SmartBlog Insights

Four steps to developing a culture of innovation

Guest Blogger — Thu, 09 Jun 2011 21:32:13 +0000

This guest post is by Randal Moss, who has helped organizations big and small develop innovation programs to become truly creative workplaces. He is a co-author of “The Future of Nonprofits: Innovate and Thrive in the Digital Age.” Check out the book at its website and Facebook page. It originally ran on our sister blog, SmartBrief on Leadership.

Innovation: It’s a hot-button word in every small business — and in nonprofits, where I come from.

It used to be that the word “innovation” could grab the ear and eye of every executive this side of the Mississippi. But as companies undertook and struggled with innovation makeovers, innovation became a scary word. So instead, their offices took the easy route and became “transformative,” “re-energized” or went through a “renaissance.”

These are all nice terms, but innovation actually refers to a specific program — one that every office, even nonprofits, can adopt. With a little perspective and a good roadmap, you will feel the tingle in your toes once again when you hear it.

1. Redefine innovation

To kick off a top-flight innovation program, you have to reintroduce the core concepts of innovation to the entire organization. Innovation, at its core, is a cultural imperative that draws in participation from every nook and cranny of the organization. It’s about coupling ideas with challenges and creating solutions. So start creating the conditions to gather ideas. (Hint: A “suggestion box” won’t quite cut it.)

2. Get your head out of the cube

To develop a culture of innovation, get your staff to stop working and start exploring. To find great ideas, your staff needs to be spending time “cool-hunting” on the Web, attending conferences, participating in special interest groups — all on the company dime (I promise, you’ll get a return on your investment).

For example, Google, a truly innovative company, gives its employees up to 20% of their time to work on projects of special interest. One of these special interest projects gave birth to Gmail.

In our book, “The Future of Nonprofits: Innovate and Thrive in the Digital Age,” David Neff and I talk about how awareness within an organization bolsters the pipeline of new ideas. So to start innovating, launch an internal awareness program to bring your organization’s challenges to the surface. The creative problem-solving that follows will foster that magic innovation.

3. Create an innovation structure

According to a recent McKinsey Report, the main challenge organizations face when attempting to innovate is a formal structure through which they can develop an idea. So at the office, develop a formal structure that evaluates, develops, and supports innovative ideas.

According to most companies, their workers are adept at developing ideas. But they are fairly inept at evaluating and testing those ideas to determine which ones have true value. For instance: Countless businesses resist social media marketing because, while they have some ideas, they have no way to test and evaluate their Twitter plans, “mom blog” campaigns or Facebook applications.

An innovation structure attracts, and then evaluates, ideas against very specific business criteria: Revenue potential, scalability, how it would integrate into existing systems, what business problems it solves and the potential market.

A great structure also provides the idea with some business support and seed-funding to prototype the concept and see if it actually delivers on the promised value. By spending minimal dollars on a shortened prototype timeline, companies can quickly ascertain the true value of an innovation before they sink major time and resources into a project.

4. So get going already!

Innovation is not tantamount to tearing down and rebuilding your entire corporate structure. In fact, you can start small right now. Let’s review:

Make “awareness activities” part of everyone’s job description.
Set aside development money for innovation grants.
Create a team to set criteria and review the grant submissions.
Reward those who develop breakthrough ideas.

When you understand how uncomplicated and accessible innovation is, you will begin to see the possibilities in a whole new light.

Should you share your goals?

Guest Blogger — Tue, 07 Jun 2011 20:44:07 +0000

Janet McNichol, SPHR, CAE, is the Human Resources Director at the American Speech-Language-Hearing Association. She is passionate about health and wellness and blogs about her experience managing ASHA’s program at Inside Workplace Wellness. Connect with her on LinkedIn or Twitter at @jmcnichol.

You’ve probably read about how the people in your social circle influence your your life. The concept was explored in one of my favorite books, Connected by Nicholas Christakis and James Fowler. If you believe the underlying concepts — and I do — it stands to reason that sharing a goal and rallying some support from your circle of family, friends, and colleagues would increase your chances of reaching your goal. It’s this community concept that is the underpinning for my strong belief in the value of workplace wellness programs.

Terry Harris, our Learning Facilitator at ASHA, recently developed and led a goal setting workshop for our staff. While putting together the workshop, Terry ran across some research that suggests announcing your plans takes away some of your motivation to accomplish your goal. Derek Sivers articulates this clearly in his TED Talk.

