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You are here: Home / Archives for Professional

Gallup StrengthsFinder 2.0 – Book review

published on November 18, 2014 by Remo Knops

I’ve purchased the book Gallup StrengthsFinder 2.0 and participated in the StrengthsFinder online assessment. The resulting report really provided me with helpful insights for my professional- and personal development. I was tipped about the StrengthsFinder 2.0 assessment by Julie Brown, Talent Development Manager at Microsoft.

[Read more…]

Filed Under: Books, Personal Development Tagged With: Gallup, Gallup Strengths Center, Online Assessment, Personal Development, Peter Drucker, Tom Rath

Hoe je goed gevonden wordt (Coppes & Scholte, 2012)

published on May 13, 2013 by Remo Knops

In this article I will review the book Hoe je goed gevonden wordt – Profileer jezelf met social media“, the latest book of Tom Scholte and Joris Coppes.

Hoe je goed gevonden wordt / How you are being found well online

Scholte & Coppes start the book with building the theoretical basics like the definition of a brand.

“A brand is a collection of associations that people have with a certain brand.”

I like the simplicity of the definition, however have a look at Seth Godin’s brand definition as well. A company behind such a brand carefully builds and maintains a so called brand experience.  This brand experience focuses on three feelings:

  1. Creating a positive experience (a certain brand gives you a good feeling)
  2. A specific emotion (happyness, tropical)
  3. A feeling of “no alternative” option

Why does somebody drive a Porsche Carrerra GT3 (and nothing else)? Or why does someone buy a specific smartphone brand like Nokia? It is interesting to look at those brands with the three feelings in mind.

 

Look at yourself as a brand

Scholte & Coppes provide examples of personal brands, like Ruud Gullit or Linda de Mol. By looking at yourself as a brand and start to think about positioning yourself as a brand, both opportunities and questions come up.

Scholte & Coppes provide a very simple three-step model to help you think about yourself as a personal brand. The three-step model is shown in the picture above. The basic personal branding questions on the left and actionable tools and means on the right.

In the green building block in the third step consists of social media networks, LinkedIn, Twitter and Facebook.  The main question that Scholte & Coppes will answer in the book is: “How social technology can help you with your personal brand(ing journey)?

 

Why, about what and how well are you being found ?

Scholte & Coppes have developed again a simple model that helps you to take the deep dive into personal branding and social media, when you’ve completed the three-step model.

The Scholte & Coppes model above consists of five layers, each with three building blocks per level:

  1. Results
  2. Keywords
  3. Strategies
  4. Means
  5. Activities

Each of the five layers will be discussed in more detail in the upcoming sections, since this is the core essence of developing your personal brand.

 

Focus on the results

Scholte & Coppes explain why the focus on results is a logical starting point. It helps you to focus and carve out your own niche as a personal brand. Have a look at the dynamics in your personal network when someone asks you for a expert becuase he/she has problem A.

When you recommend an expert that does a good job and solves the problem, that expert is appreciated and even higher rated, The expert becomes even more recommended and is more likely being asked for more work. It is a flywheel-like approach. 🙂

 

What are your keywords

The second layer of the model is called keywords. Determining your keywords is done on three levels:

1. What do you do or plan to do ?
  • Activities, products and services
  • Expertise, specialism or field of interest
  • Results

These bullets clearly help you think about the what-keywords, that describe you and your personal brand. For example results motivate and results inspire people.

2.  How do you do this ?

You could rephrase this question as “What is your way of working?”. You can get answers to this question via feedback from colleagues or friends.

However a clear answer can really strengthen your LinkedIn profile, if you can show that you have certain personal.

3.  Why are you doing it ?

Scholte & Coppes state the why keywords are by definition suitable to share online, because you can touch people and let them make a real connection with you (and your driving forces).

