五个帮助员工紧跟数字化潮流的方法

    来源:沪江英语    发布时间:2018-06-07 14:28    编辑:白露     浏览量:

The consumer packaged goods (CPG) landscape is in the midst of a significant shake-up. Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. Unilever has acquired Dollar Shave Club, a young startup,

The consumer packaged goods (CPG) landscape is in the midst of a significant shake-up. Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. Unilever has acquired Dollar Shave Club, a young startup, for $1 billion in a move to introduce a new model of subscription sales. L’Oréal has made a strategic investment in Founders Factory, a digital startup accelerator.

消费性包装产品(CPG)正经历重大变化。可口可乐最近重组了其领导团队,专注于增长、创新和数字化。 联合利华已经以10亿美元收购了创业公司美元剃须俱乐部(Dollar Shave Club),推出了新的订购销售模式。 欧莱雅已经对创始人工厂(Founders Factory)进行了战略投资,创始人工厂是数字化启动加速器。

From our view and experience, what underpins the success of these new ideas and approaches is the abilities, skills, and mindset of the company’s workforce. In our work with leading consumer products companies around the world, we’ve identified clear practices and investments that bring a greater chance of success in organizing a workforce around the expectations and needs of the connected consumer. Here are five:

从我们的观点和经验来看,这些新思想和方法的成功基础是公司员工的能力、技能和心态。 在与世界各地领先的消费品公司的接触中,我们明确了一些做法和投资方式,能够让我们在围绕相关消费者的期望和需求打造员工队伍时更容易取得成功。具体有以下五点:

Commit from the Top

自上而下

The rallying cry for new ways of working in the digital age must start at the top. At L’Oréal, CEO Jean-Paul Agon signaled the company’s digital transformation when he recruited Lubomira Rochet to be the chief digital officer and a member of the executive team.

数字时代对于新工作方式的呼吁必须从公司高层开始。在欧莱雅,首席执行官让保罗•阿贡(Jean-Paul Agon)招募了Lubomira Rochet担任首席数字官员及管理人,展示了公司进行数字转型的决心。

One of Rochet’s first tasks was to create a leadership development program that equipped executives with the knowledge, mindset, and ways of working the company would need to grow in the digital age. The top 1,000 executives at L’Oréal have participated in a range of learning experiences, enabling them to build digital road maps for their regions and businesses and to model the behaviors that their team members must embrace to execute on these plans, such as a willingness to experiment, an openness to external partnerships, and more autonomous team structures.

Rochet的首要任务之一是创建领导力发展计划,为高管们提供知识、思维和工作方式,以适应数字时代发展要求。欧莱雅的1000名高管参加了一系列学习经验交流活动,使他们能够为其地区和企业建立数字化转型路线图,并对其团队成员树立榜样和模范,比如乐于实验、接受与外部合作、建立自主团队结构。

Another way to signal commitment from the top is if CPG leaders actually engage with the tools their consumers use. Pete Blackshaw, Global Head of Digital & Social Media at Nestle, advocates for CPG leaders to personally embrace the use of emerging digital platforms and channels in order to make this new paradigm real to employees, agency partners, and suppliers.

自上而下倡导紧跟数字化潮流还包括CPG领导人是否真正体验了消费者使用的工具。雀巢数字与社会媒体全球负责人皮特•黑胡斯(Pete Blackshaw)主张CPG领导人亲自使用新兴的数字平台和渠道,以使员工、代理合作伙伴和供应商真正参与到数字化潮流中。

“I’m constantly using and testing new platforms — live video, posts on Facebook, Instagram stories, and more. Experiencing this for myself gives me that extra edge to ask the tough questions and challenge some of the sales pitches from agencies and tech companies trying to sell me that big campaign,” Blackshaw says. “Personal experience makes me a more effective marketer.”

Blackshaw表示:“我一直在使用和测试新的平台—直播、Facebook、Instagram等等。亲身体验之后,在面对科技公司及代理商的广告时我能提出更多更好的问题。个人经验使我成为了一个更好的营销人员。”

Give Employees Direct Access to Consumers

让员工直接接触到消费者

Fast-growing consumer products companies are upending the traditional retail model, which depends on a manufacturer selling to a retailer that then sells to the end consumer. Plug-and-play e-commerce technology, search engine optimization, and other distribution solutions are making it ever easier for products to directly reach consumers. This shift gives CPGs an opportunity to gain rich insight into the tastes and habits that drive their sales. Gaining this insight, however, requires a simultaneous shift in organizational structure to bring internal teams much closer to consumers. New and emerging tools such as social media listening, user research, and journey mapping can be powerful enablers to guide CPGs digital transformation.

快速发展的消费品公司正在颠覆传统的零售模式,即厂商—零售商—消费者。快捷方便的电商、搜索引擎优化和其他分销解决方案正在使产品更容易直接面向消费者。这种转变使CPG公司有机会深入了解消费者的品味和习惯。然而,这需要同时改革组织结构,使内部团队更贴近消费者。新兴的工具,例如社交媒体、用户研究和旅程绘图可以是引导CPG数字转型的有力推动力。

One such example is Connected Home, a unit set up by British utility company Centrica to build “smart home” appliances. The team was structured to operate like a startup, with a particular focus on user research, feedback, and a commitment to lean operations. This approach helped Connected Home’s Hive “smart thermostat” device become a market leader in just a few years. Kassir Hussain, former director of Connected Home, told us: “In a space that can often be confusing and frustrating to consumers, our focus on regular user interviews, meetings, tests, and demos allowed us to build a product that was simple, easy to use, and addressed real consumer needs.” In a competitive energy market, the Connected Home unit has now become a major differentiator and profit driver for the parent company, Centrica.

