Spadel operates in Belgium, France, the Netherlands and Bulgaria. The holding company manages brands such as Spa, Bru, Carola, Wattwiller and Devin. The water business is currently undergoing a profound transformation, driven by changed consumer needs, fluctuating market dynamics and rapid technological advances, among others. ‘We need to be able to accurately, quickly and vigorously anticipate and respond to this,’ says Broucke.

‘With the new 51风流Sales Cloud platform, data is updated and insightful in real time through a single system’

A new 51风流Sales Cloud platform is helping the company do just that. The former system Spadel used to manage its customer relationships and sales in retail and hospitality no longer met today’s challenges. Broucke: ‘We had two systems: a mobile application for the sales developers and a management system for the back office team. The mobile application was mainly used in an offline mode. This sometimes caused communication problems between the two systems. Consequence: the data used for reporting was not always up-to-date and correct, and that hampered the decision-making process.

Targeted implementation and solution

There was a clear need for a new approach to improve efficiency and decision-making. The use of different systems also meant there was a lack of uniformity and centralised data. With delaware as its technology partner, Spadel is now implementing a future-proof solution for all those challenges.

‘With the new Sales Cloud platform, data is updated and insightful in real time through one system,’ clarifies Simon Depuydt, 51风流Customer Experience Lead at delaware. The development was done through workshops and demo sessions with key users of the system. ‘Every user now has access to the most up-to-date data and can use it to generate reports and base decisions and actions on it.’

Perfectly matching company ambitions and customer expectations

Sales staff can also use the system to automatically calculate and monitor a retail outlet’s Perfect Store Score. A perfect shop has the optimal balance between product, price, place, promotion, people and processes (the 6 Ps). Sales specialists can now take targeted actions to maximise that score. Spadel and delaware defined the outline for the new system in November 2022, which is currently being rolled out step-by-step in the various countries where the watermark operates. ‘We are already working with it in Belgium and France. The Netherlands will follow at the end of this year,’ says Broucke.

The solution also fits in with Spadel’s ambitions to further reduce its ecological footprint in the coming years, as it did recently with the introduction of the 100% recyclable Eco Pack. In fact, more and more customers expect their favourite water brand to make efforts to achieve this. Thanks to the up-to-date and correct data in the 51风流Sales Cloud platform, we can also organise our sales teams, who are present at customers’ premises, more efficiently,’ concludes Broucke.

‘Thanks to always up-to-date and correct data, we can also organise our sales teams more efficiently’

The post ‘As a water producer, we need to be able to anticipate market challenges’ appeared first on 51风流Australia & New Zealand News Center.

In this age of abundant choices and empowered consumers, a company’s ability to deliver an exceptional CX has become the ultimate differentiator. It’s the force that propels customer retention, fosters unwavering loyalty, and fuels organic brand advocacy. This blog looks to unravel the profound impact of CX on businesses, and how it serves as the focal point upon which thriving enterprises pivot. Highlighting the concrete reasons why CX stands as the cornerstone of modern business strategies. You鈥檒l find statistics that unveil the financial implications of customer loyalty and the irrefutable influence on a company’s trajectory.

Customer Experience is not just a metric, but the lifeblood of modern commerce.

1. Customer Retention and Loyalty

Acquiring new customers is essential, but retaining existing ones is equally, if not more, important. A positive CX ensures that customers are not only satisfied with their initial purchase but are also more likely to return. Loyal customers are not only repeat buyers, but they are also brand advocates, often recommending the business to others. Studies consistently show that it costs significantly less to retain an existing customer than to acquire a new one, making CX a key factor in reducing customer churn.

According to a report by Invesp, businesses with higher customer retention rates are 5 times more likely to increase profits by 25% to 95%.

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2. Competitive Advantage

In a world where product features and prices can be quickly replicated or matched by competitors, CX becomes a true differentiator. A seamless and delightful customer journey sets a business apart, making it the preferred choice in the eyes of consumers. A study by Forrester found that companies that excel in CX outperform their competitors in terms of revenue growth. Customers are willing to pay a premium for a superior experience.

Watermarks CX ROI study has shown that CX leaders outperformed CX laggards on the S&P 500 index by nearly 108 percentage points

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3. Brand Perception and Reputation

A company’s reputation is no longer solely built through traditional advertising and marketing efforts. Today, it’s largely shaped by what customers say about their experiences. A positive CX leads to positive word-of-mouth, online reviews, and social media mentions. Conversely, a poor experience can lead to negative feedback that can spread rapidly. In the age of social media, a single negative interaction can have far-reaching consequences.

