Five Links: Who owns the experience?Five Links: Whose Experience?

Technology is moving too fast to see where it’s going to go. Google gives 20th Century advice on resumes. Programmers pretend they know more than they know. Buy some twitter followers. Who owns customer, employee and candidate experience?

  • Why Can’t Programmers … Program
    Some firms won’t even begin the conversation without code samples. Being a technical recruiter means being versed in the technology. It turns out that ‘199 out of 200 applicants for programming jobs can’t write code at all’.
  • Google just revealed the incredibly simple formula for killer résumés
    “The key,” [Bock] said, “is to frame your strengths as: ‘I accomplished X, relative to Y, by doing Z.’ Most people would write a résumé like this: ‘Wrote editorials for The New York Times.’ Better would be to say: ‘Had 50 op-eds published compared to average of 6 by most op-ed [writers] as a result of providing deep insight into the following area for three years.’ Most people don’t put the right content on their résumés”
  • Swenzy
    This should give you some idea of the value of lots of followers.
  • Why your dinky little startup is worth billions of dollars
    “Though companies hire trained futurists, technology is still moving to fast to predict where it will go. “Value has become an abstraction because we don’t really know what kind of product is going to make the most money,” Chayka writes. “We have no idea what kind of technology will dominate the commercial landscape over the next decade, let alone century.” For companies with as much money and as much to gain—and lose—as Google, Facebook, and Twitter, it’s better to be optimistic about hyped startups than to let them slip away. Of course, this means that they know some of their acquisitions will be duds and even those that aren’t will be expensive. But it’s worth more to them to stay ahead of the curve.”
  • Is mobile technology making it more difficult for airports and airlines to define their own passenger experience?
    Sometime’s it’s easier to see when someone else’s ox is being gored. Hidden in this gem is the dilemma facing any owner of any system. Like the old lead-in for the Outer Limits, someone else controls the dials. Where the ‘owners’ of organizations could once freely define the experience of their members, they now play marginally willing hosts to all sorts of experiences. We are entering a time of intense competition for the time and attention of customers, stakeholders, employees, suppliers, investors and community members.

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