Identity management, at times, gets a bad rap. When we consider the act of capturing user information, we sometimes see it as a covert or unethical practice. When we seek to understand a user (employee or customer) behaviour or craft a perception of the user’s character, it is seen as intrusive. This perception of identity and profile data collection may be due to the fact we are seeking to build a “view” of our consumer (employee or customer) by the use of technology. Technology is cold and objective. What if we were to add context to consumer behaviour and profile data. What could we achieve for our consumers, and how could we genuinely craft a more intimate relationship?
Regardless whether you are focusing on employees, customers, partners or recruits, you are targeting consumers. You are seeking to build lasting, meaningful relationships with the consumers of your technology platforms, your product and your services. To better understand why we do what we do as Marketers, Communicators, Developers, Experience designers and Experience Architects, I believe we need to go way, way back to the beginning. Back before, our digital transformations, mobile connectivity and even the TV and the hay days of the broadcast advertiser.
I believe what you will find in the following simple snapshot of the Trousdale’s General Store is what we are all striving for with our digital experiences.
Welcome Back to Ontario Canada in 1836
General dealers were established in the 18th and 19th centuries in many remote populated places where mobility was limited, and a single shop was sufficient to service the entire community. Due to its close connection and confinement to its customers, general dealers often adjusted their sales offerings to the specific preferences of their community.
The oldest continually run general store in Canada is Trousdale’s, located in Sydenham, Ontario, which has been operated by the Trousdale family since 1836.
Sociability has always been a feature, as locals come to chat as well as buy.
Mr. Trousdale – Store owner
Ben Brown – Customer
The year is 1937 in Ontario Canada
Ben Brown has been coming to the Trousdale General Store since he was a child. Mr. Trousdale has known Ben since he was a young boy and has seen him grow into an adult with a family of his own. Ben has grown to trust Mr. Trousdale because Ben respects the life Mr. Trousdale has led. Ben knows Mr. T has been through the First World War, where he served as a field medic, he has seen and done many things. He knows when Mr. T was a boy, he helped his father build this store from the foundation up. Ben sees Mr. T as an advisory on all things, from hardware to medicine to life advice.
Mr. T. has built a relationship with Ben, heck he was invited to Ben’s wedding. He knows that Ben runs the fam about 2 miles out of town. He knows that he will soon be building a new barn for the cattle he is fixing to raise. He knows Ben usually has a set of extra hands to help him, but his sin had taken ill with intense flu. Mr. T knows what Ben will need as soon as he walks through the door.
Access and authentication
Mr. T. Knows exactly who Ben Brown is when he walks through the door.
Mr. T. Knows where Ben lives, How many members are in his family, he knows the condition of their collective health,
Mr. T. knows the supplies Ben will require to take the appropriate action in his day and his life.
Together they form a bond that spans time through generations.
Mr. T. Has the same relationship with his employees, supply partners, and other neighbourhood retailers.
The evolutionary Challenge
The year is 2019. Both Mr. T. And Ben are long since gone. The idea of the general store has faded and made way for big-box retail. The employee has multiplied exponentially, and the customer numbers are in the billions. We no longer reach a couple of miles outside of town; we reach globally. The consumer company relationship has experienced the disruption of scale. The broken bond has increased the distance between customer and company living enterprise organizations with little understanding of their employees, let alone their customer. To increase the divide even further add a layer of cold, emotionless technology and the hope of understanding the customer like Mr. T. Seems impossible.
To compensate, we have tried to leverage our technology through CRM, Supply chain for our partners, HRIS for our employees. To service our customers, we have developed beautiful experiences delivered through applications and media across desktop and mobile devices. All our products and services have digitalized.
We believe that taking a more empathetic customer-first approach to everything we conceive gets us closer to those strong bonds of Trust, Respect and relationship.
Your company has implemented or seeks to achieve a secure IAM (Okta, Ping Identity) Information access management system for employee access. Your organization aims to implement a CIAM (customer information access management system) to reduce friction and create a holistic view of your companies applications.
