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The Era Of An Anonymous Internet by @HessieJones

Daniel Newman

Right now we’re in a world that sees transparency as the new form of integrity. Right now we’re in a transparency in the age of the anonymous internetworld that understands that reputation is everything. Loyalty is somewhat fleeting as consumers, armoured with this incessant flow of knowledge from the web, have the ability to make swift judgements and decisions about individuals, companies and governments, often times to the detriment of the target. The emergence of social media has forced companies to stop hiding from behind that veil of corporate spin and address the very things that the web has thrown at them. Nothing is secret any longer. Even secrets that were once held secure behind invulnerable fortresses now have a strong probability of materializing today.

Is transparency as a norm working? Or, are the results of transparency surfacing a new order that will create yet another tier of acceptance from the masses?

Has the rise of transparency backfired?

Brian Solis painted a great picture of our online behaviours in this article and how they intermingle with the dynamics of the web:

Online, just like in the real world, actions and words speak loudly. Unlike real life though, your digital footprints are there for anyone to find on Google, social networks, and in communities. These disparate pieces are then assembled by employers, schools, friends, lovers, enemies, and anyone and everyone who wish to learn something more about you. Whether pure, sinister or simply inquisitive, whatever the reason, today these pieces construct a semblance of you and whomever sifts through your online legacy is left to their own surmise. This is too important to leave to chance. Online is the new real world. This is your life.

I wrote earlier about No Room for Error: A Cautionary Tale of A Precarious Tweet and the misstep a young lad, Chris Spiegel, had made on Twitter that could potentially have prevented him from graduating with his senior class; moreover, it could have hampered his efforts into securing college placement.

One of the comments struck a chord with me:

The kid made an adolescent mistake, owned up to it and learned from it. If that is the purpose of sanctions, a two day suspension would have served the purpose. Instead, the school appears to have over reacted and is being punitive. It doesn’t appear that they are interested in a true learning experience but rather in sacrificing one kid. Just plain meanness! A whole unblemished academic record appears to not matter at all. I am furious that alleged educators refuse to look at this in the content of 17 years of “good kid” slashed down in one moment over a tiny lapse in judgement.

For kids like Chris, this incident not only made him think twice about his actions, it also suppressed any future desire of being truly himself on social media. Erratic judgements within social teaches us to behave in ways that prevents us from being further misjudged or attacked. For kids, who have not yet felt the wrath of social media, they will learn from their peers’ mistakes. They will learn discretion. Or they will learn to recede further away from transparency into a darker place where judgements are fewer and far between.

“Anonymity is authenticity”

I wrote this post last summer, Publishers OR Platforms? Cyberbullying and Increased Accountability by Social Networks, following the death of Rahteah Parsons, who, after being assaulted by 4 boys, was tormented relentlessly by classmates and other kids on social networks; also following the suicide of Hannah Smith, who experienced the same torment on Ask.fm.

I wrote:

“The internet has evolved to an era that has given free reign to voice an opinion and use like-minded affiliations to express and further spread that opinion.

In these cases, anonymous profiles proliferated the incessant stream of hateful attacks that eventually wore down both girls’ defences. Here, I referenced a polarized view of social networks via Christopher “Moot” Pool, founder of 4Chan, who argued that anonymity on social was necessary:

The cost of failure is really high when you’re contributing as yourself. Those mistakes are attributed to who you are. Anonymity, in contrast, allows people to be creative, and poke and prod and try things they might not otherwise. Anonymity is authenticity. It allows you to share in a completely unvarnished, unfiltered, raw way.

And while I originally argued that anonymity was a cowardice state that allowed people to be and feel comfortable being the anti-self that runs away from accountability, my stance has seen another side of this coin.

Anonymity is safe

It becomes clear that humans, while inherently social, are discriminating of the things we disclose and to those to whom we share. As per Solis:

We now live three lives online and will continue to do so in future; one that disappears, one that is secret, and one that sculpts our legacy.

If transparency breeds contempt, then anonymity should build acceptance

The freedom to express opinion and judgement without feeling guarded, or without fearing others linking you to a statement is indeed liberating. And while this free reign may take the form of a soapbox soliloquy or criticisms (and perhaps bullying attacks) against opposing views, there is a large segment of users who want the ability to share a secret, or have a place to vent their frustrations or challenges — without the fear of reprisal.

