, The agility of the crowd<dataavatar hidden data-avatar-url=https://secure.gravatar.com/avatar/72962eaf18ca4a5da735462cff216883?s=96&d=mm&r=g></dataavatar>

Google makes about five thousand improvements a year to its search engine by continuously monitoring the behavior of its users. This summarizes, in my opinion, in a clear and effective way, the new competitive paradigm: you need to do the right thing well and quick!

The question is how to do “the right thing well” in a structured and sustainable way.  

The continuous growth of Users/Consumers, who influence and influence themselves on social networks, exponentially increases the costs of error, low visibility and reputation for brands.

The side effect that is observed here is a strong polarization of the market; the winners take it all!

It is therefore necessary to develop a new, more effective and sustainable relational capacity between product suppliers and their consumers. 

Through this new relational capacity, it is fundamentally possible to achieve excellence in technical quality that creates the necessary conditions for a satisfactory overall user experience, and if repeated and sustained over time, transforms the user into a digital promoter.

A real digital promoter, if particularly active or activated, can consciously or unconsciously grow the product in visibility and reputation, leading other consumers to try the product. 

The Clariter Group, of which I am CEO and co-founder, has always focused on this issue, by developing a series of approaches that have the ultimate goal of increasing engagement between supplier and consumer.

We have two guiding principles: the first is that “the user is the crowd”, so you cannot ignore the collective intelligence of the same. The second starts from recognizing that the competitive sector is complex, so there are no simple solutions to solve the challenge. This requires agility and a new culture integrated in the production process, characterized by a highly specialized and a multidisciplinary intelligence.

In this perspective we have studied and developed new services that guarantee a high “yield” both in terms of effectiveness and efficiency.  

Our QA (Quality Assurance), UX (User Experience), CX (Customer Experience) and Digital Promoting services are based on three fundamental pillars. 

Firstly, a crowd, one that is a community of Crowdsourcing. The largest in Italy, followed by the UK and Portugal, that are made up of thousands of people who, thanks to our collaborative-working technological platforms, collaborate and contribute to the creation and continuous improvement of products, representing in fact the collective intelligence: the point of view of consumers.

Secondly, a group of professionals, multidisciplinary QA managers, analysts, sociologists, psychologists, economists and communication experts, equipped with the most modern technologies and methodologies of specialized intelligence.

And, finally, a group of data scientists, analysts and mathematicians, who, using the most advanced platforms of Big Data, Analytics and AI, integrate the chaos generated by the crowd via the rationality of professionals, to then achieve results containing high added value for our partners. Such as, for example, the drastic reduction of technical defects in the field, the significant increase in user satisfaction and a wider positive visibility (good reputation), with a significant reduction in investment costs and Time To Success.

The European panorama, and in particular the Italian one, recognizes the phenomenon of agility growth and everyone is convinced that we need to change, but there are few actual changes happening. The feeling is that the sector still perceives it as the future; there is absolutely no feeling of urgency.

I would say, jokingly, that they are all too busy being customer centric to be able to interact fully and structurally with their customers and transform their processes from “similar-agile” to concretely agile and customer-oriented.

I would add, with reluctance, that I generally find a great resistance to change. A “resistance” that must be countered quickly so as not to miss the splendid opportunities that the digital transformation offers. We can take advantage of the new beginning of a new era. 

In five to ten years I see the B2C sector radically changed; service providers co-creating services “with” their users. The most digital and fluid companies will operate in a world where competition will no longer be determined only by the assets and competitive positions acquired, but by the ability to change and adapt to the trends and continuous evolution required, consciously or unconsciously, by the users themselves.

It will be a world increasingly driven by human centric technology. A world in which the intelligence of the crowd and specialists in the field will work together with agility and effectiveness to innovate technology that will improve people’s lives.

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