When you think of ASICS, most likely the first thing that comes to mind are running shoes. The company, however, recognizes that customers are after much more – and arguably, it has done so since it first started trading.
“Our brand writes its story by itself. The story is amazing. The backbone is strong: how can we make people excited and enjoy life,” says Thomas Wasser, global CRM lead for ASICS. Perception is critical for brands. “As a brand you have a perception of what you’re delivering. We think we are providing the best products, but the consumer experience isn’t matching what we’re thinking.”
ASICS is striving to chip away at that gap to make it smaller. It is focusing more and more on the customer experience through programs that encourage engagement rather than product sales. This marks a shift for the company and demonstrates not only its understanding of a disrupted marketplace, but its acknowledgement of the disruptive economy.
“It’s not really about digital transformation. It’s a consumer-centric transformation,” Wasser says. Consumers switch brands more easily now and their expectations are constantly moving higher. As a result, the biggest threat isn’t coming from competitors, but from disruptors like Uber and AirBNB. These are the companies that set the benchmark for customers by highlighting the benefits of a great online experience.
The challenge, therefore, is for ASICS to get conversations started and build connections with consumers. Wasser refers to this as not storytelling, but story doing. “We need to live the story and ensure it cascades.”
For example, they asked marathon runners what products they buy. Nearly half answered ASICS – good result, right? Further digging revealed that the purchase wasn’t driven by a love of the product, but because it was considered the best. There was nothing wrong with it, but the problem was simply that customers didn’t feel a connection to the brand. “If a competitor comes along with a parity perception that doesn’t even have the same quality, then the customer is gone,” Wasser explained.
ASICS is now working not just to stay in the consideration mindset of consumers but to build that bond. Achieving this starts with self reflection by the brand to be authentic and honest. Instead of asking, “What’s best for the company?”, they ask “What’s best for the customer?”.
Building connections starts with engagement. The idea is to identify a customer’s individual goals and then help them achieve these goals. By engaging customers and helping them find new goals, such as trying a new sport or achieving a faster marathon finish time, ASICS is helping customers, not just selling to them. This is accomplished through the creation of programs such as Pace Club, starting running crews and clinics, and the recent acquisition of Runkeeper.
To make this transformation successful, key strategies have been undertaken around the globe.
ASICS is providing training in very region to make sure everyone understands the intelligence the brand gathers and what it can provide. To do this successfully, they’ve acknowledged that a global approach can’t ignore the need for localization. This means that alignment across regions and clearly delineating the objectives and deliverables is critical.
“Sharing best practice sharing is much easier now,” says Wasser. “We can really start working together as regions, instead of competing.”
The Digitalist Magazine is your online destination for everything you need to know to lead your enterprise’s digital transformation.
Read the Digitalist Magazine and get the latest insights about the digital economy that you can capitalize on today.
About Michele Hackshall
Michele Hackshall is a writer who helps global brands hone their marketing communications. Over the past two decades she’s managed product launches, strategized campaigns and written everything from scripts and adverts through to annual reports and press releases. Since becoming a freelancer in 2013, she’s focused on project managing the case studies program for Twitter’s emerging markets, through digital marketing agency Wings4U.
A rebate involves refunding a portion of an item’s sales price after a transaction is completed. An incentive is a special offer that makes a purchase more manageable or attractive to potential customers, such as lower financing interest rates or extended repayment terms. Sometimes sellers combine the two strategies, but more typically they require buyers to pick which program they want to use.
These strategies have been around for as long as people have had things to trade. In the 18th century, for example, merchants in what is now the United States gave customers copper tokens that they could use to make future purchases. Today, digital transformation is giving us a variety of new ways to attract customers, but some business leaders may be wondering if rebates and incentives are still relevant in the age of real-time data and predictive insights.
The short answer is a qualified “yes, but…,” according to Cara DeGraff, vice president of product management at Vistex, a global provider of software for managing master data, contracts, pricing, rebates, and incentive programs.
While rebate and incentive programs remain vital elements required for businesses to drive revenue and incent buying behavior, “you cannot continue to do the same types of programs,” explains DeGraff. “The expectations are different in the digital economy. Everything is changing.”