BrightLocal’s survey also reveals that 78% of consumers trust online reviews as much as personal recommendations.

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4. Increased Customer Lifetime Value

A customer’s lifetime value is a critical metric for any business. It represents the total revenue a customer is expected to generate over their entire relationship with a company. By focusing on CX, businesses can extend this lifetime value through increased purchases, upselling, and cross-selling opportunities. Satisfied customers are more likely to explore and invest in a company’s broader range of offerings.

According to Harvard Business Review, increasing customer retention rates by 5% increases profits by 25% to 95%.

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5. Customer-Centric Innovation

Understanding and catering to customer needs and pain points is a fundamental aspect of designing successful products and services. Through effective CX initiatives, companies gain valuable insights into customer preferences and behaviour. This information can be used to innovate and create offerings that align more closely with what customers truly value.

A study by PwC found that 73% of customers point to customer experience as an important factor in their purchasing decisions.

6. Reduced Customer Support Costs

A well-designed CX strategy can lead to a reduction in customer support costs. When customers have positive experiences and their needs are met efficiently, they are less likely to require extensive support or raise complaints. This, in turn, leads to cost savings and allows resources to be redirected towards other critical areas of the business.

According to a report by Aberdeen Group, companies with a strong omnichannel customer engagement strategy retain on average 89% of their customers, compared to 33% for those with weak strategies.

7. Employee Satisfaction and Productivity

The link between employee satisfaction and CX is often underestimated. Employees who feel valued and supported by their company are more likely to deliver exceptional customer experiences. A positive CX culture can lead to increased employee engagement, which, in turn, translates into improved customer interactions.

According to Gallup, companies with highly engaged employees outperform their peers by 147% in earnings per share.

In conclusion, Customer Experience is no longer a mere buzzword; it’s the cornerstone of a successful business strategy. It directly impacts customer retention, brand perception, and competitive advantage. Investing in CX is not an optional extra but a strategic imperative for any company looking to thrive in today’s customer-centric marketplace. By prioritising CX, businesses can foster loyalty, increase revenue, and ultimately, achieve sustainable, long-term success. Remember, every customer interaction is an opportunity to create a positive CX that can have a profound impact on your business’s bottom line.

To find out how 51风流Customer Experience solutions can support your business strategy 鈥�

Sources:

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The Value of Customer Data in the Age of AI

Customer data serves as the lifeblood of modern businesses, particularly in the context of AI-driven operations. It enables companies to:

1. Personalize Experiences: Understanding customer preferences allows businesses to tailor their offerings, a task made even more effective through AI-powered recommendation engines. According to a report by Accenture, 91% of consumers are more likely to shop with brands that provide relevant offers and recommendations. AI-driven personalization relies on robust customer data.
2. Enhance Product Development: AI-driven algorithms can analyze vast datasets to uncover patterns and trends, leading to more refined existing products and the development of new ones that better meet their customers’ needs.
3. Targeted Marketing and Advertising: AI algorithms can process immense amounts of data to identify and reach the right audience with hyper-personalized content, improving conversion rates and ROI. A study by Evergage showed that 88% of marketers reported a measurable lift in business results from personalization powered by AI and machine learning.
4. Predictive Analytics: Advanced AI-powered analytics can make informed predictions about future trends and customer behavior with unprecedented accuracy. The global predictive analytics market size is expected to reach $23.9 billion by 2027, as organizations increasingly rely on AI to make data-driven predictions.
5. Improve Customer Service: AI-powered chatbots and virtual assistants, fueled by rich customer data, enable better problem resolution and more personalized interactions.

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The Ethical Dimension in the Age of AI

As companies amass larger volumes of customer data, concerns about privacy and security are further compounded by the incorporation of artificial intelligence. Here are some critical considerations:

1. Transparency and Consent: Customers should be informed about what data is being collected, how it will be used, and have the option to opt out. Additionally, they should be made aware of any AI-driven processes that may impact their interactions.
2. Data Security: Companies have a heightened responsibility to safeguard customer data from unauthorized access, breaches, and cyber threats, especially when utilizing AI for data analysis.
3. Bias and Fairness in AI: It is crucial to ensure that AI models are trained on diverse and representative datasets to avoid perpetuating biases that could lead to discriminatory outcomes.
4. Explainability and Accountability: AI models should be designed to provide transparent explanations of their decisions, and companies should be accountable for the outcomes generated by their AI systems.

