THE BLOG

30
Mar

The BLUR

Entering the world of BLUR

The world that we live in is blurred because the rules, the competition, everything, moves so quickly. What now matters is not a static photograph of the world (e.g., let’s take an accounting balance as an example of photograph, a photograph of the company in a specific semester), but what can we capture the movement of the things cannot be captured in a snapshot.

To enter the world of BLUR you have to move at its pace, and to move at its pace you have to understand how to moves. The three pillars in the BLUR world are:

  1. Speed
  2. Connectivity
  3. Intangibles

To understand, not clarify, that is the new objective. There is too much information, and the value of looking at the right piece of data and to understand its role is essential.

Individuals want access and answers all the time, the want to operate in real time, they want to interact online, from anywhere, they want to use platforms that learn, that anticipate, that filter, that personalize, that improve.

And if clients want all this at the time of purchase, why won’t employees want this at the time of interaction?

 

The Business Model

Understanding the structure of a business is just as important as understanding its business model. With whom they communicate and how they do it, what tools they use, to whom employees respond and when, are the main areas to improve if we want to build a culture of great communication.

The business model helps us decipher the underlying economic logic of a business to generate, capture, and deliver value, figuring out how to correctly identify clients and establishing an appropriate price. But what happens when the distinction between client and consumer disappears?

 

Producer-Consumer

Unidirectional communication between buyer and seller is a concept that has fallen out of use. We’ve stopped being merely consumers to be “prosumers”, moth producers and consumers. In the digital era, consumers don’t just consumer content, they also generate it.

Consumers have stopped being just receivers, but they most also generate information that is so valuable that we have to see them as producers also. Hence, the prosumer becomes a fundamental actor in business.

To understand the function of the prosumer it’s best to look at large platforms of collaboration such as HitRecord (www.hitrecord.org) a creative space with collaboration-based artistic content that draws people from all over the world. Here the platform is notable because the users generate the content that others consume and they can edit that content freely. Give the users a platform, and they’ll take care of the rest!

 

Internal Clients?

The further we get into the business model of our company the more we realize that the rules of the field have changed (and each time more rapidly), and that they are more and more implicit and difficult to see (there’s nobody telling you how, you have to figure it out). Two questions in particular jump out:

  1. What do we do with so much information?
  2. Are our employees also clients?

The term prosumer today has various synonyms according to the platform in which we find them. But we’ve heard people talk about them many times in the case of YouTubers: users of the platform who at the same time generate content for it. The same thing happened in Instagram, SnapChat and Twitter and Facebook, where companies who created these platforms aren’t responsible for the content, only to facilitate the generation, consumption, and distribution of it.

Before the first question let’s show a list of possible uses of information that, without being exhaustive, covers its principal uses:

  • To know where we stand
  • To sustain the current business or develop a new one}
  • To anticipate impacts in distinct business units
  • To win over investors, providers, clients, and candidates
  • To take advantage of opportunities
  • To focus and make efficient operations
  • To generate, capture, and deliver value
  • To invest

Information, then, serves not only to develop strategic plans but also to orient them, because all actions must be aligned with the company’s vision.

Before the second question we have to be cautious, because the answer is ambiguous. Our employees aren’t clients, but at the same time they are.

We have to live with this duality, knowing that employees form part of a team, that thy work towards the objectives of the organization, but that they also are internal clients, whom businesses have to respond to. Generally, however, we take for granted their commitments to the organization and, even worse, we take for granted that they make communication a priority.

26
Mar

¿Cómo Planifico, Cómo Resuelvo?

Pensamiento Estratégico

Para construir una estrategia de comunicación primero hay que adoptar el pensamiento estratégico, esto es la habilidad para comprender rápidamente los cambios del entorno, las oportunidades de mercado, las amenazas del contexto, y las fortalezas y debilidades de la organización.

Para que la estrategia funcione y sea consistente tendremos que desarticularla, y, así como en su forma última logramos verla como un todo, es clave entender que la estrategia consiste en un plan, con tácticas y pautas, inspiradas por un deseo de alcance y enmarcadas dentro de una perspectiva.

