Florian Krueger

Posts Tagged ‘Florian’

Buzz Alarm – Hype Notice – Social CRM – Truth or Fiction?

In 2.0, CRM, Management on October 30, 2009 at 9:21 pm

First of all THANKS. Thanks to the SugarCRM guys and Larry Augustin, for hosting an open-source-community event and for inviting people with real nice catering and the lot, at a time where many old-school companies wouldn’t even want to pay for a cup of coffee.

Larry Augustin & Florian Krueger

Well, hang on – maybe it is not despite the fact that SugarCRM has an open-source community -that they can afford things like that- but because of it? Maybe open-source is simply the model of the future?
I’m convinced that this is the case. IP is no property any longer, but a commodity, same as information and air. Restrictions on IP are ridiculous. Innovation combined with flexibility and the ability to implement changes will be the differentiators between failure and success in the future.
Well now the chief concern officers will say, how can you innovate, if you are lacking the funding which was formerly generated by selling your IP?

Obviously you can’t. At least you can’t in the traditional way. You need to rethink and reinvent your business model.

Why? Because you are already making less profit and profits will go down furthermore. Funding is not always clear, but as innovation is more and more outsourced to the customers, or the communities which you operate, manage or contribute to, the entire business model is shifting. A company which has earned money before through, say subscriptions might find itself managing communities of people that share some interests. Obviously this will again not only change the revenue stream, or the value chain, this will force the company to reinvent itself.

All right now Florian, all this and not one word on social CRM? Wroooong…. All this was on social CRM, or whatever you want to call it. Social CRM, CRM2.0, or Social Media Management in the context with customer relations is all about the dear old Trinity of People, Processes and Technology – with one slight difference: People are now really in the beginning and everywhere until the end. Processes don’t need to be described only, or automated. Processes need to be so sophisticated that they can self adjust through the right measure of real-time web applications or other sophisticated BI tools. Without -as SugarCRM calls them- “Cloudconnectors” a CRM is not worth the energy required for switching the server on. Other than that, Technology can do what you can dream. Therefore the only question is: can you still dream?

…and the reality is, Processes need to support people in a holistic, immediate, proactive and such a wonderful way that your customers will stick with you. Then it’s not about what you are charging anymore, but about what kind of feeling and emotions your company is able to transport and to co-create.
This is something you can only influence when you see the full picture. People long for business friendships, they long for someone who knows them and with whom they can share their thoughts. Without the ability to dig into the networks and to establish that social competence, a CRM looses any right to exist. It can support your old school model for a couple of years, but due to its misconception, it will lead you down a road without return. When you wake up, you will look around and notice that you have slept one year too long.

I can’t tell you how curious I am, how this thinking will be adopted by the average CEO, who either is a lawyer, chemist, mathematician or has a degree in engineering. This has nothing to do with clear, well defined processes anymore. It must be comparable to the experience one has when he steps out of his Maybach and now has to win a bull-riding competition. SocialCRM IMHO is just the dawning of a new set of integrated tools forming Mash-Ups in the Cloud and helping us, as customers to manage ourselves. We will find the products we are interested in and we as customers will judge and decide whom we want to deal with. It is the ultimate democracy and Graham Hill was right comparing it in its importance with the era of enlightenment itself.

So to conclude, this is a first glimpse at the future therefore it is fiction, but it is so close to becoming reality that you can call it truth.
To be continued…

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Don Tapscott and Florian Krüger in Munich

In 2.0, Events, Management, Uncategorized, Wikinomics on October 22, 2009 at 1:47 pm

The only interesting bits about the event in Munich were the keynote speaches and a couple of nice contacts, like meeting up with Professor Scheer again.

