# data[].attributes.attachment_link.title
An Easier Employee Advocacy Platform | Bambu by Sprout Social

# data[].attributes.attachment_link.description
Bambu is an employee advocacy platform that gives your employees a simple way to share curated, pre-approved content across their social networks.

# data[].attributes.attachment_link.readable_text
The web isn't print.

The way we publish on the web - our process and workflow - is mostly derived from what we know about putting ink on paper. Which makes sense, because for most of human history, print was all we had. In a world of connected devices, we need to publish digital content onto all kinds of different devices, screen sizes, and form factors. Right now, our challenge is dealing with PCs, smartphones, and tablets. Tomorrow, who knows where our content will need to go? As we adapt to a world of connected devices, the way we think about our content publishing process and workflow must adapt too.

Watches and glasses and fridges, oh my
A majority of Americans now own a smartphone. While mobile phones are currently the most common new device type - and the most limiting form factor - it doesn't take a futurist (or a fortune-teller) to know that smartphones are just the start of our problems. Tablets are poised to overtake PCs in sales. Handheld devices span a range of screen sizes and resolutions, forcing us to figure out how to take web pages and adapt them for different form factors.

Beyond smartphones and tablets, we know we'll continue to invent new devices. Smart TVs may be the next major wave of new devices in the home (and you can't talk about the future without mentioning the long-rumored yet never-quite-primetime internet refrigerator.) Wearable devices, like internet watches or Google Glass, offer wildly different interfaces for interacting with digital content. At some point, speech-based interfaces, like Siri or in-car audio systems, will offer up content without a visual presentation layer. Who knows? The next innovation in web content might be something we haven't even dreamed up yet.

Whether you think any one of these new devices is the future, a fad, or a flop doesn't get around the reality of the challenge we face in publishing content to these new form factors. We don't even need to predict which one of these new technologies will capture the public's imagination. Some will fail, but certainly some will succeed. Whichever new devices become mainstream, we will need to get our content onto them.

Publishing content to a variety of devices and platforms is fundamentally different from print. This wave of new connected devices means it's time we accept that the web isn't just a glorified print document. The way we think about content needs to change.

The page is dead, long live the chunk
"The page" as a container is so fundamental to how we think about reading, it's hard to break away from thinking about our content that way. On the web, we've repurposed that model, treating all of our content (text, but also graphics, videos, and other interactive elements) as through they "live" on a particular page. Our editorial processes and content management tools encourage us to treat web pages just like the familiar model of a print document.

You don't have to spend too much time thinking about all these new form factors and device types to realize that the very notion of a page doesn't hold up. Content will "live" on many different screens and presentations. The amount and type of content that's appropriate for a PC screen isn't the same as what would work best on a smartphone or a smart TV. The way content gets laid out, styled, and presented must be different for different platforms.

The future of connected devices is content in "chunks," not pages. Smaller, discrete content objects can be dynamically targeted to specific platforms and assembled into new containers on the fly. Which content and how much content appears on a given screen or interface will be defined by a set of rules, informed by metadata. Content will break free of the page and "live" in lots of different places.

Separating content from presentation
When all we had was a print document (or a web page) it was easy to get away with mixing presentation and styling with content. Problem is, decisions made for one platform about what something should look like don't necessarily translate when the content needs to live on multiple platforms. Anyone who's managed a print-to-web workflow knows that styling decisions made for print need to be stripped out and then re-applied to be appropriate for the web. We might have gotten away with that when it was just print and web, but that just won't work in the future.

A world of connected devices means we must start enforcing better separation of content from form. Our content can't have embedded presentation markup that was intended for only one platform. Instead, we need to ensure that styling decisions are made with platform-agnostic semantic metadata.

It's a people problem
We need to change the way we think about our process and workflow. Specific development approaches - whether it's responsive design or another technique - are useful technical solutions, but they don't solve the underlying problem.

As with all major technology innovations, the heart of this challenge is the people side of the problem. People who create and publish content need new tools and new approaches to help them understand how digital publishing is different from print. Our content management technology and workflow need to adapt and evolve too, so that users can envision how their content will be consumed on different devices. We need new ways of thinking about content publishing that make it clear to content creators what it means that the web isn't print.

