Mar 07

Sense and Respond: Book Forward

Dr Joel Cutcher-Gershenfeld

Senior Research Scientist, MIT Sloan School of Management, and Executive Director, MIT Engineering Systems Learning Center

In reality, this is a culture change on a massive scale. It is a shift to a culture that can see the value in recognizing ‘disconnects’ with customers. It is a shift to a culture where frontline workers have the skills and motivation to conduct root-cause analysis.

It is a shift to a culture in which learning is seen as central to business success, not just an add-on activity.

A number of leading organisations have been placing increased value on the learning from customer service operations. What sets apart the approach pioneered by the authors of this book is the fact that it is embedded in the work itself. This is not just a nice additional thing for people to do: it is at the center of the work. As a result, even some of the most routinised and hierarchical work – answering phones in a call center – has been transformed into a knowledge-driven work system.

This is not the only knowledge-driven work system of note. In manufacturing, the Lean Production systems at auto companies, aerospace companies, and others have produced astounding results through the nurturing and implementing of many thousands of improvement suggestions each year (in the leading facilities). In other sectors as well we find Lean Enterprise, Six Sigma, and other transformations that value knowledge as the engine driving continuous improvement. The authors’ work at Fujitsu has been proclaimed ‘the Toyota of service operations’. In the same way that Toyota fundamentally transformed our understanding of the flow and delivery ‘on demand’ of product, materials, and knowledge in manufacturing operations, the approach has transformed our understanding of the flow and delivery on demand of support, knowledge, and innovation in service operations.

The knowledge economy is much larger than the relative handful of expert jobs that are usually highlighted in the popular press. Virtually all types of jobs face the challenge of change in this new economy. Knowledge, skills and capability are at the core of the challenge. At issue is whether the change can happen in a way that is respectful of and even enthusiastic about the contributions of all workers. Taking such an approach makes good business sense. Indeed, anything less will not consistently deliver what customers want, when they want it, at the price they are willing to pay. Moreover, it is the right thing to do – for the workforce and for society.

Oct 28

Agile Review Magazine: „Für mich heißt Lean vor allem: Menschen, Menschen, Menschen“

Stephen Parry spricht mit Doreen Timm über Lean,
den Aufbau von Organisationen, die am Kunden orientiert sind
und woran Manager gemessen werden sollten.

 

Der Titel deines Buches lautet „Sense and Respond“ – was genau ist damit gemeint? Der Titel stellt eine Aufforderung an Organisationen dar, sich viel eingehender mit den Bedürfnissen ihrer Kunden zu beschäftigen. Es reicht nicht aus zu wissen, welche Wünsche der Kunde bezüglich des Produkts oder der Dienstleistung hat, sondern welcher tatsächliche Zweck erfüllt werden soll und welches Ziel der Kunde verfolgt.

Warum das wichtig ist? Traditionell arbeiten Organisationen nach dem Motto „Ich produziere etwas und vermarkte
es“; man identifiziert sich mit dem Produkt oder dem Service, den man anbietet und betreibt dann großen Aufwand, um den Kunden zu überzeugen, dass er dieses Produkt unbedingt braucht. Dem gegenüber stehen Organisationen, die sich nach dem Prinzip Erkennen und Reagieren (Sense and Respond) ausrichten: Sie definieren sich über den Wert, den sie für ihre Kunden schaffen und sind bereit, ständig mit neuen innovativen Produkten und Dienstleistungen auf veränderte Anforderungen zu reagiere

Download the full article here Agile Review Interview Parry Sense and Respond

Apr 01

Diagnosing the system for organisations. Stafford Beer. Book recommendation by Stephen Parry

beerA great introduction to systems theory, the system modeling and characteristics devised by Beer are very simple and useable. Makes you think about the organization in a wider context being influenced by external and internal forces and describes methods for distinguishing between the two. I recommend studying this book, and persisting with its ideas, fully aligned with the concept and management practices of the adaptive-lean enterprise

Diagnosing the System for Organizations (Classic Beer Series)

 

Mar 27

The case of Fujitsu Services: Sense and Respond. Book citation by Bernard Marr

Book Citation for Sense and Respond by Stephen Parry.