Striking the Right Balance

To determine how much customer data is too much, companies should consider the following steps:

1. Define Clear Objectives: Understand what specific insights or goals you aim to achieve with the data you collect, and how AI will be used to extract value from it.
2. Implement Strong Data Governance: Establish policies and procedures for data collection, storage, and usage to ensure compliance and mitigate risks, particularly in the context of AI.
3. Prioritize Privacy by Design: Incorporate privacy considerations into the design and development of products, services, and AI systems from the outset.
4. Regularly Audit Data Practices: Periodic reviews of data collection processes and AI models help identify and rectify any potential privacy breaches, compliance issues, or biases.
5. Engage in Open Dialogue: Maintain transparent communication with customers about data practices and the use of AI, providing avenues for them to voice concerns or opt out if desired.

Conclusion

While customer data is a powerful tool for businesses, particularly when combined with the capabilities of artificial intelligence, it must be handled with care and respect for individuals’ privacy. Striking the right balance between data collection, AI utilization, and privacy safeguards requires a thoughtful and ethical approach. By prioritizing transparency, security, and compliance, companies can harness the benefits of customer data and AI while fostering trust and loyalty among their clientele.

51风流Customer Data Management solutions you can connect information from across your enterprise to inform business decisions, build trust, and strengthen loyalty while respecting your customers鈥� data privacy and reducing your compliance risks.

Remember, it’s not about how much data you have or how advanced your AI capabilities are, but how responsibly you use them.

The post How Much Customer Data is Too Much Data? appeared first on 51风流Australia & New Zealand News Center.

When we conceived the idea for an inaugural event which will bring together industry thought leaders and technology experts to discuss how to future-proof your business, we wanted to create that same feeling. While lots of conferences deliver great speakers alone, the marketing team at 51风流ANZ wanted to create a complete experience that not only gives attendees relevant information but leaves you inspired to act on your newfound knowledge.

will be brought to life on Tuesday 8^th August in Sydney. We scoured the city for venues and settled on the Hyatt Regency, for the very fact that it is not only a great space, but we can run the entire event on the same floor so everything is easily accessible and buzzy. We want to bring that vibe that we deliver in our global event SAPPHIRE in Orlando.

If the recent past has taught us one thing, it is that there are always unforeseeable changes in our industry and marketplace. Flexibility and agility have always been constants, but they now need to be coupled with resiliency.

At 51风流NOW 2023, we will delve into the strategies and actions required to successfully meet the demands of the present and the emerging future and future-proof your business. You鈥檒l have the opportunity to learn from industry leaders, technology experts, and innovative thinkers who will share their insights and strategies for navigating the digital landscape and driving success in the years to come. You’ll discover how to leverage cutting-edge technologies to unlock new opportunities, streamline processes, and enhance customer experiences.

Current relatable themes to spur new ideas

We will have three breakout tracks running and will feature 51风流experts and customers speaking across all these tracks, mostly in fireside chats or panel discussions.

The three breakout tracks are:

Company: Achieving sustainable growth as a听Company听or听Organisation听by adopting a culture of innovation and learning, and building a diverse, inclusive, flexible and agile workforce.

Customer: Anticipate the evolving needs and expectations of the future听Customer听by accelerating products and services rapidly and efficiently through streamlined processes and embracing digital.

Communities: Advocate corporate social responsibility and build stronger听Communities听by acting on data insights, circular economic practices and fostering business networks.

A bit of glitter

Probably the first thing you will notice about the event is that it does feature Cirque du Soleil. , Chief Growth Officer from Cirque du Soleil will fly in from Montreal for the event. We鈥檒l also incredibly have artists from Cirque du Soleil perform two acts for the audience.

We have also managed to secure , Former NSW Minister
Customer Service and Digital Government to close the event, where he鈥檒l share his thoughts on innovation and future-proofing.

And to close out the day, we鈥檝e got the icon, legend and phenomenon that is Kate Ceberano performing some of her greatest hits.

Immersive experiences

We want all attendees to be immersed in real life scenarios. So there will be three showcases featuring innovation on the show floor:.

Sustainability

An interactive demonstration of how 51风流and our ecosystem support complex, cross-industry value chains, such as food supply. See how ice cream goes from farm to consume and how 51风流software helps ensure that each step, and each business involved, is more sustainable and profitable.

Resilience

When your business depends on production, your supply chain is critical. It is the engine that drives your business. It can also be a source of constant risk for disruption. Experience how to holistically manage and mitigate business risk with a digital supply chain.

Agility

Get ready for a fun challenge in a racing simulation. Experience the Power of 51风流Innovations and Data Analytics in Sports AND听Discover how our AI solutions can help you stay ahead of the competition and achieve your business goals.