Data and analytics are crucial to program success
Part of that change is that customers can access an incredible amount of information and opinion through the Internet. This resource means they are often more informed than past customers and also more likely to have been influenced by peer reviews and conversations on social media.
Companies and their channel partners must be similarly informed and engaged to attract and retain these customers. This level of awareness requires not only granular data and real-time analytics, but also a decision-making culture that allows the sales and marketing functions to adjust and refine their rebate and incentive strategies in concert with relevant online and social media conversations.
“You have to be flexible,” says Gary Adams, consumer products industry principal at Vistex. “Regardless of what you have tried in the past and whether it worked or failed, you have to constantly look for smarter and more efficient and effective ways to use your incentives and rebates. To do that, you have to understand how customer behavior is changing.”
Quality data helps to ensure accurate predictions
Data and analytics are critical components of the digital transformation process. They allow businesses and channel partners to ask new questions, model possible outcomes for proposed programs, and track and assess how those predictions align against actual performance over time.
Of course, collecting useful data remains an ongoing challenge for busy decision-makers. But research suggests that customers will provide this information if they trust the recipient and are given something in return.
“It can be monetary or a product or gift,” says DeGraff. “But to collect data, you need to pay people for actions, not just for purchases.”
How businesses structure these exchanges is important. Experts such as John McDonnell, an industry value advisor for SAP, recommend avoiding overly complex offers. “Keep things simple to avoid confusion by customers about why they are doing business with you,” he says. “Every transaction should be as transparent as possible.”
The side effect of this struggle: an ever-deepening web of legal complexity that has put insurance in a somewhat unique position in the digital era. While Uber transformed the taxi industry overnight, and even banks now offer user-friendly digital services, regulatory bulk still has insurers asking customers to post off forms and speak to brokers on the phone to buy or change policies.
In a world where people have come to expect near-instant digital everything, insurance companies have been allowed to hide behind reams of regulation to largely go on as they were in the pre-digital age. And while customer satisfaction is falling, I’ve heard few campaigning for insurance to go digital. Thus, the industry seems content, even invested, in keeping things the way they are.
Unwinding decades-old systems, building new digital services, and relaunching the business in the hope that it all works as well as before: it just sounds too risky, too daunting, and too expensive for the old, conservative insurance institutions to seriously consider, if they don’t have to.
If the recent past has taught us anything, however, it’s that pent-up frustration with a given industry will eventually explode, leaving a path of destruction and technological innovation in its wake. For insurance, the signs are already there: the percentage of US adults with life insurance has fallen from 59% to 36% since 1960. And you can forget about selling younger generations those nice-to-have policies if it means doing paperwork, rather than tapping an icon in a smartphone app.
The regulatory structure must somehow make it possible for insurance to be Uberized. We know the technology exists, and it’s hard to believe it would take long for Uber-like insurance apps to emerge if law permitted. In fact, some startups are trying their luck already. The website of Lemonade, a fintech using AI and machine learning to manage policies and claims, tells us to forget everything we know about insurance. Uberization will come in the form of a peer-to-peer insurance model, meaning Lemonade isn’t in conflict with its customers over claims, we’re promised.
In an article titled Why I’m betting on Lemonade, the company’s own William Latza wrote: “Traditional insurers are burdened with centuries of development that got them to this point … I’m betting on Lemonade because it is unburdened by legacy.” He is “convinced Lemonade will bring insurance to 21st century consumers who have learned to shun insurance and insurers.”
There is, of course, reason to be skeptical. In a counter-piece, Why I’m betting against Lemonade, law professor Jay Feinman wrote: “Apps, bots and a giveback to charity just aren’t enough to transform the very business model of insurance.” While he hopes he’s wrong, Feinman thinks it’s too much to expect the complex, rule-heavy insurance game to be turned on its head overnight by a spritely startup.
