Microsoft, Google and IBM are all over this point, investing heavily to reinvent email — eventually replacing the inbox (and folders and other machinery of office drudgery) with a virtual personal assistant (a la the Apple Knowledge Navigator video from 1987.) Watch the video.
Are you ready for it?
A small eruption emerged on Twitter in response to my article that covered the Adaptive Path acquisition. At the root of it was a conversation about the differences and overlaps between user experience (UX) and service design. Patrick Quattlebaum, managing director at Adaptive Path and esteemed former colleague sat down with me to see if we could suss out the overlaps and distinctions between each approach. Topic: Customer Experience.
Indeed, as an operational manager I always state that my personal productivity will increase with at least 15% in case the rigid use of guidelines and applications of our corporate ICT Guidelines would be loosened.
Does this sound familiar?
At the office, you’ve got a sluggish computer running aging software, and the email system routinely badgers you to delete messages after you blow through the storage limits set by your IT department. Searching your company’s internal Web site feels like being teleported back to the pre-Google era of irrelevant search results.
At home, though, you zip into the 21st century. You’ve got a slick, late-model computer and an email account with seemingly inexhaustible storage space. And while Web search engines don’t always figure out exactly what you’re looking for, they’re practically clairvoyant compared with your company intranet.
This is the double life many people lead: yesterday’s technology for work, today’s technology for everything else. The past decade has brought awesome innovations to the marketplace—Internet search, the iPhone, Twitter and so on—but consumers, not companies, embrace them first and with the most gusto.
Even more galling, especially to tech-savvy workers, is the nanny-state attitude of employers who block access to Web sites, lock down PCs so users can’t install software and force employees to use clunky programs. Sure, IT departments had legitimate concerns in the past. Employees would blindly open emails from persons unknown or visit shady Web sites, bringing in malicious software that could crash the network. Then there were cost issues: It was a lot cheaper to get one-size-fits-all packages of middling hardware and software than to let people choose what they wanted.
But those arguments are getting weaker all the time.