Tuesday, 4 July 2017
The online industrialists may be getting ahead of themselves.
Many sites track customer online behaviour. If a consumer shows intent over a period in a specific product, the price is raised. This is personalisation gone wrong. Personalisation and data analytics are fantastic digital tools, improving a consumer experience. But how do you feel if it is used to raise the price because they know you are likely to buy?
Google’s recent trouble with the EU shows another troubling sign. “The European Union’s antitrust regulator fined Alphabet Inc’s Google USD2.71 billion for favouring its own comparison-shopping service in search results and ordered the search giant to apply the same methods when displaying rivals’ services, in a move that could have far-reaching implications for the tech industry” – 28 June 2017, The Wall Street Journal. I usually do not side regulators but if true this seems an over-reach by an online industrial complex.
Digital business is all about great user experience but this could redefine the term – “Amazon granted a patent that prevents in-store shoppers from online price checking” – 15 June, 2017, The Verge. From the article, “If, for example, the retailer sees you’re trying to access a competitor’s website to price check an item, it could compare the requested content to what’s offered in-store and then send price comparison information or a coupon to your browser instead. Or it could suggest a complementary item, or even block content outright”. The writer of the article could be wrong in her interpretation on the use of the patent but if she is right, it changes the term customer experience to vendor experience.
If the digital industry continues in this trajectory, it may blow up in their face. Already when I’m researching to buy something online, I try to thwart such abuse. Perhaps I’ll browse for the prices and use it to negotiate similar prices at a physical shop.
And if history is a guide, the anti-trust regulators could be just starting to play a larger role in the digital industry and will step in like they did to the over-dominant JP Morgan & Company at the turn of the 20th century to break it up as the nascent banking industry was emerging. I expect the same with the digital ‘Morgans’.
Monday, 22 May 2017
The previous post (here) showed increasing use of externalisation. In this post, I’ll touch on ‘How’. It can be used to reduce costs and improve effectiveness.
Recap, what is externalisation?
It is a way of working.
Instinctively we execute tasks, achieve goals and work within the organisation, something we have been doing for centuries. Externalisation allows the same, say a task, to be accomplished using an external element. Contracting is already practiced today but it is the unconventional (for now) extension to involve customers and the public that is changing how organisations operate. Payment too is not usually made and unlike contracting which plays a peripheral role, externalisation can be strategically used or simply to provide a better alternative.
It can be a task like building an alternative review team (Alibaba) - externalising a task, at little cost
It can be a function like designing a car part (BMW) - externalising a function.
It can be a goal like developing closer customer relationship (Goldman Sachs) - externalising business goals.
It can create an encyclopaedia (Wikipedia) – externalising fact finding.
It is strategic like Uber – upending the taxi industry.
[These examples are elaborated in the previous post]
Societal connectivity brought about by the internet made this possible. Used by internet startups and some of the more progressive firms like GE, this form of externalisation lowers cost and improves effectiveness.
If you’re asking “isn’t that crowdsourcing?”, the difference is that externalisation is a way of thinking and is a working practice while crowdsourcing is a method to engage the community (public, customers, industrial ecosystem). Externalisation efforts use crowdsourcing as a tool.
Tapping this process
Unlike what we are used to, it is difficult to simply order a task to be carried out by externalisation.
This is because it is mostly an indirect technique. You are not paying the ‘workers’. You cannot force your customers to use the internal tools (Goldman Sach) or review suppliers (Alibaba). Uber needs to coerce the ‘drivers’ who can leave anytime.
Nevertheless it is a deliberate process and a continuous one to make it work. You must find value for the ‘workers’ because in most cases, you just don’t make a payment. It destroys the nature of the task. It is, for example, ridiculous for Goldman Sachs to pay their customers to use its in-house analytic tools and data platforms. In some cases, money can induce like BMW’s case (leads to a contract) or prizes for winners of hackletons but that’s mostly it. And it’s indirect with Uber - the customer pays the driver with Uber getting a cut.
This post – value-of-free– explains this digital economy dichotomy of ‘working’ with no pay, showing how value for the ‘workers’ is created. It is this alternative value that makes externalisation efforts work.
There is a degree of volunteerism and community.
The ‘workers’ need nurturing.
And to make it work, a different kind of skill is required. Tweaking the corporate culture helps.
I think [in a certain traditional way], therefore I am
Change is bugbear. Senior management recognise the problem of inertia within their organisations. Those charged with transformation know that messing with their operational culture is tough. But also that untangling it is critical for long term good of the firm in a digital era; otherwise transformation will only be at the fringes.
Recognition of the issue is the starting point
Most organisations today have a top-down command-and-control culture. They tend towards being closed, hierarchical and inward-looking. Trust is within.
Internet startups that perhaps are showing the way of new (internet) culture operates quite differently. They are peer-oriented (vs command control), inclusive (vs closed) and likes partnership (vs inward-looking). They operate with an open ethos. Millennials like such environments so it is not just about transformations but the workforce.
