Experts Matter. Find Yours.
Connect for media, speaking, professional opportunities & more.
Researchers urge: Learn from (someone else’s) experience
Measuring your performance as a business is critical. If you want to grow and be successful, you need to understand what you do well—and not so well. To paraphrase a couple of old adages, we all learn from our mistakes and our experience. But in today’s bumpy and fast-changing business landscape, measuring performance can be tough; tougher still if yours is a complex organization or industry. Whatever you’re looking at to gauge your firm’s performance—whether it’s customer satisfaction, say, or repeat purchases—your measures might well be less than perfect. And that’s because of noise—abstruse or unreliable data that makes it hard to unpack key metrics accurately and to learn from them. How successful a firm is in negotiating this performance measure noise depends on how that firm learns, said Kristy Towry, John and Lucy Cook Chair and professor of accounting at Goizueta Business School. She has led a study that looks at the way organizations and the people in them manage their learning. And she finds that we’re way more adept at cutting through the noise when we learn from each other, rather than basing our learning on our own firsthand experience. What the study found: What Towry and her colleagues found was that when there’s a lot of noise in the data we’re working with, our strategic learning is considerably improved when our learning is vicarious—that’s to say, when we learn from each other. This is down to how much of the big picture we see, said Towry. And experiential learning can make us myopic. “We know from psychology and from the results of this study that experiential learning—basing what we learn mainly off our own firsthand experience—can limit us. Experience tends to make us over-focus on what is happening in the here and now or what has just happened. We forget what happened before and don’t build that into our decision-making.” Vicarious learning, on the other hand, helps us to see the bigger picture. “When we’re learning from each other, it’s also experiential, but the learning is augmented by other people’s experience, meaning that we have a broadened perspective," said Towry. "We’re better able to see the big-picture patterns and trends.” When there’s a lot of noise and complexity to negotiate, vicarious learning helps us make better decisions. And this has huge implications for businesses operating in today’s environment. “Our world is not cut and dried at the best of times. Right now we are dealing with the COVID-19 crisis and the fallout on world economies and trade. The business context for most firms operating in this context is very far from stable, so we can assume there’s a lot of complexity and noise affecting our performance indicators. And with so much change afoot, the experiences we are all having in the workplace are what I would call fairly idiosyncratic,” said Towry. “Business leaders should be very aware of this.” To optimize strategic learning and thrive in complexity, firms need to find ways to allow vicarious learning to happen, she said. That means thinking about how to break down barriers to knowledge sharing, be they organizational silos or emerging challenges associated with things like remote working. Sharing information, insight, and understanding is essential. Kristy L. Towry is John and Lucy Cook Chair and Professor of Accounting at Emory University's Goizueta Business School. To learn more about this research or to talk with Kristy – simply click on her icon now to arrange an interview today.