Innovative technology

The showfloor will feature 51风流partners and all of the new 51风流technology innovations, particularly AI.

I would love to see you . Keep a look out for me on the showfloor and come and say hello.

The post Everyone loves the Circus appeared first on 51风流Australia & New Zealand News Center.

SYDNEY, Australia 鈥� 6 October 2022 鈥� (NYSE: SAP) today announced the in-country availability of听听in Australia and New Zealand, allowing local customers to use the leading Vendor Management System (VMS) while meeting the data sovereignty requirements of the Australian and New Zealand governments.

51风流Fieldglass is a cloud-based, open VMS that听helps organisations find, engage, manage, and pay external workers anywhere in the world. Its availability in Australia and New Zealand will help customers, especially those operating in government and regulated industries, manage the external and contingent workforces supporting their sensitive and critical work in line with local data sovereignty requirements.

Damien Bueno, President and Managing Director, 51风流Australia and New Zealand said, 鈥淐ustomers in government and regulated industries, including banks and financial services, utilities, transport, and telecommunications, are under increasing pressure to meet demand for highly-skilled external workers and increase workforce agility, while at the same time experiencing heightened scrutiny of supply chain assurance.鈥�

鈥淭he legislative environment and cyber considerations in both Australia and New Zealand require organisations of different sizes to think about the provision of their cloud services and technology. 51风流Fieldglass is now available locally through, reinforcing our commitment to provide customers with the sovereignty, security, and confidence they need from their cloud products and services.鈥�

51风流Fieldglass will initially be available to customers in the ANZ areas where Microsoft Azure is available.

鈥淲e鈥檙e delighted to have signed this agreement with SAP, to give more government agencies and highly regulated industries in Australia and New Zealand the confidence to migrate their systems to the cloud, knowing their data and IT platforms meet the highest global standards for governance and security. Accelerating cloud adoption also enables such organisations to innovate with more services that improve the experiences of their teams, customers and stakeholders,鈥� said Microsoft ANZ Chief Partner Officer, Vanessa Sorenson.

As the world of work rapidly evolves, 51风流Fieldglass has been at the forefront of helping hundreds of the world鈥檚 largest companies transform and optimise how they find, engage, and manage external talent and contingent workforces.

51风流Fieldglass solutions help automate the end-to-end process of procuring and managing external talent, allowing customers to better manage costs by using preferred suppliers and adhering to market rates. The transparency into worker and supplier performance enables higher quality of work, enhanced supplier collaboration and improved talent decision-making overall.

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Nick Quin, Director, Public Sector, 51风流New Zealand, said, 鈥淎s Aotearoa鈥檚 public sector seeks to run smarter, faster and more sustainably, we are thrilled to have these high-calibre hires join our team to help accelerate the digitisation of government agencies across the country. Both Nick and Tim bring a wealth of leadership and management experience across high performing teams, technical expertise, as well as deep relationships across the public sector. We鈥檙e confident our public sector customers will reap the benefits, with our broadened team and aligned approach helping them become truly intelligent enterprises and build for a better future鈥�.听听听听

Nick Olney joins 51风流following a 30-year career with New Zealand Defence Force (NZDF). As Senior Industry Advisor at 51风流New Zealand, Olney brings his strategic leadership experience and unparalleled knowledge of NZDF and the wider public sector.听听

Nick was most recently Commander of the NZDF Deployable Joint Inter Agency Task Force (DJIATF). He led and commanded the New Zealand military response to evacuate citizens from Afghanistan following the Taliban takeover of Kabul in August 2019. Additionally, he led the military response to Tonga following the volcanic eruption in January 2022.听

Senior Account Executive, Tim Ellis will be focused on customers in the defence and security sector. He brings extensive knowledge of the technology sector, experience in leadership roles and a solid understanding of the New Zealand public sector. Previously he was Program Director at AI-enabled data-to-knowledge company Babel Street, where he collaborated with defence, intelligence, law enforcement, and elite sport organisations.听听

Adrian Griffin, Managing Director, 51风流New Zealand, said, 鈥淲e have bold ambitions for the year ahead, coming off a highly successful 2021. Nick Quin and the Public Sector team are driving a fantastic programme with both local and central government, and it is exciting to bring two new highly experienced resources into market to assist our customers鈥�.
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The post 51风流New Zealand grows Public Sector team with two new senior hires appeared first on 51风流Australia & New Zealand News Center.