Strategic Performance Management:Book Citation Extract Synopsis
The following text is an extract featuring the work of Stephen Parry and Susan Barlow while they were at Fujitsu Services. Bernard Marr ran independent studies to demonstrate the effectiveness of their work. Published research is referenced at the end of this article. More information can be found in Sense and Respond: The Journey to Customer Purpose by Parry and Barlow (Palgrave 2005)

Book

 

Strategic Performance Management: Leveraging and Measuring your Intangible Value

Bernard Marr

Butterworth-Heinemann

(Mar 2006)

 

An enabled learning environment in practice:

The case of Fujitsu Services: Sense and Respond.

Fujitsu Services is one of the leading IT services companies in Europe, the Middle East and Africa. It has an annual turnover of $l .74 billion, employs 14500 people and operates in over 20 countries. It designs, builds and operates IT systems and services for customers in the financial services, telecommunications, retail, utilities and government markets. Its core strength is the delivery of IT infrastructure management and outsourcing across desktop, networking and data centre environments, together with a full range of related services, from infrastructure consulting through to integration and deployment.

 

In Fujitsu Services, the helpdesks provide a critical function. These helpdesk call centres represent an integral part of service delivery and the primary point of contact for customers. If you are a customer that has outsourced their IT infrastructure management to Fujitsu Services, the helpdesk would be your point of contact if anything goes wrong or if you experience any problems with your computer hardware or software. Helpdesk agents can then either solve the problem or pass the work on, e.g. to an engineer who then comes out and fixes the problem. It is often argued how call centres are changing the way companies communicate with customers and that they are a strategic asset in delivering exceptional service quality. Many organizations believe they are using their call centres to differentiate their product or service offering, to build and maintain customer relationships, and drive customer satisfaction.

 

The reality, however, is often very different. I am sure most of you can relate to the aggravation that is often caused when customers try to contact call centres or helpdesks. It often starts with a finger ballet to communicate with the interactive voice response (IVR) system, then endless queuing listening to the same irritating piece of music, and when we finally speak to someone they can sometimes be abrupt and unhelpful. Instead of treating call centres as service providers, they are often treated as unnecessary cost centres that have to be squeezed for efficiency In many cases this is due to outsourcing service level agreements, which specify performance targets of everything that is easy to measure such as queuing time, the number of calls taken, or average call duration.

 

There was a growing realization at Fujitsu that the traditional approach to Performance Management was failing customers. Operating in the IT outsourcing sector, Fujitsu found it almost impossible to differentiate itself in a very aggressive marketplace. A functional focus resulted in a lack of cohesion and fragmentation. Not dissimilar to other call centres, many client accounts were operating at contractual obligation levels and no higher, while 15% of client accounts were at critical levels of dissatisfaction and were unlikely to be renewed. Furthermore, the turnover of front-line call centre staff was 42%

 

The message was stark for Fujitsu – it had to rethink its Strategic Performance Management approach if it wanted to stand out from the crowd. What Fujitsu found was that the traditional way of measuring and managing performance stood in the way of a new strategic approach towards Performance Management. Fujitsu changed both the way that it approached Performance Measurement and Performance Management. In addition, Fujitsu saw this as an opportunity not only to redesign the organization but also to change the way Fujitsu worked with its customers. It was clear that customer satisfaction had to be a given. However, what Fujitsu wanted to change was its relationship with its customers – from service level contracts to a partnership model where customer success became a new goal. For this, it was critical to understand what was creating value for customers and what was not.

 

Fujitsu recognized that information about what was creating value for its customers had to come from its front-line agents, since they are the ones speaking to customers all day long. However, the way performance was measured – with a strong focus on efficiency measures prevented call centre agents from spending time ‘listening’ to customers.