Businesses must have a strategy for a messy tomorrow
John Kim is a Senior Lecturer in Organization & Management at the Goizueta Business School at Emory University. He is a management consultant with more than 20 years of experience working with executives to make difficult decisions and implement sustainable change. Recently, John published a piece that details a ‘Strategy for a messy tomorrow’ where he outlines how businesses must have a strategy development and implementation for an unpredictable business world. The piece is attached and a must read, especially in these turbulent and unpredictable economic times. In the article, he focuses on three key points: 1.Beware of False Choices “One thing we try to teach here at the business school is to be careful of false choices. Business is incredibly dynamic. Every industry is now a technology business, and the corporate playbook that evolved to protect profits is quite outdated.” Kim notes that Thomas Friedman poetically described this new normal in his 2005 book The World is Flat, and over the last 15 years, competition has only accelerated because of the explosion of two resources: cheap money and data. Kim notes that it’s a great environment to start or fund a business because interest rates have been low for the last 10+ years. There are dozens of new entrants in all industries, and all parts of the value chain, who are often well-funded, flexible, and are not weighed down by legacy business models and assets. The big winners are the customers who have increasing choice, lower prices, and great value capture. 2.The Challenging Environment From his corporate experience, Kim sees two significant challenges to strategy implementation. First, senior leaders turn over quickly. “It’s hard to have consistency of vision and leadership and implementation when there is such a movement in the C-suite with someone moving in and someone moving out every 5–6 months. So, it’s not a surprise that a lot of strategies either don’t follow through or there are too many cooks in the kitchen, and strategy gets a little bit muddled as a result.” Secondly, when the strategy does eventually make it to the ground-floor and needs to be executed, things have often moved on, and the market responses are rarely the ones you expect. Riffing on Peter Drucker’s famous quote on uncertainty, Kim explains to his students that, “Instead of trying to think of something brilliant to do tomorrow, why don’t you think of something very actionable today that prepares us for what we know will be a totally messy, crazy, unpredictable tomorrow.” 3.A Business Executive’s Response The business executive’s job is to not only set the direction, build a climate of trust, and create the energy for change—but also to be willing to test the assumptions and constraints around a given problem. Increasingly the answers will lie outside of a given industry, and thus require leaders to be broader in their horizon-scanning and more open to alternative paths forward. If you are interested in learning more about why business do indeed need a a strategy for a messy tomorrow – the let us help. John Kim is available to speak regarding this topic – simply click on his icon now to arrange an interview today.
As the persistent turmoil of protests grips America on an almost daily basis, people are becoming more aware of issues, getting engaged and taking sides. Be it around the dinner table debating, marching in the streets or even arguing on a national news panel – topics like Black Lives Matter, masks during COVID, the upcoming election or a host of other hot-topic issues are all part of the American conversation these days. It’s easy and even healthy for people to debate the issues – but for a business to pick a side on a controversial topic, it’s a much different picture. One recent example was Nike’s support of NFL quarterback Colin Kaepernick. However, Nike also had the resources to bolster their support. They had a multi-million-dollar ad budget, a public relations machine generating hours of earned media – and the company was, for the most part playing to its core audience. Though there was push-back, Nike was rewarded with increased sales and its stock surged. For almost a decade now, Chick-fil-A has also boldly taken a stance with its opinion on gay marriage. The restaurant chain has faced mountains of negative press and protests, but the fast-food giant’s bottom lined never suffered. It still sees sales over 10 billion a year. For Nike and Chik-Fil-A and their deep pockets to wade into the fray with an opinion – it’s one thing, but for a small business to share how it feels, there’s a matter of weighing risk versus reward no matter how important the topic might be. “It may well be that it’s harder for entrepreneurs to create a viable business model for their venture in a more polarized context, says Giacomo Negro, a Professor of Organization & Management at Emory University’s Goizueta Business School. “If your business is more hybrid—if you’re supportive of a cause without being overtly affiliated with it—then it could be harder to engage other customers or clients who are uncomfortable doing business with a firm that is even vaguely linked to a specific social group or movement. Similarly, the core supporters of the cause can look at the same organization as not authentically engaged with them.” His findings certainly suggest that existing in a “gray zone,” where you take neither one side or the other, is a hard place for organizations to thrive in times of social change. “If protest activates the cultural boundary surrounding a group’s identity, then increasing protest participation will threaten the viability of precisely those organizations trying to engage inside and outside audiences,” Negro said. “At the same time, bridging inside and outside audiences also conveys a confusing identity and a more limited commitment to pursuing goals relevant to either audience.” With a global pandemic impacting all aspects of national and local economies – small businesses are under pressure to sustain and survive like never before. And if you are a journalist looking to cover the state of small businesses in America and whether or not small business has a role to play in protests and politics in America – then let our experts help with your coverage. Giacomo Negro is a Professor of Organization & Management at Emory University’s Goizueta Business School and is an expert in the area of economic sociology. His resent research study research study, “Which Side Are You On? The Divergent Effects of Protest Participation on Organizations Affiliated with Identity Groups’ focuses on this very subject. Professor Negro is available to speak with media about this topic – simply click on his icon to arrange an interview today.
