tap into its riches.” 
–Extroverts: “Extroverts relish social life and are energized by interacting with friends and strangers alike. They’re typically assertive, go-getting, and able to seize the day. Extroverts are great at thinking on their feet; they’re relatively comfortable with conflict. Given the choice, extroverts usually prefer more stimulating environments that give them frequent opportunities to see and speak with others. When they’re in quiet environments, they’re prone to feeling bored and restless. They are actively engaged in the world around them and at their best when tapping into its energy.” 
–Ambiverts fall somewhere in the middle of the introvert-extrovert spectrum. “In many ways, ambiverts have the best of both worlds, able to tap into the strengths of both introverts and extroverts as needed.”

Managing larger groups of introverts works best when individual and collective goals are consistent, transparent, account for different skill sets and talents, and encourage coordinated efforts… 
In the work environment, there are many factors – from how teams are assembled, to how many meetings are scheduled, to how office space is organized – that can be tailored to maximize employees’ strengths and temperaments. 
A clear communication rhythm and framework are essential for a highly productive team, and can really assist introverted team members by allowing them to mentally prepare for interactions/meetings/communications. 
When in doubt, ask employees about their work preferences. 
“As managers we need to learn how to leverage an individual’s strengths instead of focusing on perceived weaknesses.” 
…cautions against letting preconceived ideas about personalities limit managers’ expectations of their team members. “Just because a person is an introvert doesn’t mean they’re not good at something which might be seen as an extrovert thing to do.” 
Ensuring that everyone has a meeting agenda and topics ahead of time allows introverts, in particular, to absorb the information and prepare their questions or comments.
While more extroverted team members love group discussions and whiteboarding sessions to brainstorm ideas, I’ve found that more introverted team members prefer to brainstorm on their own time.

domingo, 19 de marzo de 2017

There are risks and costs to a program of action…

 but they are far less than the long-range risks and costs of comfortable inaction. ~ John F. Kennedy

The Doing Mindset > The Thinking Mindset – The Mission – Medium
When you value “the thinking mindset” more than “the doing mindset” you will eventually end up with a note app or notebook full of dozens or even hundreds of ideas and plans. Greater percentage of them will never be done. 
Being a Doer instead of just a Thinker requires an insane amount of discipline and commitment. Doing involves risk but it’s the only way to make progress. 
If you really need to get something done, you will find a good reason why you have to pursue it otherwise your excuses will constantly convince you why it can’t be done. 
Small deeds done are better than great deeds planned. ~ Peter Marshall 
Thinking and planning in advance is important, vital in fact, to your success but acting is even more crucial to long-term achievement. 
Does it really matter if you wanted or really intended to do something, but ended up just not doing it? 
Being overwhelmed with many things to do and no sense of priority (no deadlines) usually means nothing will get done. 
Get that simple task done as quickly as you can. Sometimes you’ll flow effortlessly into another task. And you will experience the “first action effect” that makes it easy to stay productive. It may take a little practice to use this strategy to consistently take action. 
Not only is doing easier than thinking about doing, but doing also gives you the ability to check something off your to-do list, giving you a sense of progress, engagement, fulfillment, and accomplishment.

Move toward a transparent culture by making employee salaries open.

 @FirstRound How Chewse Operationalized Transparency — Starting With Salaries | First Round Review
In Chewse’s early days, Lawrence and Schenck debated how to best show appreciation to their employees. “We considered different benefits programs, but it always came back to compensation. People really care about their comp. We wondered, what was the most authentic way to handle compensation? It only seemed right to introduce transparency,” Lawrence says. And if you think this is something to hold off on until you have a fully-fledged HR department, think again. This policy is especially effective for super early-stage startups. That might seem counterintuitive, because with such a small staff, wouldn’t there be even more sensitivity around pay? “Incorporating transparency from the very start will set the tone for the organization you become. It’s so critical that you hire people who want open salaries — not just as a tool, but as the type of person who appreciates that approach. You find people who say, ‘I buy into diversity, I buy into equality and fairness.’ Those are the kind of people that you want to grow into leaders at your startup.” 
The Case for Transparent Salaries Foundational cultural values
Recruiting
Retention
Diversity 
Four Keys to Making Transparency WorkPost salary in your job descriptions
Define a ratings system
Choose the variables to determine a compensation formula.
Hold monthly reflections, which double as performance discussions. 
Six-step approach to conducting productive monthly reflections.Start by hiring people receptive to feedback.
Use a simple, low-lift grading rubric.
Use the meetings to develop and grow your employees.
Expect — and welcome — disagreement.
Train your managers in tone and approach.
Convene tribunals to help managers measure success uniformly.
 