Build a team of professionals with capabilities in Technical Architecture, Cyber Security, and Development, to name a few. Leverage the technologies that form your technology stack for IAM success. To drive this forward and into the enterprise, you have faced the challenges posed by change management across executive and through lines of business.
Decreased friction targeting employee authentication and access. Each employee has one single identity. This unique identity allows the employee to access all applications and services that the employee is permitted and expected to interface. You will increased security, decreased risk, and reduced the level of effort for the IT teams. This reduction effort means the IT team can focus on proactive actions and innovation. We have empowered our workforce to become more efficient. Through efficiency, we increase our competitive advantage.
We collectively know more now about the attributes of our employees than we ever have. The more migrations and integrations that take place across the LOB, the more we will continue to know. We are amassing an incredible amount of data.
Present Day 2020 and Beyond
Create a foundation for the collection of your customer identities across all digital products services and marketing, and we hope to exact the same outcomes as with our employee efforts. You will require a Federated Customer Identity Access Management (CIAM) system and service to understand your customer better. It is our inference to create a single view of your customer that will communicate a 360 degree understanding of the person we transact.
Build a team of professionals with capabilities in Technical Architecture, Cyber Security, and Development, to name a few. We will procure technologies that form our technology stack for CIAM success. The selected Federated Identity Management technologies will need to traverse, ingest protocols from a more diverse and ambiguous list of applications and media. To drive this forward and into your enterprise, you will face more complicated change management challenges than posed by or employee programs.
In doing so, we will decrease friction concerning customer authentication and access. Each customer will have one single identity. This unique identity allows the employee to access all applications and services that the employee is permitted and expected to interface. We have increased security, decreased risk, and reduced the level of effort for your IT teams. This reduction of energy means the IT team can focus on proactive actions and innovation. We have empowered our workforce to become more efficient. Through this efficiency, we increase our competitive advantage.
Federate Identity Managed Service
Federated Identity Management helps customers reducing passwords, improving customer experience, productivity and security. Businesses benefit through reduced costs associated with password recovery, enhanced security, better data quality and increased customer engagement and revenue.
Federated Identity Management provides the seamless user experience, improves customer engagement and security. Federation also centralizes customer profile data into a Single Customer View for improved customer analytics, segmentation and GDPR compliance.
You will collectively know more about the attributes of our customers than we ever have. The more migrations and integrations that take place across the LOB, the more we will continue to know. We are amassing an incredible amount of data.
Federate Identity Managed Service + Context
Don’t leave any data on the table.
“In a time where differentiation, adaptability, and customer focus are essential business values, it doesn’t make sense that the sources for all activities—the identity and contextual profiles of all users and customers—are spread across incompatible and siloed applications.”
We have improved the employee and customer experience by reducing friction, increasing security, delivering transparency, and building trust. Your collective digital and physical experiences create an enormous amount of momentum and DATA. What do we do with the data? How can we better serve our customers like MR T.? We need to know the customer. Modernized Identity Management makes way for a deeper understanding, which creates new relationships with the customer that last.
Federated Identity Management does not just provide your customers with a single identifier across all your consumer-facing applications. You also connect to internal-facing applications. If we include applications used for marketing, sales and Human Capitol, we are capturing exponentially more, highly contextual consumer data. When duplications are removed, living a single identifier, we have a robust 306-degree view of your customer.
Your Enterprise organization
The Customer – People
The Workforce – People
Partners – People
Device, Technology, Applications – Things
Data – Contextual Identity Intelligence
Value to your Organization
Inform Application Development and Procurement, Inform Product Development, Empower a more agile competitive, innovative Enterprise,
Value to your Customer
Trust, Transparency, Empower, Personalization, Sense of ownership and control, World-class experience, A sense of connection to something greater, Strong, lasting relationship.