The what, how and why keyword levels reminded me of an earlier article of Peter F. Drucker – Managing Oneself and the book Golden Circle of Simon Sinek. Simon Sinek would advise start with why ! 🙂

 

Strategies for being found well

Scholte & Coppes explain three major strategies in their book:

  1. Increase your visibility;
  2. Increase your recognizability;
  3. Increase your added value;

Practical examples are used to emphasize the practical relevance of the three strategies. Personally I do think that these strategies are still valid for the practical everyday business world and the strategies don’t just hold for the online social world.

Means for being found well

Scholte & Coppes distinguish three categories of means (for being found well).

Behaviour

Eight behavioural characteristics that help you execute your strategies are: confidence, social, driven, enthusiastic, entrepreneurial, environmentally aware, expert and reliable. These behavioural characteristics and its combinations provide a pretty good overview of the person behind the social media profile. The communication message and tone, should reflect the the eight characteristics as defined by Scholte & Coppes.

Communication and Framing

“Framing is a quality of communication that leads others to accept one meaning over another. It is a skill with profound effects on how organizational members understand and respond to the world in which they live. It is a skill that most successful leaders possess, yet one that is not often taught.”

Scholte & Coppes introduce the concept of framing, which can help you to clearly communicate your message (and behaviour)

Symbols & symbolism

Symbolism is for example expressed in the brands you like, the clothing you wear or the colours you use on different social media profiles. In this book this is a pretty brief section, however in my personal opinion this is a pretty important aspect, that can enhance the overall message reflected by both your behaviour and communication.

 

Activities for being found well

Scholte & Coppes distinguish three key activities for being found well:

  1. Sharing value
  2. Monitoring
  3. Respond

These activities are recurring topics in the upcoming chapters that cover specific social networks in-depth.

When I analyze this model of Scholte & Coppes, I personally see similarities with the Business Model Canvas. Furthermore I see similarities as well with the future planning methodologies, presented by professor Roel Pieper during the Vision on the future symposium.

LinkedIn, Twitter and Facebook

Coppes & Scholte dedicate a chapter each on LinkedIn, Twitter and Facebook as the most important social networks.

The Scholte & Coppes model consist of the activities building block (sharing, monitoring & respond). These activities will form the structure of the chapters that cover LinkedIn, Facebook and Twitter.

1. Sharing value

Which means sharing knowledge, experience, your network, but also links to blogposts.

2. Monitoring

Let new knowledge and information flow to you by monitoring what value others in your network share.

3. Respond

Forward, reply, like or comment on the value shared by others. This is a simple way to let those people know you’ve read their message.

Smart applications

Scholte & Coppes come up with smart applications or smart solutions for each social network. Those solutions will be particularly interesting for the LinkedIn-, Twitter- and Facebook power users.

 

Google+, YouTube, SlideShare

LinkedIn, Facebook and Twitter are certainly the most important social networks. Scholte & Coppes focus in this chapter on other channels or networks that could help building your personal brand.

Google+, a social network operated by Google, Inc., launched on June 28th, 2011 with integrations across a number of Google products.

YouTube was founded in February 2005 and has become the go-to site for video on the web. Google bought YouTube in 2006 and underwent a significant redesign in 2011. One hour of video is uploaded to YouTube every second. YouTube is the second largest search engine in the world.

SlideShare is the world’s largest community for sharing presentations. With 60 million monthly visitors and 130 million page views, it is amongst the most visited 200 websites in the world. SlideShare has been acquired by LinkedIn in May 2012, making it a perfect professional asset to enhance your LinkedIn profile.

 

Cross-media use of social technology

In the 7th and last chapter Coppes and Scholte discuss roughly four topics:

1. The use of social media on a smartphone

Applications for most important social networks are available on almost any mayor smartphone platform. Windows Phone 7 has even integrated Twitter, Facebook and LinkedIn into its design, so it becomes really easy to sharing value, monitor social networks and respond to posts or updates.