 

Desarticulando la Estrategia

Podemos analizar la estrategia de comunicación de la siguiente manera:

  • Como plan, la estrategia es un curso de acción consciente, deseado y proyectado anticipadamente a mediano y largo plazo. Lo que importa aquí es qué quiere hacer mi organización y con qué recursos cuenta para hacerlo.
  • Como táctica es el proceso y las acciones en que se conjugan todas las posibilidades físicas, técnicas, psicológicas y ambientales para dar una solución a corto plazo.
  • Como pauta es el patrón de comportamiento que uno quiere llevar a cabo para que sea replicado en la empresa, garantizando eficiencia y manteniendo el foco.
  • Como posición es un medio de ubicar la organización en su entorno, para saber cómo la quiero situar, dónde y por qué.
  • Y por último, como perspectiva es una forma de percibir el mundo y el compromiso que tenemos con el mismo.

Los Objetivos de la Comunicación Interna

Lo importante para los comunicadores internos es no distraerse por el “shiny object syndrome” (en español también conocido como métricas vanidosas) y tomar un acercamiento estratégico. Los referentes tienen que reflexionar sobre las necesidades de la audiencia interna y los objetivos comunicacionales. Las herramientas de software y las aplicaciones son solamente las tácticas, por eso debemos recordar que hay que contar con una estrategia sólida para que estas funcionen.

Entender a la audiencia, desarrollar contenidos para diferentes canales, medir y evaluar, son, por lo tanto, los aspectos más importantes de cualquier campaña de comunicación interna. Josh Bersin, fundador de “Bersin by Deloitte”, una compañía líder en investigación y consultoría de recursos humanos y tecnología, sostiene que los recursos humanos son la principal llave para la construcción de un entorno de trabajo ágil. Las metodologías de trabajo ágiles son esenciales para el aprendizaje continuo en la organización y el establecimiento de una transparencia en los procesos que permite atraer, desarrollar e involucrar talento.

“La única ventaja competitiva sostenible es la habilidad de una organización para aprender más rápido que la competencia” – Peter M. Senge

Cuando las metodologías son aplicadas a recursos humanos permiten cambiar el foco de imponer procedimientos y controles a empoderar personas para desarrollar un ambiente de colaboración e innovación, creando una organización más dinámica.

10
Mar

Entering the world of BLUR

The world that we live in is blurred because the rules, the competition, everything, moves so quickly. What now matters is not a static photograph of the world (e.g., let’s take an accounting balance as an example of photograph, a photograph of the company in a specific semester), but what can we capture the movement of the things cannot be captured in a snapshot.

To enter the world of BLUR you have to move at its pace, and to move at its pace you have to understand how to moves. The three pillars in the BLUR world are:

  1. Speed
  2. Connectivity
  3. Intangibles

To understand, not clarify, that is the new objective. There is too much information, and the value of looking at the right piece of data and to understand its role is essential.

Individuals want access and answers all the time, the want to operate in real time, they want to interact online, from anywhere, they want to use platforms that learn, that anticipate, that filter, that personalize, that improve.

And if clients want all this at the time of purchase, why won’t employees want this at the time of interaction?

04
Mar

Creación de Valor dentro de la Empresa

El objetivo de cualquier empresa es crear valor para sus clientes, pero ¿cuál es la tarea de los gerentes y de la administración de la empresa? Justamente el de entusiasmar y alentar a sus empleados en la creación de valor. Por lo tanto, si lo que queremos es innovar hacia afuera tendremos que innovar antes hacia adentro.

Laszlo Bock, Senior Vice President of People Operations en Google, comparte la estrategia. Él apuesta a tener la mayor cantidad posible de canales de expresión, reconociendo que las distintas personas y las distintas ideas se propagan creando nuevos caminos. Y entre estos canales de expresión, se encuentran iniciativas internas como los “20 percent projects”, una dinámica que permite a los empleados dedicar el 20% de su tiempo a proyectos personales, explotando al máximo sus talentos.

Las grandes empresas comprendieron que para ser ágiles deben primero
comunicar ágilmente, y para ello necesitan trabajar internamente. Pero, ¿cómo lograrlo en un entorno desenfocado y en constante cambio? La respuesta está en hacerlo de una manera más clara, más simple, de forma adaptada al cliente y novedosa. No comunicar más, sino mejor.