 

All focus was on speed and numbers. The first step Fujitsu took was to remove these measures from front-line employees to avoid the ‘measurement trap’ and prevent dysfunctional behaviour. Call duration and number of calls are still important indicators for managers to ensure the correct levels of resourcing, but they are the wrong measures to influence the behaviour of front-line agents.

 

Fujitsu realized that if front-line agents are measured and rewarded on overall service delivery, they are the ones who can help to improve exactly this. They can provide critical information about service shortcomings, possible bottlenecks, and future innovation. For that reason, Fujitsu changed its approach and started to treat call centre agents as knowledge workers and began to leverage their knowledge for process and product innovation.

 

In order to create the context for knowledge work, the second step was to establish what I call an enabled learning environment. Fujitsu redesigned its management approach with a new emphasis on people, the problem-solving process and value creation. This involved a change in management style with leadership principles based on intrinsic motivation and the creation of possibilities for others to succeed in a way that provides choice, not ultimatums.

 

It involved the identification of training needs, the deployment of new skills, and the reorganization of roles and responsibilities. The hierarchy within Fujitsu was essentially turned upside down. The role of managers was changed from one of authority to one of support. The central responsibility for them became the provision of the necessary knowledge and tools to allow front-line staff to handle the needs of the customer and assume responsibility for the end-to-end service, even if that service left the confines of the helpdesk at Fujitsu and was transferred to other client suppliers.

 

Today, dedicated front-line teams take on the role of establishing how they add value to their clients. They address questions such as ‘what do our customers want to achieve?’ and ‘what is Fujitsu’s role in this?’ Its new Strategic Performance Management approach enabled Fujitsu to move from a make-and-sell mentality toward a sense-and-respond mentality.(24)

 

To understand how Fujitsu is creating value for their customers, front-line agents create a value creation map – a visual representation of the value proposition to their customers and the key competencies and performance drivers required from Fujitsu to help deliver the value proposition. In a so-called ‘intervention process’, front-line agents analyse the customer requirements and map out how they can help to deliver these. This often involves a visit to the customer sites to better understand their environment, working conditions, and value proposition. Subsequently, the front-line agents design appropriate performance indicators which they own, review, and act upon.

 

One of Fujitsu’s customers is, for example, an airline company that has outsourced its IT management to Fujitsu. Airline employees would ring the helpdesk if they experienced any problems with their IT equipment (e.g. printer doesn’t work or servers are down). The success measures for the helpdesk team which handles the airline calls will be the overall service rating from the airline, i.e. has the IT infrastructure been managed satisfactorily by Fujitsu, instead of ‘have the calls been handled within 2 minutes’. Front-line employees in Fujitsu now analyse and classify incoming calls in order to understand whether they are ‘creating value’ or ‘restoring value’. The latter might be preventable by improving processes as part of Fujitsu’s service delivery, e.g. an engineer didn’t turn up soon enough to fix an essential ticket printer at the airport and the customers are chasing up. Front-line agents now look at what kind of calls they are getting and see what they tell them about their overall end-to-end service delivery.

 

They might get calls because other parts of the business are not delivering and therefore customers are chasing their products. Trying to knock off a few seconds to optimize such calls would clearly be the wrong thing to do; instead, this information needs to be passed on in order to improve performance along the entire value chain. Cross-functional performance improvement meetings are used to explore how overall service delivery can be improved, and the input from front-line agents is of critical importance. Here new processes are established to ensure, for example, that either the engineer turns up more quickly the printers are replaced with more reliable printers, or maybe clients are trained to fix essential equipment by themselves.