Connected Home是英国公用事业公司Centrica旗下专注发展“智能家居”设备的公司。 该团队的结构是像创业公司一样运作,特别关注用户研究、反馈和精益运营。这种方法帮助Connected Home的Hive“智能恒温器”设备在短短几年内成为非常受欢迎的产品。 Connected Home前任主任Kassir Hussain告诉我们:“在一个经常让消费者感到困惑和沮丧的领域,我们专注于定期与用户会面、进行用户测试等,这让我们打造了一款简单、容易上手、切实满足消费者需求的产品。在竞争激烈的能源市场中,Connected Home现在已成为母公司Centrica的主要子公司和利润增长极。

Help Employees Embrace Agility

帮助员工快速适应新变化

Agility is key to success when undertaking digital transformations. Today’s technologies and consumer needs change faster than traditional business road maps can deliver, and employees need to be ready and empowered to move at this pace. The best way to drive this shift is to establish a set of tangible day-to-day activities and behaviors that enable employees to act quickly.

快速适应新形势是数字转型成功的关键。如今的技术和消费者需求变化非常快,远非传统规划可比,因此,员工需要做好一切准备随时适应新的形势变化。推动这一转变的最好办法是建立一套日常活动和行为流程,使员工能够迅速采取行动。

One such activity was introduced by Deb Henretta while leading P&G Asia. She pushed her teams to move to 24/7 monitoring of all digital assets — owned sites, customer sites, and social media channels. She introduced a set of live dashboards and frequent reports that helped the team keep a constant pulse on consumer behavior and activity. The team learned to keep a close eye on everything from page load times to consumer reviews to social media sentiment.

宝洁亚洲的Deb Henretta在这方面有突出成就。她和团队对所有的数字信息进行全天候监控,包括旗下网站、客户网站和社交媒体渠道。她介绍了一套跟踪消费者行为和活动的方法。而团队也学会了密切关注从页面加载时间到消费者评论、社交媒体情绪等各种信息。

Invest in “Employee Experience Design”

重视“员工体验式设计”

Some leading companies are drawing on user experience design to rethink their employees’ experience, in a bid to more effectively attract and retain critical talent and to embrace more open and fluid ways of working. They want a better understanding of the motivations of employees, many of whom are in new and evolving roles, or are from a generation with significantly different career motivations and expectations. Using tools such as journey maps, persona development, and user research, these companies are able to transform the way employees experience their time at the company along every major milestone.

一些领先的公司正在利用用户体验设计来重新思考员工体验,以更有效地吸引和留住关键人才,并采用更加开放灵活的工作方式。他们希望更好地了解员工的动机,其中许多人还未定型,有着不同职业动机和期望。这些公司使用旅程地图、人物开发和用户研究等工具,能够转变员工在公司每一个重要里程中的体验。

LVMH’s Fashion Group, part of the massive French luxury products group, is one team that’s embracing this approach. “Borrowing from fields like user experience design, we’ve been able to reconsider crucial aspects of recruiting, onboarding, development, and retention to create journey maps to enhance the employee experience,” says Nathalie Cheveau, global talent development manager at LVMH Fashion Group.

法国奢侈品集团之一的LVMH就采用了这种方法。LVMH时尚集团全球人才发展经理Nathalie Cheveau表示:“借助诸如用户体验设计等领域,我们已经能够重新考虑招聘,入职,开发和保留的关键方面,以创建旅程地图来增强员工体验。

Invest in Lifelong Learning

重视终身学习

As large CPGs grapple with the pace of change in their industry, learning and doing can no longer be separated. Leading CPGs must invest in regular and frequent upskilling initiatives, delivered in formats that are in line with the increasing demands on employees’ time.

随着大型CPG公司不断经历变化和挑战,学习与实践越来越密不可分。有关公司必须持续不断地提高员工技能,充分利用员工时间促使员工学习。

Over the past year, more than 14,000 L’Oréal employees have enrolled in and completed a dedicated upskilling program, which includes a required set of online lessons and targeted workshops focused on practical skills led by individual markets. These include skills such as search engine optimization, digital media allocation, and digital analytics.

在过去一年中,超过14,000名欧莱雅员工已经参加并完成了专门的培训计划,其中包括一系列必要的在线课程和针对性的讲习班,重点是个别市场的实践技能。这包括搜索引擎优化、数字媒体分配和数字分析等技能。

These new skills are delivering results. L’Oréal now spends 32% of its net media budget on digital channels, and saw e-commerce sales jump by 33% in 2016 alone. The company continues to deliver impressive revenue and profit growth, and leads the way in innovation in the beauty space worldwide.

这些措施都取得了不错的成果。目前,欧莱雅网络媒体预算的32%都用于投资数字渠道,电子商务销售仅在2016年就跃升了33%。公司继续实现大幅收入和利润增长,并引领了全球美容领域的创新。

Digital transformation is not just about technology. The way a company communicates with its employees, organizes them, and reskills them will play a fundamental role in its ability to take advantage of the new paradigm of the consumer products landscape.

数字转型不仅仅是技术。公司与员工沟通的方式、组织方式以及对员工进行技能培训等,都将在其利用消费品行业新模式方面发挥重要作用。

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