As we all know, the very nature of the enterprise is changing. This is the result of the rapid shifts that have been occurring in the business world over the last few years--the commoditization of goods and services, the individuation of value and the transformation of the workforce. In order to keep up with these changes and to succeed, future enterprises will need to have three clear characteristics: They will be socially enabled; they will operate as digital business ecosystems, offering innovative services and products as rapidly and inexpensively as possible; and they will view innovation not as an optional advantage, but as the only advantage.
Recognizing where you fall short in your management style and then developing a plan to strengthen those areas can mean the difference between being a boss and being a leader. It can also make a difference in how far you advance in your IT management career.
Call centers today are evolving to handle not only traditional inbound voice calls but also inbound web chat, email interactions, proactive outbound communications and social media. Adding these new services can be daunting to any call center. A disciplined approach to adding the right services is essential to the success of the call center and its ability to remain a relevant and strategic arm of the business.
How often do you and your boss have a real conversation about your work? For many of us, it’s likely a once-a-year-sit-down to parse your list of accomplishments and areas that need improvement, otherwise known as the annual performance review. Yes, the dreaded annual review. Dreaded because managers acknowledge that they don’t maintain an ongoing dialogue with individual team members and it's tough to give and get good feedback when you’re only meeting once a year. David Hassell, CEO of 15Five, believes there is room to improve dialogues between supervisors and staff. Hassell says thanks to 15Five’s cloud-based software, the feedback loop can become “organizational habit on a lightweight basis” by providing managers a 360-degree view of the company from the employees’ perspective based on their answers to four basic questions.
Business linkage analysis is the process of linking disparate business data sources together for the purposes of understanding the relationships between them (See Figure 1). For operational linkage analysis, we are interested in understanding the relationship between customer feedback metrics and operational metrics. Demonstrating the statistical relationship between customer feedback metrics and operational metrics is useful for a variety of reasons.