European Interoperability Framework and transport & mobility

Yesterday I posted (for the first time in ages) that I had found a useful diagram called the "European Interoperability Framework" covers different levels of interoperability.

This work from the European Commission in March 2017 gives specific guidance on how to set up interoperable digital public services. https://ec.europa.eu/isa2/eif_en 

It documents 47 clear recommendations on how to improve governance of interoperability activities and ultimately improve the quality of European public services. And in my opinion this includes the transport & mobility sector.

The "European Interoperability Framework" diagram clearly makes the distinction between four layers of interoperability governance: legal, organisational, semantic and technical

Legal interoperability:
This is from legislation that suits not only the physical but also the digital world. Its purpose is to facilitate interoperability between public services at the lower levels

Organisational interoperability:
This provides consistency of processes for optimised data exchange 

Semantic interoperability:
This ensures that the precise format and meaning of the data and information exchanged is preserved and understood between each party.
In other words that data entities & elements and the relationship between them are clear.

Technical interoperability:
Ensures that systems are linked to each other correctly for the exchange of data. This ultimately requires the use of formal technical specifications.

Behave, Deliver and Grow Like A Digital Company

Delivering digital interfaces to your organisation's customers, partners and employees is no longer optional. It is now essential for long-term effectiveness (and survival).

But this means unlocking the data, systems and functionality your business operates with and exposing this both internally and externally to meet increasingly shifting needs. But it is not easy... hardly any sizeable company has an entirely blank slate to work from. Legacy applications, processes and thinking tie any business down so that it can work well. But it is these very constraints that often limit speed and agility, which are needed to succeed now.

Digitally enabling your business means changing the way you behave, deliver and grow.

Behaviour:
Being customer focused means creating a better customer experience that can win and maintain custom in the competitive digital landscape. It also means understating and controlling your data, so you to make informed decisions quickly based on what you are observing or being told.

Delivery:
Start by using new platforms, tools and methods to build products quickly, plus then to evolve them rapidly over time. If you think your quarterly website functionality is fast now, consider that over 7 years ago Amazon stated it makes changes to production every 11.6 seconds (it may even be faster now) and Facebook releases to production twice a day.

Growth:
Don't be afraid to unleash the creativity and innovation within your boundaries to help you build. Employees must be part of the Digital journey (not observers) and everyone, not just your test manager, must work towards the continuous improvement of products and services.

Evolution doesn't care how good or big you once were

I believe that is was Charles Darwin who stated “It is not the strongest of the species that survives, it is the one that is most adaptable to change”

But this fact is not only relevant to organisms, it also now applies to organisations. This means that the rate of change in customer expectations, technology and even the competition now means that being "agile" is not a strategy... it is essential to long term survival.

And I'll make a prediction...

"The rate of change in your company right now may seem like a sprint, but it will seem like a leisurely stroll compared to what's to come".

Or to put it even more bluntly...

"Hang on kids, this ride is about to get faster and there's no point screaming about it." 

So what happens to those organisations that don't adapt quickly? Well they won't perish overnight. But recent history has told us that those who believe their current business model or state of their technology/product/service is competitive now could swiftly find out things are less than good enough. And just like living things, it only takes a generation to go from being the hunter to the hunted.

Just look at how some retailers have failed to embrace technology: book shops, department stores, video rentals, etc. have all collapsed as digital services quickly ate their lunch using innovation or fast iterating software (or both). Digital evolution doesn't care how good or big you once were.

Agility not size is what matters now for corporate survival.

Oh... We already have a digital strategy

When I talk to organisations about the need for a strategic plan for implementing online tools and services, I get told "Oh... We already have a digital strategy" or something similar.

I hear this phrase quite a lot and it is typically followed by other quotes such as "We created one of those a couple of years back" or "We had one produced in 2011 by a bunch of consultants, but they didn't understand our business".

