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To optimize their work and solve their pain points through technology. For this to happen, the company must use tools that allow non-technical people to use the technology. In addition to educating such people in technological tools, developing a high qt (technological quotient). It is worth saying that this approach generates much more results when the workforce is diverse and inclusive. And when people feel psychologically safe to share their ideas and act without fear of making mistakes. It is no longer enough to hire good professionals if I am not able to empower them to act. Finally, people should have the freedom to work from wherever they feel they are most productive rather than being forced to follow strict company attendance policies. There is no recipe or good practices already established regarding talent management in interaction with technology.
Everything is being discovered now, so the path is to experiment and learn as the path is built. Chapter 7: trust. As part of our biological evolution, we developed the ability to make judgments regarding how much we can or cannot trust other Japan Email List people. This ability was adapted to make decisions regarding products, companies and brands. Therefore, trust is one of the main ingredients in our purchasing decisions and our recommendations. Studies show that companies capable of cultivating trusting relationships prosper while those that cannot, face major survival challenges. In the digital ailability of data about all of us generates a great paradox, as the more data we make available the better we are served as a consumer, but the more exposed we are; (5) security as the number of external links in each system will grow, exposing them to hacker attacks that erode customer trust in their suppliers and, therefore, the continued growth of the digital economy depends on the ability of companies to protect their operations and customer information.
All of this shows that trust is not just a question of the organizations' character, but their technical capacity to guarantee that their character will be translated into trustworthy relationships. Chapter 8: experience. It is not enough for solutions to problems to be focused solely on effectiveness. Each solution must also consider the impact on people’s experience. The platform used by organizations must be restructured to take advantage of all the possibilities of new technologies, which must not only be facilitators, but drivers of innovation, which in turn must seek to go beyond the basics by providing exceptional experiences for employees and customers. When this happens, we can create radically human experiences from at least four types of approaches: (1) empowerment, giving people the ability to do things they could not do without available technologies; (2) rewards, whether fun, personal development or satisfaction through interaction and collaboration; (3) adaptation to people in order to require the minimum amount of work and provide maximum engagement; (4) responsibility going beyond what is good for the individual to what is best for the community and the world more broadly.
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發表於 2024-5-16 11:43:18