Source : businessinsider.com
By : STEVEN SINOFSKY
Category : SEO Strategy For Hotels
This paper says business must embrace the consumer world and see it not as different, less functional, or less enterprise-worthy, but as the new path forward for how people will use technology platforms, how businesses will organize and execute work, and how the roles of software and hardware will evolve in business. Our industry speaks volumes of the consumerization of IT, but maybe that is not going far enough given the incredible pace of innovation and depth of usage of the consumer software world. New tools are appearing that radically alter the traditional definitions of productivity and work. Businesses failing to embrace these changes will find their employees simply working around IT at levels we have not seen even during the earliest days of the PC. Too many enterprises are either flat-out resisting these shifts or hoping for a “transition”—disruption is taking place, not only to every business, but within every business.
Continuous productivity is an era that fosters a seamless integration between consumer and business platforms. Today, tools and platforms used broadly for our non-work activities are often used for work, but under the radar. The cloud-powered smartphone and tablet, as productivity tools, are transforming the world around us along with the implied changes in how we work to be mobile and more social. We are in a new era, a paradigm shift, where there is evolutionary discontinuity, a step-function break from the past. This constantly connected, social and mobile generational shift is ushering a time period on par with the industrial production or the information society of the 20 century. Together our industry is shaping a new way to learn, work, and live with the power of software and mobile computing—an era of continuous productivity. Continuous productivity manifests itself as an environment where the evolving tools and culture make it possible to innovate more and faster than ever, with significantly improved execution. Continuous productivity shifts our efforts from the start/stop world of episodic work and work products to one that builds on the technologies that start to answer what happens when:
- A generation of new employees has access to the collective knowledge of an entire profession and experts are easy to find and connect with.
- Collaboration takes place across organization and company boundaries with everyone connected by a social fiber that rises above the boundaries of institutions.
- Data, knowledge, analysis, and opinion are equally available to every member of a team in formats that are digital, sharable, and structured.
- People have the ability to time slice, context switch, and proactively deal with situations as they arise, shifting from a world of start/stop productivity and decision-making to one that is continuous.
- Today our tools force us to hurry up and wait, then react at all hours to that email or notification of available data. Continuous productivity provides us a chance at a more balanced view of time management because we operate in a rhythm with tools to support that rhythm. Rather than feeling like you’re on call all the time waiting for progress or waiting on some person or event, you can simply be more effective as an individual, team, and organization because there are new tools and platforms that enable a new level of sanity.
Some might say this is predicting the present and that the world has already made this shift. In reality, the vast majority of organizations are facing challenges or even struggling right now with how the changes in the technology landscape will impact their efforts. What is going on is nothing short of a broad disruption—even winning organizations face an innovator’s dilemma in how to develop new products and services, organize their efforts, and communicate with customers, partners, and even within their own organizations. This disruption is driven by technology, and is not just about the products a company makes or services offered, but also about the very nature of companies. The starting point for this revolution in the workplace is the socialplace we all experience each and every day. We carry out our non-work (digital) lives on our mobile devices. We use global services like Facebook, Twitter, Gmail, and others to communicate. In many places in the world, local services such as Weibo, MixIt, mail.ru, and dozens of others are used routinely by well over a billion people collectively. Entertainment services from YouTube, Netflix to Spotify to Pandora and more dominate non-TV entertainment and dominate the Internet itself. Relatively new services such as Pinterest or Instagram enter the scene and are used deeply by tens of millions in relatively short times.
While almost all of these services are available on traditional laptop and desktop PCs, the incredible growth in usage from smartphones and tablets has come to represent not just the leading edge of the scenario, but the expected norm. Product design is done for these experiences first, if not exclusively. Most would say that designing for a modern OS first or exclusively is the expected way to start on a new software experience. The browser experience (on a small screen or desktop device) is the backup to a richer, more integrated, more fluid app experience. In short, the socialplace we are all familiar with is part of the fabric of life in much of the world and only growing in importance. The generation growing up today will of course only know this world and what follows. Around the world, the economies undergoing their first information revolutions will do so with these technologies as the baseline. The industrial revolution that defined the first half of the 20 century marked the start of modern business, typified by high-volume, large-scale organizations. Mechanization created a culture of business derived from the capabilities and needs of the time. The essence of mechanization was the factory which focused on ever-improving and repeatable output. Factories were owned by those infusing capital into the system and the culture of owner, management, and labor grew out of this reality. Management itself was very much about hierarchy. There was a clear separation between labor and management primarily focused on owners/ownership.
