Build Social Compliance Bridges, Not Blockades — For Your Own Sake

Nick Hayes

Compliance pros, try to recall your last interaction with your marketing peers about social media: How did it go? Was it productive? Who initiated the conversation?

If you’re like many organizations today, your answers go something like this: “Not well,” “no,” and “not me.”

Do you see a pattern? Now to be fair, marketers’ responses end up looking pretty similar. Just check out the questions my colleague Erna Alfred Liousas asked her marketing peers: Even hearing the word “compliance,” marketers shiver, sigh, or break into hives (or all three). This is the problem. Compliance turns into a roadblock, and you become the pariah vetoing valuable, brand-boosting marketing initiatives. Worse yet, the projects don’t go away; they come back and create more work, more reviews, and more wasted time and resources.

You can turn this around, and the benefits go far beyond work reduction. How? By building strong marketing partnerships and compliant initiatives early on. This allows you to:

  • Eliminate burdensome future compliance work. Social marketing initiatives that avoid compliance either result in live scenarios that put the organization at risk of costly fines or they end up on your desk at the last minute. Either way, you end up with more work. Or, you can partner with marketing at the beginning, identify compliance issues and propose suitable alternate strategies that reduce future friction.
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Victim Blaming Won't Stop Global Ransomware Attacks

Jeff Pollard

The security industry has an accountability crisis. It's time to talk about it, then fix it. Whenever a massive cyber attack occurs inevitably a chorus of voices rises to blame the victims.  WannaCry on 5/12 and Petya on 6/27 yet again kicked off the familiar refrains of:

“If users didn’t click on stuff they shouldn’t….”

“If they patched they wouldn’t be down….”

“This is what happens when security isn’t a priority….”

“Now maybe someone will care about security…”

I have yet to meet a single user that clicked a malicious link intentionally – beyond security researchers and malware analysts that is. I have yet to meet anyone that delights in not patching as a badge of honor. There are great reasons not to patch, and terrible reasons not to patch. As always context and situation matter.

Except when we discover that Petya contained EternalBlue and EternalRomance, and can spread laterally via WMI and PSExec. Now our familiar refrain of blaming IT, the business, the user, is foiled. The malware author created the tool to use multiple attack vectors. Yes, patching helps, but this malware also captures credentials. So, if an organization has a single system they can’t patch for legitimate business reasons the malware can land, capture credentials, and then move laterally through the environment.

Here’s what S&R pros should take away from this:

  • Productive conversations usually don’t begin with accusations. Source: My significant other.
  • Geopolitics & cyberproliferation are emerging topics for CISOs.
  • Despite all the technical advances in the world, basic security hygiene will lead to wins.
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The Forrester Sales Force Automation Wave Marks A New Era In Sales Technology

John Bruno

The CRM market is mature and the subsection of that market focused on sales, sales force automation (SFA), is even more mature. This market has lumbered along for the past 20+ years, but the dynamics between buyers and sellers today has brought upon the need for a new evolution. We’ve included 10 vendors in the Forrester Wave: Sales Force Automation Solutions, Q2 2017 who have initiated and are driving the next evolution of sales via CRM.


Why now?

Today’s buyers’ experiences are being shaped by the digital tools around them and experiences the have in all aspects of their lives. And although everything would be done via self-service in an ideal state, the fact of the matter is that just isn’t feasible in today’s world. So what are we left with? We’re left with buyers who have heightened expectations working with sellers who are left leveraging outdated technology.


What does this evolution look like?

It’s time for companies to look at SFA through an entirely different lens. This means the focus of new investments must be made based on the needs of your customer engagement professionals on your front line: your sales reps. For far too long your sellers have been overburdened and under supported, and the impact is your customers notice because the experience is not up to their needs.


How does this evolution happen?

There is no magic wand to wave and transform your sales technology strategy into one marked by employee and customer obsession. In our evaluation, we saw the following three trends stand out to help improve both the employee and customer experiences: 

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Automation Technologies, Robotics, And Artificial Intelligence In The Workforce

JP Gownder

Last week, McDonald's shares hit an all-time high, bouyed by Wall Street's expectations that investments in automation technologies will drive business value: As part of its "Experience of the Future" initiative, McDonald's announced plans to roll out digital ordering kiosks that will replace cashiers in 2,500 of its locations. The company will also extend its customer self-service efforts, deploying mobile ordering at 14,000 locations. Given McDonald's bold bet, where does your company currently stand in its use of automation technologies to transform your workforce and reshape customer experience? 

The forward march of automation technologies -- which include hardware (e.g. robots, digital kiosks), software (e.g. AI), and customer self-service (e.g. mobile ordering) -- continues to reshape the world economy. Automation has already begun to reshape every company's workforce, including yours. Leaders across all roles, companies, and verticals are taking note; right now, my report The Future of Jobs, 2027: Working Side-by-Side with Robots is one of the five best-read among all reports at Forrester. We forecast a world in which automation cannibalizes 17% of US jobs by 2027, partly offset by the growth of 10% new jobs from the automation economy. Most importantly, we see human-machine teaming as a key workforce trend in the future, as more and more human employees find themselves working side-by-side with robotic colleagues.

