Six months, Eight How To articles on LinkedIn Pulse

Why are Lean and Six Sigma failing so badly?

Customer Experience Management – the truth

Amazon – I love you but you gotta stop this quick!

Holacracy – fad or freedom?

How can we Link Process with Strategy to…

The Age of Personalization is here…

How a Process Professional Cert Will 



Do you want to get in the picture? Join us soon at a session in a city near you…


Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Emirates success

Certified Process Professional Masters Champions (CPP-Master) Program

An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html
 

Amazon – I love you but you gotta stop this quick!

Amazon are iconic. They set the bar very high with radical new ways of delivering successful customer outcomes, whether it is Prime, Prime Instant (deliveries in 2 hours) or the Dash buttons. Quite exceptional but at what cost?

I buy stuff every week, and once a month order ‘magic paper’, usually 10 rolls at a time. For the last three months I have also received a mountain of cardboard, plastic fuller and some very tired drivers. Why?
Something has gone very wrong at the Scotland Amazon depot who see fit to send every order separately packaged.

Let me walk you through the waste tip that has become our hall…

Item ordered – one legamaster roll x 10
Delivery as it arrived

And then all the resulting open boxes

With finally the pile of trash for the disposal 

Legamaster rolls packed nicely in original packaging (ten rolls)

Now unpacking and bursting all that fancy bubble wrap took 40 minutes of mess. Please please Mr. Bezos I do not know what is happening at the Scottish distribution centre  but please get it fixed quick –  otherwise you will have the world and his brother of environmentalists screaming wasteful capitalists! And you and your loyal customers do not need that.

Do you want to get in the picture? Join us soon at a session in a city near you…


Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Emirates success

Certified Process Professional Masters  Champions (CPP-Master) Program

An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html

Extraordinary Keynote from Jeff Bezos Reveals Amazons secrets

In the previous blog we posted a cracking presentation (see http://www.successfulcustomeroutcomes.net/2015/04/the-amazing-secrets-of-amazons.html)
and James Dodkins (@jdodkins) then pointed me at this 17 minute Jeff Bezos keynote talk – equally enlightening:-

Of course some people may say it is just stuff and nonsense. Not so, I would argue – look at their impressive performance and consistent results.

Keep up the good disruptive work Amazon, you are setting a fine example for others.


Uncover the Secrets…

Certified Process Professional Masters (CPP-Master) Program
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html

The Amazing Secrets of Amazons sustained Success

Terrific presentation from Curly Films – Storytelling Office

Uncover the Secrets…

Certified Process Professional Masters (CPP-Master) Program
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html

Amazons tale of Outside-In (or working backwards as Jeff Bezos calls it)

This slide deck is a wonderful illustration of the hard work underway in the Customer Experience arena. Delivered by Pascal Spelier (www.finno.nl) – link with him here – it demonstrates how you connect customer journeys with process transformation.

Six steps to winning with the Customer Experience

1. Start by identifying the Moments of Truth (customer interactions)that exist across all of your customer experiences (you can create more specific experience maps later).


2. Make a list of all the Moments of Truth (MOT).For each MOT write a description, method of interaction, and customer expectation.
We use the Diagnostics dashboard to make sure we turn the MOTs into 15 quantifiable and actionable metrics.

There are three ways to collect and collate this information:

  • Workshops of all interested people.
    That includes customers, advisors, employees and management.
  • Recording of actual experiences.
    Yes, record the experiences and evaluate afterwards. We use a video technique that identified Moments of Truth with red flashes, Internal Interactions with blue and decision points as green.
  • Analysis of customer feedback.
    Review the letters, calls and social network commentary and capture the experiences to gain insights and a better understanding.

3. Document the learning and produce a visual illustration(process activity maps).


4. Use the maps to identify areas working well and those that need improvement.Focus on the critical MOTs — those crucial interactions that determine whether the experience you are creating delivers the optimum encounter, expectation and emotion.