With Federated Identity Managed Services, we are taking a DMP that exists for one purpose in one line of business in one application and connecting it to hundreds of DMPS. FID provides a complete view, a clear picture of who that person is. FID provides a contextual understanding of that person. My actions will be different when engaging your customer-facing marketing than when I engage your customer internal activities and employee engagements. All engagements that tie to the single identity help describe who I am. If we group and divide these individual persons into groups and further divided into segments, Your will have the ability to:
Better support Business Strategies
Enhance customer experience both offline and online through Your media and applications
Deliver Personalized Experiences
Increase Consumer Satisfaction
Generate Competitive Advantage
Increase in Revenue
Delight the consumer
Improve Customer Retention
Improve Operational Efficiency
Iterate with agility
Discover hidden opportunities
Elevate consumer experience and satisfaction
Act locally or globally
Service consumers across silos
Increase upset and Cross-Sell opportunities
Build better products
Reduce Support Costs
Reduce Employee Attrition
Educate and inform
We have built a team of professionals with capabilities in Cyber Security, Data Science, Change Management, Business Strategy, Communications, Marketing, UI/UX, Development, Design Thinking, LOB Stakeholders, Executive Sponsors, to name a few. We will procure technologies that allow the team mine data and make it actionable.
Provide proactive and reactive services to surface consumer intelligence and support critical business strategy continually.
Empower Brand, Marketing, Sales, Human Capital, Business Development, Product Development, Partner programs across all lines of business.
Deliver timely consumer intel through an internally accessible web presence.
Provide extended benefits and access to data for Business units that partner with the CIIT (Consumer Identity Intelligence Team)
[vc_row][vc_column][vc_column_text]The Digital Workplace enables companies to increase employee productivity and improve competitive advantage. The digital transformation strategy makes it possible to master the central challenges of the modern workplace.
The world of business is rapidly changing, transforming
Digitization is increasingly replacing rigid forms of work with flexible workplace concepts and working time models. More and more employees work on the go, at customer sites, in remote or home offices. Our near-future goal should be our ability to work where we want and how we want to work. Achieving this goal will require an employee’s first perspective before technology.
Young and older professionals alike attach great importance to flexible working or mobile working. They want to decide for themselves when and how they work. A study by the World Services Group has shown that for millennials, the balance between work and leisure is the most important. Only then does the increase in wealth follow.
If you want to position yourself as an attractive employer in times of digitization, you should offer existing and future employees, flexible workplace concepts and working time models. The keyword is “Employee Experience or Consumer Experience.”
Work flexibility can only be successful through strategy and digital devices.
To enable companies to do this, as a basic requirement, they must implement a high-performing, digital workplace or digital workspace. A digital workplace allows employees to secure access to all relevant company applications and data. A digital workplace becomes a one-stop-shop. The Digital workplace is a single destination for all employees to find one source of truth. The digital workplace is the gateway to all your workforce mission-critical activities. The location where your employee works and which devices they are using does not matter.
A digital workstation (the tool or device) enables completely flexible work – i.e. exactly what many young professionals expect.
Increase employee productivity
In addition to satisfaction, the digital workplace, and the associated flexible way of working, also increase employee productivity. The long-term consequence: the turnover of the entire company increases.
For example, the fact that the digital workplace has a positive impact on business performance stems from global Avanade research. A similar result comes from a study by VMware, which was developed in collaboration with the research institute Forbes Insights. According to the report, employees report substantial productivity gains thanks to the introduction of digital workplaces.
Consistently high safety level
Of course, all of these benefits can only help companies when they implement a comprehensive security concept. It is important to protect access to data and applications. Otherwise, there is a risk of data theft. Data theft can have severe consequences for companies – especially in the loss of sensitive data.
With a digital workplace, companies can significantly reduce this risk. Here, the corresponding security is automatically included: For example, all data and applications that belong to the digital workplace, located in a secure data center. All applications are updated regularly and fully automatically – so that they are always up to date. In addition, only applications known to the IT department are used. In addition to comprehensive protection against data theft or malware attacks, one of the biggest security and privacy risks can be minimized: the shadow IT.