It’s much more likely that change will happen slowly, piece by piece. Technologists will keep plugging away, finding potential in AI, telematics, blockchain, sensors and big data. Regulators will try to keep up, allowing innovation to the point that insurance remains a lubricant that keeps society functioning. The survival of the old insurance institutions will depend on how they react to this progress.
But few are getting carried away just yet. There are rules to be followed – for good reason – and it will take time to change them. Until now these rules have shielded insurance from digital disruption, but it won’t last forever. What can be appified, will eventually be appified, and insurance is no different.
Incidentally, a new SAP Canada whitepaper – IFRS 17: Obligation or Opportunity? – explains to insurance companies how looming regulatory changes can be their springboard into the digital era.
In the tech world in 2017, several trends emerged as signals amid the noise, signifying much larger changes to come.
As we noted in last year’s More Than Noise list, things are changing—and the changes are occurring in ways that don’t necessarily fit into the prevailing narrative.
While many of 2017’s signals have a dark tint to them, perhaps reflecting the times we live in, we have sought out some rays of light to illuminate the way forward. The following signals differ considerably, but understanding them can help guide businesses in the right direction for 2018 and beyond.
When a team of psychologists, linguists, and software engineers created Woebot, an AI chatbot that helps people learn cognitive behavioral therapy techniques for managing mental health issues like anxiety and depression, they did something unusual, at least when it comes to chatbots: they submitted it for peer review.
Stanford University researchers recruited a sample group of 70 college-age participants on social media to take part in a randomized control study of Woebot. The researchers found that their creation was useful for improving anxiety and depression symptoms. A study of the user interaction with the bot was submitted for peer review and published in the Journal of Medical Internet Research Mental Health in June 2017.
While Woebot may not revolutionize the field of psychology, it could change the way we view AI development. Well-known figures such as Elon Musk and Bill Gates have expressed concerns that artificial intelligence is essentially ungovernable. Peer review, such as with the Stanford study, is one way to approach this challenge and figure out how to properly evaluate and find a place for these software programs.
The healthcare community could be onto something. We’ve already seen instances where AI chatbots have spun out of control, such as when internet trolls trained Microsoft’s Tay to become a hate-spewing misanthrope. Bots are only as good as their design; making sure they stay on message and don’t act in unexpected ways is crucial.
This is especially true in healthcare. When chatbots are offering therapeutic services, they must be properly designed, vetted, and tested to maintain patient safety.
It may be prudent to apply the same level of caution to a business setting. By treating chatbots as if they’re akin to medicine or drugs, we have a model for thorough vetting that, while not perfect, is generally effective and time tested.
It may seem like overkill to think of chatbots that manage pizza orders or help resolve parking tickets as potential health threats. But it’s already clear that AI can have unintended side effects that could extend far beyond Tay’s loathsome behavior.
For example, in July, Facebook shut down an experiment where it challenged two AIs to negotiate with each other over a trade. When the experiment began, the two chatbots quickly went rogue, developing linguistic shortcuts to reduce negotiating time and leaving their creators unable to understand what they were saying.
Do we want AIs interacting in a secret language because designers didn’t fully understand what they were designing?
The implications are chilling. Do we want AIs interacting in a secret language because designers didn’t fully understand what they were designing?
In this context, the healthcare community’s conservative approach doesn’t seem so farfetched. Woebot could ultimately become an example of the kind of oversight that’s needed for all AIs.
Meanwhile, it’s clear that chatbots have great potential in healthcare—not just for treating mental health issues but for helping patients understand symptoms, build treatment regimens, and more. They could also help unclog barriers to healthcare, which is plagued worldwide by high prices, long wait times, and other challenges. While they are not a substitute for actual humans, chatbots can be used by anyone with a computer or smartphone, 24 hours a day, seven days a week, regardless of financial status.
Finding the right governance for AI development won’t happen overnight. But peer review, extensive internal quality analysis, and other processes will go a long way to ensuring bots function as expected. Otherwise, companies and their customers could pay a big price.
Elon Musk is an expert at dominating the news cycle with his sci-fi premonitions about space travel and high-speed hyperloops. However, he captured media attention in Australia in April 2017 for something much more down to earth: how to deal with blackouts and power outages.
