It used to be that there was a photo developer on every corner. Drug stores, department stores, drive up kiosks, separate one-hour photo stores – everyone had a substantial amount of space and equipment dedicated to processing pictures.
And then came the camera phone and sharing took place digitally instead of through print. Approximately 52 million photos are uploaded onto Instagram each day, and none of them need a developer for processing.
Some stores still offer photo developing, but I wonder how long they will continue to utilize prime retail space for such functions. Target, for example, has a large photo center in the front of one of its stores – it was virtually empty while I was waiting to meet someone. It seems that they could be more profitable by offering other goods or services instead of having a large, unused area showing signs of entropy. While I am sure these centers were quite profitable in their day, I believe their time has come to an end for most retailers.
Think of whether you have services in your organization that are past their prime and should be reimagined – in other words, how to capitalize on the growth in picture taking while acknowledging the decline in photo developing.
Are you dedicating space and assets toward something that once provided you with benefits but no longer does? Maybe it’s time to develop a new plan about how you picture your future.
At airports and public spaces around the country, there are vestiges of phone booths from days gone by. Most establishments have removed them and replaced them with something else entirely, but the Denver airport repurposed them into private workstations. While passengers may not require the physical phone itself, they still appreciate the sound buffering that the padded sides afford as well as the desk space in order to accomplish their work.
Think about spaces you have in your organization. Have they remained stagnant or outlived their usefulness? Perhaps you could refresh them to add a different level of functionality: the counter that holds the fax machine could become a clear workstation, an alcove could gain a small table instead of just seats to make it easier to work on a laptop, tellers could sit at a desk instead of behind a counter or hotels could replace spaces that hold physical phones and alarm clocks with wireless printers for their guests.
Just because something claimed a space at one time does not give it the right to keep it forever.
The trend seems to be that people can order things online and pick them up in the store. In the past few weeks, Michaels, Target and Lowe’s have added prominent signage and pick-up areas for people who avail themselves of this service. Some will even bring it to your car.
Perhaps it is a strategy to get consumers into the brick and mortar stores – having them do additional shopping when they come in to pick up items. Maybe it is an incentive to have people shop more because they can do it more leisurely online. Maybe it is because we are getting lazy.
A few years ago, having groceries delivered to your home was a luxury for the rare few, and now it is commonplace. Will Target begin direct deliveries soon – not waiting a whole day to receive something via UPS or the Post Office, but having it arrive as quickly as a pizza? Will stores just become distribution centers instead of places to shop?
For whatever the reason, the buy online/pick up in store movement is gaining momentum. How will your organization be impacted by this? Think about the products or services you expect people to come in person to receive and consider whether there is an easier way to deliver them to your customers. Going shopping in person may soon be as antiquated as having to go in a bank to do your transaction with a teller or calling a travel agent to book your flights.
The old television show ER started streaming on Hulu. I was riveted to the series when it originally came out in 1994 – planning my evenings around each weekly episode so I didn’t miss its singular airing. Now that the show is available again, I felt the tug of nostalgia to watch it for the second time.
What has been most prevalent for me is not the flirting between Doug Ross and Carol Hathaway – the main theme of the original airing – but the vast improvements that we have made in technology since the show was made. There were no cell phones or hand-held computers, and no camera was to be found even when Bulls star Scottie Pippen came in. Surgeons lived by their pagers which displayed no more than a number to call from the closest pay phone. The televisions were consoles. The phones were landlines, even rotary dial ones, and were attached to voicemail recorders that became full. There was no electronic social media. Patient records were kept by hand on paper charts while the surgical schedule was maintained on a whiteboard. Lab results were returned via dot matrix printer and ultrasound results were stored on VHS tapes. Thick phone books were the lifeblood of the admitting desk.
Think of all that we have learned since 1994. Most of us have a working proficiency on the new technology that has come our way – and we have done so without any formal classes. We have learned continually, through trial and error, through one-on-one tutorials and by general sharing of information.
Expand this behavior and don’t limit your learning to just the new gizmos and gadgets. Keep abreast of trends in your industry, of innovations in the world in general or just learn a new technique in your hobby. If you stop and look back at all the knowledge you have amassed since 1994, you will amaze yourself. Be able to say the same thing when you’re watching This is Us beamed onto your wall twenty years from now!
At a mall in Minnesota, they literally tore down the JC Penney anchor store to make room for a new fitness center. It is a sign of the times – not only that brick and mortar retailers are struggling – but that gyms are thriving. There seems to be one on every corner.