2. TweetDeck, Seesmic Desktop and Hootsuite

TweetDeck, Seesmic Desktop or Hootsuite are tools that combine the various social networks into one application. These type of tools help you easily monitor and share different content to different social networks.

3. Connecting social networks

Scholte & Coppes focus on three types of connections that help you being found well online.

First you can connect Twitter- and LinkedIn profile, which means that tweets are shown as status updates on your LinkedIn profile.

Second you can connect Facebook- and Twitter profile, which means that every tweet is shown as a status update on your Facebook feed.

Third you can connect other social networks to Facebook as well. For example Flickr if you would like to share pictures, or SlideShare to share PowerPoint decks, Spotify to share the music you are listening to or Runkeeper to share your exercises.

Personally I use each social network for a specific purpose so connecting these networks is not an option for me. However I can imagine that this social strategy of connecting different networks works for a lot of people. 🙂

4.  Klout & Peerindex

It Is important to measure your popularity, influence and reach on various social networks. Scholte & Coppes provide some metrics and introduce tools like Klout and Peerindex that “measure your online influence from your social networks”.

Concluding thoughts and wrap-up

Joris Coppes is a former Microsoft colleague, so I was fortunate to hear some of the presented thoughts on the use of social media from him directly (while enjoying a good cup of coffee). When reading the book I can feel the same drive and passion which Joris has in the offline world. 🙂

The book Hoe je goed gevonden wordt – Profileer jezelf met social media provides useful tips and tricks for both starters with social media as well as for advanced power-users.

Scholte & Coppes focus on the use of social technology for personal branding purposes. This results in a clear focus on the individual, with a lot of practical and actionable handles. Open Leadership from Charlene Li, a book that I reviewed a little while ago, focuses on the advantages of social technology use in a corporate setting.

The book includes a voucher to get extra information, special e-zines, external links and more.  So the journey won’t end when you’ve finished reading Hoe je goed gevonden wordt.

“Hoe je goed gevonden wordt – Profileer jezelf met social media” is written in Dutch and is available for the price point of € 24,95 via Van Duuren Management.

Filed Under: Books Tagged With: Joris Coppes, Social Technology, Tom Scholte, Vam Duuren Management

Who moved my cheese ? (Johnson) Book review

published on April 23, 2012 by Remo Knops

In this article I will review the book “Who moved my Cheese?” – An amazing way to deal with change in your work and in your life. It is one of the most succesful business books ever and written by  Spencer Johnson co-author of The One Minute Manager ~ (Blanchard & Johnson, 1983) and The One Minute Sales Person  ~ (Johnson & Wilson, 1984).

[Read more…]

Filed Under: Books Tagged With: Business, Change Management, Personal Development

Peter F. Drucker – Managing Oneself (Harvard HBR)

published on March 26, 2012 by Remo Knops

As the result of looking a Corporate Effectuation from a personal development perspective, I came across the Managing Oneself  Harvard Business Review article from Peter F. Drucker. In this article I will provide a quick overview of Drucker’s main focus points to manage oneself.

“Simply put, it’s up to you to carve out your place in the work world and know when to change your course. And it’s up to you to keep yourself engaged and productive during a work life that may span some 50 years. To do these things well, you’ll need to cultivate a deep understanding of yourself. ” (p. 1)

[Read more…]

Filed Under: Personal Development, Professional Tagged With: Harvard Business Review, Personal Development

Steve van Wyk, CIO ING Bank – Building the preferred bank (with technology) !

published on October 25, 2010 by Remo Knops

Stress, the University of Twente’s largest study association, organized an awesome guest-lecture with Steve van Wyk, CIO @ ING Bank. The theme of the lecture is  “Challenges @ ING” and one of the topics is the merger of the Postbank and ING, the challenges that came with it and how they were overcome.

In this article I will provide some of the interesting topics from the lecture, and for those who haven’t attended this lecture you really missed a great opportunity to have a detailed look at the technology-side of ING.

Picture used with permission of Stress, study association

Who is Steve Van Wyk and why working for ING ?