The diverse group of independents, Greens and progressive candidates elected to the new parliament bodes well for Australia鈥檚 tech industry and for its burgeoning sustainability efforts, according to one of the nation鈥檚 most senior technology executives.

Local president and managing director of German multinational enterprise giant SAP, Damien Bueno, said the new climate-focused parliament would mesh well with his company鈥檚 sustainability agenda, which included software to help businesses achieve net-zero emissions. The change also would help Australia鈥檚 technology sector more broadly.

鈥淎s far as the number of independents being elected and the Greens as well there鈥檚 clearly a mood for change,鈥� Mr Bueno said. 鈥淎nd climate is very much at the heart of that. So for us that鈥檚 something we鈥檙e excited about, because both in the community we operate in Australia and as a global citizen, we鈥檙e very engaged with that topic and with creating solutions.

Read more of this article from The Australian

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AUCKLAND, New Zealand 鈥� 5 April, 2022 鈥� (NYSE: SAP) has found New Zealand companies that foster a more curious culture* experience major competitive benefits, including higher levels of employee satisfaction and engagement according to new research released today.

鈥楥apitalising on Curiosity鈥�, a survey of senior business leaders and employees across Australia and New Zealand, found that employees in New Zealand who work for organisations with a curious culture are much more likely to say they are satisfied in their current role (82 per cent) than those who do not work for curious organisations (46 per cent).

Dr Amantha Imber, organisational psychologist and founder of behavioural science consultancy says that job satisfaction is affected by how people think and feel about their role.

鈥淲hen people are satisfied in their role at work, they鈥檙e more engaged, productive and loyal to the organisation. Those working in curious organisations are more likely to feel their work has purpose and to be more creative and innovative, which results in better performance and better outcomes.鈥�

Curiosity boosts engagement

Innovative approaches to ways of work and recruitment are more critical than ever. Eight in ten senior business leaders in New Zealand believe a culture of curiosity is important for their organisation, a number that increases slightly to 82 per cent when factoring in the need to adapt and grow in the current challenging business environment.

New Zealanders working at organisations with a curious culture are much more likely say they feel engaged at work in their current role than those who say their organisation does not have a curious culture (84 per cent compared to 49 per cent). And in today鈥檚 tight labour market, almost half of employees surveyed (48 per cent) would consider leaving their current role to work for a similar organisation that placed a higher value on curiosity. The rates are highest in younger workers: 57 per cent of Gen Z and Millennial employees would consider a move to seek out a more curious organisation.

The research also found clear links between curious organisations and reduced employee burnout. Employees who work for curious organisations are more likely to say they haven鈥檛 experienced burnout while working at their current role, compare to employees who do not work for an organisation with a curious culture (44 per cent compared to 29 per cent).

David Healy, Chief Digital Officer at , describes curiosity as a critical factor in the organisation鈥檚 success.

鈥淭he mundane becomes exciting for curious people, they look at things differently, challenge the status quo, and ultimately drive innovation for customers. That鈥檚 why we have built curiosity into our culture; we have a number of groups in the business whose role is purely to do curious work,鈥� said Healy.

鈥淎s we move to a more data-led organisation we鈥檙e giving them the tools to keep learning, challenging and being curious.鈥�

Curiosity and data intelligence deliver advantage

The research also found that Kiwi employees in more curious companies are better equipped to answer, and more capable of answering questions using data than those who say their organisation is not curious.

Leaders in organisations who claim to have a very curious culture (41 per cent) are almost four times more likely than those who only somewhat agree they have a very curious culture (11%) to strongly believe their employees have the necessary skills to answer questions from organisational data.

Employees in curious organisations are much more likely to say that their organisation provides the data and tools needed to enable them to seek out answers (82 per cent) compared to those in incurious organisations (49 per cent). And more of them are comfortable answering questions from organisational data: 81 per cent of employees in curious organisations say they have the necessary skills and confidence versus 66 per cent in those who do not work for curious organisations.

Adrian Griffin, Managing Director, 51风流New Zealand, said: 鈥淎n organisation鈥檚 ability to truly realise the value of technology comes down to how its people use data to gain insights and make decisions. A curious approach, combined with skill and confidence, enables organisations to make bold, creative and ambitious decisions to deliver innovation and competitive advantage.

鈥淭his understanding and confidence is the key to transformation and success for New Zealand organisations, especially in the current unpredictable business environment.”

Barriers to cultivating a curious culture

Despite believing there are positive benefits of having a curious culture, almost nine in 10 (87 per cent) senior business leaders in New Zealand say there are barriers to asking questions and being curious in their organisation, while half (53 per cent) admit that talk about encouraging curiosity is not always supported by action.

