Showing posts with label culture. Show all posts
Showing posts with label culture. Show all posts

Monday, May 12, 2014

Shop.org Think Tank: Retail CEOs must cultivate more “digital” talent

via Shop.org Blog http://ift.tt/1recbWK

 0 0 00 0
0
RATING
RATE THIS ARTICLE

Over the past 18 months, Shop.org has thought a lot about organizational structure – particularly, the “digital effect” on retailers and how they are evolving to build a less silo-ed team around a multichannel retail model. Achieving this transformation touches several operational aspects. But the most fundamental element to organizational change is, of course, the people.
In its “Open Letter to Retail CEOs,” the Shop.org Think Tank stresses that ever-rising customer expectations require retailers to become as much technology experts as they are merchandising and marketing experts. This puts the onus on retail teams as a whole to become more “digitally fluent” in order to understand and meet customer’s expectations who are already digitally-savvy.
The greatest hurdle? There simply aren’t enough individuals with a deep digital understanding to go around. To overcome this, the Think Tank suggests that we’re going to need to better leverage experts in the industry today and invest in bringing in new talent who don’t already have a retail background.
Better leverage your in-house digital talent. Most retailers have developed talent from within to grow the e-commerce side of their business. Now we’re starting to see some companies think about how that in-house expertise can benefit the organization more broadly. For example, companies such as Sephora and Walgreens have promoted their respective heads of e-commerce to take on the CMO role. Recently, Neiman Marcus started the process of integrating its traditional and online merchandising teams.
The next step for retailers is to spread those who have digital experience out to other departments – to store operations, IT, HR, finance, supply chain and more. This unification of digital and functional experts will enable other parts of the organization to become more digitally fluent, while also teaching these digital evangelists more about core areas of the business.
Bring in digital talent from outside the retail industry. Retailers would be remiss not tapping in to the talent pool in the tech sector, many of whom specialize in areas that retail needs more expertise, such as cloud computing and analytics. The retail industry is indisputably in the midst of significant evolution – a definite plus in catching the eye of digital veterans. But convincing these individuals to start a career in retail will take a sustained commitment CEOs and the senior leadership team. They must convey that digital opportunities aren’t limited to Silicon Valley, and the retail work environment is dynamic, flexible and rewarding. To be successful, retailers must be able to deliver on the promise of an exciting career that gives digital veterans a chance to make a big impact and drive significant change both in the company and industry as a whole.
Getting everyone “digitally fluent” in the organization will be time-consuming, even distinctly uncomfortable at times. However, if senior leadership teams at retailers don’t take this challenge head on, they will be simply become increasingly less relevant to their customers, risking the company’s future overall.