We all have this “secret” life and we should be fierce in demanding privacy for those things we want to remain private.

Despite revelations from Snowden and the NSA that nothing on the net is private, this does not stop the wave of user adoption for applications like SnapChat, Whisper or Secret.

Here are some recent stats for Snapchat from Mashable:

snaptchat

Launched at the tailend of 2012, it took less than 6 months for Whisper to accumulate 2 million users and a billion pageviews. Founder of Whisper, Michael Heyword said this about his vision for the app:

Whisper allows people to emote online in a way that won’t ever be tracked to their permanent, cant-be-deleted data trail left by social media accounts…..Michael Heyward designed Whisper to let people take down the facade of perfection, anonymously, and just relate to one another. “You don’t have to be this brand manager,” he says. “It’s exhausting.”

whis2whis1

I’ve recently downloaded Whisper and my experience has been more than liberating. It has allowed me an outlet to record my hopes, desires and more importantly, my anger and not-for-public emotions. Being judged in real life or on social takes its toll. If my reputation precedes me, then I will be discriminating about what I say in places where my content and identity are linked.

Popular opinion just doesn’t matter. It’s irrelevant. But I want to track progress in my life: my emotions, my dark moments, my personal observations, my milestones — all in my own digital diary.

Why shouldn’t users have the option to keep part of their identities secret and separate?

It’s up to the next generation

BF Skinner laid this out succinctly when he disclosed his theories on Operant Conditioning,

The promise or possibility of rewards causes an increase in behaviour ….The removal of a desirable outcome or the application of a negative outcome can be used to decrease or prevent undesirable behaviours.

This new medium has created is an endless volatile loop of positive and negative reinforcement. While transparency has extreme benefits, there are just as many negative consequences that have come as a result of creating this honesty within social channels. Society continues to send the wrong message to Millennials and GenZers, warning them to be more discerning and to suppress who they really are as individuals… warning them of the potential consequences should they venture down the wrong path.

How we communicate today poses tremendous issues for this younger generation. Their experiences are grounded in the fear of being vulnerable… fear of being misjudged… fear of not being accepted… fear of being punished. When the next generation grows up, it’ll be up to them to shape the landscape and determine how to balance the impacts of transparency and anonymity.

What do you think the future holds?

This post was originally featured on Steamfeed.com and can be found here

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About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist

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Why 3D Printed Food Just Transformed Your Supply Chain

Hans Thalbauer

Numerous sectors are experimenting with 3D printing, which has the potential to disrupt many markets. One that’s already making progress is the food industry.

The U.S. Army hopes to use 3D printers to customize food for each soldier. NASA is exploring 3D printing of food in space. The technology could eventually even end hunger around the world.

What does that have to do with your supply chain? Quite a bit — because 3D printing does more than just revolutionize the production process. It also requires a complete realignment of the supply chain.

And the way 3D printing transforms the supply chain holds lessons for how organizations must reinvent themselves in the new era of the extended supply chain.

Supply chain spaghetti junction

The extended supply chain replaces the old linear chain with not just a network, but a network of networks. The need for this network of networks is being driven by four key factors: individualized products, the sharing economy, resource scarcity, and customer-centricity.

To understand these forces, imagine you operate a large restaurant chain, and you’re struggling to differentiate yourself against tough competition. You’ve decided you can stand out by delivering customized entrees. In fact, you’re going to leverage 3D printing to offer personalized pasta.

With 3D printing technology, you can make one-off pasta dishes on the fly. You can give customers a choice of ingredients (gluten-free!), flavors (salted caramel!), and shapes (Leaning Towers of Pisa!). You can offer the personalized pasta in your restaurants, in supermarkets, and on your ecommerce website.

You may think this initiative simply requires you to transform production. But that’s just the beginning. You also need to re-architect research and development, demand signals, asset management, logistics, partner management, and more.

First, you need to develop the matrix of ingredients, flavors, and shapes you’ll offer. As part of that effort, you’ll have to consider health and safety regulations.

Then, you need to shift some of your manufacturing directly into your kitchens. That will also affect packaging requirements. Logistics will change as well, because instead of full truckloads, you’ll be delivering more frequently, with more variety, and in smaller quantities.

