Kaleido-数字化趋势报告2019年（英文）-2018.12-50页.pdf.pdf

《Kaleido-数字化趋势报告2019年（英文）-2018.12-50页.pdf.pdf》由会员分享，可在线阅读，更多相关《Kaleido-数字化趋势报告2019年（英文）-2018.12-50页.pdf.pdf（51页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Trends Report 2019DIGITALEDELMANInnovating with Impact in an Era of Accountability#InnovatingWithImpactWith additional analysis from2DIGITALEDELMANAs we venture into 2019, the business environment is firmly entrenched in digital transformation. Were fast entering an era where accountability and resu

2、lts are paramountinitiatives that dont meaningfully impact the business will be scrutinized, as will initiatives involving customer data, privacy, consumer rights and digital ethics.We see 2019 as the year of Innovating With Impact in the context of organizational accountability. Many organizations

3、have mobilized and evolved their teams and talent to take on digital disruption, but few are linking investments to performance in ways that meaningfully and positively impact their business, customers or, notably, society. In the past, consumers have freely parted with data in exchange for value, b

4、ut customers are becoming increasingly protective of their personal digital information. Business, consumer and societal impact now go hand in hand.This year, Edelman Digital is teaming up with industry analysts at Kaleido Insights to provide an in-depth perspective on what we should be paying atten

5、tion to, why it matters and how it impacts business and society with higher degrees of accountability. Well examine the role of data responsibility, empowerment through interconnected digital ecosystems, the increasing scrutiny influencers face, the accountability brands have toward their consumers,

6、 and even the role leadership plays as digital innovation continues to shape how we work, live and interact with brands.In this new era, accountability becomes multi-dimensional, as organizations grapple with making a positive and meaningful impact on customers, business stakeholders and society mor

7、e broadly. Solutions these organizations develop will undoubtedly be enabled by the emerging and pervasive digital ecosystems that impact our lives, both now and in the future.Trends Report 2019DIGITALEDELMANInnovating with Impact in an Era of Accountability#InnovatingWithImpact3DIGITALEDELMANTABLE

8、OF CONTENTSImpacting Tomorrows Workforce: Gen Z Will Transform Your Organization .4Convergence: The Need for an Integrated Marketing Tech Ecosystem .8Expanding Impact: How Brands Are Innovating With Their Ecosystems . 11Audience-Centric B2B: Driving Results in the Rapidly Evolving B2B Marketing Land

9、scape .16Data As Currency: Digital Identity and the Future of Customer Experience .20The Context of Commerce: Cultivating Contextual Content for Social Commerce .25Contextual Expectations: Decoding the Impact of Relevant Content .30The Accessible, Accountable Executive: Evolving Expectations for the

10、 C-Suite .34Influencing With Impact: Driving Real Value With Authentic Influencers .37Intelligence With Impact: Marketing and Machines in an Artificially Intelligent World .40An Ascendant Techlash: The Rise of AI Ethics in 2019 .444DIGITALEDELMANIts simply not responsible for the modern organization

11、 to overlook Gen Zwere accountable today for the workplace of tomorrow, and that impacts all of us. By 2020, just over a year from now, roughly 20% of the workforce will be made up of Gen Z. While millennials forged a path for the adaptation of technology, Gen Z grew up alongside technology. Millenn

12、ials worked with organizations to adopt new technologies, test and learn systems and introduce digital ways of working. Gen Z, on the other hand, expects organizations to have this all figured out. They expect technologies that will motivate them, recognize their achievements and allow them to do th

13、eir jobs seamlessly. They dont know a time when information wasnt readily at their fingertips. This changes how they work, what they value in an organization and how they imagine their careers. Unlike other reports and studies, this article isnt about making your business “ready” for Gen Z like a fe

14、w decades ago when internet-savvy millennials were the talk of the town. Our take is that the entry of Gen Z into the workforce, and the sea change of Boomers entering retirement along with them, will have a far more profound and transformative effect on the entire organization.In a nutshell, leader