Wednesday, October 23, 2013

UIEtips: Meetings – The Canary in the Culture Coal Mine

Understanding the effects of an organization’s culture on its processes and outcomes can be challenging. The culture of a group or a project team is like water to fish: it is invisible yet everywhere, and it defines what is and is not possible to accomplish. Understanding or changing any aspect of a culture requires immense focused effort and luck.
Equally fascinating is the fact that organizations actually have two cultures. Their espoused culture is the one they claim to have, and the one which is promoted to customers and employees. They also have an actual culture, which governs how things truly go down and may contradict the former. For example, nearly all design firms speak of having a highly democratic, hands-on culture. However there are some decisions made in the style a dictatorship: people’s salaries, clients, even the selection of desks and equipment. It isn’t efficient or fun to get a group of twenty five people to collaborate on selecting a printer. When looking at troubled teams and companies it isn’t difficult to find stark contrast between their advertised and actual cultures. As a result of that culture contrast people feel disenfranchised, teams are less effective, and goals aren’t met.
Dave Gray, author of The Connected Company, spends a lot of time looking at how workplace cultures interfere with (or amplify) organizational ability to be responsive to customers and environmental challenges. But he has no interest in providing that as a consulting service. As Dave so eloquently puts it,
“Culture is a minefield. It’s a quagmire; like getting into a foreign war. (As a consultant) do you really want to get involved? I would rather create self-help tools.”
One of those tools is culture mapping. Like the origin of any good tool it has a background in a practical application solving an immediate problem.
“In 2006, my company was going through this kind of transformation. Our culture had been very process-driven and it needed to become more innovative, more entrepreneurial and more team-oriented. To help with that transition we created a visual map of the culture we wanted. We put copies of the map in every meeting room and on every desk, and we frequently used the map as a guide when making decisions.”
A culture map is composed of habits, elicited by asking a lot of questions to the individuals that comprise a culture. Those habits represent existing behaviors that are repeated because they are successful. For example, a team knows intrinsically not to ask the boss certain questions because enough people have asked those questions before, and suffered the consequences. As behaviors are repeated over time, they become easy and routine, even subconscious. But when confronted with a change in the environment that may necessitate breaking those habits, people are very unlikely to do so. The map is a tool to help reveal those behaviors, and explore how and why the mold could be broken.
In my work as a design strategist and consultant, I’m not asked to do a lot of cultural analysis, so I don’t always have the opportunity of building an entire culture map. But I find myself constantly having to adapt to the unique culture of each client I work with. And luckily, there is a tool already in place which will provide me with solid cultural insight without having to convince them that I need to examine their culture in gory detail: the meeting.

Meetings and Culture

Meetings in organizations surface some of the best and the worst of these habits, all bundled into a complex package. For a troubled team, you'll be hard pressed to find a better place than a meeting to expose tensions between the actual and advertised culture. Imagine a company whose leadership takes the organizational mission very seriously and espouses that employees are its best asset. But in meetings, things like this happen:
  • Teams speak to each each other with distrust or disbelief.
  • Meetings start late, and are unpredictable in length, running long or ending early.
  • People aren’t provided with adequate time or material to prepare for meetings.
  • Productive, healthy conflict is avoided or ignored.
Any of those sound familiar? But don’t worry. In this environment, a meeting is a tremendous opportunity to reveal some of the larger cultural tensions an organization may have, but are invisible at first. Just like the canary in the coal mine is used to demonstrate the presence of invisible deadly gases in a mine, a meeting can be a tool that you use to uncover problematic aspects of a culture before traveling too far down the tunnel of a project.

The Canary: Introduce a Feedback Loop

When I’m tasked with going into a new culture as a design consultant, I need to familiarize myself quickly with the culture of my client. In addition, the project team is introducing a new, hybrid culture that imposes constraints to the way we get things done. For that reason, I ask two simple questions at the beginning and the end of each of meeting. At the beginning I ask
“What would you like to get out of our time today?”
I write down on the whiteboard or easel, clearly so everyone can read it from where they are sitting, a summary of what each person said and who said it. At the very end of the meeting, before we leave the room, I ask each person directly
“(Name) - did we address your concern today?”
Introducing a simple feedback loop like this one into meetings will certainly not change the culture overnight. But it will start to introduce trust and open dialogue that will shine a light on the more challenging parts of the existing culture. The self awareness of a group’s strengths and weaknesses that will emerge from doing this exercise is what makes teams (and people) shine.

Want to learn more?

In less than one week, Kevin will lead a full-day workshop at the User Interface 18 Conference in Boston. His workshop, Leading Super Productive Meetings will show you how to develop empathy, trust, and collaboration in order to run effective design discussions. Plus, you’ll learn all about the visual listening and “who-do” frameworks to better understand and communicate with your teams — and manage conflict, too. Learn more about Kevin’s workshop.