My take on this is that the process to create a digital strategy should be:

1. The development of a vision
   - Where digital benefits are fully utilised & integrated across the organisation
2. Created
   - By your organisation
   - For your organisation
3. Owned by your organisation
4. Supported by:
   - Clear goals and measurable Key Performance Indicators (KPIs)
   - A prioritised portfolio of projects with an achievable delivery road map

But just as importantly for me is that this digital strategy should not be set in stone forever. Yes, it should have board-level approval, but it should not sit in a drawer and gather dust over time, it should be revisited, reviewed and redrafted to accommodate changes in: Technology, People & Processes, your wider Business strategy and any other external factors (e.g. competitors, legislation, etc.).

Organising a Tweetup

At the beginning of 2011 I was handed the organisation of the Ealing Tweetup by Mark Hillary http://twitter.com/markhillary as he left for Sao Paulo in Brazil.

It wasn’t something I was planning to take on, as I had enough responsibilities already (running a digital consulting business as well as being a husband & father) and to be honest I was enjoying being a participant in London’s biggest ‘social’ Social Media based event….. rather than the person who had to sort it out.

However 10 months on and several Tweetups later, I’m writing this post on the eve of another Ealing Tweetup. According to the site used to pull the attendees together, almost 40 people are likely to turn up at the Rose & Crown in South Ealing tomorrow night (http://twtvite.com/ealingtu11).

So what have I learnt from the experience?
Well…. I’ve met some great people, increased my musical knowledge (a little) and help keep going an event that brings virtual friends together. Its not been easy at times… but I now know that (with the help of some very generous sponsors) this social networking thing can be fun!

Embracing digital isn’t always easy – but it can be worth it!

Stop thinking of digital as an addition to your organisation and make it part of your day-to-day work, culture and business drivers.

Amazingly I still hear prospects and contacts saying how they are “adopting digital” or “embracing social media” within their company, when in fact what they really mean is…

“We’re going to continue to do what we’ve always done, but mention the occasional online buzzword when it suits us or when we think the boss is looking”

Does this sound familiar?

OK.... yes some do go part of the way and try to bolt-on digital ways of working to their standard practices. For example you see this when a company pilots something like an enterprise collaboration tool as a replacement for their Intranet, when they only have internal network access for their staff (or take on a Social Media marketing person, but then block access to the sites need because of ‘firewall’ policies).

However the truly evolved organisation is one that does actually take digital to the core of what it does and use it in the most relevant and productive way. This is typified when an organisation automatically writes normal press releases that are optimised for the keywords they are targeting as part of their SEO efforts. Or when it considers the mix of products it sells across different channels before it buys or manufacturers them (rather than selling the same stuff on its website as it sells in its stores).

This adoption doesn’t just result in a more connected company that can hopefully take advantage of more opportunities and learn to discard the negative ones quicker… but somewhere that hires & retains the most innovative & forward-thinking staff… plus one that can hopefully react to market pressures quicker.

Social Networks ARE the news

I've recently been asked by a potential client where the newly-created 'Social Media Manager' role should sit. Like this role and other emerging jobs like it, it will depend somewhat upon the company's existing structure and process (and significantly upon the individuals that work within them).

So.....

1. advertising has news
(banners now have feeds with product updates, branding sites that want to create repeat visits provide regularly-updated content and don't get me started on 'Advertorial')

2. news has adverts
Although news sites on the web find it quite hard to monetise their content (and the newspapers find their business models dying off), many are still supported by paid-for-advertising. On some sites the news and adverts are becoming hard to tell the difference between and even some news feeds come with integrated adverts now.

3. social media has news
News about what your friends: are doing (status), find interesting (notes), are buying (Beacon) or any number of other things they find interesting enough to tell you about.

4. adverts have social media
Even the Doritos advert in the middle of this year's Superbowl was a UGC-sourced production

..... With the lines between news, adverts & social media are so blurred, its become difficult to tell them apart any more. This blended mix of journalism, marketing and networking changes the relationships between companies and consumers/individuals.

It therefore changes the inner working of companies who are getting their heads around this. It consequently makes the question about where the Social Media Manager sits in the organisation that much more difficult!