Don Tapscott, August-Wilhelm Scheer and Florian Krueger

Don Tapscott, August-Wilhelm Scheer and Florian Krueger

It is a shame that the once largest IT show in the south of Germany has been denoted to a gathering of likeminded IT Guru’s. We need to do something about it. Innovation has been mentioned in numerous posts and speeches of mine as being the key to success or even survival in Central Europe. Like it or not, besides Biotech (aka the Nano-Guys) IT will remain the main driver behind any meaningful change project in the years to come.
An IT fair therefore should have the governments highest attention and support. Instead, the Bavarian Head-of-State decides to fight about coalition non-issues to foster the power of the local party in Berlin. Well…

Enough complaining, the real take-away from this fair was positive, there are many smart people around and good ideas that have been discussed. Don has certainly given the people a lot to think about and input -such as his- is crucially important to the German Leadership. Everybody knows that Flickr is more successful than Kodak’s EasyShare, but has everyone embraced the idea and made it a part of his reinvention / change programme? What does it mean that communities and “Curators of Content” are so much more important than the pure providers of information?
Has every company / organisation thought and I mean really thought about the desires, dreams and fears of their clients? How they can be managed in the best, philantrophic way and how they can then ultimately be so well tied to the organisation that loyalty exceeds temptation…

What I also liked a lot was to see how innovative some of the perceivedly conservative companies such as Giesecke & Devrient are. They are humming happily behind all these megatrends, which are about to come such as 4th generation networks and developing the tools for success, without the larger audience even knowing that they exist, or what it exactly is they are doing. I have to admit, I was impressed by some of their thinking.

And finally it was great to meet the folks from BITKOM and especially Thomas Mosch, who does a stellar job in Berlin for the entire industry.

So, at the end of the day the overall impression is really positive, but there’s still a long way to go for Europe, before we can relax and enjoy our achievements. Let’s Go!

Ok, so I am a German and nothing in Deutsch?

In 2.0, Common Sense, IT on July 2, 2009 at 6:32 pm

Falsch, natuerlich lasse ich es mir nicht entgehen auch meinen Senf auf deutsch dazuzugeben. Immerhin beschraenkt sich das Blog ja nicht auf meinen Wohnort und der ist momentan ohnehin im Flieger.

Was treibt mich um und warum ist das was ich schreibe fuer den Leser potentiell relevant? Well, gar nicht, wenn der Leser kein CEO, CIO, COO, CTO, oder sonstwie im gehobenen Management ist, weil ich es selbst bei groesster Selbstbeherrschung nicht schaffe beim Bullshit Bingo nicht mitzuspielen.

Der Bereich in dem ich micht bewege liegt irgendwo im nirgendwo, naemlich genau zwischen dem “Business” und der “IT”. Auf der einen Seite haben wir CEO’s, welche der Meinung sind, dass heute technisch ohnehin alles moeglich ist und die auch nicht davor zurueckschrecken, den Scope nach 50% der Projeklaufzeit um 180 Grad zu drehen und auf der anderen Seite haben wir CIO’s, welche nach einer erfolgreichen 20-jaehrigen Laufbahn in der IT und deren Management wissen, dass Sie ohnehin die besseren CEO’s waeren und die Notwendigkeiten des “Business” viel besser beurteilen koennen, als ebendiese…

Das lieber Leser, ist ein Problem von dem ich glaube, dass es so alt ist wie die Menschheit selbst. Fremdbild und Selbstbild sind seltenst 100% identisch und koennen es auch nicht sein. Ich denke der Weise erkennt seine Fehler und laesst sich helfen. Hilfe muss auch nicht immer von einem Berater wie mir kommen, oftmals reichen Freunde (Keine Freibiergesichter, sondern FREUNDE), oder noch besser Familie vollkommen aus.

Ich habe mir mal den Spass gemacht letztes Jahr ein sogenanntes “Common Sense Reference Model” zu basteln, in welchem bei saemtlichen Entscheidungsprozesses auf bestehende Faehigkeiten und gesunden Menschenverstand referenziert wird. Sie wuerden sich wundern, wie viel man damit hinbekommt.