Steve van Wyk briefly introduces himself and his family. He has Dutch roots, worked 11 years for Morgan Stanley in the USA and is now at ING for about 5 years now.

Remarkable was the fact that Steve van Wyk was at work in the Twin Towers at 9-11, because Morgan Stanley was at the second floor of tower two ! That day has made tremendous impact, and he will never forget how it required leadership. Not only to get the co-workers safe out of the building, but also a leader in terms of technology (off-load the data to other data centers and get the bank back online as soon as possible).

Honestly I think this is an event that shaped and polished someone as a person. Therefore I’m not surprised by his mantra that there are three important things in professional life:

  1. People;
  2. People;
  3. and people !!

Why ING ?

Steve van Wyk shares three reasons why he loves working for ING:

  1. Great entrepreneurial and bright people with lots of passion and corporate responsibility;
  2. ING is an excellent brand and company, with exceptional distribution. Remark for example that ING developed the direct online (banking) model !
  3. The ability to make a difference, personally as well as inspirational for the surrounding team Steve van Wyk works with on a daily basis.

Later in the Q&A session Steve van Wyk would share that he is most proud of the cultural change within his team and the whole organization, to make a difference and be aware of that ability every day. 🙂

Who is ING?

Picture used with permission of Stress, study association

Despite probably most of us have a bankaccount at ING bank, it is interesting to ask the question “Who is ING ?” It extends the picture of who Steve van Wyk is and why he started working for ING.

ING

  • has 105.000 employees;
  • is active in over 40 countries worldwide;
  • is serving 85.000.000 clients;
  • … and has a rich history of over 130 years !

This rich history of over 130 years, mainly consists of mergers and acquisitions over time which were shown in a nice video “The History of ING“. A complementary overview of the history from ING can also be found on the ING Group wikipedia page. Take also a few minutes to read about the history of the ING lion in the logo of ING Group !

Technology @ ING – Some interesting statistics !

Technology is the ‘heart’ of the bank! Personally I do think that this statement is applicable to almost every company in whatever sector or industry. You simply can’t run a company anymore without technology or proper IT investments.

Steve van Wyk, elaborates on the following statistics, which provide an idea about the magnitude of technology (impact) at ING !

  • 11,500 employees working on ING technology side, of which 5,000 work  in operations and 5,500 in IT;
  • > 3300 applications;
  • > 10000 servers;
  • > 60000 laptops and desktops;
  • and the impressive amount of 5 petabytes of storage !!!

I’m not sure what percentage of servers is already a virtual server. On the Microsoft server and tools website you can read the following text:

“Server virtualization, also known as hardware virtualization, is a hot topic in the IT world because of the potential for serious economic benefits.”

The potential is not only aimed at economic benefits, but it can have a huge environmental impact as well, contribute to the decline of  CO2 emisions in the whole IT sector.

Furthermore I was a little impressed about the 5 petabytes of storage, when the 1.5 Terabyte  mark of storage has just been passed for consumer harddisks. Try to imagine what impressive amounts of storage a true web-company like Google uses? Anyway a lot of the banking transactions go digital:

  • 160 million euro distributed each day in the Netherlands;
  • 100 million euro is turned over at ING every 5 minutes, so calculate the losses for downtime of the systems;
  • >200,000 virus attacks per month;
  • +/- 16,000 incidents per month;

Quite interesting statistics, right ? In need to complement that 90% of the 16.000 incidents a month go without any disruption visible to the customer. Overall you can see the importance of technology and IT in banking, with a great opportunities for the (near) future !

Integration Postbank & ING (Bank)

One of the topics on the banner of the CIO lecture is the integration of Postbank and ING Bank, which are two independent entities. An obvious question is why integrate the two banks ?