I don’t think that “back in the day” we had any gyms, save for a sweaty little place where weightlifters and aspiring boxers went to work out. They certainly were not for the average person.
As a kid, our exercise was sunlight-driven or when-mom-calls-you-home driven. We got our exercise through play. Now children seem to get the majority of their exercise through structured activities that are calendar-driven: when there are practices or games. Our exercise came through goofing around with kids in the neighborhood, pick-up games of basketball or kickball in the street; today it comes through sports.
I think that gyms provide that structure after high school or college when the organized athletic events end. Gyms allow exercise times to continue to be scheduled – through classes at the gym or appointments with a trainer — and keep “exercise” as a defined event rather than an outcome of other activity.
Think about how your calendar dependency has evolved. Are there things besides exercise that need to be scheduled on it – time for friends, time to be alone, time to read or meditate? Do you need to self-impose a membership plan (like at a gym) where you make that commitment to do an activity that you know is good for you? Very little “just happens” anymore; we don’t just go out and play. Reserve time on your calendar for the things that are important.
There is a lot of attention being paid to the Millennial generation right now when in reality, it would behoove organizations to spend as much effort preparing for Generation Z. Gen Z, as it is lovingly known, represents the generation born between 1995-ish and 2010 or so. They are the college students of today and the leaders of tomorrow, representing a quarter of the population and soon will have a significant impact on the workforce.
Gen Z grew up with technology and social media integrated into their lives. They have communicated all their lives through screens and will expect the use of technology to be pervasive in their organizations. Gen Z uses this technology to make their lives easier and to receive information/action on demand. Gen Z wants a work/life blend – and the ability to use the resources available to them to work from anywhere at anytime. They are more interested in the community than just themselves and also have a strong interest in entrepreneurship.
Think about the world in which Gen Z grew up: they never had to learn how to use technology – it was omnipresent since they were born. They carry this expectation onto campus and into the workforce, requiring organizations to rethink how they handle processes and transactions of all types. Yet Gen Z is not looking to automate everything; they value experiences, one-to-one interactions and being involved in decisions.
Gen Z employees or entrepreneurs will be the ones to lead efforts on 3D printing, wearable technology, driverless cars, artificial intelligence and workplace inclusion. They will continue the movement to integrate smart learning into every facet of life and become active designers of both social and economic change.
As an organization leader, you can embrace their thinking and be inspired by Gen Z or try to hold on to more established ways of operating. Succeed by articulating and providing value, creating experiences that allow them to interact and paying attention to the user experience. Ready or not, Gen Z is coming and bringing a wave of optimism and motivation that will benefit us all.
Tonight is the 300th episode of the television drama Grey’s Anatomy. If the average episode is 42 minutes, that means I have already spent almost 210 hours as a couch potato because of this show.
I could have written a book in that amount of time.
While some have spread their 12,558 minutes over the course of 14 seasons, I came late to the Grey’s party, but thanks to the marvel of Netflix, I was able to catch up. In a few months. Watching far more than 42 minutes at a stretch.
Binge watching has changed the landscape of how television is consumed. It is becoming increasingly rare to watch just one show and to watch it as it originally airs. Even people who could do that often save up a few past episodes so that they can watch them as a set – somehow making it more of an experience than an individual event.
Binge watching has implications far beyond television though. People are getting accustomed to (or should we say “being trained”) to consume things on an on-demand basis and to receive an on-going feed of content they desire. Membership sites with monthly fees are available for delivery of almost every product imaginable. Sites like Netflix and Hulu have vast repositories of content that extend lives of television shows and movies. Now if a show gets a good buzz as the series builds, they can still capture an audience. People want to be able to go back and “catch up” rather than being told they missed their opportunity.
Has your website and content delivery been repackaged to allow for “binge-access” for your clients? It’s no longer enough to just have information about the event: now you need to record it, share it and archive it forever. Have you preserved your newsletters, magazines and other content for someone to retrieve at any point so they are able to meet their need at the moment? Do you provide an easy way for someone to dive deep into your organization and learn about your services, such as when preparing for a job interview or to hire you as a client? Do you have educational resources available for customers to learn all they can about a topic when a specific problem arises?
Binge watching is the new norm for entertainment, but I predict it is going to spread over to consumption of educational content as well. Think about how you package your content so you don’t need a crash cart to resuscitate your brand.