Informal Learning Flow is a content hub started by Jay Cross that collects and organizes the best information on the web around informal learning. We hope this will help you find good stuff, learn and stay current.

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Back to the Future: How Apple is Becoming More Like a Carrier Every Day
And doing it at scale—meaning always returning customized content and advertising to millions of consumers in real time—is an extraordinary challenge because it requires managing location data and content at a level of accuracy that today’s online search algorithms are just beginning to grasp. Editor’s note : Is Apple going to far with its restrictions on developers? Alistair Goodman thinks so and explains why in this guest post.
TechCrunch - Monday, February 8, 2010
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Distracted Customers' Wait Times Fly
But Dan Zakay of Tel Aviv University has some tricks for businesses to keep waiting customers happy. You know what it’s like. Sit chatting with a friend, and the hours can zip by. But once someone puts you on hold [audio: bad on-hold music] or makes you wait in line, each second feels interminable.
Scientific American - Monday, February 8, 2010
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blueKiwi Rides the Freemium Wave
The free version of blueKiwi supports one external community, which can range from customer forums, to channel programs, to developer groups—basically anything where the majority of the users are outside the internal network—but allows unlimited internal groups and external members. With the continued success of Twitter and other social networking tools, any criticism (or praise) of products and companies is becoming increasingly public. Finding a way to manage these external communications in the internal decision-making process is an ongoing challenge for many businesses.
TechCrunch - Monday, February 8, 2010
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  • A Framework for Building Customer Experiences
    In helping a client understand how to reframe their internal conversations to support delivering customer experiences, we shared with them the following framework that has helped our thinking. Touchpoints: The liminal spaces where engagement with customers occurs. Interactions: The activities in which customers engage. Systems: Companies have core systems that serve as the foundation for their efforts. The most obvious example are IT systems — ERP, accounting, CRM, and the like.
    HarvardBusiness.org - Thursday, June 11, 2009
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  • How to Extend Your Customer Experience Through Social Media
    How can social media augment, fill out, and improve the customer experience? ENGAGEMENTdb published a report of the brands leading in social media, and Starbucks came out ahead, notably for their willingness to try a lot of different things, some of which have succeeded beyond expectations (most notably with My Starbucks Idea , capturing customers' love for the brand and transforming that energy into smart new initiatives). 4. Tags: Communication Customers Social medi I'm in Toronto this week on business. Arriving a few days early to play tourist, I tweeted for recommendations
    HarvardBusiness.org - Monday, August 24, 2009
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  • Design Your Customers' Decisions
    Many executives assume their customers are more rational than they really are. For example, most leaders believe in enhancing the options given to customers, but increased choice can actually freeze decision-making by overwhelming the shopper . Yet, many firms have such a deep case of rationality-itis that they continue to treat their customers as if they were designed by Adam Smith. There is a vital lesson buried in the August 19, 2009 Jet Blue announcement that they were suspending sales of the $599.00 "All You Can Jet" promotion they'd debuted only seven days before.
    HarvardBusiness.org - Wednesday, August 26, 2009
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  • Becoming a Customer Experience-Driven Business
    In Forrester Research's Customer Experience Index 2008 , Southwest is the only airline to rank in the top 25, whereas American, Delta, Northwest and, yes, United, sit in the bottom 25. Because customer experience is an organizational mindset. Customer experience refers to the totality of experience a customer has with a business, across all channels and touchpoints. 2008 was the year I decided to no longer care about my frequent flyer miles on United. I've been Premier for about 5-6 years, and after finally reaching Premier Executive (having flown 50,000 miles
    HarvardBusiness.org - Wednesday, February 4, 2009
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  • Want to Understand Your Customers? Go Pyscho.
    Customer research tends to be demographically-biased in its design. But it is time for us to go a little psycho on customers — psychographic, that is. So why is it that we so often look at detailed website usage or customer data along impersonal demographic dimensions like age and gender? Similarly, for customers to When it comes to purchasing behavior, it is obvious that personalities matter. While useful, those characteristics don't describe attitudinal trends which may be more important — and need to be a critical complement to other data.
    HarvardBusiness.org - Thursday, May 28, 2009
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  • Your Customers Lead a Multi-Channel Life
    Instead of burdening the customer with all the functionality, he shifted the difficult steps to his company. I've done a fair bit of work in financial services, and one of the recurrent themes in my customer research is that people channel-hop — they receive monthly statements in the mail, they call a call center to get certain kinds of information or ask a support question, they go online to research more deeply and to engage in certain transactions, and they go to branch offices for yet other types of transactions. When George Eastman invented roll film and created the Kodak camera , his most lasting innovation was not a technology, but a business model.
    HarvardBusiness.org - Friday, April 24, 2009
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  • Customer Experience is Not about Coffee
    It was in trying to execute this process that I came across this striking example of what I suspect is someone's sincere attempt to improve the customer experience — gone very bad. The two individuals who normally sit in the enclosed offices in the back of the bank — the ones who have always helped me send wire transfers in the past — have now been reassigned to stand in the middle of the bank and chat with customers as they come in. I have been trying to send a wire transfer for over a week now. In the process, I've been asked dozens of times how my day is
    HarvardBusiness.org - Tuesday, August 4, 2009
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  • How Integrated Are Your Customer Experiences?
    When I attended Forrester's first Customer Experience Forum last month, I was struck by two themes that recurred through both the presentations on stage and the hallway conversations afterward. The first theme was the notion of delivering an integrated customer experience across channels : choreographing all of your customer touchpoints in a holistic way to create a total customer experience. Editor's note: This post is written by Peter's colleague at Adaptive Path, Jesse James Garrett. Sounds great, doesn't it?
    HarvardBusiness.org - Wednesday, July 15, 2009
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  • Balancing Customer Service and Satisfaction
    Trimming customer service costs while boosting customer satisfaction — and hence loyalty — is challenging in the best of times. When the economy starts recovering, they beef up investments in customer service to win back customers. Offshoring this service cut costs, but at the price of customer loyalty. During a downturn, performing this balancing act becomes both more difficult and more critical to achieve. Many companies don't even try.
    HarvardBusiness.org - Tuesday, March 17, 2009
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  • The Best Way to Understand Your Customers
    million customers. Forrester's 2008 Customer Experience Index suggests a reason. It's in difficult economic times that customer experience matters most -- you don't want to make it even easier for your customers to walk away because they've been so frustrated working with you. The key to delivering a great experience for is to have empathy for your customers . Recently, Sprint Nextel announced that in Q4 2008 , they lost 1.3 It's tempting to blame the recession, but then how do you explain AT&T Wireless gaining 2.1
    HarvardBusiness.org - Friday, March 6, 2009
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