Evidently, some people feel that sharing our plans can make us feel that we’ve already done the hard work and give us a sense of completeness, fulfillment and achievement. These feelings can drive our motivation down.

In another one of my favorite books, Switch, Chip and Dan Heath talk about the importance of shrinking the change. After describing two studies, they conclude that “One way to motivate action, is to make people feel as though they’re already closer to the finish line than they might have thought.” If this is true, no harm should come from people thinking they’re on their way to reaching a goal.

It’s always interesting to look at things from another perspective. What has your experience been?

Conversational gymnastics: What makes chat tools work?

Guest Blogger — Thu, 02 Jun 2011 13:00:23 +0000

David Hollender is the chief Internet Strategist for Mind Sky, an online communications consultant for associations, nonprofits and social enterprises.

During a recent online chat, I was struck how awkwardly Twitter manages conversations. Though pervasive and easy to use, Twitter does not excel in keeping the thoughts, insights, suggestions and occasional tangents of participants in context.

After setting-up a hash-tagged search column in TweetDeck, I read and watched the proceedings, following the flurry of questions, thoughts and replies that filled my screen. Which ones belonged together and which followed each other, I could not always tell. The conversational gymnastics of our Twitter-based discourse was vibrant, interesting and fun, but messy — reminiscent of a raucous dinner table with everyone talking at once. Neither the engineer’s part of my brain, nor the inventors of Twitter could have anticipated a use case like this for a tool designed to post brief updates for family and friends.

If Twitter is an awkward as a tool for conversation, it seems fair to ask what makes particular chat tools able and elegant. To meet the needs of a diverse semi-public set of users, a tool needs to be widely available, easy to use and capable of structuring content in a way that makes it understandable and easily absorbed. Such a tool would support its community of users, and:

1. Minimize technical barriers to access/use.
2. Encourage participants to speak concisely and stay on-point.
3. Facilitate the dynamics of conversational flow.
4. Maintain the structure and relationship of statements, responses, replies and even side conversations.
5. Enable participants to share supporting resources without interrupting the conversation.

While Twitter is not a great chat tool, it has some characteristics that make it modestly useful. In fact, on the first three criteria above, it fares pretty well. Anyone can log-in and join a conversation easily. Conciseness is enforced by the 140 character limit. Near real-time updates facilitate conversational flow. Third party add-ons like TweetChat, TweetDeck (now integrated with Twitter) and TweetMeme have made the tracking conversations a little simpler. Unfortunately, Twitter’s weakness in managing conversational fragments can make chatting noisy, even incoherent at times.

Although viewed as more of a B2C or P2P tool, Facebook’s conversation threading is a little more conducive to productive conversation. LinkedIn offers basic threading and a more professional oriented venue. But because of its asynchronous nature (participants log-in on their own schedule, not all at once), LinkedIn functions more like a traditional web forum than interactive meeting place. Email, while almost universally accessible, meets few capabilities of a good online chat tool. Many chat tools can be made to work with a few participants, but confusion can ensue as the numbers grow.

Beyond the small crowd of marginal options, there is one application that has promised to deliver all the capabilities of a great online chatting/collaboration tool. Launched two years ago, Google Wave was supposed to take the world by storm. Unfortunately, the online app has not been embraced by a flood of enthusiastic users. It is now slated for decommissioning as a stand-alone service.

In an age of ongoing innovation, a worthy chat application will probably emerge. Whether this source of conversational bliss will arise from the re-invention of an existing service, or a completely new app is hard to say. In the meantime, we will collectively continue to adopt, adapt and bend existing tools like Twitter to meet pressing communication needs.

3 views of volunteering

Peggy Hoffman — Tue, 31 May 2011 15:17:17 +0000

Peggy Hoffman is president of Mariner Management & Marketing LLC, an association management company. She twitters at @peggyhoffman and blogs at the Idea Center.

Story 1: Can’t find no volunteers

A few weeks ago, I was in need of a few helping hands. It was an immediate need. The job was short-term: a couple of hours. It could be done in the comfort of your home or office, or with peers over pizza and beer.

I made the first “error” relying on a generic “call for volunteer” email blast.

I made the second “error,” a few reaches to “safe” people I knew.