Kevin HoffmanAbout the Author

Kevin is an independent UX consultant, writer, and speaker whose client list includes Google, Harvard, The US Holocaust Memorial Museum, and Zappos. He formerly worked as the director of user experience for Happy Cog in Philadelphia. You can follow Kevin on Twitter @kevinmhoffman.

via UIE Brain Sparks http://www.uie.com/brainsparks/2013/10/16/uietips-meetings_culture/

Monday, October 7, 2013

Advice for Outsiders

It’s college graduation season, so there’s been a lot of advice circulating for young designers/coders etc. on how to get a first job and how to succeed at it. A lot of this advice is really good. I want to add a few things from a perspective that doesn’t get much direct attention: what it means to come to a professional world from outside, and how that outsiderness can be both difficult and helpful.
“Outside” can mean a lot of things, and many, many of us who work on the web grew up poor or very far away or without a formal design education or one of a million different outsides. The early web attracted weirdos and misfits like you wouldn’t believe, and many now run successful companies. This is a malleable field, and if you’re interested enough, there’s probably a place for you—but it won’t necessarily be easy to find it. But you don’t have to do it alone.

Culture Barriers

If you are coming from outside the usual pool of people who work in Field X, you’re going to hit culture barriers. Some of those barriers need to be rattled and eventually demolished, but some are just about a lack of shared context. Open secrets are the hardest ones to crack when you’re coming in from outside, because no one will take you aside and whisper them in your ear. They’re the air everyone else is breathing. If you’re feeling out of place or you don’t know where to begin, don’t freak out. There are ways to pick up the context you need to thrive.
For starters, figure out who your role models are, even if they’re not doing exactly what you want to be doing. Use your role models’ processes and tools in your own experiments, and credit them when you do. Find out what work-related blogs and books they read, what conferences they go to, and how they talk about their work. Read all the things. Watch all the videos. Develop opinions about what you’re reading and hearing—and try to balance negative criticism with generosity, because there are always complexities that are easy to miss. If the stuff you find this way makes you excited to wake up in the morning, you’re heading in the right direction. If it makes you want to barf on your shoes, maybe try a different part of the industry.
You don’t have to try to sound sophisticated or jaded to fit in. People who are paying attention can tell, and it’s better to just be honest and work at gaining the knowledge you need. When stuff comes up that you don’t know, cop to it and then go look it up or ask questions about it during downtime.
And while you’re at it? Build hard skills other people don’t have. There’s a difference between being literate and having a decent editorial eye and knowing how to professionally copyedit and offer kind, helpful, effective editorial feedback to writers. There’s a difference between knowing the basics of a lot of web stuff and being really really good at writing fast, stable applications. Being a generalist is awesome, but you need to work toward clear specializations as well. It’s not either/or.
Do what you say you’ll do. Make yourself as indispensable as possible by actively tying up loose ends and helping with others’ work. Help the people you work with be awesome. Don’t wait for things to come to you—but you probably already know that, or you wouldn’t be here to begin with.

When Good Jobs Go Bad

Some companies are amazing places to work. Some are soul-destroying hellmouths. Most are in the middle, but it’s the second I want you to watch out for. At these companies, you will hear that it’s important to be “a team player without an ego,” which is often code for “you will work late nights, weekends, and holidays because that’s how we do it.” You will find that project and product managers don’t have the power to negotiate reasonable deadlines, that contracts go unsigned, and that executive whims regularly derail projects. And sometimes a company is reasonably healthy, but you’ll wind up working with—or for—someone whose workplace behavior would make perfect sense if he or she were five years old.
The hard reality is that you will probably have at least one terrible job, if you haven’t already. And you probably won’t be able to quit immediately, especially if you don’t have financial support from your family, or if you’re reliant on a sponsored visa, or you have kids of your own, or a dozen other things. This is hugely stressful even for people who aren’t particularly vulnerable, and no easy advice helps.
But you won’t be stuck forever. Our industry includes boatloads of kind, generous human beings and plenty of organizations that will support you in having a healthy life. You just have to make a path to get to them. How? Learn all you can where you are. Be good to people. And above all, get outside your company (or regional) bubble, talk to people who are doing amazing things, and ask how you can help. Sometimes you can do it all at the same time. Sometimes you’ll have to take a deep breath and leave a bad situation to get to a better one.
The fact that you’re reading this website suggests that you’re working in one of the few professional sectors that’s actually booming right now, which makes you luckier than most people in the world. You don’t have to settle for misery. Which brings me to your secret advantage.