If executives can grasp this working culture they will start to think differently and perhaps become more effective in their transformation efforts. They will, for example, be more willing to consider the outside beyond the limitations of their personal network.
More on internet culture here:
Most of all, be open!
In the meantime, turn it into a process
Our long tradition with internalisation (see previous post) makes it hard to practise externalisation. Try to turn it into a process, something managers are familiar with. Think of it as a deliberate process.
The operative words are engagement and ‘outwardness’.
Take small steps such as the use of reviews and comments but this time take it seriously and certainly more than a suggestion box.
‘Online reviews and comments on social media help consumers see a product’s underlying merits and demerits, not the image that its makers are trying to build around it.’
– “It’s a real thing” - Economist 14 Nov 2015.
But obviously not all tasks or organisation functions can be externalised. Understanding crowdsourcing, the open-source-business-model and the peer-to-peer-business-model helps.
For the long term, build a community around your products and firm. Engage this community continuously. New job titles I expect will emerge in the industry – community leader, engagement executives, collaboration evangelist….
Tools for externalisation include crowdsourcing, open API, OpenData, open platforms, blogs, social media, messaging and hackeltons but it can be as simple as “BMW hosting a ‘virtual innovation agency’ on its website”. The habit of collecting emails (even if there is no obvious reason) and building communities (even if it is not obvious yet) are all part of long term externalisation efforts.
But bear in mind that it’s mostly in the mind.
As internalisation is embedded in today’s operational culture so externalisation will too. If your mind instinctively considers external elements as much as internal ones when you are tasked, you are there. Like, I believe, Elon Musk.
Friday, 12 May 2017
Externalisation is the reason tech giants like Google and Facebook employ only a fraction of workers per dollar of revenue or market capitalisation, compared with traditional industrial firms like General Motors and Boeing. It is also the reason crowdsourcing works.
It ups productivity, lowers costs, improves product designs, and keeps businesses up-to-date. Used by tech startups today, this practice will meander into wider use as the economy digitises.
‘Early on the company hired a lot of editors to write book and music reviews - and then decided to use customers’ critiques instead. ‘ - Jeff Bezos's Top 10 Leadership Lessons, Forbes, 4 Apr 2012
‘On his new blogging site, Medium, although he did not say so, Mr. Williams is putting good tools out into the world and letting the users decide what the product is. That strategy worked out O.K. for Twitter.’ May 2014
Externalisation involves and uses an external element in order to achieve an organisation goal; task or business function. Not to be confused with the use of contractors, it is best understood by comparing it to internalisation which is how most organisations operate today.
Internalisation is a way of working, externalisation will complement it
As a manager, when tasked, the first thing that comes to mind is who in the team is the most suitable to handle it. Tasks are carried out internally. That’s internalisation and it’s something that comes naturally to us, and has for centuries.
There is a reason for this. As dissected by Ronald Coase in his seminal theory of firms (The nature of firms, 1937), it is really about transaction costs – it cost less to trust internal staff and processes compared to the external even if the latter’s capabilities (and unit cost) are better.
That was pre-internet, before widespread societal connectivity.
From fringe to mainstream in a digital age
Today, the cost structure has changed and trust can be engendered without (rating systems is one way) at little cost. Externalisation if used correctly can improve organisation effectiveness.
’What has provided a lifeline to Alibaba is the user-generated rating systems for the thousands of online small merchants that Alibaba would otherwise have no way to police.’
– China Daily Asia Weekly, 12 Aug 2016.
If Alibaba customers did not provide an alternative, it would have to build a huge internal team to carry out on-site reviews the traditional way and even then it may not be effective because of China’s vastness.
Study tech startups up close and you will see sizeable aspects of externalisation in their operations, and the reason for their relatively small workforce.
“In 1990 the top three carmakers in Detroit had a market capitalisation of $35 billion and 1.2m employees. In 2004 the top three firms in Silicon Valley, with a market capitalisation of over $1 trillion, had only 137,000 employees.” – Economist, 17 Sept 2016.
[If you protest that Ford has factories, Google also runs them – see ‘Value creation in the digital economy’.
Suggestion boxes transmuted
The suggestion box in banks has been around for a long time. Though one can say it is an instance of externalisation since it engages outsiders - the customers, it is at the fringe.
Externalisation today is strategically used to achieve specific corporate functions. AirBnB depends on ratings and comments in its business model, it is more than a suggestion box. Alibaba turned it into an effective business mechanism.
Firms already use contractors, an early form of externalisation, but they function primarily within itself. Day-to-day work is done internally; product development, sales, design, marketing and so on. And sometimes it’s augmented by partners such as ad agencies or IT outsourcing. They are paid. They play a supporting role.