15、s today have a choice: Empower and enable Gen Z to make your entire business better. Or stifle them with the wrong roles, systems and technologies, and risk becoming the next wave of corporate bureaucratic dinosaurs.Too dramatic? Maybe. Lets dissect a Gen Z brain.Plus or minus a few years for your p

16、referred survey methodology, Gen Z is just now graduating college or grad school, and theyre anxious to orient themselves as professionals. Theyre shaped not only by ubiquitous mobile technology and access to information; theyre shaped by the fleeting Snap, Instagram Heart and latest YouTube video.

17、While big technology startups defined the prior generation, Gen Z lives in a world where anything is a business and anyone is an entrepreneur, no coding or MBA required. Being an influencerjust being yourself, in public, and on a bigger platform than everis a real, professional ambition. The consequ

18、ence of all this is that theyre more entrepreneurial, competitive and excellent at multitasking.Impacting Tomorrows Workforce: Gen Z Will Transform Your OrganizationWilliam Begeny Executive Vice President, Digital Transformation Edelman DigitalErin Sheridan Associate Director, Digital Transformation

19、 Edelman Digital5DIGITALEDELMANGen Zs life as a digital-first worker started way before they earned a salary. Driven by social mechanics, the instantaneous feedback loop is a big part of their experiencewhatever “work” they do, they expect to see an immediate social outcome. They course-correct the

20、work theyre doing based on that outcome and optimize their lives to game the system and learn from their mistakes. All this innovative industriousness is born out of necessitythe first time they really started thinking about money was in the wake of the 2008 recession. Theyre less optimistic and liv

21、e more cautiously than the previous generation. Self-reliance and pragmatism guided their choices about college, after- school gigs and their most recent side hustle. While millennials value more of a work-life balance, Gen Z is going to drive change in the substance of the work itself. Diversity is

22、 a big part of that and a major factor when they pursue new positions. Gen Z expects to be a part of the conversation, and when they feel change is necessary, they will drive the conversation. For instance, the students of Parkland, Florida, traveled across the country to talk to fellow Gen Zers abo

23、ut issues that resonate with them and encouraged them to vote to have their voices heard. Theyll work for a seat at the table, and this should inform the way brands define entry-level and junior roles. In other wordsGen Zers are DREAM EMPLOYEES.Also worth noting: When it comes to conversations, mill

24、ennials rely more heavily on digital communication, while 53% of Gen Z prefer in-person discussion1. This is the tip of the spear on a broader cultural shiftJeff Bezos banning PowerPoint at Amazon is a good example. The idea? Never let a tool get in the way of a constructive conversation.What can yo

25、ur brand do to prepare? Move toward an instantaneous review cycle. Employees, not just Gen Z, want continuous and iterative feedback. Annual review cycles arent conducive to providing feedback that employees are craving. Additionally, they de-motivate individuals and negatively impact morale. So, re

26、vamp the review cycle from annual to quarterly to weekly to daily to hourly (digitally) and ensure employees are getting quantitative assessments of their work, in addition to qualitative feedback. Break down large-scale projects into near-term actionsthink about the way tech companies organize agai

27、nst release cycles, rather than the end product. That way, teams can focus directly on the tasks ahead of them and use the results to inform the next step in the chain. More importantly, build immediate feedback from both management and peer groups into your system. Remember: Gen Z wants to game the

28、 system and see immediate progress. Structuring assessments (or even gamifying the progress) will give managers a clear understanding of how their employees are performing across the board, but also who in the organization is excelling. This will open the door to 6DIGITALEDELMANmore effective motiva

29、tional strategies, a better balance of rewards and opportunities for all employees (not just managers) and, ultimately, identify investment strategies that show real bottom-line impact. Putting this theory to work, we recently worked with a public transportation system to help their customer service

30、 and front-line communicators provide more accurate and transparent information to customers, faster. Central to this strategy was developing new workflows and supporting technology that allowed managers to supply “tweet-length” tasks to frontline staff more frequently, then empowering employees to