Shadow IT means employees in everyday work use applications that the IT department is not aware of or have not syndicated.[/vc_column_text][/vc_column][/vc_row]
[vc_row][vc_column][vc_column_text]Digital transformation is what happens to companies as they implement new and innovative methods of doing business based on technological advances. The implemented changes fundamentally affect the status quo through digital tools. More often, these digital tools involve introducing not only new technologies but also potential behavioural changes to replace or improve existing systems and processes. A digital transformation is not a “solution” or “product” that you can buy but affects everything that comes into contact with your workforce through IT in their respective industries.
Do you feel the absence (or malfunction) of the technology rather than its benefits?
Our modern world is digital, and we expect nothing more than complete efficiency from technology. Smartphones have all the data you need and more for the highest productivity 24 hours a day. You have in the palm of your hand word-processing tools, calendars, smart home notifications, public transportation schedules, grocery delivery and weather reports.
We usually become aware of technology only when it is suddenly no longer present or functioning. An example of this lack of presence, you are at a toll booth where you must pay cash because there are no digital means of payment. Another example is when the technology for conference calls fails, again. These are just a few reasons why companies need to invest in technologies that meet both customers, consumers and employee demands.
Clouds, mobile apps, and various as-a-service offerings require new types of storage, analytics, automation, and management. One innovation leads to the next: new technologies lead to process improvements and in turn, to better products and services. And then customers always demand further enhancements because they are already too used to individual experiences in their everyday lives
You can imagine this as follows:
Products such as paper records in filing cabinets are now just bits and bytes in cloud containers. Merely the idea of a filing cabinet today abstract, software-defined object. Technology made obsolete the physical filing cabinet. I guess a good question is “why do we still use the term file”?
Guest rooms have replaced services such as hotel stays and rental cars, and drivers are ordered today with their smartphones.
Processes such as waterfall workflows have evolved into DevOps practices with iterative teams.
Integration of the digital transformation
The positive (and negative) of digital transformation is that there is no one patent solution. Changing how we work with technology depends mostly on how we are currently dealing with technology.
Where do you stand personally? Do you still rely on traditional monolithic software stacks? Do your developers already work with public cloud environments, but are they struggling with porting apps in their own company? Are your business units able to make their own technology decisions instead of having to wait for applications to pass the IT approval process? Is your organization open to BYOA (bring your own apps or shadow IT)? Wherever you are currently, that’s exactly where your starting point is.
Many consulting practices regard your location in digital transformation as a maturity score. At Hella Creative, we do not view it as maturity; rather, we see it as a point in a journey. This journey does not necessarily have a start and an end just varying levels of complexity.
Since not everyone starts at the same point, there are no universally applicable frameworks, playbooks or roadmaps for the digital transformation. Your organization may need to rethink its current software, development methodologies, business processes and employee-relevant responsibilities (governance). Or, if your architecture already forms a good foundation, maybe add new features.
Digital transformation or its implementation is not a quick action but a long-term strategy. It must integrate long-term behavioural, cultural and technological changes to ensure continued organizational and business success. Digital transformation does not have to mean that your business processes are interrupted or revolutionized. Digital transformation must be organic and gradual. After all, iterative progress is progress. Hella Creative takes an Agile approach to transformation consulting and actioning your digital roadmap. The goal must be to learn to react flexibly to changes before the market makes such demands. The market inevitably will make those demands. Whether you operate a law firm or print newspapers, there is no business that is safe from disruption.[/vc_column_text][/vc_column][/vc_row]
We have all heard the phrase “the customer is always right .” The sentence stresses the importance of putting the customer at the center of experience strategies. The phrase is many times misconstrued to mean, if the customer says sell me this $100 item for $10 dollars, you must. It more accurately represents the emotions and sentiment of the customer.
With customers being the utmost importance to achieve external and commercial objectives; the Employee Experience is something that gets a back seat or ignored.
A happy associate radiates what the organization wants to achieve. Their actions and attitudes fuel the consumer experience. The employee impacts, directly and indirectly, both the image and the reputation of the organization.