Then I went outside the box. I did a search of members within 10 miles of the office. I didn’t include ones from my main volunteer list. I send each a personal email. I gave them options. Was specific about the commitment. I even addressed concerns like “but I’m not qualified.” I told them why I needed them. I began calling. Before I got to the third call, I had 7 commitments from “new volunteers” plus 8 additional replies that while they couldn’t due to schedules, please put them on the list for future opportunities like this.

I sent the new email with a note of who was coming to my regular volunteers and pulled in two for the party and two other regular volunteers formed teams in their office.

Mission accomplished. Lesson learned.

Story 2: Got time to give, no one to give it to

A high schooler needed community volunteering hours to complete the school commitment – now. Didn’t have a lot of time (school, sports, music commitment). Didn’t have a specific set of skills so wanted a “here’s a set of hands” job. Lived in a large county with easily 100+ nonprofits. Had a car.

First step: ask the school. Little help. Did get a copy of the guide for teens volunteering in the county from fall 2010.

Second step: a visit to the county volunteer center’s office. Told to check the website.

Third step: visit the website and created a “profile.” Great resource for looking but not so good if what you are looking for is a drop-in, no-advance-orientation-needed volunteer opportunity. Signed up for a few only to find out that the information on some opportunities lacked some important details. So began emailing – but the finding the contact info, not so easy. Then, began calling – lots of voice mail.

Then a call gets through. Bingo. Great opportunity. Had a “spontaneous volunteer” category and an immediate placement. Thank you American Red Cross!

Mission accomplished. Lesson learned by high schooler: no-one really wants teens or wants to help teens find a fit.

Story 3: What’s the point?

Three of us were swapping stories about our respective volunteer positions on three different committees. In the beginning of the year, all three of us wanted to give time to the association. We pondered the opportunities available. Went through the official “call.” Jumped in. But as we talked about our individual experiences, as the year draws to a close, a theme emerged. It seemed that none of us could clearly – or with much enthusiasm – describe what was accomplished by these three different committees. Admittedly, at the start of the year, the project plan wasn’t clear. The measures of success were undefined. The position description was clear on the measure of responsibility but not so much on the actual tasks. Still we accepted. We took on the position.

We wondered what the point of being involved was. We didn’t move the needle in any measureable way. We did have a little fun along the way. We did get some small things done. But really were we or the committee or the association different in some measurable way for the volunteering?

Mission (serving out the term) drawing to a close. Lesson learned: this volunteering isn’t worth the time.

Vacation week, seeking new voices

Guest Blogger — Wed, 25 May 2011 14:32:37 +0000

This post was written by SmartBrief Partnership Sales Director Jessica Strelitz.

SmartBlog Insights is taking a pre-summer break this week. We will scale back our new posts to twice-per-week as we head into vacation season.

We’re also looking for new contributors. If you are interested, please e-mail me. Have a great week!

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Social media revenue: Which platform brings in more for you?

Guest Blogger — Wed, 18 May 2011 15:49:12 +0000

Sterling Raphael is an entrepreneur, speaker and the founder & CEO of @NFiStudios, focusing on delivering innovative technology to associations and events around the world. This post first ran on the NFiStudios website.

ADOTAS - eMarketer estimates “worldwide social media ad revenue will reach $6 billion in 2011 ($3.1 billion in the U.S. alone), and guess who is going to bring home 68% (71% in the U.S.) of that? If you said Facebook, you get a gold star! The social network will bring in $4 billion globally in 2011, $2.2 billion in the U.S.”

Eventbrite found that their revenue (in ticket sales) comes mostly from Facebook ($2.52), followed by LinkedIn (90 cents) and lastly from Twitter (43 cents). Take a look this Social Media Today’s article on social media revenue comparison. Their findings proved to be interesting reading as Chompon also executed extensive research on revenue comparison as it relates to their own business.

Diana Adams of Bit Rebels writes: “We don’t sell anything that costs money to our readers; however, we still compare the value of Twitter and Facebook in terms of page views and traffic on our website.” And Rob Booth comments: “I really like these two studies since they attempt to quantify something that to date has been largely unquantifiable. However, I personally think that the greatest value of these channels is in building trust and credibility via a long term brand relationship between a brand and a consumer.”