The information available to management was limited. Supply chains and even assembly lines themselves were operated with little telemetry or understanding of the flow of raw materials through to sales of products. Even great companies ultimately fell because they lacked the ability to gather insights across this full spectrum of work. Today’s organizations are either themselves mobile or serving customers that are mobile, or likely both. Mobility is everywhere we look—from apps for consumers to sales people in stores and the cash registers to plane tickets. With mobility comes an unprecedented degree of freedom and flexibility—freedom from locality, limited information, and the desktop computer. The knowledge-based organization spent much energy on connecting the dots between qualitative sampling and data sourced on what could be measured. Much went into trying get more sources of data and to seek the exact right answer to important management decisions. Today’s workplace has access to more data than ever before, but along with that came understanding that just because it came from a computer it isn’t right. Data is telemetry based on usage from all aspects of the system and goes beyond sampling and surveys. The use of data today substitutes algorithms seeking exact answers with heuristics informed by data guessing the best answer using a moment’s worth of statistical data. Today’s answers change over time as more usage generates more data. We no longer spend countless hours debating causality because what is happening is right there before our eyes.
We see this all the time in the promotion of goods on commerce sites, the use of keyword search and SEO, even the way that search itself corrects spellings or maps use a vast array of data to narrow a potentially very large set of results from queries. Technologies like speech or vision have gone from trying to compute the exact answer to using real-time data to provide contextually relevant and even more accurate guesses. The availability of these information sources is moving from a hierarchical access model of the past to a much more collaborative and sharing-first approach. Every member of an organization should have access to the raw “feeds” that could be material to their role. Teams become the focus of collaborative work, empowered by the data to inform their decisions. We see the increasing use of “crowds” and product usage telemetry able to guide improved service and products, based not on qualitative sampling plus “judgment” but on what amounts to a census of real-world usage. Information technology is at the heart of all of these changes, just as it was in the knowledge era. The technologies are vastly different. The mainframe was about centralized information and control. The PC era empowered people to first take mainframe data and make better use of it and later to create new, but inherently local or workgroup specific information sources. Today’s cloud-based services serve entire organizations easily and can also span the globe, organizations, and devices. This is such a fundamental shift in the availability of information that it changes everything in how information is collected, shared, and put to use. It changes everything about the tools used to create, analyze, synthesize, and share information.
Management using yesterday’s techniques can’t seem keep up with this world. People are overwhelmed by the power of their customers with all this information (such as when social networks create a backlash about an important decision, or we visit a car dealer armed with local pricing information). Within organizations, managers are constantly trying to stay ahead of the curve. The “young” employees seem to know more about what is going on because of Twitter and Facebook or just being constantly connected. Even information about the company is no longer the sole domain of management as the press are able to uncover or at least speculate about the workings of a company while employees see this speculation long before management is communicating with employees. Where people used to sit in important meetings and listen to important people guess about information, people now get real data from real sources in real-time while the meeting is taking place or even before. This symbol of the knowledge era, the meeting, is under pressure because of the inefficiency of a meeting when compared to learning and communicating via the technology tools of today. Why wait for a meeting when everyone has the information required to move forward available on their smartphones? Why put all that work into preparing a perfect pitch for a meeting when the data is changing and is a guess anyway, likely to be further informed as the work progresses? Why slow down when competitors are speeding up?
There’s a new role for management that builds on this new level of information and employees skilled in using it. Much like those who grew up with PC “natively” were quick to assume their usage in the workplace (some might remember the novelty of when managers first began to answer their own email), those who grow up with the socialplace are using it to do work, much to the chagrin of management. Management must assume a new type of leadership that is focused on framing the outcome, the characteristics of decisions, and the culture of the organization and much less about specific decision-making or reviewing work. The role of workplace technology has evolved significantly from theory to practice as a result of these tools. The following table contrasts the way we work between the historic norms and continuous productivity.
Source : businessinsider.com/next-generation-of-tools-make-us-constantly-productive-2013-9