大咖分析SAP为什么剥离体验管理软件公司Qualtrics单独上市先看新闻:SAP计划将体验管理软件公司Qualtrics分拆在美国上市
我们一起来看看Josh Bersin的评论:
周日7月24日,市值近2000亿美元的SAP决定分拆80亿美元收购Qualtrics,而这一切发生在不到两年前。为什么呢,下面就来看看是怎么回事。
首先,在SAP的主导下,Qualtrics像火箭一样成长。First, under SAP’s ownership, Qualtrics has been growing like a rocket.
如今,SAP遍布全球的销售团队都在销售Qualtrics,并将其嵌入到交易中,该产品几乎已经被整合到所有SAP产品中(SuccessFactors HXM就是围绕Qualtrics技术打造的)。因此,该产品线继续以每年超过34%的速度增长,在第二季度创造了1.68亿美元的收入。如果你看看具有这种轨迹的上市公司(考虑ServiceNow,比尔-麦克德莫特现在领导的公司),它们的交易价格可以达到20倍的销售额。这意味着Qualtrics的IPO价值可能高达200亿美元,大约是SAP在2018年底支付的2.5倍。
其次,体验平台的市场是爆炸性的。Second, the market for Experience Platforms is explosive.
疫情引起的最大构造性转变之一是企业软件向体验型系统的大规模转变。虽然每个公司都需要一个ERP平台,但这些系统在某种程度上是一种商品。(是的Workday很酷,但SAP也很酷,甲骨文也不差。)大动作在于客户和员工用来购买、互动、沟通和提供反馈的 "参与系统"。ServiceNow是ERP供应商的新星,现在的交易价格是盈利的128倍,我认为该公司几乎没有开始发挥其潜力。Qualtrics将成为该市场的宠儿。
顺便说一句,SAP刚刚宣布了稳健的盈利(云计算收入增长21%),而且现在还把与ERP分开的 "体验平台 "的收入分了出来(SuccessFactors现在是员工体验平台)。
第三,现在新兴的员工体验(EX)平台领域正在兴起。Third, the emerging space for Employee Experience (EX) platforms is now emerging.
虽然这些平台大多是为了帮助企业了解、支持和服务客户,但 "大流行 "让CEO和CHRO看到了更大的机会是服务员工。正如我们的 "大重置计划 "600多家公司告诉我们的那样,现在每个企业都在为员工提供新品种的协作、沟通、反馈和学习工具。而且取得了巨大的成功。Qualtrics正处于这个市场的中间位置。
想想看,员工对证明、移动健康、签到和其他健康相关应用的巨大新需求。企业需要一个平台来部署这些类型的工具,EX平台就显得更加重要。(Qualtrics、Medallia、ServiceNow都在快速跳入这个领域。)Qualtrics现在开箱即提供远程工作、预检和路由、回到工作。
第四,在EX领域,Qualtrics的竞争对手比你想象的要少。Fourth, in the EX space, Qualtrics has less competition than you think.