 

Sometimes, sub-optimal processes in the customer organization are responsible for problems with the IT systems and are, therefore, preventable calls. In such cases the information is fed back to the clients so that they can improve their own internal processes. In one case, Fujitsu discovered that many employees were ringing to reset passwords at night, when no helpdesk was available for that client. This meant that they sometimes had to wait hours until the helpdesk agents were available again in the morning to reset a backlog of passwords. Instead of arranging 24-hour helpdesk service, the solution was for the client company to change their processes and give some of their employees the ability to reset passwords when the helpdesk was not available. Under the old regime there would have been no incentive for anyone in Fujitsu to suggest this approach. For the airline company helpdesk intelligence has managed to reduce queues at ticket offices, check-ins and boarding gates. Calls into the helpdesk have fallen by 30, system availability has increased, and client IT operating costs have decreased.

 

This new approach created completely new relationships between Fujitsu and their clients. Instead of operating at only contractual obligation level according to efficiency measures specified in service level agreements, Fujitsu now operates on a partner level that allows mutual performance improvements. Commercial contracts between Fujitsu Services and its clients had to be restructured to realize mutual benefit from call reduction and mutual value maximization. The results of this change in the way performance is managed in Fujitsu Services are impressive. Today, Fujitsu achieves 20% higher customer satisfaction, and was further able to increase its employee satisfaction by 40%. Its staff attrition decreased from 42% to 8%, operating costs decreased by 20%, and contract renewal and service upgrades amounted to £200m. Since implementation of its new Strategic Performance Management approach, Fujitsu won the National Business for the Best Customer Service Strategy and was awarded the European Call Centre of the Year award for the best people development programme.

 

Today Fujitsu is continuously redesigning its capabilities and offerings, not based on market intelligence but on customer-knowledge and Strategic Performance data. Fujitsu recognized the potential of a new Strategic Management approach and applied it in a wider context. In addition to the helpdesk environment, these principles have now been applied to many other parts of the organization.

 

I believe that this case study demonstrates the power of an enabled learning environment and how it can help to make Strategic Performance Management a reality. It enables organizations to continuously learn and innovate, and therefore ensures long-term success.

The time is right for more organizations to think about their Strategic Performance Management processes and how to create an enabled learning environment.

 

References and end notes.

24 See for example: Parry, S., Barlow, S. and Faulkner, M. (2005).

Sense and Respond: The Journey to Customer Purpose. Palgrave

 

 

Strategic Performance Management by Bernard Marr: Book Description

This book is about strategic performance management for the Twenty-First Century organization. In a practical step-by-step approach it navigates readers though the identification, measurement, and management of the strategic value drivers as enables of superior performance. Using many real life case examples this book outlines how organizations can visualize their value creation, design relevant and meaningful performance indicators to assess performance, and then use them to extract real management insights and improve everyday strategic decision making as well as organizational learning.

A key focus of the book is the important issue of creating value from intangible assets. Much has been written about the importance of intangible assets such as knowledge, skills, relationships, culture, practices, routines, and intellectual property as levers for organizational success. However, little has been published that tells managers how to do that.

This book moves beyond just raising awareness and provides practical tools and templates, gathered in many extensive case studies with world-leading organizations.

The key issues the book addresses are:
• How do we identify the strategic value drives, especially the intangibles, in our organizations?
• How do we understand their strategic value using the powerful mapping tools?
• How do we then measure the business performance?
• How do we use performance indicators to improve decision making and organizational learning?
• How do we align performance reviews and risk management with our strategy?

Well grounded in theory and packed with case studies from around the world, this book will function as a guide for managers as well as a reference work for students and researchers. The tools described in this book are not only suitable for leading international corporations, but have been designed to be equally appropriate for not-for-profit organizations, central and local government institutions, small and medium sized businesses, and even departments and business units. The ideas, tools, and templates provided allow managers to apply them straight away and transform the way they manage strategic performance at all levels of their organization.