Picture used with permission of Stress, study association

Steve van Wyk explains the field of tension between customer needs and technological developments, and moreover the fact that you have to multiply the resulting investments by 2. Postbank and the ING Bank are two completely different systems, so you have to upgrade both, to compete in the market. Bost from a technical and financial perspective it makes perfectly senses to merge Postbank and ING Bank into a “new” bank.

The Postbank ING Bank merger in operational statistics:

  • 9.8 million welcome packages;
  • 10 million new banking-cards;
  • 2.600 ATM machines re-branded;

And …

  • 1.000.000 + lines of code changed;
  • 2000+ technology employees involved;

Pretty impressive to change more than 1 million lines of code at the core of the banking system without any disruption of service (for the customer). It requires excellent planning, testing and clever implementation.

Picture used with permission of Stress, study association

  • Migrate the data of 660.000 ING Bank customers;

Given the fact that ING and Postbank used completely different systems it is an impressive, technically complex task to migrate the data of 660k customers into the banking system of the “new” bank. When you take into account that daily life goes on, it is even more impressive because ING kept its shop open during the migration process:

  • 1.000.000 mortgages administered by ING;
  • 2.8 billion transactions through mijn.ing.nl;

The success of the (technical) merger Postbank and ING Bank is mainly driven by excellent technical people with lot of attention for details. Steve van Wyk describes it as “the passion to climb a mountain of complexity!”

Innovations @ ING (Bank)

Since I’m studying the master Innovation and Entrepreneurship @ University of Twente, this is an interesting part of the presentation.

Join ING Very Easily (JIVE)

Opening a new back-account at ING used to take you 20days, 4 bank visits and 6 mailings. After some thorough analysis of the process, and the application of new fresh approaches the customer leaves the bank with a working debit card and internet banking within 20 minutes.

The people with passion for the service are behind this success, who are “determined to challenge the status quo”. Remark the mantra of Steve van Wyk in the “Who is …” section of the article.

Model Office

The model office is an environment where ING and close technology partners (for example HP) can experiment how the use of new technology can be of strategic advantage.

It is a kind of innovation lab where new customer experience scenarios are tested. For example:

  1. Your banking card is swallowed by the ATM machine you will directly receive an SMS message on your mobile phone, with a phone number to contact customer service or the directions to the nearest ING office (so you can get a new banking card);
  2. Your money is swallowed by the ATM machine, because you are distracted and forget to take it out in a certain time-frame. The ATM machine swallows the money, and is directly transferred back to your bank-account. You are notified directly via multiple channels;
  3. You need to book flight tickets but the balance on your bank account is critical. This innovation here is that a loan is directly and instantly offered to the customer, because it is cleverly integrated into the online ordering and payment process.

A video showed is those scenario’s in a lab-like environment where the different new interactions can be tested and if necessary optimized. It is great to see this kind of experimentation on the cutting edge of technology and business sides of the ING Bank.

  • Looking at opportunities that open up thanks to technology;
  • Listening to the needs of customers;
  • Innovative and creative thinking;

New technology is an enabler for new business models and a driver for new innovations. Not only the “passion for innovation” is key here, but people with an entrepreneurial mindset can really add value to the ING Bank in my personal opinion.

A tool like the business model canvas can really help to set-up different experiments to test new innovations or validate new business- and/or revenue models.

Times are changing, explore the future of ING

Professor Ir. Roel Pieper, explained the techniques of future mapping and scenario planning during the symposium “Vision on the future”. With the rapidly changing times, certainly in terms of technology, these techniques become relevant tools to anticipate on future changes. However lets have a look at how times changed for ING.

Times are changing, rapidly

  • Traditionally people deposited their money into banks;
  • It was kept in safes … it was accessed through checks;
  • Today, trillions of banking transactions fly through cyberspace with astonishing speed;

Without any doubt the traditional way of banking has taken a few leaps, with technology as a main driver. It’s impossible to imagine life today without internet banking and banking cards.