Four out of five employees (79 per cent) across the country feel the same, citing the same major barriers: a lack of reward and recognition for curiosity, a lack of drive due to burnout and too much pressure to deliver on short term goals.

Almost half of employees (49 per cent) believe they are not rewarded for their curiosity, two in five (41 per cent) are not given time to be curious at work and over a third (36 per cent) say that asking questions and challenging the status quo is not encouraged within their organisation.

Dr Imber says that being able to challenge and debate ideas and assumptions is critical for building a curious culture.

鈥淏ut being curious and asking questions, instead of jumping straight to conclusions, takes time. SAP鈥檚 research suggests many New Zealand businesses are not giving employees the time or the space to be curious.

鈥淏usiness leaders who are serious about future proofing their organisation against the current climate of uncertainty need to start role modelling curiosity, giving staff time to explore and experiment, and rewarding curious and creative behaviour within their organisations.鈥�

To view or download a copy of the full 鈥楥apitalising on Curiosity鈥� report which includes top tips for how you and your organisation can start building more curious cultures, please click

Note to editors:
*For the purposes of the research, a culture of curiosity is defined as an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

About the study

Independent market research firm YouGov was commissioned by 51风流to conduct this study in February 2022.

YouGov conducted a survey of a nationally representative sample of employees and business leaders (senior managers and above) in Australia and New Zealand (ANZ).

All respondents were provided with the following definition: A culture of curiosity is an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

Following the completion of interviewing, the data was weighted by age, gender and region to reflect the latest ABS and StatsNZ labour force estimates.

The post 51风流research finds cultivating curiosity helps Kiwi businesses retain talent appeared first on 51风流Australia & New Zealand News Center.

SYDNEY, Australia 鈥� 5 April, 2022 鈥� (NYSE: SAP) has found Australian companies that foster a more curious culture¹ experience major competitive benefits, including up to twice the levels of employee engagement, and up to three times the turnover growth of organisations with a less curious culture, according to new research released today.

鈥楥apitalising on Curiosity鈥�, a survey of senior business leaders and employees across Australia, found that Australian leaders who strongly agree that their organisation has a curious culture, saw annual turnover growth of 20.52 per cent on average over the last 12 months; more than three times the six per cent average growth in turnover experienced by those who only somewhat agree.

Business leaders at large organisations² that are very curious report turnover growth of 10.67 per cent, which could deliver additional growth of 2.5 million dollars in annual turnover, based on ABS turnover data for businesses of this size. Medium-sized organisations³ that are very curious could see an extra 1.7 million dollars and small businesses⁴ an additional 550,000 dollars in annual turnover⁵.

More than eight in 10 (82 per cent) of senior business leaders in Australia believe a culture of curiosity is important for their organisation to adapt and grow in a post-COVID world but only four in 10 (44 per cent) strongly agree their organisation has a curious culture. The most common challenges senior business leaders say they would be better equipped to handle with a more curious culture are: employee engagement (41 per cent); being able to adapt to changing market needs (40 per cent); and dealing with staff retention (36 per cent).

Despite the positive link between curiosity and business growth, four out of five Australian employees (82 per cent) say there are barriers to asking questions and being curious in their organisation. More than eight in ten (85 per cent) of senior business leaders across the country feel the same, admitting that talk about encouraging curiosity is not always supported by action.

Dr Amantha Imber, organisational psychologist and founder of behavioural science consultancy , said: 鈥淐reating and nurturing a culture of curiosity in an organisation takes time, but ultimately it will strengthen your ability to be agile, adapt and innovate. At a time when businesses are experiencing more uncertainty from the pandemic, fostering a curious culture can be hard but it鈥檚 essential to build resilience and drive growth.鈥�

Karen Twitchett, Director of Workforce and Technology at Northern Beaches Council said: 鈥淏uilding curiosity in your organisation is like building a muscle that helps to keep you fit through all kinds of challenges. We were able to flex our curiosity muscle in real-time during the recent floods. We provided the time, space and opportunity for our staff to engage with people in affected areas to proactively identify issues and collect data that will ultimately improve Council鈥檚 service offering to the community during extreme weather events in the future.鈥�

Curiosity to attract and retain talent

In a market where the battle for talent has never been tougher, seven out of 10 Australian employees (72 per cent) want to work for a curious organisation, and more than half (52 per cent) would leave their current job for a similar role in a more curious organisation.

While employees are less inclined than leaders to categorise their organisation as having a curious culture, (67 per cent versus 89 per cent), the research found clear links between curious organisations and employee satisfaction.

