Re-imagining LinkedIn

Re-imagining 'LinkedIn' by making it the ‘first port of call’ for anyone seeking help, such as:

•  An individual seeking employment opportunities, or fame, or recognition,
•  Start-ups desirous of reaching out to potential investors or customer base in a highly cost effective manner,
•  Businesses seeking to identify the extent of awareness and perceptions regarding their products/services, among their intended target audience through focused communication strategies, and
•  Progressive organizations experimenting with out-of-the-box techniques for identifying the right talent, etc

Broad outline of the strategies to accomplish the same could include the following:

• Re-imagining recognitions and appreciations on one’s posts which currently are generally limited to ‘likes’ and ‘comments’ or ‘shares’ through one’s own circle of friends on LinkedIn. Create a “Hall of Fame” in LinkedIn, where certain individuals or groups who have surpassed certain standards in the quality and popularity of their posts or professional accomplishments in their respective fields, are granted recognition in this coveted section. And what’s more, this section can be viewed by any member in LinkedIn,
• Re-imagining motivations to post something meaningful on this platform. Going beyond the number of ‘likes’ ‘comments’ or perhaps ‘shares’ of one’s posts from one’s own circle of friends. Allow any ‘worthwhile post’ to be accessed by even those who are not a part of one’s friend circle by creating a section say “Special posts” where some worthy posts can be placed and viewed by any one who is interested. The definition of ‘worthwhile post’ can be in terms of it’s relevance, clarity of thought, articulation, and depth of knowledge in the particular domain. Such posts can be placed in the section of “Special posts”. Certainly, this can facilitate interactions between those who are not connected to each other in LinkedIn which can be an important motivator,
•  Re-imagining support to promising start-ups. A separate section for promising start-ups to showcase their respective venture ideas, quality of talent driving such ventures, milestones reached, and strategies under consideration for future growth. Any interested venture capitalist or talent desirous of being part of their success journey can then always connect with the respective ventures on a one-on-one basis,    
•  Re-imagining the way businesses connect with their target audience. For example, by organizing contests on LinkedIn by such businesses, to identify extent of awareness or familiarity of sample of their target audience, their opinions, perceptions etc. with regard to the products/services of such businesses.  Such inputs can then serve as a valuable source of information for such businesses for key decisions while working out their product strategies or service offerings, as well as for their marketing communications. Attractive prizes could be sponsored by such businesses for those members who offer useful insights and suggestions, which yield good dividends for such businesses in terms of improved toplines and market share,
•  Re-imagining hiring techniques by some of the progressive corporates. For example by organizing contests on LinkedIn to identify the analytical abilities and attitudes of their potential talent pool. Such identified talent can serve as a valuable resource pool  for such progressive corporates who can be considered at an appropriate time by further evaluations and interviews etc, and
•  Re-imagining talent contests for the entertainment industry on similar lines as above. Specifically, now the entertainment industry too is looking for a new paradigm for revival post the pandemic. Why not use LinkedIn as one of the key mediums to elicit some insightful ideas, sample videos of some promising talent etc to arrive at the new paradigm for revival?  

More of such innovative ideas can be deliberated upon.

Ford and General Motors

Without knowing exactly why did Ford and General Motors not succeed like Maruti and Hyundai in the Indian market, basic perception suggests that they needed to realize that now vehicles are more of "computer on wheels", thus needing constant R&D based on customer feedback, besides needing to adopt a high class service oriented mindset.

It's just not enough to leave the service aspect to the dealers, but rather requiring a constant connect with the end users by leveraging latest technologies, to guage their perception and needs.

And finally, like in a war where it pays to have strategic allies to help with intelligence inputs, air cover, logistics support etc, similarly in such a tough market scenario it pays to enter into strategic alliances with key focus on arriving at best possible overall value-proposition to the customer.

Return-to-office

Notwithstanding the various digitalization related initiatives undertaken by various organizations to support work-from-home during the pandemic, a key element of return-to-office should be an empathetic human touch in adequate proportions to re-assure employees, of all possible support.

Such a human touch is vital to remove any anxieties (real or imaginary) which the employees may have, as almost everyone would have felt the impact - either recovery from a bad infection, or loss of a dear one/s due to Covid, or severe impact on one's personal income due to salary cuts or leave-without-pay etc.

Also, the role of family members too need to be acknowledged as they too have played a vital role during the work-from-home phase, to ensure unhampered productivity of their respective family members.

Yes, technology should supplement human touch during such challenging times, not replace it.