Next, you need to perfect demand signals to anticipate which pasta variations in which quantities will come through which channels. You need to manage supply signals source more kinds of raw materials in closer to real time.

Last, the source of your signals will change. Some will continue to come from point of sale. But others, such as supplies replenishment and asset maintenance, can come direct from your 3D printers.

Four key ingredients of the extended supply chain

As with our pasta scenario, the drivers of the extended supply chain require transformation across business models and business processes. First, growing demand for individualized products calls for the same shifts in R&D, asset management, logistics, and more that 3D printed pasta requires.

Second, as with the personalized entrees, the sharing economy integrates a network of partners, from suppliers to equipment makers to outsourced manufacturing, all electronically and transparently interconnected, in real time and all the time.

Third, resource scarcity involves pressures not just on raw materials but also on full-time and contingent labor, with the necessary skills and flexibility to support new business models and processes.

And finally, for personalized pasta sellers and for your own business, it all comes down to customer-centricity. To compete in today’s business environment and to meet current and future customer expectations, all your operations must increasingly revolve around rapidly comprehending and responding to customer demand.

Want to learn more? Check out my recent video on digitalizing the extended supply chain.

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Hans Thalbauer

About Hans Thalbauer

Hans Thalbauer is the Senior Vice President, Extended Supply Chain, at SAP. He is responsible for the strategic direction and the Go-To-Market of solutions for Supply Chain, Logistics, Engineering/R&D, Manufacturing, Asset Management and Sustainability at SAP.

The Internet of Things and Digital Transformation: A Tale of Four Industries

Kai Goerlich

The Internet of Things (IoT) is poised for rapid growth across a wide variety of industries that are connecting physical assets. Companies are ramping up their IoT investments rapidly, which can be seen in seven major industries with high levels of physical products or assets. And overall, market research indicates that IoT spending will increase 19% on average through 2018.

According to analysts, there are no sign of IoT adoption slowing down anytime soon. In fact, approximately 30% of all industry leaders will be disrupted by digitally enabled competitors by 2018. Meanwhile, a little more than half (58%) of organizations worldwide see the IoT as strategic to their business – and another 24% of organizations view the IoT as a transformational business opportunity.

While some industries, such as discrete manufacturing, have already invested significantly, others, such as healthcare, have spent less to date but are expected to expand quickly in the future.

In this white paper, IDC takes a closer look at four industries – retail, consumer products, discrete manufacturing, and healthcare – and how their IoT maturity is impacting how they operate and serve their customers now and plan for the future.

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Kai Goerlich

About Kai Goerlich

Kai Goerlich is the Idea Director of Thought Leadership at SAP. His specialties include Competitive Intelligence, Market Intelligence, Corporate Foresight, Trends, Futuring and ideation.

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The Future Of Supplier Collaboration: 9 Things CPOs Want Their Managers To Know Now

Sundar Kamak

As a sourcing or procurement manager, you may think there’s nothing new about supplier collaboration. Your chief procurement officer (CPO) most likely disagrees.
Forward-thinking CPOs acknowledge the benefit of supplier partnerships. They not only value collaboration, but require a revolution in how their buying organization conducts its business and operations. “Procurement must start looking to suppliers for inspiration and new capability, stop prescribing specifications and start tapping into the expertise of suppliers,” writes David Rae in Procurement Leaders. The CEO expects it of your CPO, and your CPO expects it of you. For sourcing managers, this can be a lot of pressure.

Here are nine things your CPO wants you to know about how supplier collaboration is changing – and why it matters to your company’s future and your own future.

1. The need for supplier collaboration in procurement is greater than ever

Over half (65%) of procurement practitioners say procurement at their company is becoming more collaborative with suppliers, according to The Future of Procurement, Making Collaboration Pay Off, by Oxford Economics. Why? Because the pace of business has increased exponentially, and businesses must be able to respond to new market demands with agility and innovation. In this climate, buyers are relying on suppliers more than ever before. And buyers aren’t collaborating with suppliers merely as providers of materials and goods, but as strategic partners that can help create products that are competitive differentiators.

Supplier collaboration itself isn’t new. What’s new is that it’s taken on a much greater urgency and importance.