虽然有很多几十家公司在销售调查工具、聊天机器人和其他员工体验平台,但Qualtrics目前唯一大的端到端竞争对手是另一家快速发展的上市公司Medallia。我一直在采访一组Medallia的客户,这些公司使用Medallia进行客户互动管理、众包、与客户进行视频和文字互动,以及各种客户互动的 "行动平台"。这基本上也是每个公司对员工的要求。
考虑到像美国银行这样的公司,由于其所有的分行员工都开始在家工作,该公司经历了一场惊心动魄的转型。在这些员工改变角色的过程中,公司如何掌握员工的学习需求、健康和家庭需求,并不断传达培训、新闻、新政策以及福利和其他支持?他们需要 "体验平台 "来做到这一点--该银行在所有的客户应用中都使用了Medallia,现在也计划为员工使用。
如果你把Qualtrics和Medallia进行比较,你会看到完全不同的历史。Medallia是在客户体验(CX)领域成长起来的,并建立了一套丰富的应用程序,帮助企业与客户沟通、调查和倾听客户反馈。Qualtrics成立之初是作为帮助研究人员建立复杂调查的工具,并围绕传统调查功能开发平台。现在两者都在朝着对方的方向发展,所以我预计Qualtrics上市后会有一场非常健康的交火。Medallia的客户数量在去年增长了40%,收入增长了28%)。
这是SAP的一招妙棋。该公司不仅收回了所有的原始投资和更多的投资,SAP现在将拥有企业技术市场中增长最快的领域之一--"体验平台 "领域的多数所有权。而比尔-麦克德莫特看起来比以往任何时候都要聪明。
是的,有些人认为该公司两年前可能为Qualtrics支付了太多的费用,但现在看起来却很划算。
员工体验
2020年07月30日
员工体验
未来的工作:数字化转型与工作场所Digital transformation and the workplace
千禧一代和Z代在他们的手机上长大,这种生活方式导致注意力的缩短和速度需求。
许多组织已经经历了品牌声誉和员工保留的挑战,但随着劳动力的差异化,企业意识到是时候进化他们的许多做法,这是前所未有的。
在最近的一份名为《重塑工作场所服务》的报告中,Everest集团强调,68%的大型企业认为,到2021年,大部分员工将是移动的,不受办公空间的约束。此外,到2025年,全球75%以上的职场人士将由千禧一代组成,其中许多人将担任有影响力的决策角色。
推动企业实现这一转型的动力有很多。弹性工作和远程工作现在正被组织广泛采用。这不仅仅是为了提高成本效益,也是为了让工作场所更加灵活,对员工更有吸引力。
随着技术的进步,这意味着软件和硬件都是负担得起的,而且更容易使用。设备和应用程序的激增意味着企业现在可以与他们的员工进行沟通,无论他们在哪里。然后,还有一个问题:企业应该如何与员工互动。例如,千禧一代和Z世代并不害怕使用他们可以使用的新技术。而对于婴儿潮一代来说,新的工具往往会显得很陌生,或者说是对他们一直以来工作方式的不必要的背离。
千禧一代和Z世代是在手机上长大的,这种生活方式导致了他们的注意力缩短和对速度的需求。因此,现在的关键是任何传播都应该专注于为这些受众提供简短的形式。千禧一代和Z世代消费信息的方式有根本性的不同,企业越来越多地转向类似消费者的技术--考虑新的移动平台、视频更新、Twitter式的feeds和协作工具,而不是SharePoint--可以提供这种类型的小尺寸、相关的内容。如果公司要吸引和留住新员工,他们需要更多的像他们一样思考。
同样,企业也不能忘记老员工,他们可能更喜欢传统的方式,比如通过电子邮件发送新闻邮件。
通过在工作场所拥抱数字化转型,企业可以赋予员工权力,无缝驱动信息,衡量参与度和最终用户体验,同时以每个员工喜欢的方式提供信息(关键或其他)。新的平台可以根据用户的喜好,通过任何渠道(电子邮件、电话应用、浏览器、数字标牌等)提供内容--这是正确的内容在正确的时间发送到正确的设备上的圣杯。
内容应该是比特大小的,而且是多样化的。SocialChorus最近进行的一项调查强调,员工每次使用公司应用的时间大约为两分钟。这并不一定意味着内容应该更短,但确实需要用标题、照片、链接和其他易于扫描或在小屏幕上阅读的内容来分解。
所有这些元素都在融合并颠覆传统企业碎片化和内向型的技术设置。如果企业想要留住人才,吸引客户,就必须思考如何应对这个数字化转型的时代。企业将被迫解决如何更好地接触、连接和吸引员工的挑战。"每个工人都很重要 "将成为新的口号,因为公司利用新技术和战略,旨在让无办公桌的工人发出声音。
公司内部的关键部门--人力资源部门、IT部门和通信部门--将不得不进行比以往更多的合作。他们需要记住,"一刀切 "的策略是行不通的,这同样适用于内部沟通,也适用于客户。他们再也不能对员工的个人需求漠不关心了。在当今分散化的商业环境中,这三个领域需要合作,以提供个性化的通信,与设备无关且有意义。
麦肯锡全球研究院(MGI)的研究表明,通过使用社交技术,企业可以将知识型员工的生产力提高20%-25%。研究还发现,通过提高整个价值链的生产力来创造价值的技术,可能会在四个商业部门每年贡献9000亿至1.3万亿美元的价值:消费包装商品、零售金融服务、先进制造业和专业服务。
在员工和公司之间建立更大的联系,可以减少员工流失率,提高员工满意度。更不用说更知情的员工了。
Written by Cyrus Gilbert-Rolfe, MD, EMEA
Z世代将如何改变工作场所 ?