Two more interesting articles on this topic can be found at Twitter Crushing Facebook’s Click-Through Rate and Fast Company’s viewpoint about the Eventbrite study — Facebook Is Worth $2.52, Twitter Only 43 Cents. Brian Solis also wrote a great article on this called ROI: How To Measure Return on Investment in Social Media.

I have a feeling, we will see plenty more case studies coming through and it’s encouraging for companies and other groups that operate in this space.

Have you ever done any research on this topic?

Give membership the flash mob treatment

Deirdre Reid — Tue, 17 May 2011 19:45:42 +0000

Deirdre Reid, CAE, is a freelance writer who helps organizations create content and conversation. Connect with her at Reid All About It or @DeirdreReid.

If Mitchell of ABC’s Modern Family dances in a flash mob, the trend must have already run its course, right? Not at all! I still get misty-eyed when I see a flash mob sing the Hallelujah Chorus in a mall food court. I’m sure I’m not the only one who’s drawn to a well-done flash mob performance.

If you’d like to indulge in a few others – don’t worry, this is professional development – try these:

Sound of Music in Antwerp’s Central Station, one of the first flash mobs that grabbed my attention
Indian music flash mob on a college campus
BuddhaFest Om flash mob in a downtown DC bookstore

Why are flash mobs so powerful? They hold us in the present moment. The present, strangely enough, isn’t a place we spend a lot of time. We’re more likely reworking the past or planning the future. We live in the present when we’re in the ‘zone’ or caught up in the flow, for example, while chopping vegetables, painting, climbing a rock wall or experiencing a great work of art.

Flash mobs take us by surprise and allow us to share an experience together. We’re knocked out of our routine, thrown a bit off balance. “Wait, what the heck is going on? Who are these people? Why are they doing that here?” And then, “Wow, this is pretty awesome.” You can’t help smiling when you experience a flash mob.

The Knight Foundation sponsors Random Acts of Culture in the communities where the Knight Brothers owned newspapers. They “strongly believe in the potential of the arts to engage residents, and bring a community together. Hearing Handel or seeing the tango in an unexpected place provides a deeply felt reminder of how the classics can enrich our lives.

Maybe the Knight Foundation is on to something here. Give people a taste of a good art experience and they might decide to give the symphony, ballet or opera a try. After all, we all crave good experiences.

Compare that rich satisfying art experience to a typical association experience:

A one-way mailbox relationship
A semi-productive committee meeting
A “did you really need me?” volunteer experience
An educational session or conference that provided a few handouts but nothing permanently imprinted in the attendee’s brain
An endless trade show floor of needy vendors

Can a mix of face-to-face and online community participation provide a better association experience by offering more opportunities for members to share, learn, have conversations and build relationships? More opportunities for members to create their own experiences together?

Can a more innovative approach to education lead to a more productive and impactful learning experience for attendees?

Do your members depart from an association experience with a skip in their steps and a glow on their faces or, even better, in their brains?

How does your association provide the intangible and emotionally appealing benefit of a great membership experience?

10 valuing behaviors to convey appreciation for staff

Guest Blogger — Thu, 12 May 2011 16:21:23 +0000

Peg Stomierowski Gould, MBA, is a writer and editor focusing on executive leadership, health and wellness, communications, financial services and other topics. Connect with her on LinkedIn. Read her other Insights contributions.

I have discussed leadership’s need to demonstrate appreciation for employees who’ve weathered the worst of recessionary days, often doing the work of two or more people to keep programs afloat and relevant.

Besides five previously mentioned ways to show that you are proactively appreciative, more subtle behavioral expressions –best used on an everyday basis in good times and bad — will help to convey that you can be trusted to value the welfare of your staff.

Organizational transformation consultant Don Warrick suggests these 10 valuing behaviors in his instruction manual Leading and Managing in Changing Times:

• An attitude of genuine caring.
• Active listening.
• Attacking problems, not people.
• Leveling and confronting with caring (rather than by using devaluing behaviors).
• Trust, defined as assuming better than you could.
• Calmness, patience, self-control.
• Reflecting feelings.
• Giving specific rather than general feedback.
• Using descriptive observations over evaluative words.
• Using “I” messages.

Many of these behaviors may have a familiar ring from earlier postings on servant leadership and good stewardship, where the idea essentially is to model those behaviors you want to see. Enlightened leadership should be good news for the organization as a whole and for the career development of association employees.