In general, customers are more likely to share a bad experience than a good one. The cost of poor customer service is on the rise. Think about the last negative experience you had with a company. What, or better, who was involved?
A workforce member who is not happy and interacts directly with customers is undoubtedly a recipe for disaster! Unfortunately, we have all dealt with people who do not want to work in the company, which ends up being very painful for the client.
Interactions with the customer are the prominent examples of the employee’s impact on the customer experience. You will need to step back and also observe your marketing team, your production teams, your manufacturing, the list goes on. Any employee who does not embody the company values, mission, vision will impact your customer’s experience.
Employee & Customer Experience go hand in hand
Both experiences are of the utmost importance; the Employee Experience at the center of the consumer’s journey, becoming more critical.
Not only must employees be empowered and incentivized to offer the best possible customer experience, but they must have an intrinsic desire to do so. However, how to create an environment that fosters this type of excellence? Here I share some good practices
Employers should look for ways to give employees the options to have more control over what impacts their experience, for example, their work hours through flexible work times. Today the work-life balance is increasingly difficult to achieve, making it a much-appreciated benefit. Because each person’s obligations outside work are different, flexible schedules are an excellent way to improve employee satisfaction.
It promotes social connections:
Socializing is a crucial component of happiness. Employers must find ways to foster social relationships, for example, an office arrangement that facilitates communication, consisting of workstations so that employees can see and talk in addition to encouraging birthday parties and select dates.
Promotes good health:
Poor health is not only harmful to the employee but also the company. Stress is one of the most damaging factors for organizational productivity, which is why companies should encourage employees to reduce stress levels and improve their overall health. Educating about health issues, providing reading materials, talks or classes. People cannot make positive changes if they don’t know what to change. Your organization can offer discounts for gym memberships or incentives for going to work by bike. “Promotions” such as these will encourage employees to make positive decisions outside the office and exercise regularly.
Create an environment of growth:
Nowadays people are choosing jobs not only for salary but also for the contributions and growth that this will deliver to their lives. Employers can create a growth environment through training, seminars and celebrating achievements. Employees should be encouraged to take risks and learn new skills. Employees get bored and lose motivation if they never get the opportunity to expand their skills and responsibilities.
Break the routines:
Surprises always attract attention and cause reactions in people. Finding different ways to surprise employees is an excellent way to enchant and keep them engaged. Small gestures that show that your time and work is appreciated (for example one day bring something for everyone to eat and share, a competition in which the prize can be half a day off, an office party)
Foster the Tribes:
People will tend to cluster in like-minded groups. This type of clustering is true for all people, not just the employees of your organization. It is vital as managers and leaders that you become aware of the common types that arise in your organization. Once you spot them, you must foster them.
An example would be a development company focused on end to end development across a broad market and industry customer base. Your core development team has a growing focus on a specific development language and methodology for delivery. The focus should not be on the code language or method. Instead, your focus should be on the team that has become passionate about the tools. Provide the team with a center of performance or excellence. Surface your champions and give them ownership over the success of the center.
Finally, when companies do not care about the experience of employees, there is a disconnection in many areas. This dissociation eventually finds its way to customers in the form of poor service and inferior products.
[vc_row][vc_column][vc_column_text]Digital transformation implies a change in mentality and requires reorganizing and adapting work methods to the strategies of the new digital ecosystem.
A Digital Transformation process consists of applying digital skills and new technologies and Design to tools, methods, products or assets of a company. The intended outcome will improve their efficiency and see new opportunities for expansion, competitive advantage and diversification.
Digital Transformation is more than digitizing things. It requires the reorganization and adaptation of its work methods and strategies to the new [cm_tooltip_parse]digital ecosystem[/cm_tooltip_parse] in which survival is as relevant as flexibility, dynamism, innovation or competitiveness.
