We can learn a lot from Jeff Bezos. 60 seconds may be enough when you understand how he creates success.
I am still perplexed that so many folks seek to justify the failure of once-great companies like Nokia, Motorola, Blockbuster and Circuit City as being complex.
It wasn’t complicated and still isn’t to understand the reasons why they crashed and burned. It is in fact pretty simple. If you lose the connection between yourselves and customer success you will fail fast. All the best leadership, innovation and culture crumbles if you are not delivering #successfulcustomeroutcomes. However, don’t take my word for it – let’s hear it from the maestro himself
Learn more about embedding ‘next practice’ into your work and organisation by joining us at one of our upcoming courses at www.bpgroup.org
I’m a real sucker for great new tips, techniques, tools, shortcuts, “hacks” and other quick ways of getting better results from our processes and customer experiences.
the truth is that the big wins don’t come from tips or tricks.
come from getting the
fundamentals right. Again and again.
like really understanding your customers (internal and external) so your
products and services are what they need (not just what you think they want).
Fundamentals like having understanding the successful customer outcomes before you ever meet or work with them, so your processes and experiences build credibility and trust quickly.
Fundamentals like follow-up and nurturing your relationships so they are top of the priorities when your customers need to change things.
Fundamentals like being able to “meet” face to face, on the phone, or via a webinar or web page (and by “meet”, I mean help a customer get the best from their experiences and processes, understand their problems, the potential solutions, and decide how to change things to meet ever-changing needs).
Master the fundamentals and the little tips and tricks will improve your results even further.
the fundamentals wrong and all the tips, tricks or clever techniques in the
world won’t hurt.
If you’d like to get my very best training, insights and personal support to
help you align your processes and experiences for all your customers (internal
and external), why not join me for my new ONLINE training program? Click here for more details.
I am proud to officially announce my participation as one of the judges at the “North American Customer Centricity Awards” organised by Arcet Global.
Hosted in Dallas, Texas, this event showcases the best in
customer experience and leadership across North America. Sharing ‘next’
practice, case studies and learning from each other’s success across a wide
range of sectors.
It seems that the only consistent thing today is change. With that in mind, how are you keeping up with the seismic shifts in doing business?
We upgrade our homes, our cars and our lifestyles as a matter of course. When was the last time you upgraded YOU? No, I don’t mean a fancy new pair of shoes or those nice looking jeans what I am talking about is the way you think and do. At a fundamental level, we need to be able to lead change and enable those around us to embrace and welcome all aspects of this volatile world, which as I have already suggested isn’t going away anytime soon.
All things considered, that is what our coaching, mentoring and training programs are all about. Not only incorporating the latest innovations in business change but reframing the way you think.
The Experience Manager
In this last twelve months, the approaches we use have upgraded to include a new platform that redefines process and customer experience deployment and includes the capture, analysis, ideation and implementation of experiences from the front-line to the board room.
Now some may think they have done all the growth they need to do and rely on those traditional tools for the daily work. That is, however, the way of the dinosaur, almost waiting for the asteroid to strike and wishing they would survive its impact. We know what happened there.
So is time to refresh and retool?
If so there’s a series of courses from one-dayers to a week across the planet led by been there and done it mentors who spend the majority of their time helping organisations embrace this brave new world. Come and get the benefits of their latest learnings as we codify together, hands-on, the means for you to upgrade and retool.
Case studies are great, but…
I will be blunt (nothing new there then) I abhor the talking heads know it all theoretical claptrap courses where learning is stifled and it is a listen and do as I say dirge. Hence anyone who has experienced our programs will tell you how exciting, invigorating and enabling the hands-on learning is. Even to the extent of using your own challenges and working them through the sessions in association with teammates and colleagues. Yes, case studies help but how much better is fixing your own stuff and learning how to integrate the tools and techniques directly?
That underpins our programs, learning by doing.
In fact, the relationships you forge in the fires of embracing the CEMMethod will become a part of the new you on your return to the office.
Find out more…
We are running open courses across the planet in 116 countries with over 100,000 professionals now qualified. Our inhouse courses, where we customise the material to your industry and current dramas, are also popular and we are proud to talk of the thousands of companies who have embraced the learnings. Either way, open or inhouse, you will have a fantastic time so have a look, delve a bit, and sign-up soon. Your upgrade is waiting!
Jeff Bezos encourages us to become Customer Obsessed (see video snippet) however Netflix’s journey to CX Obsession is less well known.
Here is an extract from a great article (link below):
From Gibson Biddle, former VP at Netflix and CPO at Chegg In 2005, as I joined Netflix as VP of Product, I asked Reed Hastings, the CEO, what he hoped his legacy would be. His answer: “Consumer science.” He explained, “Leaders like Steve Jobs have a sense of style and what customers seek, but I don’t. We need consumer science to get there.”