31、act on that information in their own way. More importantly, for every action, there was an immediate “social” response (e.g., a little recognition of what happened, what worked or what was next) and comprehensive tracking of every interaction. The result is a self-optimizing human system, where team

32、s get better and better at handling complex scenarios. Customers now receive more helpful and timely information, and staff feel better about what theyre doing all day. Interestingly, what works for the youngest Gen Z staff also works for their older colleagues.Transform new employees into consultan

33、ts. As research by our partner Kaleido Insights reveals, the number one innovation challenge large corporations face is the ability to foster an internal culture of experimentation and innovation. New employees can help by bringing outside thinking to your organization, but they often arent empowere

34、d to surface their ideas or make real changes. The solve? Add a period of insight-gathering into every employee onboarding and pair that with a lightweight idea tracking and categorization system so that theres accountability and attribution in informing the way things work. Just note that a “digita

35、l suggestion box” needs to be backed up with a real commitment from the top to examine new ideas seriously and put money into the practice of helping people do their jobs. Ideally, theres fair compensation for employees who proactively save the company money. Againhelp Gen Z game the system. It is a

36、lso imperative that managers directly engage staff as problem-solvers in everything from day-to-day operations to overall product portfolio to ensuring theres fair and diverse representation throughout the company. Employees who become familiar with an organization adopt bad habits and inefficient w

37、ays of working because they either accept the environment or are even taught bad practices. That cultural condition can be course-corrected, and Gen Z will likely become your biggest champions for change. Feed self-directed self-improvement with strategic internal communications. While often isolate

38、d into training programs or treated as non-business-critical, Gen Z expects to be learning every day then applying new skills and ideas in their work. Tapping into this passion for learning, employee communications should apply an outside-in mentality and focus on teaching people where the category

39、is headed, what leaders are thinking about and what their colleagues could teach them about getting better results. This is a practical way to offer up a seat at the table at scale, while also opening the door to progressive, big-picture thinking from unexpected places. It also has the massive benef

40、it of increasing diversity in decision making and laying the foundation for nimble innovation. 7DIGITALEDELMANSegment internal communicationsand empower a wider range of managers or even low-level employees to fuel these communicationsthrough any number of internal communications platforms. Our team

41、 uses Workplace by Facebook, but we may recommend a range of alternatives or homegrown solutions based on client needs. Please note that mobile-first (not just mobile-optimized) is increasingly critical for younger, distributed workforces. Your current intranet configuration might not be up to the c

42、hallenge. Gen Zs entrepreneurial spirit, competitiveness and ability to multitask will bring new challenges and opportunities to the workforce. Embracing Gen Z and fully integrating them into the organization will have multiple benefits. This generation will push your organization to use technology

43、more efficiently, bring innovative approaches to problems and challenge the organization to act more accountable.8DIGITALEDELMANThere are more marketing and advertising technology companies than ever. As technology usage and channel adoption grows across the enterprise and consumer world, so does th

44、e fragmentation of data and the customer experience. With the ever-increasing scrutiny of measurable ROI across communications and marketing leaders, marketers are experiencing pressure to integrate their sales, marketing and communications operations and to measure across all channels and technolog

45、ies. A recent joint Google and Econsultancy report reveals that the most successful brands are aggressive in their approach to integrated data and see it as the key to better decision making, customer journey analysis and, ultimately, higher growth2. This attitude is driving investment in technology

46、 that can connect disparate data sources by integrating marketing and advertising technology stacks. But technology is just one part of the solution. Cross-functional alignment, combined with leveraging the right technologies, is critical to measuring attributable impact and ROI and is the key to ac

47、hieving a single view of the customer. This growing need is fueling a fundamental shift in the marketing technology ecosystem, a trend we refer to as convergence. Convergence is both the rise of technologies focused on data integration and the growing consolidation of enterprise integrated marketing techno