The fear of change
The fear of change remains entrenched even in many companies delaying their adaptation and transformation. Although Digital Transformation as a practice is maturing and companies are more aware of their need to align with this new paradigm. Without such alignment, most companies that turn a blind eye will perish. The metamorphosis requires a change of cultural mentality and behaviours. Organizational transformation in the entire business needs to take place iteratively. All areas of the company will be addressed from processes, products, services, points of contact with the client, business model, people, clients, etc.
Technology plays a vital role in all departments and areas of the company to meet strategic goals and objectives. Technology provides many advantages to automating processes, break down space-time barriers, improve communication, increase efficiency and minimize cost.
Companies must face the following challenges:
Investment and research
Companies must assume they need to investigate and modernize their processes and programs. Transformation must be supported from the top down through executive stakeholders. Budgets must be developed to help an iterative agile approach to the executions of strategies. Research should be done through an empathetic understanding of the consumer.
It is necessary for this second challenge, to involve all your human capital, workers must be motivated. Companies need templates of skilled workers capable of solving their tasks with agility, hence continuing education is a fundamental pillar. Specialists and professionals will be responsible for teaching the management and knowledge of the new tools.
Digital communication and new communication tools adapted to the company. Each company will carry out a personalized digitalization process, adapted to its needs, in addition to progressive incorporation of digital communication, Big Data, Artificial Intelligence, the Internet of Things or Smart City.
Constant innovation and perpetual competitiveness are the distant but achievable goals of the organization. The challenges are the order of the day, and continuous updates are necessary focuses on the business strategy. The brand must maintain a good reputation. Constant innovation executed internally to adapt to the new needs of the customer and the market.[/vc_column_text][/vc_column][/vc_row]
[vc_row][vc_column][vc_column_text]One of the biggest challenges for companies rests in demonstrating the productivity and return on technology investment (ROI). No one doubts the multiple benefits that technological solutions provide to an organization. It is challenging for HR managers to demonstrate to their strategic stakeholders the benefits that these solutions bring in terms of productivity and competitive advantage.
Hellacreative provides recommendations to HR and communications professionals to the implementation of new technological tools and demonstrating value to strategic stakeholders.
Bite off what you can chew
One of the most common mistakes when addressing a digital transformation change is to try to implement a new solution and new processes at the same time. Doing so will lead to confusion for future users and will plausibly lead to the failure of the entire objective.
Always audit current systems and processes, capture gaps and deficiencies before changes or additions.
One of the most important keys to success lies in the systematic process change carried out after the implementation of the solution. Ensure users are accustomed to technology and prepared to adopt new knowledge. From the moment it is advisable to start measuring the ROI of the tool.
Always baseline process functions, current value, sentiment, and other KPI categories to measure against once a change has been executed.
Adopt a functional business process improvement (BPI)
Motivated by changes in processes mentioned above, it is crucial to carry out planning that aligns to a strategic planning methodology called Business Process Improvement (BPI). The use of the (BPI) methodology will allow your team to identify both the operations and skills of the employee. The insights surfaced through these methods will improve efficiencies and business growth.
Try to adopt the practice of user journey mapping to surface gaps in your organization’s process, skills or capabilities.
Support the users
Employees in the field can be prone to reject new software. After the software implementation aspects that initially cause users to use a solution may not be sufficient to motivate them to continue using it. With this understanding supporting the user in the use of the new technological solution will be vital. Not keeping the users motivated can be expensive if compared with the investment of retention beyond implementation.
Find your early adopters. Gather your digital change champions to help promote the use and value the new systems provide.
Managing digital transformation expectations
When a user begins to use new technology, usually their expectations are very high. These inflated expectations sometimes cause low satisfaction in the use of the solutions and subsequent abandonment. It is essential when adopting new technology; your team “clearly manages expectations.” Communicating the value to the user is paramount to the adoption and continued use of your newly procured technology.
Personalized support & training services
For the performance of a technological solution to be positive, it’s vital to have an excellent product support service. The Service should be prepared to accompany your users throughout the entire implementation process in a personalized way. There should also provide continuous training system that facilitates the knowledge of the new tool.