2. You’re probably not realizing the full collective power of your supplier relationships

Supplier collaboration has always been a function of maintaining a delicate balance between demand and supply. For the most part, the primary focus of the supplier relationship is ensuring the right materials are available at the right time and location. However, sourcing managers with a narrow focus on delivery are missing out on one of the greatest advantages of forging collaborative supplier partnerships: an opportunity to drive synergies that are otherwise perceived as impossible within the confines of the business. The game-changer is when you drive those synergies with thousands, not hundreds of suppliers. Look at the Apple Store as a prime example of collaboration en masse. Without the apps, the iPhone is just another ordinary phone!

3. Collaboration comes in more than one flavor

Suppliers don’t just collaborate with you to provide a critical component or service. They also work with your engineers to help ensure costs are optimized from the buyer’s perspective as well as the supplier’s side. They may even take over the provisioning of an entire end-to-end solution. Or co-design with your R&D team through joint research and development. These forms of collaboration aren’t new, but they are becoming more common and more critical. And they are becoming more impactful, because once you start extending any of these collaboration models to more and more suppliers, your capabilities as a business increase by orders of magnitude. If one good supplier can enable your company to build its brand, expand its reach, and establish its position as a market leader – imagine what’s possible when you work collaboratively with hundreds or thousands of suppliers.

4. Keeping product sustainability top of mind pays off

Facing increasing demand for sustainable products and production, companies are relying on suppliers to answer this new market requirement.

As a sourcing manager, you may need to go outside your comfort zone to think about new, innovative ways to collaborate for achieving sustainability. Recently, I heard from an acquaintance who is a CPO of a leading services company. His organization is currently collaborating with one of the largest suppliers in the world to adhere to regulatory mandates and consumer demand for “lean and green” lightbulbs. Although this approach was interesting to me, what really struck me was his observation on how this co-innovation with the supplier is spawning cost and resource optimization and the delivery of competitive products. As reported by Andrew Winston in The Harvard Business Review, Target and Walmart partnered to launch the Personal Care Sustainability Summit last year. So even competitors are collaborating with each other and with their suppliers in the name of sustainability.

5. Co-marketing is a win-win

Look at your list of suppliers. Does anyone have a brand that is bigger than your company’s? Believe it or not, almost all of us do. So why not seize the opportunity to raise your and your supplier’s brand profile in the marketplace?

Take Intel, for example. The laptop you’re working on right now may very well have an “Intel inside” sticker on it. That’s co-marketing at work. Consistently ranked as one of the world’s top 100 most valuable brands by Millward Brown Optimor, this largest supplier of microprocessors is world-renowned for its technology and innovation. For many companies that buy supplies from Intel, the decision to co-market is a strategic approach to convey that the product is reliable and provides real value for their computing needs.

6. Suppliers get to choose their customers, too

Increased competition for high-performing suppliers is changing the way procurement operates, say 58% of procurement executives in the Oxford Economics study. Buyers have a responsibility to the supplier – and to their CEO – to be a customer of choice. When the economy is going well, you might be able to dictate the supplier’s goods and services – and sometimes even the service delivery model. When times get tough (and they can very quickly), suppliers will typically reevaluate your organization’s needs to see whether they can continue service in a fiscally responsible manner. To secure suppliers’ attention in favorable and challenging economic conditions, your organization should establish collaborative and mutually productive partnerships with them.

7. Suppliers can help simplify operations

Cost optimization will always be one of your performance metrics; however, that is only one small part of the entire puzzle. What will help your organization get noticed is leveraging the supplier relationship to innovate new and better ways of managing the product line and operating the business while balancing risk and cost optimization. Ask yourself: Which functions are no longer needed? Can they be outsourced to a supplier that can perform them better? What can be automated?

8. Suppliers have a better grasp of your sourcing categories than you do

Understand your category like never before so that your organization can realize the full potential of its supplier investments while delivering products that are consistent and of high quality. How? By leveraging the wisdom of your suppliers. To be blunt: they know more than you do. Tap into that knowledge to gain a solid understanding of the product, market category, suppliers’ capabilities, and shifting dynamics in the industry, If a buyer does not understand these areas deeply, no amount of collaboration will empower a supplier to help your company innovate as well as optimize costs and resources.

