Entrepreneurship is the Millennial ambition. Record numbers of Millennials are starting their own business and governments around the world are accelerating this trend, supporting start-ups in the attempt to drive growth. So, the game is changing, but organisations do not appear willing to accept this reality. Businesses need to see that they are no longer competing against traditional corporate competitors - they are now competing against Millennials themselves. The severity of this issue is being acknowledged by the likes of global giants such as Deloitte and Unilever. Deloitte has set up a £25m start-up fund for employees, and Unilever has created The Foundry', to collaborate with start-ups and drive cultural transformation. Samantha hypothesized that Millennial Entrepreneurs (Founders) have become tired of waiting and are taking it upon themselves to make change happen. Being the most profound example of how Millennials approach the new world of business, Samantha set out to discover whether Millennial Entrepreneurs are creating a new work/life paradigm that better suits their vision of life, and, if so, how corporations can better tailor their structures to attract and engage top talent.
The drive for - insights into action - in companies has empowered workers/employees to co-create plans into real "action" every single day. In order to do that within our organisation, we created an interactive platform: the "Activation Studio". The studio connects and entrusts internal stakeholders to dive deep into consumer/citizens' wishes and needs, to share inspiring observations with co-workers and to stimulate them to create an action plan together. This newly created mobile application - which is fully responsive - consists of several consumer/citizen inspiration "walls", where each wall starts from a consumer/citizen friction. The presentation will demonstrate the power of this platform.
The drive for - insights into action - in companies has empowered workers/employees to co-create plans into real "action" every single day. In order to do that within our organisation, we created an interactive platform: the "Activation Studio". The studio connects and entrusts internal stakeholders to dive deep into consumer/citizens' wishes and needs, to share inspiring observations with co-workers and to stimulate them to create an action plan together. This newly created mobile application - which is fully responsive - consists of several consumer/citizen inspiration "walls", where each wall starts from a consumer/citizen friction. The presentation will demonstrate the power of this platform.
Entrepreneurship is the Millennial ambition. Record numbers of Millennials are starting their own business and governments around the world are accelerating this trend, supporting start-ups in the attempt to drive growth. So, the game is changing, but organisations do not appear willing to accept this reality. Businesses need to see that they are no longer competing against traditional corporate competitors - they are now competing against Millennials themselves. The severity of this issue is being acknowledged by the likes of global giants such as Deloitte and Unilever. Deloitte has set up a £25m start-up fund for employees, and Unilever has created The Foundry', to collaborate with start-ups and drive cultural transformation. Samantha hypothesized that Millennial Entrepreneurs (Founders) have become tired of waiting and are taking it upon themselves to make change happen. Being the most profound example of how Millennials approach the new world of business, Samantha set out to discover whether Millennial Entrepreneurs are creating a new work/life paradigm that better suits their vision of life, and, if so, how corporations can better tailor their structures to attract and engage top talent.
The drumbeat of "change" in market research is everywhere. Wherever you look, whatever conference you attend and whatever you read, the message is the same: Change is here; change is real; and it is going to affect you and your business. Often, this leads to the question "What does this mean for talent?", which is frequently misinterpreted to mean "What type of new talent do we need and how do we train them?". But what if it's not about us searching for new talent, but new talent ?nding us? And what if it's not about us training them, but them training us? Ask yourself this: why did over 200 new entrepreneurs enter the research and analytics space in 2012 alone? Here we explore the research talent of the future and what that implies for research itself.
The drumbeat of "change" in market research is everywhere. Wherever you look, whatever conference you attend and whatever you read, the message is the same: Change is here; change is real; and it is going to affect you and your business. Often, this leads to the question "What does this mean for talent?", which is frequently misinterpreted to mean "What type of new talent do we need and how do we train them?". But what if it's not about us searching for new talent, but new talent ?nding us? And what if it's not about us training them, but them training us? Ask yourself this: why did over 200 new entrepreneurs enter the research and analytics space in 2012 alone? Here we explore the research talent of the future and what that implies for research itself.
The potential of the music-listening behaviour of individuals in designing market research methodologies has hitherto remained virtually untapped. This paper presents a novel method of grouping people in accordance with their personality traits that get reflected in their favourite music. The authors sent a structured brief inspiring respondents to voluntarily convey the list of favourite music tracks they are emotionally attached to. These preferences were quantified by an asymmteric measure to capture musical bonding between any pair of respondents. An inherently asymmetric measure was proposed since no matter how much I like her and consider her likings similar to mine she may not like me as much! A methodology was developed to identify the clusters that exist among the respondents based on the peculiarity of this asymmetric bonding information. Next in order to describe the profile characteristics of a cluster, the favourite tracks common among the members of the resultant clusters were analyzed. For this a 7-step structured analysis protocol called Psychological Fingerprinting was developed. The research finds direct applications in employee profiling to identify their training and development needs, candidate screening for recruitment, identification of core strengths for career counselling, direct marketing, and to consumer.
It is time to rethink the traditional panel business model (from completes to Cost per View / Cost per Lead) and look at value we can add for clients at higher levels. Developing proprietary panels of users by leveraging in-house competencies on community building and combining them with state-of the art information elicitation techniques (also known as Intuitive Response Systems or IRS) enables clients to improve their bottom line. We will illustrate this with a case study on improving Vodafone's employer branding while boosting hard recruitment response.
The aim of this presentation is to examine what drives employee engagement and worklife happiness across the globe. What differences and similarities do we find between countries and how does this indicator of societal trends interact with wider social values, macro economic conditions and corporate expectations? Using the findings the presentation elaborates on how homogeneous or heterogeneous global corporate employee policies need to be to achieve success. The data source for this presentation is a 23-country study conducted by the IriS network of independent research agencies.