In 2016, a massive blackout hit the state of South Australia following a storm. Although power was restored quickly in Adelaide, the capital, people in the wide stretches of arid desert that surround it spent days waiting for the power to return. That hit South Australia’s wine and livestock industries especially hard.
South Australia’s electrical grid currently gets more than half of its energy from wind and solar, with coal and gas plants acting as backups for when the sun hides or the wind doesn’t blow, according to ABC News Australia. But this network is vulnerable to sudden loss of generation—which is exactly what happened in the storm that caused the 2016 blackout, when tornadoes ripped through some key transmission lines. Getting the system back on stable footing has been an issue ever since.
Displaying his usual talent for showmanship, Musk stepped in and promised to build the world’s largest battery to store backup energy for the network—and he pledged to complete it within 100 days of signing the contract or the battery would be free. Pen met paper with South Australia and French utility Neoen in September. As of press time in November, construction was underway.
For South Australia, the Tesla deal offers an easy and secure way to store renewable energy. Tesla’s 129 MWh battery will be the most powerful battery system in the world by 60% once completed, according to Gizmodo. The battery, which is stationed at a wind farm, will cover temporary drops in wind power and kick in to help conventional gas and coal plants balance generation with demand across the network. South Australian citizens and politicians largely support the project, which Tesla claims will be able to power 30,000 homes.
Until Musk made his bold promise, batteries did not figure much in renewable energy networks, mostly because they just aren’t that good. They have limited charges, are difficult to build, and are difficult to manage. Utilities also worry about relying on the same lithium-ion battery technology as cellphone makers like Samsung, whose Galaxy Note 7 had to be recalled in 2016 after some defective batteries burst into flames, according to CNET.
However, when made right, the batteries are safe. It’s just that they’ve traditionally been too expensive for large-scale uses such as renewable power storage. But battery innovations such as Tesla’s could radically change how we power the economy. According to a study that appeared this year in Nature, the continued drop in the cost of battery storage has made renewable energy price-competitive with traditional fossil fuels.
This is a massive shift. Or, as David Roberts of news site Vox puts it, “Batteries are soon going to disrupt power markets at all scales.” Furthermore, if the cost of batteries continues to drop, supply chains could experience radical energy cost savings. This could disrupt energy utilities, manufacturing, transportation, and construction, to name just a few, and create many opportunities while changing established business models. (For more on how renewable energy will affect business, read the feature “Tick Tock” in this issue.)
Battery research and development has become big business. Thanks to electric cars and powerful smartphones, there has been incredible pressure to make more powerful batteries that last longer between charges.
The proof of this is in the R&D funding pudding. A Brookings Institution report notes that both the Chinese and U.S. governments offer generous subsidies for lithium-ion battery advancement. Automakers such as Daimler and BMW have established divisions marketing residential and commercial energy storage products. Boeing, Airbus, Rolls-Royce, and General Electric are all experimenting with various electric propulsion systems for aircraft—which means that hybrid airplanes are also a possibility.
Meanwhile, governments around the world are accelerating battery research investment by banning internal combustion vehicles. Britain, France, India, and Norway are seeking to go all electric as early as 2025 and by 2040 at the latest.
In the meantime, expect huge investment and new battery innovation from interested parties across industries that all share a stake in the outcome. This past September, for example, Volkswagen announced a €50 billion research investment in batteries to help bring 300 electric vehicle models to market by 2030.
At first, it sounds like a narrative device from a science fiction novel or a particularly bad urban legend.
Powerful cameras in several Chinese cities capture photographs of jaywalkers as they cross the street and, several minutes later, display their photograph, name, and home address on a large screen posted at the intersection. Several days later, a summons appears in the offender’s mailbox demanding payment of a fine or fulfillment of community service.
As Orwellian as it seems, this technology is very real for residents of Jinan and several other Chinese cities. According to a Xinhua interview with Li Yong of the Jinan traffic police, “Since the new technology has been adopted, the cases of jaywalking have been reduced from 200 to 20 each day at the major intersection of Jingshi and Shungeng roads.”