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Telefónica Digitizes Its Operations In Service Of The Customer

Fred Giron

With Dan Bieler

Like many organizations, Telefónica is going through a digital transformation. Our new case study “Telefónica Digitizes Its Operations In Service Of The Customer” investigates the approach that Telefónica has taken to prepare for digital transformation, including the impact of its transformation strategy on its customer experience, its operational setup, and its organizational transformation. Here are three key insights:

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Simplicity is a strategy that works.

Chase Cunningham

This last week I was fortunate enough to be invited out to Hollywood to participate in a large exercise for the entertainment industry focusing on cyber security planning and threat management.  There were folks in attendance from a variety of organizations, all of which were very interested in just how exposed they might be to data theft.  The resounding call from nearly every executive that I talked to during this event was that they were aware of how exposed they likely were, and that they were extremely worried about who would be next to have their movie or tv show leaked to the public. 

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Two Technologies That Customer Service Organizations Use To Build Emotional Connections

Kate Leggett

Today customers use self-service for straightforward interactions, leaving complex issues like account closure or claims disputes for a phone conversation. These questions often take longer to resolve and are opportunities to build positive customer relationships.

Customer service organizations must look out for customers' best interests and support their emotional state. Take the example of Delta Air Lines and how the airline supports customers when they receive notice about a cancelled flight. Its IVR system can tell when the caller ID field matches a mobile phone that recently received a cancellation notice via text message. It skips the standard menu in favor of one context-aware question: "Are you calling about the text message we just sent you? - saving the customer valuable time, and making him or her feel like the airline has their best interests in mind.

How are companies making better emotional connections via customer service?  First, field service is becoming more important to nurture customer relationships. These interactions are by far the most personal channel for customer engagement, and they can make or break a relationship. Modern field service technologies empower customers to control the service experience by engaging with a tech on their timetable and their terms. They can also fuel differentiated customer experiences by equipping the technician with the right customer information, parts, and knowledge to get the job done in one visit. We foresee industries outside of the traditional ones – like insurance, field health workers, contractors - adopting these technologies for their value in providing differentiated experiences.

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Telefónica Digitizes Its Operations In Service Of The Customer

Dan Bieler

With Fred Giron

Like many organizations, Telefónica is going through a digital transformation. Our new case study “Telefónica Digitizes Its Operations In Service Of The Customer” investigates the approach that Telefónica has taken to prepare for digital transformation, including the impact of its transformation strategy on its customer experience, its operational setup, and its organizational transformation. Here are three key insights:

  • Collaboration between IT and business on customer journeys results in a qualitative dialogue. Telefónica’s CIO office no longer has a technology discussion with business leaders. Instead, they have a debate about business outcomes.
  • “Doing” matters more than “talking” about digital transformation. Telefónica’s CIO office has not tried to sound smart about digital transformation. It does not talk a lot about cultural transformation. Telefónica’s CIO office wants the culture change to be visible rather than intellectual.
  • Cultural issues are becoming more important as the digital transformation evolves. Telefónica has communicated, in detail, the need for and the approach to digital transformation to local operations as well as to all the channels to get business buy-in.
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Lessons Learned From The Recent British Airways Outage

Naveen  Chhabra

Like many others, we are trying to wrap our heads around the recent British Airways outage, an event so far-reaching and arguably avoidable that it’s difficult to believe such a thing can happen — yet it did. While our aim is not to criticize BA, this event provides some good lessons for everyone. It’s a reminder that bad things can happen, even to a good organization. You need to be aware of the risks to your own technology and business and defend against them before they harm your business and your customers.

As a rough estimate, BA will suffer direct losses of US$20 million to $25 million (75,000 passengers at an average revenue per passenger of about $300).[i] Three days of missed bookings amount to a potential additional $105 million loss, to say nothing of the reputational damage and other indirect losses. It might take the airline a few quarters to recover fully. Public memory is short, and the beleaguered traveler is forgiving, but a three-day no-show is extreme. BA execs will get to the root-cause analysis soon, but the event (and historical failures at airlines in general) provides a bonanza of lessons for execs everywhere who want to better equip their organizations to handle such exigencies.

Here’s what you should do:

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On An Agile Scaling Journey? Take Our Survey To Find Out How You Are Doing

Amanda LeClair

This year I’m excited to be teaming up with Diego Lo Giudice on the biannual Forrester Agile At Scale Adoption Survey. For the 2017 study, we’ve added a few more questions in areas that we see organizations struggle with. So in addition to successful Agile team practices, alignment with business stakeholders upstream and downstream with testing and operations, we are looking into more Agile at scale issues like budgeting and DevOps. Software development leaders continue to buy into Agile while eradicating traditional waterfall development. In the last Agile survey in 2015, we found that 46% of the respondents are still doing what Forrester calls Water-Agile-Fall, but not on a path to faster delivery. Leading innovator teams, which we called Agile Expert firms, have quickly turned passion projects into Agile success stories. But enterprises don’t just need to be quick and flexible on net-new projects or only at the individual team level; they need speed across the business.

As software teams mature along their Agile transformation, the biggest obstacle still is, despite some improvements, to scale up and horizontally. This means truly linking Agile initiatives, Design thinking and DevOps with business value. Our biannual Agile survey tracking the health of Agile initiatives for 2017 keeps its focus on the main challenge: Agile At Scale.

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