In the introduction to his new book, Greg Fisher and his co-authors note that strategy used to be the domain of only those at the very top of an organization. Many would attend management retreats and forget what was discussed soon afterward, much like unfulfilled New Year’s resolutions. “It used to be that strategy happened at off-site retreats, often coupled with golf, cigars and scotch. It used to be that strategy was only discussed as part of an annual planning cycle … was about grand, long-term plans that stretched way into the future,” they wrote. “Strategy was largely cerebral.” Fisher, the Larry and Barbara Sharpf Professor and an associate professor of entrepreneurship at the IU Kelley School of Business, says those days are over. Even before the Covid-19 pandemic began seemingly disrupting every aspect of life, including business processes, the rapid pace of social change meant that companies could no longer wait or slowly adjust. His book, “Strategy in 3D: Essential Tools to Diagnose, Decide & Deliver (Oxford University Press),” co-authored with two former Kelley School faculty members, presents insights into how companies can broaden and include more people in the strategic process. “Anyone with career ambition in the business world needs to become a strategist. We hope this book will serve as a useful resource for everyone willing to take that leap,” he wrote along with John Wisneski of Arizona State University’s W.P. Carrey School of Business and Rene Bakker of Rotterdam School of Management at Erasmus University. The first section of the book discusses strategic concepts and ideas and how they can be enacted in different ways and at different levels of an organization. Then they discuss the “three elements that are central to being strategic within a business – the 3Ds of diagnose, decide and deliver.” The second section outlines tools that should be part of any manager’s strategy toolbox. The authors see strategy as being about diagnosing a wide array of complex issues or opportunities facing organizations, deciding on solutions to address those challenges or opportunities and then taking action. But the process of forming such strategies is messy. “There are no hard-and-fast rules when it comes to applying tools in tandem,” they note in the book’s conclusion. “What does stand out, though, is that making combinations that ‘click’ with the specific problem in focus adds more value than simply adding tools in isolation.” The book’s 218 pages cover a great deal, but here are three important takeaways from Fisher, Wisneski and Bakker: Let the problem define the parameters – Preconceived preferences for certain tools or frameworks offer fewer useful insights than the application of tools developed to address specific issues. “In other words, start from the problem or question you face,” they said. Combine strategic tools that offer complementary insights – It makes sense to select tools that will investigate different sides of a problem, “making sure no stone is left unturned.” It makes sense to often include at least one external and internal strategic tool in tandem. “We want to know generally whether this new market is attractive, but the more important question is whether the market is also attractive for us,” they said. “Strategists are everywhere,” Fisher and his co-authors write. “We are aligned in our dismissal of the view of the chief executive as the almighty, all-knowing strategy designer.”
