By no means all of the regulatory action under GDPR has been accomplished through fines on organizations. It is expected that the EU legal consensus regarding privacy will strongly influence their behavior. Since GDPR’s introduction, most regulators have taken a consultative stance, giving advice and looking for incremental improvements in behavior.
The current situation with millions of people confined to home and eschewing physical meetings has highlighted the way that social media has captured our imagination.
The battle for an emotional connection is the newest frontier in the battle for customer experience.Humans are emotional decision makers. It is not a great challenge to most people’s intuition to say so. When asked, most would accept that when making purchases, emotion plays a part in forming our beliefs and opinions, alongside rational thought and logic.
Here’s the theory: if we take all the data we possess about customers, we could deduce a great deal and draw powerful insights. We could use this information to enhance customer experience better look after our customers and sell better products and services, tailored to their needs.
Telco Customer Experience and Marketing teams are failing to make emotional connections with their customers. They are frustrated because they are unable to use all of their data to develop rich customer insights. To add to their frustration they see other companies using data in a more personalised and engaging way than they are – we call this the Great Competitive Paradox.
Data lakes have been around for eight years, and while the original concept was promising, many of the lakes have unfortunately turned into data swamps. This has prompted criticism of the concept itself.
New artificial intelligence and machine learning techniques will help telecoms businesses make transformative changes to customers’ experiences of their brand. There is a new opportunity to become ‘customer first’, led by a human-like connection with each and every customer.
It seems unlikely that telcos are a rich breeding ground for the next set of breakthroughs in AI, but they are, they just don’t know it.
Nowadays words like “agile”, “lean”, “scrum” or “kanban” have been abused so many times that some of its initial values or ideas have been lost. Many people think (and say) they are agile because they do stand-ups; some others are trying to come up with new “smart” acronyms (SAFe, LeSS…) for unknown reasons (because the old buzzwords don’t sell anymore?)
It’s 2017, and you would have thought that creating evidence-based systems of decision has never been easier. After all aren’t the FANG (Facebook, Amazon, Netflix & Google) doing this day in day out? Aren’t closed loop digital systems all hooked up with continual measurement, and isn’t every vendor under the sun promising you it’s easy? It can’t be that difficult!
This is the dream: you put vast troves of data to work, accurately predicting each customer’s wants and desires, creating individually tailored marketing, sales, and service. You solve problems before they become problems. You operate like a nimble and personalised small business, but at massive scale. Your customers love you. Your competitors wither away.
Are you a troubled developer because your boss heard about BigData and is asking you about it? Are you a CEO who just wants an understandable explanation about the CAP theorem? Are you the partner of a developer who just wants to understand what he/she is doing?