Looking ForwardMove toward a transparent culture by making employee salaries open. This tactic can also benefit your diversity and inclusion efforts. Build a framework and structure around how you rate and evaluate employees for raises. Start with a ratings system that’s tied to a worker’s output level. Formulate how you’ll determine compensation based on that — try a multiplier, or tinker around with your own formula. Then hold monthly reflections, which also double as performance discussions. Train your managers to speak empathetically and openly during these meetings, and in hiring, look for candidates who demonstrate a willingness to be introspective and open. Convene quarterly tribunals for managers to make their case for raises and challenge each other on their decision-making. 
“After implementing open salaries, we’ve become a more healthy-conflict culture. Originally, my thinking was, ‘Can’t we all just get along?’ What it's actually forced me to do is to recognize that conflict is inevitable, and get serious about how myself and my managers communicate when it happens. You can’t avoid disagreement. What you can do is surface it, address it and talk about it early, and that’s what having an open and transparent culture is all about,” Lawrence says. “If more companies implemented this policy, I think you'd have a lot more diversity. You'd have a lot more women and minorities applying for tech companies and being part of tech. Cultures would become less toxic and you’d have more productive conversations faster. This is the only way innovation and inclusion can continue on together.” 

People in superstar mode want a world they can change. Those in rock star mode seek a world they can stabilize.

@FirstRound Warning: This Is Not Your Grandfather’s Talent Planning | First Round Review

How to Tell Your Stars Apart

There’s a lot of jargon to describe superior performers on teams: 10x engineer, sales wizard, growth ninja. “Superstar” and “rock star” are also thrown about liberally, but Scott is on a mission to reclaim them —not as labels for people — but to understand what mode people are in at any given point in time. …
Here’s what she meant:
•Superstar mode: the people on your team who are going to change everything; responsible for Schumpeterian change; a force —and source— of growth on a team.
•Rock star mode: the people on your team who don’t want their boss’ job; very talented at their role and will keep doing and digging into it for years if a boss doesn’t screw it up; a force —and source— of excellence and stability on a team.

People in superstar mode want a world they can change. Those in rock star mode seek a world they can stabilize. You’ll need both.

“But often when we think about so called ‘talent planning’ — we use the word ‘potential.’ ‘Potential’ is exactly the wrong word.”
The problem with “potential” is that when you mark someone as low-potential, you devalue your rock stars off the bat. “Instead, use the word growth trajectory. There’s nothing good or bad about a steep growth trajectory or a gradual growth trajectory. It just references different phases in our career,” says Scott. “When you look at your team this way, you identify five different modes that people can be in. They can be in superstar mode. They can be in rock star mode. Or on various paths to reaching or recessing from those modes.”




Before you start to write your team into these buckets, let this one lesson sink in: don’t use a permanent marker. “I can’t stress this enough for managers. There are no permanent markers. Don’t write people’s name in a box and leave them there,” says Scott. “Don’t use this as a label for individuals. Use this to understand what a person wants at a moment in time. Remember, these are modes, not personality labels. Use this to understand what the dreams are of the people who work for you and to help them take a step in the direction of their dreams, not your dreams. Their ambitions, not your ambitions.”

