It’s only early February, but we’re full speed ahead into our spring meeting season here at Farland Group. As we plan for the coming months, below are a few items we work on sooner, rather than later, when pulling together an advisory board meeting.
Camille is an enthusiastic long-distance runner who enjoys spending time with her family and traveling to New York.
Camille has a BA in broadcast journalism from Hofstra University and is a certified legal video specialist.
As 2018 comes to a close and we look forward to the new year, I find myself reflecting on some of our priority areas at Farland Group — both for the boards we work on as well as my own day-to-day work. While we concentrate on these areas throughout the year, we need to maintain the momentum we began on January 2. Below are a few things that are imperative as we soon start the New Year.
During a recent client advisory council meeting, one business leader stated that while everyone talks about AI, only about 1 in 20 companies are actually using it. One reason is a lack of understanding of how it all works and how to apply it; but for some it is also based on the fear that AI will eliminate jobs.
A couple of years ago, I ventured out on Black Friday to find uncrowded stores, likely due to technology and the shift in the way consumers buy products. And last year on Thanksgiving night, I decided to switch it up a bit and opted to shop online.
How do you extend the value of a customer advisory board beyond those who participate in the meeting room to the rest of your organization? Here are a few of the most common challenges we see, and some recommendations to tackle them.
During a recent council meeting, both our client, and their customers in attendance, acknowledged that it’s difficult to hear the negative advice, and much credit was given to our client for listening to the more challenging feedback. Both parties appreciated the openness of this type of forum, and agreed that if the candid advice turns into actions and outcomes, it’s a win for all participants.
“How can we better engage the customer? What can we do to enhance the buyer experience?” These are common questions that C-suite leaders struggle with.
I recently wrote an article on how the millennial generation (my generation) devours new technologies and is focused on getting tasks accomplished in a fast, agile way.
During a recent meeting I attended, we discussed how this evolution of technology, or digitization, affects the workforce — specifically how millennials are driving culture change and the difference in millennials from past generations.
We live in an era where technology is full-steam ahead and constantly changing. We hear this from our clients throughout our work at Farland Group — that companies are in a game of cat-and-mouse to keep up with one another. Technology is the reason it’s so easy to open my email first thing in the morning and send that quick note to the assistant I’ve been chasing for two weeks.