A TV station recently spoke with Warrick about the management changes taking place onscreen in NBC’s comedy “The Office.” While the sitcom exaggerates the flaws and foibles of managers everywhere, Warrick smartly observed that in real life, there are plenty of bosses — but few leaders.

“Leaders lead and bring out the best in people in the organization and bosses boss people … and it is a whole different mindset.”

The workplace mindset is rooted in your own goals and intentions.

In my next post, we’ll acknowledge the shadow side of real-life workplace morale, naming 10 specific devaluing behaviors to avoid ─ some subtle, some not so subtle ─ as leaders try to restore positive expectations where there have been downturns in employee morale.

Mapping strategic positives and negatives to achieve better outcomes

Baron Hanson — Wed, 11 May 2011 20:01:48 +0000

Baron Hanson is the principal and lead consultant of RedBaron Consulting, based in Charleston, S.C., and Washington D.C. Follow the firm on Twitter at @redbaronUSA. This piece is a SmartBrief exclusive.

Leading a small business, nonprofit organization, industry association or large corporation is becoming increasingly complex for owners, executive directors and CEOs. Home runs, strikeouts and land mines abound.

If strategy is not well communicated from the outset, your execution and ROI/ROE are prone to inefficiency, scope creep –– even failure. Proactive solutions must be calibrated in advance for internal and external dissemination quickly.

A distilled diagram of cascading opportunities and pitfalls serves as a map (or dashboard) to best view goals and problems as a group. This process also assigns clear priority into containable lanes according to severity.

Bottom line: Poorly led, operationally flawed organizations are declining and crashing. Expertly led, well-executed organizations are prospering and soaring. It’s called turnaround management, whereby positive patterns and outcomes are duplicated, and negative patterns and outcomes are eliminated, relentlessly.

The linear and hemispherical model included is fast, easy and communicable. This circular spoke n’ hub graph also allows custom POSITIVE + NEGATIVE polarities to intersect for better collaboration and policy alignment.

The value of this model is its simplicity and efficacy. Each dash represents an escalating positive or negative for accurately targeting organizational gains and losses. Some POSITIVE + NEGATIVE issues may extend “off the chart” as articulated by the quick case study and article link below.

In my 20-year experience, poorly performing organizations, business models and administrations are still sweeping three fundamental atrophies under the rug:

A) Lack of executable competitive advantage – Poor organizational strategy,

B) Lack of honest, granular analysis – Poor data and metric auditing, and

C) Lack of improved policy adherence – Poor behavior.

What is both exciting and uncomfortable is facing the positives AND the negatives lurking within your organization fairly, squarely and simultaneously. This process requires fresh brains, transparency and policies.

Here are 5 core POSITIVE + NEGATIVE polarities that any struggling organization can employ to build consensus:

1) Strategy Implementation (X): Leadership either has proactive strategies in place that are prospering your organization –– or your business model is shackled by tired, outdated strategies yielding unfavorable outcomes.

2) Innovation Implementation (Y): Leadership either has your team proactively researching and implementing sustainable innovation –– or your organization is reacting to diminishing ingenuity.

Here’s where this graphing process becomes more interesting –– customized intersections:

3) Presentation Improvement (A): Leadership either engages stellar public relations, marketing, attire, events, media, websites and related technologies that result in innovative organizational presentations –– or your C-suite tolerates lackluster, half-hearted presentations.

4) Fiscal Improvement (B): Leadership, especially your CFO and supply chain managers, are either proactively ratcheting granular fiscal best practices –– or they allow pinholes to exist in the hull of your ship.

5) Behavior Improvement (C): Leadership and your entire staff either exude patterns of polished behavior that add fiscal value to your workplace, community and industry brands –– or they are misbehaving liberally.

Millions of small businesses, nonprofits, industry associations and large companies produce wonderful products and services publicly, yet still operate poorly and negatively in private.

Quick Case Study:

Wild American shrimpers throughout the southeast and Gulf Coast are the nicest, hardest working, salt-of-the-earth people. Their local catch every afternoon is a delicacy akin to hours-old lobster in Maine or fresh draft Guinness in Ireland.

However, commercial fishermen face the Herculean task of coming face-to-face with generations of organizational (family business) negatives once back on dry land.

