Earlier this week I had the opportunity to attend Forrester's journey mapping workshop in their San Francisco office. It was a great mix of content and group exercises to give everyone hands on experience mapping the journey of a customer. We had a pretty impressive journey map by the end of the afternoon!
Today’s workforce includes a variety of generational factions, from Baby Boomers, Gen Xers (like me!) and Millennials, all the way to those from the most recent cohort, dubbed “Gen Z.” On top of that, this particular 50+-year span encompasses a time characterized by unprecedented change in the workplace. Put it all together and it’s easy to see the enormous challenge CIOs now face: They must find solutions that satisfy not only different age groups, but also vastly different skill sets, experiences and preferences.
The word "collaboration" can conjure contrasting associations, depending on who you are and on your life experiences. Some of us may think of collaboration as a positive thing — a process in which we work with others (hopefully harmoniously) and, by virtue of the teamwork, create results that are better than we could have achieved on our own. Others may bristle at the word, because it brings up memories of forced committees and coalitions, often ending with results that are inferior to those we might have achieved on our own.
While I've experienced both, my feeling is that the more refined the processes and technologies involved, the better the chance that the outcomes will be positive. The bad news is that the above are often lacking.
Once you’ve realized how important it is to invest in a digital workplace and have secured the budget you need to move forward with your plan, it’s time to begin looking for a collaboration solution to support this new way of work.
One of the most exciting things about working at Prysm is connecting with our customers who are using our technology in unique ways and who are continuing to push the boundaries of what it can do.
Prysm is laser-focused on helping companies develop digital-transformation initiatives, because we understand that leaders in the digital space are also revenue leaders. Case in point: a McKinsey & Company study1 found that companies that wholeheartedly embrace digital technology — strategically, not just tactically — pull in, on average, five times more revenue than digital laggards. No small potatoes.
The number of remote workers is rising by the year. With the advancement of modern technology and an increasing understanding of how flexibility can improve performance and morale, this is a trend that is likely to surge in popularity.
Research* shows that today's employees can spend up to 80% of their workdays collaborating. As a result, meetings — our primary method of working together — have become mere way points in an ongoing collaborative process. This is a major shift from the way we used to think about meetings, which we regarded as events with a beginning and an end.
Our marketing meetings at Prysm have several different purposes – campaign planning, design reviews, weekly status, one-on-one working sessions – the list goes on. The content we need to share in those meetings varies. With the recent release of co-browsing, we’ve been able to streamline the prep required for any meeting, as well as to dramatically enhance the meeting experience itself.
When you think of the word "collaboration," you probably think of meetings (online or offline), messaging, screen sharing, file sharing, and maybe even video conferencing. These activities have become not only standard in most business environments, but also a critical part of getting work done.
Outperforming your competition in a rapidly changing business climate requires a trifecta of humility, adaptability, and agility.
Humility helps you realize that perfection is a moving target and that success requires continuous evaluation and adjustment. (Or, in the immortal words of the band Kansas, "If I claim to be a wise man, it surely means that I don't know.") This honest assessment clears the path for the next two key performance indicators.
Long-term relationships with customers are built on a foundation of trust, fostered by clients’ believing that you have their best interests at heart. This can be accomplished by helping them stay on top of the latest tech trends that drive business and bring value to their organizations.
There's a task that's universal in the vast majority of office work environments: reviewing documents, especially with a group. We do this all the time in marketing — with agencies, in team meetings, and when presenting mockups, brochures, and web pages to executives. In most cases, the process is woefully inefficient.
I admit it. I'm addicted to pens and paper. I have specific pens that I use for lists, others that I use for sketching, some for work, some for personal use, some that I keep in my bag, and so on. I know what you're thinking: yes, I work for a tech company! But I love the feel of pen on paper. The colors help me stay organized. And I'm just a highly visual person. What can I say? It's my thing.
I was talking to an "experience marketer" today (someone who designs flashy customer-experience centers for large companies, such as AT&T, Cisco, etc.) and he mentioned something about how strongly environment influences a customer or prospect to buy. As a marketer myself, this is a phenomenon I'm well familiar with. The reason is simple: We don't just buy products or services. We buy the way they make us feel.
Remember scrambling like mad for new technology?
I know people who camped out overnight to secure their place in line for the latest version of a smartphone. Others significantly overpaid or added their names to pre-order lists months in advance — just to make sure they had the most up-to-date device.
Ten months ago, when I was interviewing for my job at Prysm, my future (now current) boss showed me the Prysm digital workplace platform. I remember her sketching on the digital whiteboard, calling up functions with a single touch from the hexagonal background, and using gestures to zoom in and out and move content around (like an iPad) on the massive 4K screen. It was impressive, to say the least. However (dirty little secret alert), I wasn't quite sure how useful it might be in day-to-day operations — outside of screen sharing in meetings with remote participants, which was something I could already do with Skype or Google Hangouts.
The other day, I heard a great story about how a colleague of mine got board approval to hire more than two dozen new staff members—and the whole negotiation took less than an hour. He used digital-workplace technology to pull a remote team member into a board meeting on the fly and run ROI scenarios in real time. Without being able to see the specific figures, the decision would have taken weeks and cost millions in potential revenue.