Superstar mode.
For the people who are in superstar mode — those who are going to drive growth on your team — what you want to offer them is new challenges. You want to keep them learning. The last thing you want to do is squash them.
…take note of the lifetime of superstars. “Make sure you identify a successor because you often can’t retain your superstars. They’re going to leave you better than they found you. Make the most of them while you get them, but don’t assume they are going to stick around forever because they often don’t,” says Scott. “Whatever you do, don’t confuse management and growth. Don’t automatically manager-track the people on a super steep growth trajectory. Often, especially for engineers, the last thing in the world they want to do is be a manager, but that doesn’t mean that they are not on a super steep growth trajectory. Make sure you’re giving the right kinds of challenges to the right people.”

Rock star mode.
People in rock star mode want a pasture, not a runway. You’re not giving them a route to take off, but making space to settle into their work. What they need is freedom to do their superb work, not a path to promotion, which may distract them.

The choice of the manager here goes beyond just one rock star’s role. “Don’t create an organization that is so obsessed by promotion and status that it feels humiliating for the rock stars to stick around,” says Scott. “Set them up as internal experts. Your rock stars love their craft and are great at it. They’re better than anybody in the company and they can help bring the people in the middle along. They can help turn good performance into excellent performance from others. If they have an interest in teaching, by all means, let them teach.”
…give them respect.

The bottom line is that it works out, but only if you respect your rock stars — and keenly balance your need for growth with stability on your team. Early-stage and high-growth startups will over-index on superstars, but they’ll need to add in rock stars as they grow, guaranteed.


Middle performance column

-Low performance, steep trajectory mode. Those in the upper left quadrant are people who ought to be doing great but are failing for some reason.
-Low performance, gradual growth trajectory mode. There will be people who aren’t doing well and aren’t getting better.

The Best Type of Manager For High-Performers
-One of the biggest mistakes that managers make with the people who are doing the best on their team is just get out of their way. … It means approaching their work with curiosity and with an aim to be equals in discussing it.
If you’re not a thought partner, you may easily fall into two other buckets when you manage high-performers:
·the absentee manager
·micro-manager



The Start of It All

Building a kickass team starts with something incredibly simple, not a big company process, but something you already know how to do: get to know people at a fundamental human level. This is one of the most important — and also the most enjoyable — parts of your job as a leader. Understanding what kind of growth trajectory each person on your team wants to be on, and what motivates them at work, is a concrete first step.

“Having three different career conversations — life story, dreams, and career action plan — is a much better course of action. It’ll help you decode who’s in superstar mode, rock star mode and — most critically — who is changing modes,”

It’s not just what it looks like and feels like. Design is how it works.

~Steve Jobs in @InVisionApp blog Why developers should learn design - InVision Blog

Your Company’s Culture is Who You Hire, Fire & Promote

Your Company’s Culture is Who You Hire, Fire & Promote





Part 2, anatomy of an asshole




viernes, 17 de marzo de 2017

El efecto ROPO y showrooming para incrementar las ventas del lujo

 vía @luxonomy la barrera entre eCommerce y comercio físico está rota.
Según el barómetro de consumo de Google, en España, durante el periodo 2014-2015, un 27% de consumidores realizaron esta práctica. En 2016 está cifra se ha elevado al 40%, y sigue en aumento. 
Para decantarnos más por la importancia del efecto ROPO, indicar que los consumidores que buscan online y compran offline están más informados y por ello están preparados para gastar más dinero. 
Ya por 2011, French Entertainment and Electronics Retailer FNAC hicieron un estudio que demostraba como los consumidores gastaban en la tienda un 33% más que aquellos que no habían buscado online. 
El showrooming está muy vivo, especialmente entre los consumidores jóvenes. Los clientes lo que quieren es entrar en una tienda, visualizar un producto, y escanear los códigos de barra, por ejemplo, para conseguir más información, leer reseñas y explorar precios para luego tener la opción de terminar la transacción como mejor considere, bien sea en la propia tienda, vía online, o con su propio dispositivo móvil. 
Si tienes los dos canales, es cuando puedes integrarlos y hacer que funcionen como uno solo. Eso significa que tu tienda física debe poder “reconocer” a un cliente registrado online y viceversa. Caminamos hacia un modelo de comercio en el que la separación entre online y offline no tendrá sentido.