5. Build a Action Plan to engineer the ABACUS of the customer experience.
At each stage identify the relevant MOTs that cover off these elements
:

  • Awareness
    When and How does the customer become aware of the process, product or service you offer?
  • Buy-In
    How and Where does the customer ‘get it’ and become an advocate for the experience?
  • Acquisition
    How is the purchase made. Not just a product buy but the actual commitment.
  • Care
    Why should the customer care? How do you ensure the trust and commitment is reciprocal and reinforced?
  • Use
    How does the product, service work. Has it been designed from the customers perspective (Outside-In)? Ease of use goes beyond efficiency and focuses directly on the actual customer experience.
  • Share
    In our always-on world how does Share happen? Is that understood and optimized? Recall the fantastic tale from Canada – Westjet Christmas story[1] with more than 35 million hits on youtube in 3 months. By the way that is more than the population of Canada! That’s good news, but what about capturing the bad news before it becomes a crisis – recall the United Breaks guitar[2] story?


6. Engage the entire organization to undertake the journey to Customer Experience Management.We use the structured CEMMethod™, derived from the work of companies such as Virgin, Disney, Southwest Airlines, Emirate, BMW, Bentley, Zara and many more truly Outside-In enterprises. Whoever and where-ever you are it is directly and immediately useful.

If you are serious about engineering the Customer Experience then let us know (below). We will provide immediate links to videos, resources and an expert community doing this stuff as a way of life.




[1] Westjet Christmas – a terrific example of sharing your values and ethos – http://bit.ly/1habsP2

[2] United Breaks Guitars – how a bad experience turns into a corporate crisis – http://bit.ly/1dmOKaW
 

Newspapers aren’t dying and Jeff Bezos isn’t crazy

The genius that is Jeff Bezos (see the previous article here) sees a great future for publishing in all its forms.

While some are bailing from (news)papers Bezos sees considerable opportunity. What is he seeing that others aren’t? http://bit.ly/17UVk0w

Great illustraton of Outside-In thinking and practice. Jeff Bezos provides his viewpoint..

“I would hope people would say that Amazon is earth’s most customer-centric company, and that we work backwards from customers. Many companies sort of look at what their skills are and they work forward from their skills. They say this is what we’re good at, and this is what we’ll do. It’s a very different approach from saying here is what our customers need, and we will learn whatever skills we need.”

That really describes the difference between inside-out thinking (examine your capabilities and figure out how to optimize them) to Outside-In – (figure out the Customer needs and align everything to deliver the Successful Customer Outcome) http://bit.ly/AmazonOutsideIn

The Bezos mandate – is it still working?

Back in the day (well 2002 to be precise) Jeff Bezos rallied Amazon with the following directive:

1) All teams will henceforth expose their data and functionality through service interfaces.

2) Teams must communicate with each other through these interfaces.

3) There will be no other form of interprocess communication allowed: no direct linking, no direct reads of another team’s data store, no shared-memory model, no back-doors whatsoever

4) It doesn’t matter what technology they use

5) All service interfaces, without exception, must be designed from the ground up to be
externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions.

6) Anyone who doesn’t do this will be fired.

The Focus has shifted from Inside-Out to Outside-In

I am frequently asked to summarise the difference between the inside-out industrial/information age mindset, and that of Outside-In (think Apple, Google, Zara, Zappos, Emirates etc.) thinking and practice. So here to answer that request (and from a section in my upcoming new book) is the overview.

Over the following weeks we will delve into each area and I will provide examples and case studies of each aspect of this Copernican shift.

The Focus has shifted from Inside-Out to Outside-In

Industrial/Information Age Customer Age

People Silo’s Multi functional
Specialist Multi skilled
Isolated Relationships
Awards – Time served Awards – Value Created
Autocratic Dynamic (to suit the needs)
Processes Doing things right Doing the right things and doing things right
Manufacturing mindset Customer Experience
Tasks/Activities and Outputs Outcomes and SCO’s
Stocks Flows
Products Services
Left to Right, Top to Bottom Customer Centric
IT Algorithmic Heuristic
Hierarchical Hyperlinked
Analytical Understanding
Ownership Access
Strategy Top Down Inclusive
Structured and Rigid eg 5 yr plans Agile and Adaptive
Tablets of stone Continual Alignment to SCO’s
Market/product focus Customer/expectation focus
Customers Uninformed Prosumer
Loyal Promiscuous
Forgiving Rebellious
Locked-In Demand Flexibility
Compliant and managed High Expectations and fickle
Single channel Multi channel
(c) 2012 Steve Towers

Next week we’ll start by reviewing the Customer Aspect
 

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