# data[].attributes.attachment_link.title
Don't Let Paper Paradigms Drive Your Digital Strategy

# data[].attributes.attachment_link.description
The web isn't print. The way we publish on the web - our process and workflow - is mostly derived from what we know about putting ink on paper. Which makes sense, because for most of human history, print was all we had.

# data[].attributes.attachment_link.title
Modern Project & Work Management Platform | Smartsheet

# data[].attributes.attachment_link.description
Smartsheet enables teams to manage projects, automate processes & scale programs in one powerful platform. Maintain visibility & keep distributed teams connected.

# data[].attributes.attachment_link.readable_text
We're at a critical time for the digital economy. Digital is no longer the shiny front end of the organization - it's integrated into every aspect of today's companies. As digital technologies continue to transform the economy, many leaders are struggling to set a digital strategy, shift organizational structures, and remove the barriers that are keeping them from maximizing the potential impact of new digital technologies.

Every year, Russell Reynolds Associates surveys more than 2,000 C-level executives on the impact, structure, barriers, and enablers of digital technologies across 15 industries. The barometer below shows the percentage of executives surveyed who responded that their business would be moderately or massively disrupted by digital in the next 12 months, broken down by industry.

Unsurprisingly, the most disrupted organizations were B2C, with media being the most disrupted and telecoms and consumer financial services close behind.

90% of these organizations profess to having a digital strategy in place. But the sheer pace of change has created a skills gap, which is stopping many of these organizations from moving more quickly. Just over half of the respondents answered "yes" to the question "Do you have the right people to define your digital strategy?" It might be hard for people in HR to hear, but only 20% of those who responded said that their HR function was enabling them to transform, ranking them even lower than finance - an area not exactly known for its agility.

The most disrupted industries typically suffer from a perfect storm of two forces. First, low barriers to entry into these sectors lead to more agile competition. Secondly, they have large legacy business models which often generate the majority of their revenue. These organizations, therefore, have embedded cultural and organizational challenges when it comes to changing at the pace required.

At the other end of the spectrum, the industries that are least disrupted often have perceived higher barriers to entry, and a smaller part of their business that can be digitized. They are less affected, but not immune. Advances like 3D printing and EdX, the joint venture between MIT and Harvard, mean that even industrial production and education are seeing disruption, and are also having their own incumbents lead the disruption.

So what can business leaders be doing to meet the coming changes head-on? There are three levers organizations can pull to keep pace: catalytic roles; culture; and commitment.

1. Catalytic roles. New employees can act as catalysts, speeding up transformation. They are often brought in to disrupt traditional thinking and business models. Bringing in a Chief Digital Officer (CDO) is often the first step for many organizations. But there are two inherent challenges with bringing in a catalyst. First, the role must be positioned correctly, at the appropriate level in the organization, with sufficient scope, influence and sponsorship to make change happen.

The second challenge is finding the right person. It was with this in mind that Russell Reynolds profiled executives tasked with digitally transforming long-established firms, who are often chosen to overcome organizational inertia and drive enterprise-wide digital transformation and innovation. The results are a unique combination of psychometric attributes that broadly fall into five categories. The first two are unsurprising: these leaders are significantly more innovative and disruptive, being 56% more inclined to cut through bureaucracy and 29% higher in their willingness to challenge traditional approaches. These attributes alone are not what make these leaders able to excel in their roles. These executives also score highly in their social adeptness, bold leadership, and determination. Stand-out attributes include being 29% more likely to take initiative and test limits, and 21% more able to adapt to different audiences. It is this combination that makes them able to drive transformation.

In the most progressive organizations, the CDO role is being absorbed, as standalone digital teams are integrated into the core business, leaving hybrid general managers in charge. CDOs beget the need for Chief Data Officers and Chief Analytics Officers. Moreover, new roles, such as the Chief Growth Officer and Chief Customer Officer are emerging. Tasked explicitly with driving growth, these roles combine strategy, corporate development, investment, and operations, as companies seek to find meaningful new revenues streams.

2. Culture. You can't talk about digital without also mentioning its lifeblood - data. The link between the impact of data-driven organizations and culture may not be immediately apparent, but through interviews with senior leaders, we have seen that data quickly shifts the power structure in an organization. Decisions that had previously been deferred to those with years of experience and "a feel for what the customer wants" are now being challenged with data. And whoever has the data has the power to make strategic decisions. Organizations that foster a culture of making data-based decisions will be in a stronger position to weather the changes ahead.

