Every multi-brand global corporation is facing the same challenges. The market is speeding into a brave new reality. The rate of change is unlikely to slow anytime soon, and there is no turning back. Large, fragmented corporations are reeling as they struggle to keep up.
Customers and employees have different expectations. We want what we want, where, when, and how we want it. Nothing else will do. We are more connected than ever before, and trust peers far more than we trust marketers. If we are unhappy with a service or product, we voice our displeasure across multiple social platforms for all to hear. Woe betide the brand that doesn’t listen, and respond when we speak.
The ability to build loyalty and advocacy are the things that separate the companies racing ahead in the digital world, from those struggling to keep up. The most successful companies have realised that they need to develop robust relationships with customers. They have understood the importance of engaging them in seamless, pleasurable experiences that span the multiple platforms they choose to use.
Customers want relevant, timely content, yet most global marketing departments were set up to produce content in a more rigid, controllable world.
Data analysis and the right technology platforms can help companies understand customer needs and figure out what content is most effective, but the organisational structures, and behaviours, in most companies make it difficult for marketers to respond to these insights.
Good customer experience can only happen if the right technology and the content production processes are supported by significant organisational and culture change. The best companies are realising that success lies in shifting organisational behaviours. They are adopting more agile approaches. They are learning they have to become more nimble and responsive to changing customer needs and expectations to succeed in the multi-channel world.
Changing organisational behaviours is difficult. Changing behaviours across multi-brand, multi-cultural, multi-location companies is more difficult still.
Humans are hard-wired to resist change. We are hard-wired to hold on to things, even if the thing offered in replacement is a whole heap better. Our own ideas are always the best ideas...and we don’t like being told what to do. These are universal truths of what makes us human.
If employees don’t see clear benefits of change, if they do not believe the change is necessary and positive, if they do not see the vision for change - then even if they are mandated to do something, they will simply opt out. Lack of engagement and buy-in are the key reasons why over 80% of digital transformation projects fail.
That’s why we believe that successful digital transformation has to be people-powered. We believe that successful change has to be done with people and not to them. We know that by inviting the stakeholders most affected by change into the transformation strategy design process, it is far more likely to succeed.
Our own ideas are, after all, always the best ideas
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