Chatbots can ease medical providers' burden, offer trusted guidance to those with COVID-19 symptoms
COVID-19 has placed tremendous pressure on health care systems, not only for critical care but also from an anxious public looking for answers. Research from the Indiana University Kelley School of Business found that chatbots -- software applications that conduct online chats via text or text-to-speech -- working for reputable organizations can ease the burden on medical providers and offer trusted guidance to those with symptoms. Researchers conducted an online experiment with 371 participants who viewed a COVID-19 screening session between a hotline agent -- chatbot or human -- and a user with mild or severe symptoms. They studied whether chatbots were seen as being persuasive, providing satisfying information that likely would be followed. Their results showed a slight negative bias against chatbots' ability, perhaps due to recent press reports. When the perceived ability is the same, however, participants reported that they viewed chatbots more positively than human agents, which is good news for health care organizations struggling to meet user demand for screening services. "The primary factor driving user response to screening hotlines -- human or chatbot -- is perceptions of the agent's ability," said Alan Dennis, the John T. Chambers Chair of Internet Systems at Kelley and corresponding author of the paper, "User reactions to COVID-19 screening chatbots from reputable providers." "When ability is the same, users view chatbots no differently or more positively than human agents." Other authors on the paper, forthcoming in the Journal of the American Medical Informatics Association, are Antino Kim, assistant professor of operations and decision technologies at Kelley; and Sezgin Ayabakan, assistant professor of management information systems, and doctoral candidate Mohammad Rahimi, both at Temple University's Fox School of Business. Even before the pandemic, chatbots were identified as a technology that could speed up how people interact with researchers and find medical information online. "Chatbots are scalable, so they can meet an unexpected surge in demand when there is a shortage of qualified human agents," Dennis, Kim and their co-authors wrote, adding that chatbots "can provide round-the-clock service at a low operational cost. "This positive response may be because users feel more comfortable disclosing information to a chatbot, especially socially undesirable information, because a chatbot makes no judgment," researchers wrote. "The CDC, the World Health Organization, UNICEF and other health organizations caution that the COVID-19 outbreak has provoked social stigma and discriminatory behaviors against people of certain ethnic backgrounds, as well as those perceived to have been in contact with the virus. This is truly an unfortunate situation, and perhaps chatbots can assist those who are hesitant to seek help because of the stigma." The primary factor driving perceptions of ability was the user's trust in the provider of the screening hotline. "Proactively informing users of the chatbot's ability is important," the authors wrote. "Users need to understand that chatbots use the same up-to-date knowledge base and follow the same set of screening protocols as human agents. ... Because trust in the provider strongly influences perceptions of ability, building on the organization's reputation may also prove useful."
Graduate students in the Jiann-Ping Hsu College of Public Health at Georgia Southern University analyzed mortality data to reveal that a county in southwest Georgia is dealing with deaths from COVID-19 at a rate higher than most other counties in the country. The students found that the mortality rate of 305 per 100,000 residents (as of May 28, 2020) for Terrell County in southwestern Georgia, is 50% higher than that of New York state’s Nassau County, the documented highest rate in New York. The three other Georgia counties that are highest in terms of mortality rate are Hancock, Early and Dougherty counties. Three out of these four are in southwest Georgia, around the Albany area. That accounts for almost half of the 10 counties in the United States with the highest mortality rate, which is defined as a measure of the frequency of occurrence of death among a defined population. However, it’s interesting to note that none of Georgia counties reached the top 20 in terms of incidence and the death numbers per 100 confirmed Covid-19 cases, said professor Dr. Jian Zhang, a veteran medical epidemiologist. “Georgia is doing pretty well to stop the spread of the virus, and hospitals in Georgia are doing well to save hospitalized COVID-19 patients. The high mortality rate, in this case, may be deeply rooted in the historical burden of poverty in Georgia,” Zhang said. The findings are part of a service-learning project Zhang led. A six-student group formed the surveillance team that began running a real-time COVID-19 numbers in his Public Health Surveillance class. If you are a journalist covering COVID-19 and would like to learn more about this research taking place at Georgia Southern University – then let us help. Dr. Jian Zhang has worked with the Chinese Centers for Disease Control and Prevention, and the World Health Organization prior to moving to the United States.
And the award goes to … Georgia Southern University receives two Emmy nominations
The National Academy of Television Arts and Sciences Southeast Chapter has recognized Georgia Southern University’s Multimedia Development Center (MDC) with two professional Emmy award nominations. Nominated for the Emmy awards were Art Berger, Best Technical Director for Georgia Southern football, baseball and basketball, and Ben Powell, Best Technical Director for Georgia Southern basketball. Berger, director of the MDC, said the nominations are a result of a collaborative effort among the student and staff team. The MDC’s mission is to provide students with professional opportunities and deliver excellence in media programming. Students working at the MDC receive hands-on experience delivering more than 150 live streaming events a year including commencement and Georgia Southern football. “We are very proud of our collaboration with Georgia Southern Athletics and our two Technical Director 2019-2020 Emmy award nominations,” said Berger. “These awards reflect the quality and the outstanding dedication of our students and our staff in delivering high-quality ESPN programming. We are extremely proud of our continued excellence in bringing Emmy level ESPN programming to Georgia Southern University.” The MDC has previously received eighteen Emmy nominations as well as five professional wins including best director, best sports director, and best technical director, and two Emmy awards for best audio with the Georgia Southern Symphony. The National Academy of Television Arts and Sciences is a professional organization for individuals in the television and broadcasting industry. If you are journalist and would like to know more about this story - simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview.