 

Mar 21

Collection of A3 thinking related tweets from Stephen Parry

I was recently preparing course material for an executive coaching program to develop A3 thinking within the management team. I found it difficult to put over very quickly the different behaviors and thinking Adaptive Lean and particularly the A3 thinking process brings about. Then I hit upon the idea of going back through all my tweets and collecting those related to the A3 thinking process. Feedback from the management team was positive and the collection brought greater insight to the coaching they received.  In the interest of sharing and promoting better management thinking here is the list. Please add your own as well.

 

 

thinking and feeling

A3 Thinking related tweets from Stephen Parry.

Trying to understand adaptive service from its parts is like trying to comprehend cakes from studying eggs, flour, sugar and fan assisted ovens.

There is a world of difference between helping people to see and telling them they are blind.

A3 Thinking is ALL about developing intelligence, not processes, methods or even solving problems.

You do not need eyes to see you need vision. Anon

Not having time for improvement is the biggest business case you can make for improvement. So stop using it as an excuse not to improve.

If you don’t have time for improvement it’s because you did not spend any time on improvement.

Thinking you can learn A3 thinking from a book is like thinking you can learn to drive by reading the Highway Code.

Define problems in the terms of the problem, NOT in terms of the solution.

At work, everyone thinks they know what the problems are, few know the causes fewer know how to solve them and fewer have the courage to try.

Transformation program’s that start with a solution, usually justify and define the problem through the lense of the solution

In companies, most people can tell you what’s wrong, fewer people can say why it’s wrong and even fewer know how to right the wrong

Bad management, competition without cooperation. Getting a bigger slice of the pie, but not making the pie bigger!

Management by walking around is not the same as going to gemba, you need to know what questions to ask, and stay long enough for an answer.

Your low hanging fruit has been taken by your competition a long time ago, you just haven’t noticed

We are being ruined by best efforts directed the wrong way. We need efforts directed by a theory of management. Deming

Zero defects and meeting specifications are not good enough, it’s how the system works overall that matters. Deming

If you can’t change the people change the system.

In today’s world you not only have to think outside your box but you must work outside your box

There has to be a clear line of sight between ALL the work you do and customer value

you can’t map the value stream unless you first know what value looks like from the customers perspective. 1st principle

Cherry picking always leaves you with sticky fingers!

90% of the Value Stream Maps show just the local departmental processes. You then optimise locally and make the value stream WORSE

If you measure your customer experience using averages don’t be surprised to find yourself delivering an average customer experience

Evolution is to blame, human mind wired to see patterns where there are none and favour correlations and false positives.

When a wise man points to the stars only a fool would look at his fingers. Anon

Consensus often creates a false sense of security and is no guarantee of being correct.

Creating choice, freedom and the power to do what matters creates change, nothing else.

Do not desire the wish to believe, rather foster the will to find out. Anon.

Sometimes the best you can hope for is lighting a small candle in the darkness, so others have the choice to stay or move forward.

Acceptable ideas are no longer competent and competent ideas are not yet acceptable. Stafford Beer

Even a fool knows more about his own house than the wise man who has never visited.

First you must open minds before you can open eyes.

Absence of evidence is not the same as evidence of absence. Anon

Those who complain about reductionism don’t really know what it means. -its to simplify theory to what works as a predictor and not beyond –

You can’t predict the action of water by studying its molecules, to do that we need another order of analysis that is fluid dynamics.

Often with patience, you can prise open closed minds to a new reality, but only if the mind is not welded shut by self-delusion.

Driven by open-minded curiosity, exploration, the joy of understanding, and the wonder and mystery about what we don’t yet know.

There is a world of difference between systems-thinking and building a Thinking-system.

Systems-thinking problem solving and building a thinking-system require very different levels of knowledge.

Problems start when open mindedness slips into empty mindedness.

Sure sign of management failure is reorganising management structures around themselves instead of reorganising the work around the customer.

People don’t join up the dots? Well sometimes they are just dots, don’t fool yourself into thinking the dots are joined up.

True, Science does not know everything, that’s why we have science, and it knows an awful lot more than anything else on the planet.