3. Commitment. Digital should be built into the core strategy, systems, and processes of an organization. We see this in the recruitment of digital directors at the board level, which has risen steadily over recent years. Now, 23% of the largest 300 companies in the world have at least one Digital Director. Again, you can't become a more digital company without the right people leading the charge.

For the leaders who are anticipating massive digital disruption in their industries, these three levers are the key to realizing the potential that lies ahead. Hire the right people to bring about change. Create a culture that makes data-based decisions. And fully commit to becoming a more digitally adept organization, which starts at the board level. The organizations that don't do these three things will no doubt be left behind.

# data[].attributes.attachment_link.title
The Industries That Are Being Disrupted the Most by Digital

# data[].attributes.attachment_link.description
We're at a critical time for the digital economy. Digital is no longer the shiny front end of the organization - it's integrated into every aspect of today's companies. As digital technologies continue to transform the economy, many leaders are struggling to set a digital strategy, shift organizational structures, and remove the barriers that are keeping them from maximizing the potential impact of new digital technologies.

# data[].attributes.attachment_link.readable_text
Everyone thinks they have a digital strategy these days. But while your company may have a business or IT strategy that incorporates digital technology, an IT strategy does not equal a digital strategy.

Why? Because most IT strategies treat technology in isolation. Think about it - your company may be working on a cloud strategy, social strategy, or mobile strategy. But today's hottest customer-facing solutions rely on pervasive digital connections in which the individual technologies (cloud, near field communications, mobile, big data, etc.) merge to deliver an experience that looks and feels an awful lot like our natural behavior. In other words, the more connections between people, places, information, and things (aka digital density), the more customers can interact with companies and each other in a seamless and satisfying way. Does your strategy capitalize on that?

Furthermore, organizations that focus their strategy on digital transactions based on automating and substituting physical resources for digital will only feel digital. Such digital substitution strategies create virtual copies of the real world, creating e-channels, e-stores and other e-surrogates for physical processes. An e-store, for example, still uses the same basic business model and business processes of its brick-and-mortar equivalent. That may be more efficient, but it's also easy to duplicate. The result is greater commoditization via price transparency and a reliance on advertising or "free" revenue models few companies can profitably support.
A digital edge is different from digital automation.
Organizations looking to create revenue from digital technology need a strategy that is more powerful than digital substitution. They need to create a digital edge, where digital information and physical resources combine in new ways to create value and revenue. Enterprises seeking a digital edge transform processes, business models, and the customer experience by exploiting the pervasive digital connections between systems, people, places, and things. Any company large or small, old or new can use this digital technology to create a winning edge for its business and perhaps, its industry.

Consider Royal Caribbean and its Oasis-class ships. The Oasis-class is the world's largest cruise ship with more than 5,000 passengers. Royal Caribbean built its Oasis-class ships with pervasive digital connections that transform guests' cruising vacations into ones that allow them greater individual control to influence their experience. To do this, Royal Caribbean thought about every aspect of the ship and its operations from a guest's perspective. That experience formed a simple, yet powerful, goal: Zero tolerance for lines. "If you have to stand in line," explained Bill Martin, vice president and CIO, "the ship suddenly seems too big and the experience diminishes sharply."

Imagine the potential for lines when 5,400 people on a single ship want to eat dinner, see a show, or take an excursion. Rather than making lines more endurable, Royal Caribbean sought to eliminate them. How? By implementing different combinations of digital and physical resources across the twenty-six processes where passengers could potentially experience a line. The company used shape recognition cameras to determine restaurant capacity and made the information available to passengers within their natural behavior flows. They used smart cards to turn the process of offshore excursions into one as simple as walking into an office building. They transformed the twenty-six process to eliminate lines while protecting passenger privacy, creating passenger choice, and creating the potential for each passenger's experience to match the capabilities of the world largest class of cruise ship. The result is a digital edge based on combining digital capabilities rather than merely replacing clipboards with iPads.
A digital edge is a performance edge.
Having a digital edge matters. According to our research of more than 2,000 companies, firms with above their industry average levels of digital revenue outperform their peers. They grow faster. They have higher net margins. They are more capital efficient and deliver more to shareholder equity. They deliver more because leaders think broadly about how digital technology creates value and revenue. They think about how it will combine to create new capability rather than replace old operations. That is the essence of a digital strategy.

