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Nederland wordt steeds slimmer (Dutch exclusive for CCM)

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Nederland wordt steeds slimmer

Was het niet ergens midden jaren negentig dat kennismanagement een geliefd onderwerp werd bij sprekers en consultants in het prille vakgebied van wat toen nog  genoemd werd het callcenter?

Zet mensen bij elkaar, ondersteun ze met technologie en  voilà, de operationele kosten zouden kunnen gaan dalen.

In de praktijk viel dat effect nogal tegen.

Het inzetten van technologie richtte zich op het beheersen van mensen en het strak monitoren. Met als gevolg dat ter zake kundige medewerkers met kennis en ervaring de vloer verlieten en er gaten in de kennishuishouding ontstonden. Nieuwe medewerkers stroomden massaal in en stroomden – een illusie armer –  even snel uit.

Het technologie landschap van organisaties veranderde. De primaire processen in het callcenter werden ondersteund door applicaties en ook voor de ondersteunende processen werd in toenemende mate technologie ingezet.

De komst van het intranet bij organisaties, de groei van het mailverkeer, het kunnen zoeken op internet en intranet via Google baanden de weg voor het kennismanagement bij wat ging heten contact centers.

Zet kennismanagers bij elkaar, rol de technologie uit en  voilà, het kennisniveau binnen de organisatie zou aanzienlijk verbeteren.

In de praktijk viel dat effect desondanks nogal tegen.

Kennismanagement bleek toch iets te zijn voor te saaie consultants en medewerkers die iets anders wilden doen. Handboeken, procedures en  veel en complexe implementatieproblematiek waren veelal het gevolg.

Terugkijkend: de  typische aanpak, behorend bij de vorige eeuw.  De uitdagingen in de bedrijfsvoering oplossen door middel van veelal geïsoleerde ( software-)algoritmes.

Dat denken in algoritmes zien we nog steeds terug komen bij de discussies over first time right, first line completion of de NPS.

Er wordt in een algoritme geïnvesteerd en voilà het effect valt toch weer tegen.

Afnemers die worstelen met de gevolgen van 5 jaren recessie, zich oriënteren bij concurrenten via meerder kanalen, een klantreis over de kanalen heen, de komst van sociale media,  sociale netwerken,  goed geïnformeerde medewerkers en achterblijvende investeringen in ICT.

En als dat zo is, wat betekent dat dan voor al je kennismanagement algoritmes?

Nederland wordt toch steeds slimmer.

Door opleidingen en in het bijzonder door de komst van het internet, de sociale netwerken, mobiele apparaten en community’s.

Het nadenken over hoe je deze ontwikkelingen kan inbedden binnen je eigen organisatie is  naar mijn mening de eerste verplichte stap.

De vraag is of – anno 2013 – bij kennismanagement het louter focussen op de aloude algoritmes nog werkt.

  • Ga meer denken als een (service) designer. Maak de klantreis visueel. Krijg inzicht in het beslis- en  aanschafproces van je klanten. Gebruik content en inbound marketing voor het verleiden van je prospects.
  • Ga uit van het besef dat oude modellen vaak niet meer werken. Dus kennis niet alleen beschikbaar stellen achter de firewall. Kijk naar het totale landschap en plaats kennis en content daar waar het effectief is. Gebruik je klanten: echte fans kennen je diensten beter dan je gemiddelde medewerker.
  • Laat als manager los het idee dat alles inductief of deductief benaderbaar is. Het kan ook abductief zijn. En onderzoek dus door kortlopende experimenten, wat werkt en wat niet werkt.

Nederland wordt inderdaad steeds slimmer. Hoe verleidt jij je organisatie om daarin bij te blijven?

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Aside

Mark Ingwer on High Time for Empathetic Marketing

Let’s say that service design starts with empathy.  Mark Ingwer shares his insights, based on his 2012 book.  Enjoy!

Guest author: Mark Ingwer, PhD, is a consumer psychologist and the managing partner of Insight Consulting Group, a global marketing and strategy consultancy specializing in market research and consumer insights. He has 25 years experience applying his blend of psychology, marketing, and industry acumen to helping companies optimize their brand and marketing strategy based on an in-depth understanding of their customers. He is the author of the book “Empathetic Marketing” published by Palgrave, May 2012.