Try to argue as if you think you are right, not know you are right.

‘It is not that there are no certainties, it is that it is an absolute certainty that there are no certainties’ Hitch 22

Finish starting and start finishing.

Lean-six sigma is the very worst of both worlds.

‘what can be asserted without evidence can be dismissed without evidence’

Changing the system is like changing transport, don’t ask a train driver to think like he driving an aeroplane and expect him to take off.

Progress is better than perfection.

Perfection is the perfect lie.

Perfection can only be measured against purpose, which can gradually change. So cut out perfection and always strive to stay on purpose.

Everyone wants to go to heaven but nobody wants to die.

How to lose your best knowledge workers: ensure the org is not committed to learning. No time to read, learn, share, discuss, improve.

The fuel of the adaptive  lean enterprise is trust, transparency and integrity.

Education is as much about revealing your level of ignorance as the acquisition of knowledge.

Data and facts from the customers perspective puts everyone at the same level on the org chart

When in power its easy to exercise power, but it takes real power to admit weakness.

Often people resist change because it robs them of something to complain about.

It is profoundly illogical to think you can change your organisational culture using your current organisational culture!

Silo thinking is an OUTCOME of someone designing silo organisations measurements, targets and budgets. Fire the designer. Don’t blame the staff.

When you have mastered the real A3 thinking process, you have one of the best Baloney detectors man can devise.

Management focuses on what they can control leaders focus on what needs to be influenced.

‘Science is like a blabber mouth who ruins a movie by telling you how it ends’ Ned Flanders, The Simpsons

Leadership is the art of creating possibilities in the face of reality. Quote Sense and Respond Book

 

 

 

 

Feb 24

Learn Lean by doing? not if its swimming.

I was recently delivering a seminar on creating a lean climate, and telling people that trying to intellectualize the various lean components in order to understand and appreciate adaptive-lean was futile, it was like learning to swim without water.

I have used this analogy for many years. So you can expect my surprise when a student from Denmark shouted out – ‘But you can learn to swim without water, well at least that’s what they were teaching pupils in Scandinavia!’

There followed a brief conversation of disbelief on my part and then I asked him to prove it… so we googled it and sure enough he was right…..  See what you think, please share your views……

Here is the article in full.

Students must learn to swim far from the water

School swimming lessons have been cut for 20% of the country and in other areas replaced by tørsvømning in the classroom. Danish Sports Association fear it will mean more drowning’s.

Breaststroke is trained on the tables in the classrooms. Or on the floor.

Tørsvømning is beiswimmingng given to school children in 20% of the municipalities where it has ditched the traditional swimming lessons, according to a study by University of Southern Denmark.

Tørsvømning is the only option some schools have to teach swimming where the school does not have a swimming pool or where the school has no money to spend on bus transportation. “But we live in a country with 7.500 km coastline. It is basically very important that we learn to swim”says Pia Holm Christensen, director of the Danish Swimming Federation.

She believes that education and safety precautions can easily be taught in the classroom, but swimming skills are impossible without going into the water.

The Danish Sports Federation expressed the same concern. “To learn to swim without water is like trying to learn to ride a bike by reading about it in a book. It cannot be done. We fear that the cuts will mean that we will see more drowning accidents in the future, when the Danes do not have basic swimming skills in place, “says Steen Dahl Petersen from the Danish Sports Federation.

Rescue and Lifesaving a Critical Education Goal.

Though schools in a fifth of the municipalities cannot find the resources to send students to traditional swimming lessons, they must continue to teach swimming. The ministry’s so-called ‘Shared Goal’ for primary schools is that children should learn rescue and lifesaving. And so now they teach tørsvømning. “Of course they cannot learn how to rescue or to save lives. You can talk to them about common sense and precautions when on the beach” says Pia Holm Christensen.