The sophisticated cameras and facial recognition systems already used in China—and their near–real-time public shaming—are an example of how machine learning, mobile phone surveillance, and internet activity tracking are being used to censor and control populations. Most worryingly, the prospect of real-time surveillance makes running surveillance states such as the former East Germany and current North Korea much more financially efficient.
According to a 2015 discussion paper by the Institute for the Study of Labor, a German research center, by the 1980s almost 0.5% of the East German population was directly employed by the Stasi, the country’s state security service and secret police—1 for every 166 citizens. An additional 1.1% of the population (1 for every 66 citizens) were working as unofficial informers, which represented a massive economic drain. Automated, real-time, algorithm-driven monitoring could potentially drive the cost of controlling the population down substantially in police states—and elsewhere.
We could see a radical new era of censorship that is much more manipulative than anything that has come before. Previously, dissidents were identified when investigators manually combed through photos, read writings, or listened in on phone calls. Real-time algorithmic monitoring means that acts of perceived defiance can be identified and deleted in the moment and their perpetrators marked for swift judgment before they can make an impression on others.
Businesses need to be aware of the wider trend toward real-time, automated censorship and how it might be used in both commercial and governmental settings. These tools can easily be used in countries with unstable political dynamics and could become a real concern for businesses that operate across borders. Businesses must learn to educate and protect employees when technology can censor and punish in real time.
Indeed, the technologies used for this kind of repression could be easily adapted from those that have already been developed for businesses. For instance, both Facebook and Google use near–real-time facial identification algorithms that automatically identify people in images uploaded by users—which helps the companies build out their social graphs and target users with profitable advertisements. Automated algorithms also flag Facebook posts that potentially violate the company’s terms of service.
China is already using these technologies to control its own people in ways that are largely hidden to outsiders.
According to a report by the University of Toronto’s Citizen Lab, the popular Chinese social network WeChat operates under a policy its authors call “One App, Two Systems.” Users with Chinese phone numbers are subjected to dynamic keyword censorship that changes depending on current events and whether a user is in a private chat or in a group. Depending on the political winds, users are blocked from accessing a range of websites that report critically on China through WeChat’s internal browser. Non-Chinese users, however, are not subject to any of these restrictions.
The censorship is also designed to be invisible. Messages are blocked without any user notification, and China has intermittently blocked WhatsApp and other foreign social networks. As a result, Chinese users are steered toward national social networks, which are more compliant with government pressure.
China’s policies play into a larger global trend: the nationalization of the internet. China, Russia, the European Union, and the United States have all adopted different approaches to censorship, user privacy, and surveillance. Although there are social networks such as WeChat or Russia’s VKontakte that are popular in primarily one country, nationalizing the internet challenges users of multinational services such as Facebook and YouTube. These different approaches, which impact everything from data safe harbor laws to legal consequences for posting inflammatory material, have implications for businesses working in multiple countries, as well.
For instance, Twitter is legally obligated to hide Nazi and neo-fascist imagery and some tweets in Germany and France—but not elsewhere. YouTube was officially banned in Turkey for two years because of videos a Turkish court deemed “insulting to the memory of Mustafa Kemal Atatürk,” father of modern Turkey. In Russia, Google must keep Russian users’ personal data on servers located inside Russia to comply with government policy.
While China is a pioneer in the field of instant censorship, tech companies in the United States are matching China’s progress, which could potentially have a chilling effect on democracy. In 2016, Apple applied for a patent on technology that censors audio streams in real time—automating the previously manual process of censoring curse words in streaming audio.
In March, after U.S. President Donald Trump told Fox News, “I think maybe I wouldn’t be [president] if it wasn’t for Twitter,” Twitter founder Evan “Ev” Williams did something highly unusual for the creator of a massive social network.
Speaking with David Streitfeld of The New York Times, Williams said, “It’s a very bad thing, Twitter’s role in that. If it’s true that he wouldn’t be president if it weren’t for Twitter, then yeah, I’m sorry.”