The Dangers of Being Valuable

There are a lot of open jobs in tech right now that pay a lot of money and offer a lot of perks for people with the right skills. If your background hasn’t prepared you to assume that you’re destined for a high salary job with a prestigious company, this may feel especially surreal. This is good! One of the hidden strengths of being from not-around-here is that some things that seem normal to most people in the field may seem weird to you. And sometimes, sensitivity to weirdness can save you.
You may, for instance, already realize that if you’ve been hired into a prestigious, high-paying job as a junior designer/programmer/whatever, this probably has as much to do with a fluctuating market as with your own skills. If the people you grew up around don’t have access to that kind of job, you probably already know that you can be extremely skilled and work very hard and still barely make a living.
So why is that awareness useful? Leaving aside minor things like empathy and wariness toward entitlement, you’ll be better prepared for inevitable changes in the market value of your own skills. More importantly, you’ll be significantly less vulnerable to one particular flavor of manipulation: When you internalize the idea that you’re precious and irreplaceable in a company or an industry, it’s easy to be wooed into life-altering decisions like handing over years of 80-hour weeks to companies whose work you don’t actually care about. The more you accept this flattery as your due, the easier it is to be hypnotized by interests that conflict with your own.
Keeping the rest of the world—including the part you came from—in your peripheral vision can keep you from getting bewitched.
This post was originally published at the Pastry Box Project.
- See more at: http://incisive.nu/2013/advice-for-outsiders/#sthash.5su1e5hQ.dpuf

via Incisive.nu http://incisive.nu/2013/advice-for-outsiders/

Shake Shack and The Rise of the Mass Premium Brand

September 27, 2013


There’s nothing worse for brand right now then being caught in the middle between the premium and the value segment, if you are in the middle you are neither offering a unique perspective, or a great deal.

The middle used to be the place where you could buy awareness, buy lots of real estate and automatically gain share just due to your critical mass. There’s no denying there are still a lot of powerful brands in the middle, but they have to work extra hard to remain relevant.

In the re-shuffle that’s taking place, a new brand hierarchy is emerging with the arrival of the brands that don’t conveniently fit into a conventional space. They have a strong point of view, offer premium prices, but are accessible to a broad group of the population. They might not be in 30,000 stores, or have 3,000 stores of their own, but they aren’t one-man bands, or mom and pops.

On prototypical example of this phenomenon is the Shake Shack, who in a time when the mass fast food empires find themselves challenged across the board, this slightly more upscale 9 year-old burger micro-chain is growing smartly.

In their corporate HQ hangs a sign that reads “The bigger we get, the smaller we have to act”
Shake Shack is a brand knows that its customers are looking for something different; the burgers are 100% all natural Angus beef, the food is free of trans fat, they serve wine and beer, the stores have unique architecture that reflect their neighborhoods and they use green and sustainable materials where possible.
There’s a lot of focus on the details that surround the experience and partnerships, like the one with Mast Brothers for chocolate that help to reinforce the brand’s difference. It’s how Shake Shack gets all these elements work together to create an experience that’s more human and connected than a chain.

As a result, the typical NY Shake Shack makes twice the annual revenue as the average McDonald’s.
Danny Meyer, the founder of Shake Shack, has seen the damage greedy investors can do to a brand and is taking a measured approach to expansion in order to protect and preserve the brand’s integrity. There are simply too many brands that have been touted as the next “Starbucks”, who’ve expanded with the single strategy of ubiquity and fallen flat on their faces.  By the end of 2013, Shake Shack will operate a total of 33 stores worldwide.

This new Mass Premium space seems is set to grow because it attracts a nice mix of consumers; those who want to trade up from mass because the brand offers something special that the mass brands don’t and those who could trade up, but find the mass premium meets their needs.

via Influxinsights http://influxinsights.com/2013/branding/shake-shack-and-the-new-mass-premium-brand/