“We probably would reintroduce swimming lessons starting next school year. We are working on the on-going budget negotiations. It was a bad decision to cut swimming lessons away in his time, “says Haderslev Socialist mayor Jens Christian Gjesing.

 

 

Feb 19

Stephen Parry Speaking at Digital Conference: Lincolnshire Launches Super Fast Broadband Network

In the press: Stephen Parry

Digital Expertise Offer at #godigital2013 Conference

Posted on 01 February 2013.

DoubleTree by Hilton Hotel LincolnThe first ever onlincolnshire Digital Conference will be held at the DoubleTree – Hilton Lincoln on 13th March 2013

Experts on the internet, social media, newspapers and business development will speak at an event in March aimed at encouraging businesses to ‘go digital’ in 2013.

Organisers of the onlincolnshire Digital Conference have lined up international speaker Stephen Parry from Lloyd Parry, who has won awards for his creative business methods, along with Trefor Davies from Timico Technology Group, Jonathan Fitzgerald from Lincolnshire County Council’s communications team and Richard Duxbury from Lincolnshire Media, which publishes the Lincolnshire Echo.

The idea behind the event is to inform, engage and connect Lincolnshire businesses so they don’t get left behind the rest of the UK when superfast broadband arrives. It will be held at the DoubleTree by Hilton Lincoln on 13th March 2013.

Stephen, whose firm helps businesses across the globe embrace new technology and change the way they work to fully take advantage of it, will explain how companies can encourage their employees to be more creative and innovative.

“Super connectivity is the digital equivalent of the railway coming to town, providing new opportunities, new types of work and access to new markets,” said Stephen, who has received awards from the European Service Industry for the Best People Development Programme and a personal award for innovation and creativity.

“A new mind set and skill set is needed to ensure the technology works for the people and not the other way around.”

Richard’s talk is set to explain how the media industry has embraced the digital age to continue to be able to provide news and information to the local community.

He added: “Faced with significant challenges associated with how people are now accessing information, our multimedia approach really is growing our audience. The unrivalled reach of local people is only possible by constantly evolving the business and embracing new technologies.”

Trefor Davies is the co-founder and Chief Technology Officer at Timico Technology Group. His blog trefor.net is one of the most widely read in the UK telecommunications industry and is often referenced by the UK media including the BBC, Telegraph and Guardian. Radio appearances include the BBC Radio4 Today Programme, 5 Live Breakfast and a number of BBC local radio stations. His talk will look at the technologies available and offer examples of how some Lincoln-based businesses have benefited from new digital services.

The council’s Strategic Communications and Digital Engagement Officer, Jonathan Fitzgerald, meanwhile will demonstrate the power of social media. He said: “Lincolnshire County Council has connected with its audiences using the power of different facets of social media. This talk won’t just be about how local government uses social media, but how any brand or business can make creative use of it.”

Delegates will get a chance to take part in a question and answer session with all the speakers.

Details of the keynote speaker have not yet been announced.

Lincolnshire County Councillor Kelly Smith, Executive Member for Finance and HR, said: “The county council will soon be rolling out first-class broadband across Lincolnshire. This conference will be a chance for businesses to find out more about the opportunities this will bring for them.

“Many businesses aren’t aware yet of how to take advantage of the digital services that come with better broadband, and the many commercial opportunities through improved efficiency, connection with customers and exposure to an expanding global market. Our aim with the conference is to change that.”

The conference is part-financed by the European Regional Development Fund (ERDF) and organised by digital specialists CDI Alliance on behalf of Lincolnshire County Council.

Selected suppliers and Digital Business Cluster members will be invited to showcase and demonstrate their online and digital products and services to the delegates, highlighting the local knowledge, skill and expertise available within the county.

Further details about the conference, including the name of the keynote speaker, will be announced in the coming weeks, but people can keep up to date by visiting www.onlincolnshire.org, following @onlincolnshire and #godigital2013 on Twitter or by joining the onlincolnshire Business Support group on Linkedin.

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