 As Marc Andreessen once quipped, software is “eating the world,” embedding itself in all material and digital products. The basis of his remark was that digital interaction was an order of magnitude faster and more efficient than analog.
Design will eat user documentation explains that now a much more profound change is afoot because design is permeating everything that humans make. People are more likely to use things that have been explicitly designed for them because products’ ease of use and relevance are greater.
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 Agile Digital Ethnography uses an ethnographic research approach to analyze people’s online interactions. It creates a dynamic new market research capability that’s useful by itself and even more when used with surveys, focus groups, field work, and other primary research.
I have learned that Agile Digital Ethnography provides a unique combination of research results. I have used it on client engagements since 2006. Like primary research, it reveals people’s behavior, thoughts, emotions, and motivations in rich detail; however, because it’s secondary research, it’s faster and less costly than most other methods. It’s very useful when it’s conducted before primary research since its results can inform the design of primary research instruments.
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How to Boost the Power of Customer Journey Maps shows how firms can increase the accuracy and power of their journey maps by using digital social data in practical new ways that almost all customer experience pros overlook. […]
 Customer success and experiential social media identifies three pitfalls that too often prevent customer success initiatives from attaining their potential for improving customer experience. In case you’re not familiar with the customer success movement, I outline its origins and scope, so you can appreciate the pitfalls and avoid them.
If you’d like to watch this post instead of reading it, just click its thumbnail.
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 Ethnographic research for business innovation shows how to apply ethnographic research of social media to managing controlled disruption within organizations. Ethnographic research of social media can transform the entire innovation process because it’s a very efficient way to study the behavior and motivations of the people that the innovation proposes to serve. Unlike traditional innovation and ethnographic research methods, which are relatively slow, costly and qualitative, ethnographic research of social media combines qualitative richness with quantitative analysis. It’s faster and less costly, too.
Ethnographic research for business innovation can dramatically improve the depth and breadth of business and corporate strategy, business design and service design research since it allows teams to consider more users and to assess their behavior and motivations, which can improve the value of more costly research.
This post outlines the business innovation use case of ethnographic research of social media, and it includes examples in banking, professional services, consumer products, and B2B marketing. For more on ethnographic research, see More Resources below.
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 The Employee Engagement Fallacy reveals that most literature, papers, and methods are built on faulty Industrial Economy employment attitudes, and it provides an approach that uses experiential social media to help reframe employment and performance.
Although the idea of “employee engagement” can be a rare opportunity to increase competitiveness, its practice is compromised by well intended but flawed logic.
Here’s the fallacy: Employee “engagement” is the result of employees’ experiences while they’re working at employers. Few engagement programs focus on employees’ experiences, so they fall short.
Engagement is not achieved by a program or initiative that focuses on the outcome. Employers see much more success at achieving the result when they focus on empowering the experiences their employees want when they decide to work at the employer. Experience is the motor of engagement, so empowering experience is the first step of raising productivity and lowering employment costs, two common employee engagement goals. Here’s how it’s done.
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