Entrepreneurs tend to be very proud of their innovations. Williams, however, offers a far more ambivalent response to his creation’s success. Much of the 2016 presidential election’s rancor was fueled by Twitter, and the instant gratification of Twitter attracts trolls, bullies, and bigots just as easily as it attracts politicians, celebrities, comedians, and sports fans.
Services such as Twitter, Facebook, YouTube, and Instagram are designed through a mix of look and feel, algorithmic wizardry, and psychological techniques to hang on to users for as long as possible—which helps the services sell more advertisements and make more money. Toxic political discourse and online harassment are unintended side effects of the economic-driven urge to keep users engaged no matter what.
Keeping users’ eyeballs on their screens requires endless hours of multivariate testing, user research, and algorithm refinement. For instance, Casey Newton of tech publication The Verge notes that Google Brain, Google’s AI division, plays a key part in generating YouTube’s video recommendations.
According to Jim McFadden, the technical lead for YouTube recommendations, “Before, if I watch this video from a comedian, our recommendations were pretty good at saying, here’s another one just like it,” he told Newton. “But the Google Brain model figures out other comedians who are similar but not exactly the same—even more adjacent relationships. It’s able to see patterns that are less obvious.”
A never-ending flow of content that is interesting without being repetitive is harder to resist. With users glued to online services, addiction and other behavioral problems occur to an unhealthy degree. According to a 2016 poll by nonprofit research company Common Sense Media, 50% of American teenagers believe they are addicted to their smartphones.
This pattern is extending into the workplace. Seventy-five percent of companies told research company Harris Poll in 2016 that two or more hours a day are lost in productivity because employees are distracted. The number one reason? Cellphones and texting, according to 55% of those companies surveyed. Another 41% pointed to the internet.
Tristan Harris, a former design ethicist at Google, argues that many product designers for online services try to exploit psychological vulnerabilities in a bid to keep users engaged for longer periods. Harris refers to an iPhone as “a slot machine in my pocket” and argues that user interface (UI) and user experience (UX) designers need to adopt something akin to a Hippocratic Oath to stop exploiting users’ psychological vulnerabilities.
In fact, there is an entire school of study devoted to “dark UX”—small design tweaks to increase profits. These can be as innocuous as a “Buy Now” button in a visually pleasing color or as controversial as when Facebook tweaked its algorithm in 2012 to show a randomly selected group of almost 700,000 users (who had not given their permission) newsfeeds that skewed more positive to some users and more negative to others to gauge the impact on their respective emotional states, according to an article in Wired.
As computers, smartphones, and televisions come ever closer to convergence, these issues matter increasingly to businesses. Some of the universal side effects of addiction are lost productivity at work and poor health. Businesses should offer training and help for employees who can’t stop checking their smartphones.
Mindfulness-centered mobile apps such as Headspace, Calm, and Forest offer one way to break the habit. Users can also choose to break internet addiction by going for a walk, turning their computers off, or using tools like StayFocusd or Freedom to block addictive websites or apps.
Most importantly, companies in the business of creating tech products need to design software and hardware that discourages addictive behavior. This means avoiding bad designs that emphasize engagement metrics over human health. A world of advertising preroll showing up on smart refrigerator touchscreens at 2 a.m. benefits no one.
According to a 2014 study in Cyberpsychology, Behavior and Social Networking, approximately 6% of the world’s population suffers from internet addiction to one degree or another. As more users in emerging economies gain access to cheap data, smartphones, and laptops, that percentage will only increase. For businesses, getting a head start on stopping internet addiction will make employees happier and more productive. D!
About the Authors
Maurizio Cattaneo is Director, Delivery Execution, Energy, and Natural Resources, at SAP.
David Delaney is Global Vice President and Chief Medical Officer, SAP Health.
Volker Hildebrand is Global Vice President for SAP Hybris solutions.
Neal Ungerleider is a Los Angeles-based technology journalist and consultant.
My child’s elementary school focuses on skills they believe support children in becoming changemakers. Through use of an integrated, project-based curriculum, they explicitly teach and assess “learner values” such as iteration, risk, failure, collaboration, and perspective. Their philosophy is that these attributes long considered “soft skills” have become the crucial educational priorities for this generation.