Gen Z 已正式进入员工队伍,他们带着自己的一套期望。
作为第一个数字本土一代,智能手机和社交媒体自诞生以来一直是Gen Z日常生活的一部分。
Allwork.Space与设计总监凯蒂·麦克休和来自NELSON全球的室内设计师艾米·利·赫芬德进行了交谈,以了解这一代人将如何改变工作场所。工作场所在不断发展,这是新生代进入劳动大军和年长工人退休时很自然的事情。在过去的几年里,许多工作场所的谈话都归功于千禧一代...他们的喜欢,不喜欢,他们如何比较他们面前的一代。开放式办公室、每周欢乐时光、灵活的日程安排、大胆的家具和休闲装是千禧一代进入职场和要求不同工作方式的结果。但千禧一代不再是年轻一代的工人;Gen Z 已正式进入员工队伍,他们带着自己的一套期望。Gen Z 是第一个数字原生代,这意味着他们已经通过技术成长。智能手机、社交媒体、网上购物和即时消息自出生以来一直是Gen Z日常生活的一部分。
当然,这将影响他们对工作和工作场所的期望。Allwork.Space与设计总监凯蒂·麦克休和来自NELSON全球的室内设计师艾米·利·赫芬德进行了交谈,以了解Z一代和千禧一代之间的主要差异,以及随着Z代日益成为劳动力的一部分,工作场所的动态可能会如何变化。
所有工作.空间:Z代和千禧一代之间的一些关键区别是什么?
凯蒂·麦克休和艾米·利:主要的区别在于两代人的沟通方式,因为他们的一般教养。虽然千禧一代仍然很高兴有面对面的会议和会议,以物理,听觉和数字学习,大多数Gen Z队友更喜欢电子学习。
Z世代是一个更容易表达情感的群体,而千禧一代则成长于一个仍然充满人口需求的人隐藏着自己各个方面。这是因为Z世代是在激进的个人主义时代成长起来的,在那里表达他们的个性和情感对他们更重要。
这并不意味着他们想要满是象征他们是谁的桌子——这一代人往往把心戴在袖子上,相信他们所生产的工作和他们这一代人可以为公司增加的价值。千禧一代赋予 Z 一代赋予他们权力,并指导他们过去行之有效的最佳实践,并帮助他们理解"我们"与"我"的力量。
Allwork.Space 您提到Z世代更喜欢用数字化的方式学习和开会,这将如何影响工作场所的设计和工作动态?
虽然有些千禧一代天生就会使用技术,但大多数人并不是,他们不得不在年幼的时候,甚至在十几岁的时候学习适应技术。对一些千禧一代来说,智能手机在他们上高中时就开始流行了--但对另一些千禧一代来说,那时他们已经上了几年大学。然而,千禧一代内部的年龄范围很广,这使得我们很难确定他们与技术的关系是什么。在大多数情况下,大多数人并不认为新技术浪潮,即社交媒体和在线购物,已经成为他们童年和成长过程中固有的一部分。
然而,Z世代出生时手中就拿着科技--从小就拿着智能手机,知道互联网可以提供他们所需要的任何东西,看着他们的直系亲属流畅地依赖科技,仿佛科技本来就一直存在。
为那些仍然喜欢从技术中解脱出来,使用更具体、更物理的工具,比如纸张、马克笔,当然还有面对面的会议,创造一个适合他们的工作场所是很容易的;而与那些不知道技术之外的生活的个体进行平衡才是挑战。
Allwork.Space 很自然地,Z世代精通技术,并以技术为导向。Z世代期望在工作场所中使用的顶级技术是什么?
