2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
December 2017 - Magazine No. 219
December 2017 - Magazine No. 219
Written By Maya Fleisher

I have recently discovered the microcopy. We've wrote quite a lot about it here and provided examples from various websites. If you've forgotten or are unsure of the exact definition of a microcopy, a click here will clarify matters.

I notice the existence of microcopies in the smallest of places and become excited, I provide it with a prominent position in my daily work as portal manager, in teasers I create and routine simple emails.

I strongly believe that any interaction generates an experience. The important question is, therefore, what sort of experience are we providing. Even screens, pop-ups, icons, emails, etc. are all interactions with a human party. Will remembering this fact affect out conduct and in turn the users' experience? This really depends on us.

I would like to share a recent extraordinary personal experience of mine. Just for context, I would like to note that a revolution in the field of cable TV and content consumption has been occurring in recent years. The TV market has changed as has our manner of consumption. We are exposed to other technologies; new players have joined and to our delight a pleasant outcome is the lowered prices. As a long-time customer of a well-known company I have been paying more than 250 NIS a month for several years. This led me to curiously follow the possibilities the recent changes may provide. I've bravely decided to change suppliers; I even had my eyes on a specific brand and was simply waiting for it to become a bit more stable in the new market.

However, ads for Sting TV began popping up everywhere: social networks, on TV, on the web. Since I was interested anyway, I decided to look into it. The rest is history.

I can't say this was the first time I've encountered a microcopy or a unique user experience. I can however say that this is one of few times I've felt that someone took this task seriously by planning a s

trategy, defining goals and working consistently, thoroughly and (in my opinion) successfully. And in Hebrew!

 What captivated me? Nearly everything. The Data mirroring, process, product, and quickness- the language and experience were carefully considered throughout the entire process.

 The main website- the clear and concise messages, the simply comprehensible phrasing and uniform style throughout the entire read. A simple website epitomizing Less is More.


The sign-up process is simple, concise yet retains the language and experience.


After joining- the emails, personal area, personal connection were all part of the same experience.







Receiving the product and installation- even the box, instruction manual and user interface utilized the same language and experience.



The bottom line is that I enjoyed a positive user experience. Experiences are by nature subjective and some won't connect to the phrasing chosen by Sting TV. That said, it is worth a visit (https://www.stingtv.co.il) as a fine example of a product that placed UX and microcopy prominently throughout the entire process both generally and in detail. This is all the more remarkable when performed in Hebrew.

This scenario might sound familiar: you are filling out an e-form or providing your personal info on a website sign-up page and encounter one of two following pictures:

have you ever wondered: what is this? Why I am asked to confirm my humanity?

Well, websites are interested in ensuring that the user is indeed human by presenting simple questions that bots cannot answer.

Wait, you might say. What's a bot?

A bot, short for robot, is a software designed to collect information or perform activities by masquerading as a legit user. In other words, a bot is an application sitting on a computer and completing and/or performing tasks automatically.

When do we encounter bots?

Nearly all search engines use bots in order to scan web pages, save and analyze keywords and present search results to users.

A number of business organizations that operate a substantial phone-based customer service added a chatbot feature. This feature is a conversation-based user interface used for interaction between customers and customer service. These interfaces simulate a natural conversation with an actual human being (as much as possible) while the representative is in practice a robot addressing the questions. The conversation develops according to prewritten scripts. The advanced chatbots are based on AI and machine learning. The chatbot saves precious time for both clients and organizations as well as reduces costs of operating call centers.


Are bots good or bad?

Some bots are good, such as bots designed to notify users when websites go off the air. Some are less positive. Many bots were planned as viruses and Trojan horses which attack websites. Furthermore, the web is full of bots copying content from websites then pasting it on designated websites in order to lure searching users and gain the advertisement rather than the original websites.

A substantial portion of bots intentionally affect advertisement campaigns (by entering the same message multiple times) in order to increase ad profit. Other bots masquerade as search engines while actually collecting business intelligence via spying software.


In conclusion, now that we know of the worst kind of bots we can understand why websites try to avoid them and ask us to answer a number of questions. Who knows what role bots will play in our future. Some say that apps will be totally replaced by bots since users will prefer a bot or several bots to assist them in various tasks (ordering food/flights/rooms, sports/news updates, coordinating meetings, etc.) Others maintain that apps are here to stay since we bots are simply not sufficiently developed.  Siri, for example, wasn't much of a success; people eventually realize they are speaking with a bot and aren't always satisfied.

This matter also raises the ethical dilemma: how should we refer to bots? What could count as harassment? How should bots be humanized without generating sexism/racism etc.

This is just one more fascinating aspect of our new technological world.










Digital maturity is defined as a n organizational indicator describing the width, depth and effectivity in which the organization utilizes digital technology when performing business activities in order to increase competitive advantage. This indicator signifies the organization's status regarding all matters related to applying digital technologies and the skills and abilities required from managers and workers in order to cope with the digital age and their skills regarding implementing innovation, digital business models and innovative digital technologies.

Various organizations have adopted different models in order to examine their level of digital maturity. Hereby are examples of two leading organizations, namely McKenzie and PWC.

McKenzie: Digital Quotient

Similarly to IQ tests, this model provides a summed up score based on 4 categories with each category referring to a number of fields/parameters (a total of 18 fields): strategy; culture; organization; skills. Behind each field, McKenzie has built a thorough questionnaire through which the organization can evaluate each field's respective score. Different weighing of each parameter accumulates to a final score for each category.







מקדם ממוצע – 33

Average coefficient- 33

As part of the digital maturity and model relevance examination process, the company performed a comprehensive survey of 150 companies and evaluated their digital coefficient.  The average coefficient received was 33. Many companies received a score higher than average; a substantial number of companies were scored lower than 33. Companies who scored between 40 to 50 were defined as Emergent Leaders and those who scored above 50 were defined as Established Leaders.

  PWC: the digital IQ model

PWC have identified 5 organizational behaviors which make an organization to one that optimally utilizes digital technologies and attain a digital edge in our digital world:

  1. The CEO serves as digital leader
  2. Strong ties between marketing CEO and information technologies CEO
  3. New approaches; from the outside inwards
  4. Investment in new IT platforms
  5. Referring to digital as an organizational ability


The organization has developed a questionnaire including 10 questions through which it can evaluate the organization's digital coefficient. Each question can be answered by either "yes" or "no; each positive answer is worth one point. The total number of points each organization gains serves as their digital coefficient.

In conclusion, it is common knowledge nowadays that incorporating technology and digital tools in the world of KM among others is essential and indicates the organization's ability to adapt to changes and new trends. Many organizations are currently promoting themselves towards this point and have even defined a position of DCO i.e. agents of change utilizing innovation and digitality in order to promote organizational projects.

So, test yourselves. How digitally mature is your organization (based on the PWC model)? Answer the following questions either "yes" or "no":

  • Our CEO leads digital processes
  • Executives responsible for digital issues are involved in formulating and setting digital strategy
  • Digital strategy is coordinated with and authorized by all business units and is backed by senior management
  • Both business and digital strategy are communicated well on all organizational levels
  • The organization cooperates with external parties (suppliers, universities and labs) in order to collect and implement new ideas
  • The organization's channels its investments in digital technologies mainly in order to attain competitive edge
  • The organization uses, utilizes and generates value from the data assets it accumulates and manages
  • The organization is aware of matters concerning privacy and data security and addresses these matters in all its managed projects
  • The organization has a workplan and multi-year roadmap regarding all business processes and required abilities including abilities and components required in the data technologies department
  • The organization consistently evaluates products and profits from investments in digital areas.




Written by Rom Knowledgeware
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