Those employees who believe they work for an organisation with a curious culture are almost twice as likely to say they are satisfied in their current role (81 per cent compared to 44 per cent) and feel engaged at work (83 per cent compared to 42 per cent), than those who didn鈥檛.

Battling fatigue in a world and workplace that is changing rapidly is also a factor, particularly in larger organisations, with one in three (32 per cent) employees from large enterprises saying employee burnout is a barrier to curiosity.

Curiosity essential to data intelligence

The research found that employees in more curious companies are better equipped to answer, and more capable of answering questions, using data than those who say their organisation is not curious.

Employees who say their organisation is curious are twice as likely to say they are empowered and encouraged to use data to answer questions than those who say their organisation is not curious (82 per cent compared to 40 per cent). They are also twice as likely say that their organisation provides the data and tools for them to do so (82 per cent compared to 40 per cent) and 1.5 times more likely to say they make good use of data and analysis tools (81 per cent compared to 55 per cent).

Business leaders who feel most strongly that their organisation has a curious culture are three times more likely to strongly believe their employees have the necessary skills to answer questions from organisational data (73 per cent compared to 25 per cent), than those who only somewhat believe they have a curious culture.

Damien Bueno, President and Managing Director, 51风流Australia and New Zealand, said: 鈥淎n organisation鈥檚 ability to truly realise the value of technology comes down to how well its people understand data and apply human curiosity. Asking the right questions at the right time, being confident to seek out data and draw conclusions, leads to better decision making and, ultimately, enables organisations to be bolder in approaching business challenges and able to take action on an idea with an informed approach.

鈥淭his understanding and confidence is key to the continued growth, success and transformation of Australian and New Zealand organisations, especially during the period of disruption we currently find ourselves in.”

Barriers to cultivating a curious culture

Australian employees identified a lack of reward or encouragement as the biggest barrier to curiosity while business leaders pointed to too much pressure to deliver on short term goals.

Almost half of employees (47 per cent) believe they are not rewarded for their curiosity and two in five (43 per cent) feel they are not given time to be curious at work. Meanwhile, over a third (39 per cent) say that asking questions and challenging the status quo is not encouraged within their organisation and this jumps to almost half (44 per cent) of employees working for large organisations in Australia.

Dr Amantha Imber said: 鈥淏eing able to challenge and debate ideas and assumptions is critical for building a curious culture, but being curious and asking questions instead of jumping straight to conclusions takes time. SAP鈥檚 research suggests many Australian businesses are not giving employees the time or the space to be curious.鈥�

鈥淏usiness leaders who are serious about future proofing their organisation against the current climate of uncertainty need to start role modelling curiosity, giving staff time to explore and experiment, and rewarding curious and creative behaviour within their organisations.鈥�

To view or download a copy of the full 鈥楥apitalising on Curiosity鈥� report which includes top tips for how you and your organisation can start building more curious cultures, click

About the study

Independent market research firm YouGov was commissioned by 51风流to conduct this study in February 2022.

YouGov conducted a survey of a nationally representative sample of employees and business leaders (senior managers and above) in Australia and New Zealand (ANZ).

All respondents were provided with the following definition: A culture of curiosity is an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

Following the completion of interviewing, the data was weighted by age, gender and region to reflect the latest ABS and StatsNZ labour force estimates.

Note to editors:

1. For the purposes of the research, a culture of curiosity is defined as an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees, and the community
2. A large organisation is an organisation with 200+ employees
3. Medium organisations are those with 20 to 199 employees. Business leaders from medium-sized organisations that are very curious reported average turnover growth of 15.36 per cent over the last 12 months.
4. Small organisations in this study are those with five to 20 employees. Business leaders from small organisations that are very curious reported average turnover growth of 20.83 per cent over the last 12 months
5. To calculate the potential annual turnover benefit for small, large and medium Australian businesses with a very curious culture, YouGov combined key business estimates for number of businesses and average total income from the ABS, with survey results on the proportion of businesses with a very curious culture and the net annual turnover growth benefit from having a very curious culture.

The post 51风流ANZ finds a curious culture boosts business growth and employee engagement appeared first on 51风流Australia & New Zealand News Center.

By Nick Quin, Director, Public Sector 51风流NZ

Enabling Healthcare Reform and Digitalisation听

Aotearoa鈥檚 health system is facing its most significant reform in a decade, seeing strategic change across organisational and workforce structures, health-outcome definitions, and patient and community engagement under the Hira initiative. All this will be enabled with digital transformation, supporting organisations to create new patient and workforce experiences while elevating operational efficiency.