Z世代会希望有更好的方式以数字方式相互联系--这可能意味着在家里进行视频聊天,在不同地点同时就同一程序进行工作(更有效地获得工作共享),以及在工作场所内使用社交媒体作为分享个人信息的手段。
Z世代还将寻求更多创新的方式与客户分享--最具有体验感的过程和方法将被希望,比如VR、制作视频而不是打印出来的演示文稿,以及让实物模拟变得更加可用。Z世代会希望无论他们为谁工作--无论是客户,还是大公司,或者是自己公司内部--都能让自己作品的接受者真正体验到,然后再买单。
Allwork.Space 你从Z世代的工作场所中发现了哪些额外的偏好和兴趣?
虽然千禧一代觉得在办公桌前工作和在更多社交、开放的区域工作之间来回穿梭非常舒服,但我们发现Z世代更喜欢远离办公桌--但仍处于孤立状态。
Z世代更多的是依靠技术来进行交流--这并不意味着他们是反社会的,事实上,他们是迄今为止社交性最强的一代人。但他们不想要典型的办公室生活的假象,他们更希望感受到工作和家庭之间的完全流动性。Z世代希望每一个空间都能给他们带来健康和休养生息的机会,并能感受到设计上的美学细微差别。
以上由AI翻译完成,仅供参考
来自allwork.space 作者: Cecilia Amador de San José
员工体验
2020年06月23日
员工体验
【德国】员工礼宾服务BACK公司完成了330万美元的种子资金
总部位于德国柏林的员工礼宾服务平台 Back Technologies筹集了330万美元的种子资金。
该轮融资由La Famiglia牵头,参与方包括Gradient Ventures,Google以AI为重点的风险基金和天使投资人,例如微软前公司战略主管,Charles Songhurst,Orange前董事会成员,Matthias Hilpert,Eventbrite创始人Renaud Visage和Tourlane和Personio的创始人,以及现有的投资者Point Nine Capital和Seedcamp。
该公司打算利用这笔资金扩大其在美国的市场份额,并在整个欧洲扩展,并聘请新的人才担任工程,市场营销和销售职位。
由连续企业家Christian Eggert和James Lafa创建的Back Technologies提供了一个基于云的平台,该平台旨在供公司的业务运营团队使用,以处理员工服务和数字工作流程以及批准。
Slack上面向员工的礼宾机器人会根据以前的答案或相关知识文档自动回答问题。或者,它将请求转发给适当的团队,并向员工更新其进度。该平台提供与Confluence等知识管理系统以及BambooHR和Personio等核心HR系统的集成,以查找任何请求的相关信息。欧洲的现有客户快速成长的科技公司,例如Choco,Marley Spoon,Personio和Statista。
以上来自AI翻译,来自官网。
员工体验
2020年06月18日
员工体验
What is the Employee Experience?
EX / PX / WX - many abbreviations attempting to describe what it’s like to be a worker and our ability to produce, delight, perform. So what is it? There are a multitude of definitions out there, ranging from a replacement term for employee engagement, all the way to a total overhaul of HR systems to be more user-friendly, and everything in between. And before we dive into the definition let’s start with the question:
Why do we need to design a Workplace or Employee Experience?
Understanding the steps it takes to create a great employee experience, as well as critically engaging with the many valid counter-arguments that follow, is even more confusing.