STORY: CAA named the most trusted brand in Canada in the annual Gustavson Brand Trust Index
The Canadian Automobile Association (CAA) has been named the most trusted brand in Canada in the annual Gustavson Brand Trust Index, released today. This is the fourth consecutive year that CAA is one of the top two most trusted brands in Canada, beating out several hundred other prominent international and Canadian brands. This year, CAA tied for first place with Mountain Equipment Coop (MEC), another Canadian, membership-based, not-for-profit organization. Further, CAA finished first, for the third year in a row, in the insurance category of this year’s Index. Conducted by the Peter B. Gustavson School of Business at the University of Victoria, the sixth annual Gustavson Brand Trust Index asked more than 7,800 consumers to score 342 prominent companies and brands, across 27 industry sectors, on a range of brand value measures.
STORY: CAA Volunteers to deliver another BIG shipment of PPE to help Frontline workers.
CAA has once again partnered up with Mobilizing Masks for Health Care workers to deliver a large donation of 120,000 Personal Protective Equipment masks. Mobilizing Masks is a grassroots organization of physicians and advocates, that is facilitating a large-scale mask donation drive, to bring masks to hospitals most in need of PPE and to units where medical staff have high exposure to COVID-19 positive patients. While CAA has been helping the organization with the delivery of PPE’s since April 6th, this donation is one of the largest to date. The masks were donated by T & T Supermarket and delivered by CAA to 105 Gibson, a community centre in Markham. There they were sorted and distributed to long term care residences in the GTA. Since April 6th CAA South Central Ontario has helped to distribute: Surgical Masks - 570,805 N95 masks - 3,810 Face Shields - 2,900 Thank you to all the Associates and Network Providers who have contributed to getting this initiative off the ground and who continue to ensure that those on the frontline of our healthcare network are supported.
Twelve students in the Doctor of Physical Therapy (DPT) program at Georgia Southern University were awarded scholarships totaling more than $17,000 from the Savannah American Business Clubs (AMBUCS). “This is a recognition of the dedication we have to AMBUCS and helping others in our community,” said scholarship recipient and AMBUCS student leader Alexandra Adams. “Most of us are paying for our education with loans, and the scholarship helps relieve some of the financial burden that comes with pursuing a graduate degree. I am very thankful that AMBUCS has considered me for this scholarship the past two years.” The organization has hosted a League of Exceptional Bowlers on Saturdays for more than 50 years. The DPT students join the Savannah AMBUCS league to assist bowlers with physical and intellectual disabilities to promote an inclusive and competitive environment. In addition to the hands-on experiences, DPT students have the opportunity to interact with different members of the community. “It shows our commitment to the inclusion of our community and our passion for encouraging movement for everyone, despite their limitations, to increase their quality of life,” Adams said. “The program reinforces our classroom training, as well as, enhances our communication skills with others. Each member of our DPT program gets as much of a benefit from attending AMBUCS as the bowlers do.” A century-old membership organization dedicated to helping people with disabilities, the Savannah AMBUCS awards scholarships to students pursuing careers in the allied health professions and who volunteer with AMBUCs. If you’re a journalist looking to cover this story or would like to learn more about the physical therapy and other programs at Georgia Southern University – then let us help. Barry Joyner is the dean of Georgia Southern University’s Waters College of Health Professions - simply click on his icon to arrange an interview today.