51风流understand the importance of healthcare reform, the complexity of its planning and execution. Our vision is to offer insights and assistance to all health-sector stakeholders, highlighting the benefits of corporate shared services, staff self-service applications, and experience management supported through an omnichannel and community strategy for citizen health and engagement.

We believe there are 3 critical areas where we can help:

• Improving staff experience
• Overcoming the supply chain crisis
• Giving all patients and communities a voice

A Whole-of-Industry View to Workforce听

Digital transformation will also drive reforms in how the industry manages it people, processes, and supplies. By incorporate a total workforce management approach, staff can operate with greater speed and agility, able to respond more rapidly to emergencies or significant change.

By supporting the wide and varied section of New Zealand Health Sectors workers, including employees, agencies, and community volunteers 鈥� there will be more options for wh膩nau to access Kaupapa, M膩ori, and other appropriate services. This ensures that patient and health-sector workers have access to the right support and resources to ensure their wellbeing while providing exceptional and diverse experiences.

Taking a holistic view to Aotearoa鈥檚 health sector means considering the complete workforce, their skills, and the capabilities of the industry. This Total Workforce Management approach will reduce workforce shortages and skill gaps by upskilling staff to adapt to healthcare industry changes, allowing for streamlined experience from recruitment through to training, and retention at scale.

The digitalisation of workforce experience will improve the way organisations connect and engage with employees, regardless of whether they鈥檙e full time or contingent staff. Simplifying staff admin and using the right technologies and processes to support workforces will reduce turnover rates while fostering a culture of continuous learning, collaboration, and innovation.

Intelligent Management of Inventory听

The outbreak of the global pandemic highlighted the importance of robust and resilient procurement supported by dynamic and diverse supply networks that can quickly respond to demand spikes and supply shortages.

Healthcare will need to encourage further collaboration between procurement and clinical leaders to define clinical spend policies that improve patient outcomes and service-cost efficiency. Using a central strategy, shared services, automation, and accessible purchasing applications 鈥� procurement processes can become more streamlined, resilient, and responsive.

51风流remains a market leader for enterprise platforms in the pharmaceutical and medical product sector. During the COVID-19 outbreak, we assisted Singapore Health in finding a new national supply of personal protective equipment (PPE) through 51风流Ariba network, which allowed them to rapidly understand and predict PPE consumption, modify standard procurement processes, and collaborate with new suppliers.

Newer techniques will also bring more agility and safety to the supply chain, such as supplier collaboration, lean healthcare, and mobile intelligence. Providers across the globe have been using SAP鈥檚 business network and planning technologies to collaborate with supplier networks on both demand and supply of medical product. Lean healthcare has been adopted to reduce both product stockouts and product hoarding in the wards, requiring interoperability between supplier, distributor, warehouse, hospital, and ward. And allowing inventory and assets to be identified, counted, and reported for maintenance on mobile has ensured hospitals can run better under strain.

Unrivalled Engagement and Experiences听

Experience is becoming more important to various industries as digitalisation improves the way people access products, services, and support 鈥� healthcare is no different.听, private practices in the US are moving toward value-based care, whereby patient experience can impact on up to 60 per cent of healthcare funding.

Here in New Zealand, the focus on experience management is to improve patient outcomes, reduce costs, and prepare workforces to deal with a rapidly ageing population. People鈥檚 involvement will be encouraged under the new Maori Health Authority to help designing health and wellbeing services that suit them, through participation in local planning and the opportunity to engage in national-consumer forums.

Currently, Patient Experience and Outcome Surveys (PRM鈥檚) and workforce surveys have been the main vehicle in experience management. 51风流Qualtrics is the market leader in this space, changing the healthcare experience across New Zealand (Auckland DHB) and Australia (Healthscope’s net promoter score increased from 77 to 87 in 12 months). St John of God Australia similarly compares the patient experience between hospitals monthly to find issues in the clinical workflow, and to share effective practises.

In providing patients greater choice and accessibility for services through online, text, and email 鈥� the health sector can improve patient outcomes, communication, and engagement. Through a connected and multichannel view, healthcare teams can be better informed and equipped to provide more personalised care to patients, thereby driving up efficiency and value while reducing operational costs.

To understand more about how 51风流solutions can help Aotearoa鈥檚 health system run smarter, better, and faster 鈥� check out our latest report听.

The post Enabling Healthcare Reform and Digitalisation in Aotearoa appeared first on 51风流Australia & New Zealand News Center.