We need to change the culture! Again? But we did an XYZ program last year and it didn’t make a difference. Plus, what is our ‘culture’ and can we really change it? We need to double down on the quarter-end results, not deal with the fluffy HR stuff.
We need to listen to the employee’s voice! But we’ve been running quarterly engagement surveys and we have a 95% participation rate! We are also sending weekly pulse surveys. Isn’t that enough?
We have to become digital! Of course, we invested in a new HRIS system last year and are in the process of implementing a new ATS and now going through an RFP for a new LMS. (How many more acronyms can HR use that employees don’t really care to know?) In the wake of the pandemic crisis, we all moved to remote work so we’ve already become digital! Mission accomplished!
We have to make the work environment open and fluid! Well, an open floor is not conducive to productivity, so people need to have private space. No, we need to keep everyone remote because the productivity spiked since we went remote (and “so what!” if it might be related to overworking the backdrop of the crisis). No, people better come to the office when we reopen the office.
Maybe we leave everything the way it is -- too much change creates chaos and people are experiencing change fatigue.
Any of this sounds familiar?
No judgement.
Here is the definition I use: workplace experience is the cumulative experiences workers have with an organization before, during, and after their employment journey, designed to maximize organizational and individual success.
What does an Employee Experience Framework include?
Naturally, you need a mental model of the Employee Experience. Here is a way to build an organizing framework and a limited set of questions to reflect on - and maybe even consider when building your people analytics strategy.
EXPERIENCES:
Inclusion: Do you have a culture where everyone feels they belong? Do you have a “public square” or “town hall” channel (be that a physical way of gathering and discussing, or virtual way of raising questions, issues, and concerns)? Do employees feel they can freely speak about things that are of concern without experiencing repercussions? Are policies designed for everyone or are they only benefiting specific segments? For example, better health insurance coverage that is only available to executives, eligibility for student loan assistance only available to recent graduates (and more likely on the younger age spectrum) versus parents who are carrying the burden for loan repayments for their children. Are you age inclusive?
Accessibility: is your workplace accessible? Do people with physical limitations have the ability to use the same tools, same entrances, same spaces? Is your website and digital tool accessible? Do you consider people who have certain physical and mental limitations as people with disabilities or people with diverse-abilities?
In short, when you design any workplace offerings, are you making people feel they belong to different classes or they are all treated in a way that makes them feel cared for? This doesn’t mean that everyone expects riches to be bestowed upon them, but rather that there is fairness in how resources are allocated, and more importantly, there is transparency on how those decisions were made.
ORGANIZATION:
Culture: How do people treat each other? Both in the moments of success and failures? Do people understand each other and empathize? Do they feel visible? Do people relate to what it's like to be a family caregiver, or a parent, or a single mom, or a person with a disability (especially of invisible one)? Do people have the ability to adapt their workload to the times when they are performing at peak capacity and when they slow down to recharge their batteries? Is there tolerance for being human? Do leaders role model the behaviors of compassion and empathy?
Teaming norms: Is the work organized to be done primarily by one individual? Is the organization believing in the “lone creator” with exceptional abilities and traits? Do you have an individualistic culture or a collaborative? Is there belief in tapping into the organizational community that stretches you, challenges you and also helps you get things done? Do people generally enjoy working with each other? Do they have the ability to work on some “skunk works” projects with each other, just because they are passionate about it?
Processes and Policies: Do you have policies that govern nearly everything in the company, or procedures that describe exactly how things need to be done, or processes that one cannot deviate from and there is an army of compliance professionals policing the adherence? Do you add to the collection of those or refine them every single time someone makes an error, or does not comply? Are there loopholes that allow people to make exceptions from all those rules if the opportunity to “do the right thing” comes up? Do you trust your employees? Do you trust that they generally have a positive intent? Do they trust you?