With externalisation, this extends the eco-system to include customers (think Alibaba), the public (think Wikipedia) and in a different but strategic manner – freelancers (Uber). Tasks are in fact augmented by external manpower but not in the conventional way.
Participants are not usually paid and even if they are, like Uber, it is the clients who pay.
It is usually not contractual, at least not in the traditional watertight sense but mostly there is no contract at all. Crowdsourcing is used.
In general the external elements are engaged indirectly. And unlike outsourcing, they can play more than a supporting role. Sometimes it’s not to augment an internal team but to replace most of it.
Tapping the public to develop services
“Transport for London (TfL), an organization responsible for all public transit in London, wanted to provide its customers with a mobile app to help navigate public transportation options. Instead of spending public funds to develop its own app, TfL invested in a framework that allowed third-party developers to access TfL’s transportation data and use it to create innovative travel apps, maps, and services on their own. Since the program launched in 2009, more than 8,000 developers have signed up for it. One local startup, Citymapper, used TfL’s data to create an urban navigation app that has become the go-to resource for Londoners—and the company has expanded to cover more than 30 cities. Overall, every £1 invested by TfL in its open data framework has yielded £58 in benefits for Londoners. By embracing open data, TfL created much greater value for its customers, and did so much more quickly than it could have on its own, while also creating extraordinary opportunities for startups like Citymapper.” – “Acting on the Digital Imperative”
This is an example of an Open Data initiative, where outsiders are given access to internal data to encourage the development of useful services around it.
Two things from the above example; value is exchanged (see free now has value) for the participants - it has to for externalisation to work and secondly externalisation is used to achieve a goal.
Externalisation is not limited to tasks
Consider another example.
‘Once sacrosanct and only available in-house, Goldman Sachs is gradually transitioning to a more open-source model for technology, giving its clients more direct access to its in-house analytic tools and data platforms’, according to the Wall Street Journal
This is really for business development, to deepen ties to its (external) clients. It’s like thinking ‘what if we open up, giving clients (externalising) access to the internal tools, what can that act of indirectly engaging clients do for the business?’.
Fluevog might have thought the same.
“John Fluevog, a designer of high-end shoes created open source footwear by allowing customers to submit designs. They get to put their names on the shoes. The best ones get put into production.”
Here the consumers are engaged to co-design shoes. Through this, Fluevog gets new ideas (innovation), knows what customer wants (instead of best guess), reduces his number of designers (costs) and get plugged in to the latest trends with some sales to boot. Trends can be tracked in situ and since keeping up-to-date is a perennial issue with established firms, this alone is quite a benefit.
Externalising goals, externalising organisation functions
This example shows one of the more impactful ways to use externalisation.
Externalising design and tapping ideas
‘BMW hosted a ‘virtual innovation agency’ on its website where small and medium sized businesses can submit ideas in hopes of establishing an ongoing relationship.’
It is the SMEs that create the ideas, BMW merely ask for them. For this to work though, it helps that your organisation is well known.
The next is an example to externalise marketing and business development.
Global branding and expansion at a low cost
In 2009, as it was becoming well known, TED decided that instead of managing its brand more tightly as conventional wisdom instructs, it would create a free license for others to host local conferences, called TEDx. Now six or seven TEDx events are held every day. These events seem to add to the lustre of the main conferences, rather than dilute them. The talks are also posted online free, with little advertising. By not milking things, TED has inspired people to contribute to it for nothing: 8,000 volunteers have translated subtitles for thousands of videos into more than 90 languages. And by getting consumers to do things for nothing, TED has managed to innovate with fewer resources. All of this requires establishing a community of users and accepting some loss of control. Such tactics might not work for say Coka Cola or Intel. Yet they may work with others. A kitchenware-maker might want to create a place on its website for amateur chefs to show off their skills and recipes, for ex., or a sporting-goods firm could encourage local tournaments with its brand. While there are critics, it shows what is sometimes possible by taking what is valuable and giving it away.” – 3 Nov 2012 Economist.
This example shows one way branding can be carried out for an information-based business. Note that TED does not have the resources to develop its market overseas and that quickly.
The final example helps with the difficult task of R&D.
“NanoDoc (Bristol Robotics Lab) works like an online game. It allows bioengineers and anyone else who would like to have a go, a chance to model nanoparticles. As in most computer games, players need to earn their spots and work through the first levels to become a master or in this case a certified NanoDoc. Their reward is a real challenge; for example designing a nanoparticle that can detect a rare event such as a sudden cancerous mutation. The best solutions are tested in the lab. And if successful, will be tried in animals and ultimately in human trials. Since its launch in Dept 2013, NanoDoc users have performed over 80,000 simulations. – Economist Dec 2014.
In this post, through examples, I have shown the rise in the use of externalisation, a method important in a digital economy, first from internet startups and then some traditional firms. In the next post, I’ll touch on ‘How’.