Das zweite grosse Thema was mich seit mehreren Jahren umtreibt, ist das Thema Nachhaltigkeit, oder “Sustainability”. Nachhaltigkeit im planerischen Sinne darf sich keinstenfalls auf oekologische Aspekte reduzieren, sondern muss oekonomische und soziale Themen gleichwertig mitbehandeln. Die Tatsache, dass keine Firma, welche mir bisher ueber den Weg gelaufen ist, wirklich ein allumfassendes Nachhaltigkeitsprogramm zum Leben erweckt hat, stimmt mich traurig und erklaert in meinen Augen zu einem grossen Teil, wieso die Wirtschaft da ist wo sie ist.

Wer mich kennt hat’s schon oft gehoert: Wir in Europa, sind die Einzigen, welche eine reiche Geschichte besitzen und die Faehigkeit,sowie die Erlaubnis haben, diese zu reflektieren. Daraus sind tolle Sachen entstanden, wie die Aufklaerung, oder die Demokratie, um nur zwei Besipiele zu nennen. Daraus wiederum resultiert die Verantwortung, aus dieser Geschichte Lehren zu ziehen und das Gelernte umzusetzen. Ausser schoenen Worten habe ich bisher noch nicht viel gesehen. Wer mich davon ueberzeugt, dass seine Firma anders ist, hat die Wahl zwischen meinen drei Lieblingsgerichten: Kaesefondue, Spanferkelbraten, oder Haeggis… Pick one und danke fuers Lesen…

Ihr Florian Krueger

Does the Recession make Horizontal Integration more Imperative?

In IT on July 2, 2009 at 5:38 pm

When business gurus like Don Tapscott (author of The Naked Corporation, Wikinomics and Grown Up Digital) say that “a recession is too good to waste” what do they mean? When the focus is on a shrinking order book and the need to reduce cost it’s often difficult to see what opportunities a recession offers. But one thing a recession definitely creates is a new context. A new context enables us to see things differently and open up new possibilities that previously were not thought feasible. It creates opportunities to make changes where change is most needed, and prepares our business for when we get back to managing growth — the next new context.

One such opportunity is to give more focus to ‘horizontal‘ integration. For all the good work that has been done over the years through process reengineering and implementation of enterprise systems, the reality is that most organisations remain siloed. In many corporations their divisions and business units operate largely autonomously with little or no sharing of processes, systems or solutions. Yet today’s customers expect the introduction of faultless new products, rapid order fulfilment and responsive customer service. They do not care — nor should they need to — about how their supplier is organised internally. Even if the functional silos are operating efficiently and meeting their Key Performance Indicators, it is the performance of the cross-functional processes that ultimately determines the customer experience.

The approach of many organisations to horizontal integration has been to create back-office shared service centres that provide a range of ‘services’ to customer-facing business units. Some of these have worked exceptionally well, but many less so because they have not addressed the fundamental problem of diversity. It is impossible for a shared service centre to provide ever-increasing superior service at lower cost if the ‘requirements’ of its customers are so diverse. Equally, the argument should not be for total standardisation, and one size does not fit all. The goal should be a greater degree of common and shared solutions, business processes and systems whilst recognising the need for authentic differences. The key words are authentic differences, and not differences that have evolved over time with no benefit to the customer.

Our colleague Robert Morison, and his thought partners James Cash and Michael Earl, argue in their HBR article Teaming Up to Crack Innovation and Enterprise Integration the need for Enterprise Integration Groups (EIGs) whose role is to establish the architecture and management practices essential for business integration. Furthermore they make the case that the EIG should:

  • Manage the corporate portfolio of integration initiatives
  • Serve as the corporation’s centre of expertise in process management and improvement
  • Provide staff to major business integration initiatives
  • Be responsible for enterprise architecture
  • Anticipate how operations might work in a more integrated fashion in the future

Whether the creation of an Enterprise Integration Group is the best approach for your organisation or not, one thing is for certain, there are significant benefits to be gained from driving for greater horizontal integration. The question is has the recession created the context to do so?

You can comment on this article or ask a question on the nGenera Community.

You can download a copy of the Harvard Business Review article Teaming Up to Crack Innovation and Enterprise Integration from our website.