WORKSPACES:
Physical work environment: What’s the look, feel, and vibe of your office environment? Is it an open space or a cube farm? Is the furniture ergonomic? Does it allow you to reconfigure things fast? What color scheme are you using -- bright and loud or calm and subdued? What is the level of noise and can people find quiet spaces where they can concentrate without being interrupted by a loud conversation or startled by the running of the espresso machine? Do you have an espresso machine or free tea/coffee? As the organizations start reopening their physical offices, the post-pandemic world looks a whole lot more different. Are you providing sufficient comfort and confidence to your workers that it is safe to be there?
Digital workspace: How do people use technology to get work done? Do you have a single sign-on option or do they have to log in to 17 systems to be fully productive? We might be exaggerating with 17, but maybe not -- no judgement. Are systems integrated and does data flow seamlessly between them? Are the technical features available on the desktop also fully available on mobile interfaces? Can you activate anything with voice control? Is the Wi-Fi strong enough? Does your tooling feel like you are in the Flintstones era, or in the Jetsons’? Do they have a choice?
Virtual workspace: Can people access the work tools they need and do their work from anywhere? Do they have the ability to continue to be productive regardless of when they choose to do the work? Do they have to carry two separate phones (one personal and one work-issued) because the security doesn’t allow data to be separated on one device?
Of course, some of these questions will not apply to workplaces where you have to be physically in a warehouse, or on a manufacturing line, etc.
The core question is -- are you using what you have at your disposal to make the work environment work for people (versus against them)? Is the workplace supporting them in getting their work done, in being productive, in feeling safe? Or is it a source of minor or even major irritations?
Mirrored Reciprocation: the principle driving great Workplace Experience
To understand how WX works, let’s reflect on the laws that govern our world. Let’s start with Newton’s Third Law of Motion: "For every action there will always be an equal and opposite reaction.” In the inorganic world, this law looks like this: you push a wall with a force X and the wall will push back with an equal force Y. In the biological world, the same principle applies: the more forcefully you pull a cat by its tail, the more painful the resulting scratches from his claws will be.
In human relationships, the same idea holds true: when you disrespect, ignore, trick, manipulate, discriminate against, or disempower someone, the chances of receiving anything different in return will be slim. In personal relationships, also the same: you’re looking for someone you can completely trust, with principles and courage, who is smart, kind, loyal, understanding, forgiving, and unselfish, and once you think you’ve found them, you spend all your life probing and testing them to make sure they are real, which, after a while gets old and irritating.
The exact same laws of mirrored reciprocation apply at work.
An Employee Experience Example: The Hiring Experience
Let’s start with hiring. You look for the ideal candidate out there, and in your image, they have to be someone trustworthy, smart, loyal, and dedicated to everything your company stands for. You court them and convince them your organization is the best place to work. She might have some inklings of discomfort with the not-so-glowing Glassdoor reviews, and she may experience some cognitive dissonance during interviews while meeting with the hiring manager who seems hurried, stressed, and overwhelmed, and she might not like the low-ball compensation offer, but she still accepts the position.
Then she walks through the door and starts seeing reality: systems are outdated and not integrated (slows down productivity, increases errors, and leads to frustration, especially when contrasted with our external consumer experience), and getting anything done requires dozens of approvals (lack of trust in employees and big bureaucracy), and making a suggestion for improvement is frowned upon (fresh thinking is discouraged, status quo is preferred), and everything is done to attain unrealistic or meaningless targets (focusing on the process and effort, and not the outcome), and all the decisions are made in the context of increasing shareholder value and satisfying customers, at times at the expense of other stakeholders like suppliers (“oh, we squeezed all we could from them"), employees (“they are on H1B visa and can’t go anywhere”), regulators (“how can we do some financial engineering here to pay less in taxes"), environment (“there is no global warming"), and the communities in which you operate (“ it’s too expensive to do business here"). How can she continue to stay trustworthy, smart, loyal, and dedicated to everything your company stands for the long haul?
You might say: But our company is different. Take another look, on the ground, in the trenches, when the targets are missed, when a person quits “for better opportunities,” or when she goes and posts about your company on Glassdoor.
No judgement…