Why do they believe this? Much knowledge is now easily accessed and readily queried, such that the acquisition of specific content or know-how is far less important than how to apply that content in different situations and how to interact with others in the pursuit of goals. This holds true in the workplace as well as the academic environment. When I think about how I operate in my job at a large technology company, it’s not really what I know but what I do with what I know, and whom I engage to get things accomplished.
Watching the school teach these skills just as they do math or language has made me stop and consider what they look like for an employee. I wanted to share my thoughts on five qualities beyond relevant academic skills or professional experience that are just as important (if not more so) in predicting top work performance. These are more qualitative skills that managers should hire for, employees should develop, and organizations should optimize for.
Empathy – the ability to see and integrate multiple perspectives and to understand the impact of how others think. Empathy can also mean advocating and showing empathy for oneself and for others. Empathy is assuming a good intention even when someone has said or done something we dislike – to stop and pause, attempt to understand, and respond compassionately in a difficult workplace situation. Empathy also extends to intuiting beyond just the professional environment to more of a personal level to truly understand what drives a colleague or employee.
Resilience – the ability to take risks even when you know you may fail and then to bounce back, sometimes repeatedly, from failure. Inherent in resilience is the idea of iteration – that it is often essential to try things multiple times, in multiple ways, from multiple angles, before achieving a desired outcome. Resilience is receiving difficult yet constructive feedback from a manager or peer and resolving to act positively on it instead of wallowing or harboring a grudge. Resilience is maintaining a sense of optimism even in a down quarter at work.
Creativity – the ability to think differently or expansively and to approach a problem from multiple angles. Sometimes it’s called “thinking outside the box.” Creativity often includes inquiry, the act of questioning and satisfying one’s curiosity about particular topics. Torrance defined it along several parameters – number of ideas generated, number of categories of ideas, originality of ideas, and how detailed each idea is elaborated. We see it in action during brainstorming phases of projects, but it’s also possible to apply creativity on a continual basis, by pushing colleagues to expand on their thoughts, by not being satisfied with a less than stellar answer, by taking time to understand how multiple approaches to an issue could be combined, or by simply trying something new in a familiar situation.
Collaboration – the ability to interact and work productively with others, in all size groups. Effective collaboration requires empathy, especially when collaborators have different backgrounds, styles, or thought processes. Collaboration also requires exemplary communication skills, both oral and written, as well as reflective listening. So much of our tasks on the job require collaboration with others, whether to inform, persuade, learn, or engage, and these interactions form the bedrock for innovation. It’s tough to innovate without collaborating.
Flexibility – the ability to adapt or change course if that is what the situation demands. Flexibility includes letting go of one’s idea in the interest of attaining a goal more quickly. It can also include development a comfort level with uncertainty or ambiguity, especially in times of change. Flexibility is a willingness to absorb feedback objectively and course correct as needed without personalizing the information or demonizing the provider of it. Expounding on another’s idea (not our own) in a brainstorming session demonstrates flexibility, as does remaining calm while an org change takes effect and roles are temporarily unclear.
When employees exhibit these qualities, they are better able to understand their purpose at work and to unleash their passions in the pursuit of that purpose. When teams exhibit these qualities, achievement and employee engagement are higher. I wager that retention and innovation will improve as well. It’s heartening that as a society we’re beginning to consider how to best prepare our children educationally for the kind of work environments they will encounter after they finish their academic journey.
Do you also see these qualities as valuable in assessing employee fit? How can managers and organizations better identify, train and reward employees for living these qualities?
The Digitalist Magazine is your online destination for everything you need to know to lead your enterprise’s digital transformation.
Read the Digitalist Magazine and get the latest insights about the digital economy that you can capitalize on today.
About Carmen O'Shea
Carmen O’Shea is the Senior Vice President of HR Change & Engagement at SAP. She leads a global team supporting major transformation initiatives across the company, focused on change management, employee engagement, and creative marketing and interaction. You can follow Carmen on Twitter.