Picture used with permission of Stress, study association

  • You don’t need 150 years of tradition to start a bank anymore;
  • Internet and mobile technology opens the door to many competitors for traditional banks …. and perhaps takes banks out of the equation;
  • People don’t need banks, they need banking !
  • What of Google starts a bank tomorrow ?
  • Digital is the new norm, and what if we are only half way ?

PayPal is one of the examples that directly comes up in my mind, when I think about competition -driven by internet- for banks. PayPal facilitates banking, however you still need to connect the PayPal account to an existing bank account.

“What if Google starts a bank tomorrow ?”

This is a highly exciting and very interesting future scenario to think about. Google has the financial means, the company has a strong focus on services, and Google is a motor for economic growth. In concept it doesn’t seem a big step from a service like Google Checkout to “Google Bank”. I bet there are a lot of technical implications, but moreover the legal implications might be a temporary showstopper. If this future scenario happens ING needs to think about clever ways to stay competitive, and add value for end-users of their services. The customer perspective is key ! 🙂

Picture used with permission of Stress, study association

Some future scenario’s

  • 10.000.000 new mobile subscribers per month in India;
  • Peer-to-peer lending:  What if transferring money is as simple as bumping your phones together ?;

While the 10 million is a highly impressive number, but the more interesting part is that it gives access to potentional new banking customers.  In this screnario the mobile (smart)phone, will replace the internet banking scenario’s we have here in the Netherlands and there won’t be as many bank offices in India. This means a tremendous opportunity in emerging markets to attract new customers to the ING Bank.

In the Netherlands we certainly see trends towards mobile banking as well. Mobile banking applications are available on different mobile operating systems. Steve van Wyk discussed the ING Direct Online service on the iPhone briefly. But there are more challenges and opportunities in the future:

  • New devices will allow to make truly intelligent use of digital information;
  • Augmented reality, geo-location, biometrics and mobile  payments. –> “Anyone, Anywhere, Anytime”;
  • Morph: stretchable & flexible mobile devices using nanotechnology materials;

The last bullet is highly fascinating.  I was fortunate to visit a meeting of VentureLab Twente, where Dave Blank, Scientific director MESA+ Institute for Nanotechnology, shared awesome stories about current research in nano-technology. It really opened a view into an interesting world with infinite opportunities for future products and services. It is a really interesting field …

Picture used with permission of Stress, study association

These future scenario’s provide a lot of opportunities, but also a lot of uncertainty. Steve van Wyk, CIO ING, closes the lecture with two main questions for the future to think about:

  • Who will control the future of finance ?
  • What will a bank look like in the “second half” ? How van we build this bank ?

 

Overall conclusions and wrap-up CIO Lecture

First I would like to compliment study association Stress with the excellent organization of the CIO Lecture and the ability to attract a top employer like ING. More important it is really interesting to attend a lecture from someone at the corporate level from ING.

Steve van Wyk provided great insights into the technology challenges at ING. However he also addressed the merger of Postbank and ING from a technical perspective, and explored the experiments for innovation and future scenario’s of competitive advantage with the attendees. It was a great session, especially the last to parts were perfectly suited for people with an entrepreneurial skillset. 🙂

Picture used with permission of Stress, study association

I will personally remember Steve van Wyk as the CIO who made a short introduction round through the lecture room, introduced himself personally to a few students (I was lucky to be one of them), and have a short conversation with them. Remarkable was also his statement that by the time you are graduated, about 25% of the learned knowledge is already superseded !

You can furthermore see that human capital is the most highly important at ING, and with people like Steve van Wyk on the corporate level people will be the most important value for ING, despite all technological developments.

About Stress, study association for Business Administration […]

“Stress is the University of Twente’s (UT) study association for Business Administration (BA), International Business Administration (IBA), Industrial Engineering and Management (IE&M) and Business Information Technology (BIT) and was founded on May 21st, 1974. Currently, Stress has around 2500 members and is the largest UT study association.”