Reed’s aspiration was that the Netflix team would discover what delights customers through the scientific process. Forming hypotheses through existing data, qualitative, and surveys, and then A/B testing these ideas to see what works. His vision was that product leaders at Netflix would develop remarkable consumer insight, fueled by results and learning from thousands of experiments.
During my time at Netflix, and later at my next startup, Chegg, I learned to move from customer focus to customer obsession. In doing so embraced Reed’s notion of consumer science. Here’s how I think about the transition:
The full article here is great testimony to moving away from the soft and fluffy version of Customer Experience. Let’s get more scientific about Customer Experience.
I will be in the room for you every step of the way. Whether you signup for the one or two day option there is a preliminary video and optional signup Zoom meeting. Post-session we schedule an online meet to review progress and answer questions.
How learning by doing with real case studies is central to the Masterclass
With genuine case studies you will apply your own challenges in the session to actually take away not just the HOW but the WHAT you do.
Business failures are all around us, nothing new there then. If we go back a decade or so we saw the demise of Nokia, we’ve seen companies like Blockbuster crash and burn, and other companies in the High Street whether it’s in Europe or in the US disappear and never to be seen again.
Why is this so when if you look at the investment those companies were making there was no lack of intent to spend in understanding how the customer was changing. In the year that Apple introduced the iPhone Nokia were investing very heavily in the voice of the customer surveys, customer satisfaction and NPS.
But this misses the point. Progressive Outside-In companies (think Amazon, Zara, Zappos, Emirates) are not about retrospective subjective analysis of performance. It isn’t about overlaying processes with a new language when fundamentally the very systems and processes were never designed to deliver experiences. They were designed with a factory mindset centred around production line thinking, throughput and waste. Hence the challenge is more fundamental as it’s not about rejigging what you’re doing – it is about a complete rethink to move outside in the way that you do business.
Remarkably as we approach the third decade of the 21st century there are still those companies that think they can just tweak and change the language inside their organisations. As if doing better advertising and marketing to customers and talking about ‘new’ services on top of their existing infrastructures and IT systems hacks it. The actual reality is somewhat different.
Senior Executive commentary
Top teams and senior executives need to grasp this challenge. Roland Naidoo, a senior executive at African based entertainments company Multichoice puts the choice starkly:
“Would you measure how fast a 1600cc car performed around an F1 circuit. No? Then why would you try to measure customer experience AND improve it on processes and products there were never designed with experience in mind. Go on enter your 1600 into the next F1. Wonder how it would perform?”
Roland Naidoo, Multichoice Africa
Lipstick on a Pig? Surely not…
Those companies who understand that ‘outside-in’ thinking calls for a complete realignment and new appraisal of what the customer experience consists of. Rather than, to coin a phrase, putting lipstick on a pig. You have actually got to think about what is it you’re trying to achieve; what does success look like for our customer? And then align across all functions, all systems and ways of working towards successful customer outcomes. Disney refers to this alignment as getting everybody to understand where true north is and not to do anything unless it contributes to that alignment. Imagine all new initiatives being assessed by a similar approach?
Are you working in a Rubik cube?
Another aspect which comes into play is this idea that traditional measurement* is predominantly subjective and retrospective. Progressive outside in companies are not reactive – they get scientific about the customer experience. Measuring each interaction as it happens and if necessary course-correcting in real-time. They develop the ability to see around corners to understand what’s coming next. They don’t have to wait for analysis 2 weeks after an event to decide that some remedial action is required. This knowledge in the instance of what is happening requires us to create this idea of ‘action in the moment’ for all our employees. Zappos**, for instance, give their employees the tools and the capability to be able to make decisions in the moment (without the need to escalate to supervisors).
Industrial Age thinking will kill you
And there is another challenge companies face if they are still organised around functional specialist silos. If you’ve recruited low paid people and given them a script to follow, manage them to average handle times and throughputs you’re going to fail. Once more the outside-in companies have an edge here as they understand that to give your most precious resource (the customer) to the employees then you need the right people in the right place able to do the right things at that moment of truth.
So what is your organization doing? is it trying to put lipstick on the pig? is it just trying to overlay the existing process is an infrastructure with this new customer-centric way of talking and doing?
It is very simple. You need to get down to brass tacks of rethinking what customer experience is all about its implication for the organisation going forward. Those organisations that are taking this outside-in approach find the world becomes simpler, faster and much more directly oriented towards delivering successful customer outcomes and winning for the bottom line.
I was deeply honoured by the PEX community at the annual conference in Florida last month and received the Global Community 2018 Award. Needless to say (but I will) this is as much down to you guys and your great transformational work, so I graciously excepted the Award on your behalf. Thank you so much :