9. Remember that there’s something in it for you as well

All of us want to do strategic, impactful work. Sourcing managers with aspirations of becoming CPOs should move beyond writing contracts and pushing PO requests by building strategic procurement skill sets. For example, a working knowledge in analytics allows you to choose suppliers that can shape the market and help a product succeed – and can catch the eye of the senior leadership team.

Sundar Kamak is global vice president of solutions marketing at Ariba, an SAP company.

For more on supplier collaboration, read Making Collaboration Pay Off, part of a series on the Future of Procurement, by Oxford Economics.

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Transform Or Die: What Will You Do In The Digital Economy?

Scott Feldman and Puneet Suppal

By now, most executives are keenly aware that the digital economy can be either an opportunity or a threat. The question is not whether they should engage their business in it. Rather, it’s how to unleash the power of digital technology while maintaining a healthy business, leveraging existing IT investments, and innovating without disrupting themselves.

Yet most of those executives are shying away Businesspeople in a Meeting --- Image by © Monalyn Gracia/Corbisfrom such a challenge. According to a recent study by MIT Sloan and Capgemini, only 15% of CEOs are executing a digital strategy, even though 90% agree that the digital economy will impact their industry. As these businesses ignore this reality, early adopters of digital transformation are achieving 9% higher revenue creation, 26% greater impact on profitability, and 12% more market valuation.

Why aren’t more leaders willing to transform their business and seize the opportunity of our hyperconnected world? The answer is as simple as human nature. Innately, humans are uncomfortable with the notion of change. We even find comfort in stability and predictability. Unfortunately, the digital economy is none of these – it’s fast and always evolving.

Digital transformation is no longer an option – it’s the imperative

At this moment, we are witnessing an explosion of connections, data, and innovations. And even though this hyperconnectivity has changed the game, customers are radically changing the rules – demanding simple, seamless, and personalized experiences at every touch point.

Billions of people are using social and digital communities to provide services, share insights, and engage in commerce. All the while, new channels for engaging with customers are created, and new ways for making better use of resources are emerging. It is these communities that allow companies to not only give customers what they want, but also align efforts across the business network to maximize value potential.

To seize the opportunities ahead, businesses must go beyond sensors, Big Data, analytics, and social media. More important, they need to reinvent themselves in a manner that is compatible with an increasingly digital world and its inhabitants (a.k.a. your consumers).

Here are a few companies that understand the importance of digital transformation – and are reaping the rewards:

  1. Under Armour:  No longer is this widely popular athletic brand just selling shoes and apparel. They are connecting 38 million people on a digital platform. By focusing on this services side of the business, Under Armour is poised to become a lifestyle advisor and health consultant, using his product side as the enabler.
  1. Port of Hamburg: Europe’s second-largest port is keeping carrier trucks and ships productive around the clock. By fusing facility, weather, and traffic conditions with vehicle availability and shipment schedules, the Port increased container handling capacity by 178% without expanding its physical space.
  1. Haier Asia: This top-ranking multinational consumer electronics and home appliances company decided to disrupt itself before someone else did. The company used a two-prong approach to digital transformation to create a service-based model to seize the potential of changing consumer behaviors and accelerate product development. 
  1. Uber: This startup darling is more than just a taxi service. It is transforming how urban logistics operates through a technology trifecta: Big Data, cloud, and mobile.
  1. American Society of Clinical Oncologists (ASCO): Even nonprofits can benefit from digital transformation. ASCO is transforming care for cancer patients worldwide by consolidating patient information with its CancerLinQ. By unlocking knowledge and value from the 97% of cancer patients who are not involved in clinical trials, healthcare providers can drive better, more data-driven decision making and outcomes.

It’s time to take action 

During the SAP Executive Technology Summit at SAP TechEd on October 19–20, an elite group of CIOs, CTOs, and corporate executives will gather to discuss the challenges of digital transformation and how they can solve them. With the freedom of open, candid, and interactive discussions led by SAP Board Members and senior technology leadership, delegates will exchange ideas on how to get on the right path while leveraging their existing technology infrastructure.

Stay tuned for exclusive insights from this invitation-only event in our next blog!
Scott Feldman is Global Head of the SAP HANA Customer Community at SAP. Connect with him on Twitter @sfeldman0.

Puneet Suppal drives Solution Strategy and Adoption (Customer Innovation & IoT) at SAP Labs. Connect with him on Twitter @puneetsuppal.

 

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