Filed Under: Business Administration Tagged With: CIO Lecture, Entrepreneurship, Future Mapping, Innovation, Scenario Planning, Steve van Wyk, Technology

Endnote X4 – Thomson Reuters’ excellent customer service using an open strategy ?

published on September 3, 2010 by Remo Knops

Last week I published a book review of Open Leadership – How Social Technology Can Transofrm the Way You Lead,  the latest book of Charlene Li. 

In this article I will share some personal practical experiences about the use of social technology and some form of open strategy that was in place at the company. 

  

Introduction of EndNote X3 “problem”

Since a few years I use Thomson Reuters EndNote to manage my references and easily include these in academic texts and -assignments. 

Therefore I bought Thomson EndNot X3 at Surfspot.nl, an online shop for higher education students. It worked perfectly with Microsoft Office 2007 Ultimate, especially the integration with Microsoft Word 2007 has been excellent. 

Back in May this year I was fortunate to attend the Microsoft Office 2010 and SharePoint 2010 launch event in the Netherlands. Impressed with the new productivity features it didn’t take long for me to install Microsoft Office 2010 Professional on my Lenovo X60 Tablet powered by Windows 7 Ultimate. 🙂 

Unfortunatly Thomson EndNote X3 didn’t integrate with Microsoft Office 2010 Professional. Some online research taught me that Thomson Reuters released EndNote X4 that did integrate really well with Microsoft Office 2010 (plus EndNote X4 included other new helpfull features as well).    

After contacting the local distributor that provided me with different options, I shared my thoughts about a possible, rather expensive upgrade, on Twitter: 

“Thomson Endnote X3 is not compatible with Microsoft Office 2010 ! Endnote X4 is but that requires an upgrade of +/- E100,-  #expensive” 

  

 

Thomson Reuters’ “solution”

A Thomson Reuters’ employee Nancy noticed my tweet and replied to me via the EndNoteNews Twitter account: 

“@remoknops When did you purchase EndNote X3?” 

“@remoknops Yes – a message was posted via your web site requesting proof of purchase.” 

She also left a similar message via the contact form on this website, my personal blog which you can read below: 

“I sent you the tweet about your EndNote purchase and possible upgrade for Word 2010 compatibilty. If you could email your proof of purchase, […]” 

Of course I sent the proof of purchase of my EndNote X3 copy, an Adobe PDF scan from the original invoice, to Nancy for approval.

If it was the timeframe in which I bought Thomson EndNote X3 that made me eligible for an upgrade to Thomson EndNote X4, or I was simply lucky to experience a great example of customer satisfaction. 

The result

A Thomson Reuters EndNote X4 upgrade that perfectly integrates with Microsoft Office 2010 Professional !

Concluding thoughts and wrap-up

A first I want to thank Nancy (and Thomson Reuters) for contacting me and providing excellent customer service, that has been initiated by the social network Twitter.

“We no longer search for the news, the news finds us. We will no longer search for products or services, they will find us via social media.”

Above you can read one of the final screens of the video introduction of the “Making the Social Connection” session with Tony Krijnen,  Daniel van Soest and Charlie Kindel @ DevDays 2010 !“. The described situation certainly holds for the Thomson Endnote X4 customer service example that I have described in this article. So this is an interesting fundamental shift in communication that wasn’t there some years ago !

 

Let’s recall the four open driven objectives, (1) learn, (2) dialog, (3) support, and (4) innovate, that are integrated into almost every successful strategic plan. If you have a quick look at this example there are certainly a few of these objectives in place.

 

Furthermore the publication of social media guidelines on the Thomson Reuters website is evidence that an open strategy and use of social technology is integrated in the overall corporate strategy of Thomson Reuters. The leadership part is a little hard to oversee from this side, however you can clearly see that Thomson Reuters is practicing a long the open leadership line of thinking !

 

 

Filed Under: Business Administration, Windows Tagged With: EndNote X4, Open Leadership, Social Technology, Thomson Reuters

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