For nearly two decades, the business world has increasingly embraced the value of emotion in selling products. Countless books and articles describe how emotion factors into decision- making and bonds people with brands, products, services, advertising and people. Increasingly, business leaders, marketers and advertisers have come to see the value of appealing to consumers’ heartstrings. There is now little doubt that emotions offer buried treasure for businesses. Emotions can be powerful economic tools if understood, but without the benefit of a proven psychological theory to tell us where, when and how to extract emotional insights, opportunities are lost. The word “emotion” is derived from the Latin movere — “to move” — suggesting that emotions literally take us to another place.

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Businesses try “to move” customers, but it’s crucial to ask: where to? The logical answer is: “to the sale.” But that’s the short view, which misses the deeper role emotion plays in the marketing mix. Google, a company with a brilliant understanding of the needs of customers, launched its social media answer to Twitter and FacebookGoogle Buzz — in February 2010. There was no doubt that people were willing to share posts, pictures and information with friends over the Internet, but Google vastly underestimated consumers’ privacy concerns. The launch of Buzz immediately led to an angry outcry when it became clear that Buzz made all users’ email contacts public and made connections to other Google services, such as Picasa, automatically. A class-action suit followed, resulting in an $8.5 million settlement. Despite addressing the privacy issues, Buzz never caught the imagination of consumers, and in October 2011, Google discontinued the service. I contend that our individual well-being – self-esteem, success, relationships and happiness – is a result of meeting emotional needs. An individual’s needs are satisfied when he or she is connected meaningfully to others and comes to find his or her identity through those connections. Needs are at the root of our triumphs and setbacks, and they affect many consumer A Framework for Understanding Emotional Needs Businesses need to develop a conceptual framework for understanding emotional needs and a passion for meeting them every step of the consumer journey. For example, Facebook succeeds because it satisfies a yearning for connectivity to a group and a need to celebrate one’s individuality through self-expression. Most businesses leaders claim that they care about consumers’ needs but don’t understand how these needs dovetail with their business goals. Yet, it is possible to develop a framework to help businesses comprehend the science of emotional needs and incorporate this perspective into their strategy. But first, business leaders must acquire a more humanistic perspective rooted in the experience of people’s behavior. As a consumer, a clinical psychologist, market researcher and marketing consultant, I’ve had the privilege of interviewing thousands of consumers and business professionals. These interviews often take place in front of a two-way mirror with clients observing. At the end of the session, clients state what they heard in the discussion. Frequently, I have a different interpretation. When I report this, the client sometimes counters with “That’s not what they said.”

Listening With the Third Ear

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I listen with what psychologists call “the third ear,” a trained lens that helps me see beyond what people say and toward a deeper empathic understanding of their emotional needs — the hidden meaning behind their conscious thoughts. What I do is akin to the finely honed listening skills top executives use to navigate corporate politics or manage tense situations. But, as a business psychologist, I specialize in understanding a diverse, complex group of people – customers. Despite business’ growing embrace of emotion, this awareness is often the first thing shut out of their professional mindsets. Too often, we build a firewall that helps us rely on logic and reasoning to solve business problems. We stick to what is perceived to be the safest method of meeting business challenges. The sciences, including psychology, are not immune either; they attempt to create a fact-based, quantified approach that tends to sanitize people, so we forget about the humanity of consumers and filter out the raw emotion underlying the needs.

Solving business problems and generating insights is more about connecting the dots.

Oftentimes, the answer is found when we widen the scope. We can learn about consumerneed by peering inside the dynamics of human relationships. We can learn by observing the psychological underpinnings of how and why people use products and services. We can learn by listening to others through an empathic understanding of their emotional lives. In short, understanding how human needs manifests in the marketplace requires businesses to learn from disciplines that have often been overlooked in boardrooms. Drawing from sociology,ethnography, psychology, neurological, behavioral and clinical studies, blended with traditional consumer insights, marketers can make an emotional needs-based paradigm shift in perspective.

This new perspective will result in better ways to listen to, talk to, observe and understand people’s life stages. It’s time that marketers step away from their spreadsheets and enter familykitchens, local bars and doctor’s offices to gain a deeper understanding of human needs.

This is a modified excerpt from “Empathetic Marketing, How to Satisfy the 6 Core Emotional Needs of Your Customers.” 

Creativity in the Workplace. It’s More Than Just Colorful Furnitures.

http://31.media.tumblr.com/7902cbd0b93e4220aa0509014b2f8af6/tumblr_mthb5jGUt21s05ivao1_400.jpg

See on Scoop.itDesigning design thinking driven operations

For all those cash-rich companies such as Apple, Google and Facebook, there is a race to hire celebrity architects to design their headquarters. Googl… (Article: Creativity in the Workplace. It’s More Than Just Colorful Furnitures.

See on www.futurelab.net