Peter J. Korsten, Eric Lesser and James W. Cortada
This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from leading…
Abstract
Purpose
This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from leading organizations, that aims to suggest ways organizations can use social approaches to create meaningful business value.
Design/methodology/approach
IBM conducted interviews of key executives of companies learning to embed their external social tools into core business processes and capabilities.
Findings
The paper reveals that leading firms are using social approaches not only to communicate better with their customers, but also to share knowledge with their suppliers, business partners and, perhaps most important, their employees.
Practical implications
Social business tools facilitate engagement in extensive discussions with employees, customers, business partners and other stakeholders and allow sharing of resources, skills and knowledge to drive business outcomes. Executives are concerned because social business represents a different way of thinking about employees, customers and how work is accomplished, as well as the potential risks of increased organizational openness and transparency.
Originality/value
Leading firms are rapidly progressing to a substantive transformation in how they work, an approached called social business. Social business can create valued customer experiences, increase workforce productivity and effectiveness and accelerate innovation.
Details
Keywords
Eric Lesser, David Mundel and Charles Wiecha
Becoming “customer‐centric” is easier said than done. But it can be done.
Barry K. Spiker and Eric Lesser
More and more companies today are seeking to transform themselves from cost‐oriented organizations to growth‐oriented organizations. They are, however, running up against a…
Abstract
More and more companies today are seeking to transform themselves from cost‐oriented organizations to growth‐oriented organizations. They are, however, running up against a massive barrier: their own corporate cultures. Having pursued an agenda of streamlining and downsizing for years, they now find themselves saddled with an inward‐looking, risk‐averse culture—one that is incompatible with the innovation and customer focus essential to growth.
The purpose of this paper is to provide an interview with Tim Ringo.
Abstract
Purpose
The purpose of this paper is to provide an interview with Tim Ringo.
Design/methodology/approach
The paper interviews Tim Ringo, co‐author of Calculating Success: How the New Workplace Analytics will Revitalize your Organization.
Findings
The paper tells how Ringo came to co‐author the book, outlines the four key questions companies must ask themselves in order to be successful, and discusses future trends.
Originality/value
The paper discusses the six‐step framework that will allow for a meaningful evaluation and application of workforce data.
Details
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Eric Lesser and Linda Ban
Increasingly companies recognize that effective and rapid software development – from ideation to delivery – is crucial to achieving competitiveness. This article looks at how…
Abstract
Purpose
Increasingly companies recognize that effective and rapid software development – from ideation to delivery – is crucial to achieving competitiveness. This article looks at how leading companies are establishing an enterprise capability for accelerated software delivery to differentiate themselves in the market.
Design/methodology/approach
This research looks at how leading software organizations focus on software investments that efficiently and speedily deliver marketplace results.
Findings
Successful companies build comprehensive skills in Agile and lean software development methods and for fostering extensive collaboration among business users, IT professionals and customers throughout the software development and delivery lifecycle.
Practical implications
Advanced organizations are more likely to apply more mature development practices, such as service-oriented architecture (SOA) and Agile iterative development methods.
Originality/value
Advanced organizations collaborate much more with customers and business partners to improve software development outcomes.
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Shilpa Wadhwa, Parul Wadhwa and Fehmina Khalique
Purpose: The main aim is to explore and recognize productive ways to create human-centred designs (HCDs) for employee experience (EX). HCD is a concept that prioritizes the needs…
Abstract
Purpose: The main aim is to explore and recognize productive ways to create human-centred designs (HCDs) for employee experience (EX). HCD is a concept that prioritizes the needs, preferences, and behaviours of humans using the product or service. EX refers to all interactions an employee has with their employment lifespan – from recruitment to retirement. By taking the HCD approach to EX design, companies can create a work environment tailored to their employees’ needs and preferences.
Design / Methodology: The explorative research design to apply journey maps. By mapping out the employee journey, designers can identify pain points and areas for improvement.
Findings: The findings highlight that artificial intelligence and robotics are core components of designing HCD and can be applied to EX design. By prioritizing EX, companies can attract and retain top talent, increase employee engagement and productivity, and gain a competitive advantage.
Research Limitations: The study is developing and involves detailed insights from different companies, making it difficult and time-consuming to prepare a comprehensive report.
Practical Implications: The findings of the study will add value to other organizations to follow and develop policies and practices that make the employees cherish their work.
Originality: The chapter’s originality lies in providing a comprehensive understanding of HCD and EX. It emphasizes leveraging the strengths of both humans and bots for enhanced workforce experience and business growth. Exploring future automation and technology integration trends adds depth to the chapter’s contribution.
Glenn Finch, Brian Goehring and Anthony Marshall
The authors address how a combination of artificial intelligence (AI) and cognitive computing --- adaptive data management systems that monitor, analyze, make decisions and learn…
Abstract
Purpose
The authors address how a combination of artificial intelligence (AI) and cognitive computing --- adaptive data management systems that monitor, analyze, make decisions and learn -- will transform businesses, work and customer offerings.
Design/methodology/approach
A survey of 6,050 C-suite executives worldwide identified a small group of cognitive innovators and revealed what they are doing differently.
Findings
Cognitive innovators identify customer satisfaction, retention, acquisition and revenue growth as the primary rationale for embracing cognitive technologies.
Practical implications
Cognitive computing systems are already helping make sense of the deluge of data spawned by ordinary commerce because they are able to adapt and learn.
Originality/value
The authors offer a four-step approach to cognitive computing innovation based on their research findings.
Details
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Riding on the coattails of TQM and reeengineering, teams seem to have become the organizational structure of choice. But is a team always the best choice for the job? What happens…
Abstract
Riding on the coattails of TQM and reeengineering, teams seem to have become the organizational structure of choice. But is a team always the best choice for the job? What happens when teams fail? What is management's role in team success or failure?