After years of investing in "transformation" programs, executives understandably are reluctant to engage in strategies that go beyond specific, measurable and achievable point solutions. Digital technology just sounds like another expensive and disruptive technology wave that requires funding significant activities with limited results. That is true when digital technology is viewed in isolation such as building big data in customer service, social media in marketing, or mobility in the sales force.

A digital-edge strategy is different for three reasons:

First, the nature of digital technologies like mobile, social and analytics is different. These technologies compliment rather than compete with current systems and information, enabling greater leverage with less disruption.

Second, a digital edge brings together digital and physical resources resulting in business innovation rather than business disruption.

Finally, successful digital strategies concentrate on specific business outcomes rather than implementing grand strategies. This gives the effort a clear and manageable focus.

If these aspects are not part of your company's current digital strategies, then it may be time to consider a different approach. Digital density will continue to grow exponentially in the near and long term. Revenue sits on the table for those companies willing to move beyond mere process automation and explore how to combine their physical and digital resources in innovative ways for the customer and business.

# data[].attributes.attachment_link.title
Digital Strategy Does Not Equal IT Strategy

# data[].attributes.attachment_link.description
Everyone thinks they have a digital strategy these days. But while your company may have a business or IT strategy that incorporates digital technology, an IT strategy does not equal a digital strategy. Why? Because most IT strategies treat technology in isolation.

# data[].attributes.attachment_link.title
Under Armour HealthBox Fitness Tracking System

# data[].attributes.attachment_link.description
Official Site: Track your fitness, nutrition, sleep, & weight with the Under Armour HealthBox system. Get insights on your health in new & exciting ways.

# data[].attributes.body
FREE (for public schools) school EHR system that links to CIIS, school management systems,

# data[].attributes.attachment_link.readable_text
CareDox™works with innovators in pediatric medicine to study childhood disease trends and to improve the delivery of health in public schools.

The health technology leader in education

CareDox™ works with innovators in pediatric medicine to study childhood disease trends and to improve the delivery of health in public schools.

Physicians

Life Sciences

Associations

Healthcare Organizations

Interested in partnering with us?

BECOME A CAREDOX PARTNER

Partnership Examples
Integration Partners
Vaccine registries, student information systems and EHR platforms choose CareDox as their point of connection for school health. Through our secure API, systems can easily request health information directly from parents.
Research Partners
The best source for real-time pediatric health information in the US. Our de-identified trend data, helps the medical sector gain a better understanding of childhood health including asthma, allergies, concussions, flu, and obesity. We partner with places like Harvard's School of Predictive Medicine to study pediatric health trends.
Physicians and health partners
Physicians and health partners Coordinating care in our communities is a major area of focus for hospitals, health systems and public health agencies. CareDox helps close the loop by connecting the front-lines of school health into ACOs, integrated care networks and other value-based care organizations.

Partners and Integrations
IMS Global
OneRoster Integration
Student Privacy Pledge Aeries
Integration Partner
Healthy Schools of Florida
Integration Partner

Interested in partnering with CareDox?

Email info@caredox.com to get started today.

# data[].attributes.attachment_link.description
CareDox™ works with innovators in pediatric medicine to study childhood disease trends and to improve the delivery of health in public schools. Physicians Life Sciences Associations Healthcare Organizations BECOME A CAREDOX PARTNER Integration Partners Vaccine registries, student information systems and EHR platforms choose CareDox as their point of connection for school health.

# data[].attributes.body
I've been using this with my Mom. It's pretty awesome.

# data[].attributes.body
Some HR/Payroll platforms have the ability to briefly poll your employees while they are completing other tasks such as completing their digital timesheet to have a better gauge on how staff are feeling in real time.

# data[].attributes.attachment_link.title
Payroll, Benefits & Compliance Apps | HR Software | Zenefits

# data[].attributes.attachment_link.description
Integrate popular business apps to easily manage functions such as email, performance management, and expense tracking in one place. Start saving time now.