Competition from modern man-made shrimp farms is high because these importers run tighter operations, employ well-educated professionals on their front lines, and maintain granular data down to each prawn.

Our firm helped one local shrimper turn around and innovate their recipe value as a pro bono community project by utilizing the POSITIVES + NEGATIVES mapping framework above.

Local shrimpers hardly run their businesses via modern, generally accepted accounting principles (GAAP). They barter “off the books” and give away half their catch to “cousins” after a few drinks on the dock. Wives spend cash like wildfire living Vegas lifestyles, yet do zero work. Inebriated sons crash and sink the family vessel –– without any commercial boat insurance.

The fiscal implications are obvious. Imported shrimp farms prosper wildly because they improve their organizational positives and eliminate their negatives. Local shrimpers, even though they have a superior product, refuse to transform their business practices. Hence many are going the way of the dodo.

Takeaways: It can be uncomfortable for both organizational leaders and family business owners to confront the granular truths inside their organizations, especially struggling business models in the $1MM to $15MM space.

The best organizations achieve better outcomes than their competitors (in less time) because they have excellent accounting, legal, innovation, and strategy counsel in place to map out and manage their escalating positives and negatives, simultaneously.

What will a POSITIVES + NEGATIVES analysis honestly reveal about your organization?

Leadership: Building trust across teams

Guest Blogger — Tue, 10 May 2011 17:51:30 +0000

This post, which originally ran in our sister blog SmartBrief on Leadership, is by Thomas Kayser, who worked for Xerox in the area of organizational effectiveness for 30 years. He is the author of two books: “Building Team Power: How to Unleash the Collaborative Genius of Teams for Increased Engagement, Productivity, and Results” and “Mining Group Gold: How to Cash in on the Collaborative Brain Power of a Team for Innovation and Results.” E-mail Tom.

While working at Xerox, one of the tasks I had the pleasure of performing for many years was to facilitate a three-hour segment at our annual “Developing Executives” orientation within the development and manufacturing organizations. While I did many exercises to help high-potential individuals better understand the behavior of great leaders, I always made sure to use a portion of that time for them to wrestle with this question:

“What do you believe are the core operating principles all team members — including the manager — need to live by, on a daily basis, in order to develop trust within and across work teams?”

We would develop ideas in subteams, share them with the whole group and debate merits of the ideas. Over the years, a vital set of behaviors emerged that became known as the “Trust Operating Principles” across D&M. What these behavioral principles evolved into was a small set for managers to perform routinely and a set for managers and teammates to carry out on a routine, collaborative basis.

So if you are looking for ways to build trust within and across you teams and functions, there is no better place to start than right here. Remember: Trust is the road over which everything else rides!

Managers

Believe in us — our motives, knowledge and skills

Get to know each team member’s capabilities, interests and skills.
Understand the process capability of your full team and build on it.
Share information with team members that will allow them to understand their tasks and how they fit into the bigger picture.
Have faith in team members to set appropriate objectives.
Delegate decision-making authority: We want it; we need it; we won’t abuse it.
Negotiate realistic expectations, then have faith in team members’ ability to deliver what we are being paid to do.

Provide honest business communication

Share good and bad results.
Tell the truth — always; no sugar coating, no politics, no spin doctoring.

Managers and Teammates

Demonstrate open, honest communication at all times

Your word is your bond!
Share information that is important to others — no hidden agenda.
Explain reasons behind statements, requests and decisions.
Recognize fruitful friction as a key to critical thinking, and respect another teammate’s right to disagree.
Criticize constructively by sticking to the issue and not getting personal.
Demonstrate that you are listening with understanding — even if you disagree — by periodically clarifying and confirming what others are saying.

Make realistic commitments and keep them

If you say it, do it!
Do not overcommit. Know your process capability so you can make realistic commitments to one another.
Admit you don’t know something versus giving a wrong answer or making a false promise.
If you find, because of changing circumstances, you can’t keep your commitment, renegotiate it.

Work together

Be responsive to one another’s needs by offering, and accepting, assistance.
Welcome the messenger who brings bad news at the earliest possible opportunity because this maximizes one’s ability to deal with it.
Form natural and informal subteams to “move the ball forward” and accomplish tasks that are critical but languishing.
Bring potential solutions to the table along with the problem.

Discuss these with your teammates, commit to them, live by them and feel trust begin to grow.

SmartBlog Insights

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