Customer Experience Driving Profits with Purpose

While I celebrate that Customer Experience is Gaining Momentum, I believe that the intention and perception of the majority of those participating in this movement remains outdated and needs to be addressed in order to sustain and harness the untapped potential value of Customer Experience strategies.

On the left end of the spectrum we have those that approach Customer Experience strategies as a necessary expense resulting from external pressures.  On the right end, we have those that view it as an opportunity to expand profits and create shared value.  I suspect that for the most part we lean heavily to the left, yet we need to head due west.

If you read the examples in Michael Porter and Mark Kramer’s article on Creating Shared Value through a lens of customer experience, you will inevitably be struck by the potential value you can harness with a renewed intent and perspective.  They share powerful and highly repeatable examples from companies such as Google, IBM, Intel, J&J, Nestle, Unilever, and Walmart who have all begun to demonstrate the potential of shared value.  We need to move beyond our short sighted strategies and recognize that businesses and customer experiences are defined far beyond our conventional perceptions.

If you dig a little deeper into the Nestle example you will find that they have injected shared value into the core of their business; into the core of their customer experience, into the core of their employee experience.  Chairman and CEO, Peter Brabeck-Letmathe says:

“It is our firm belief that, for a company to be successful over time and create value for its shareholders, it must also create value for society.”

Nestle is not just claiming to do business this way, they are proving it.  More importantly they are measuring their performance and reporting the results.  Not just the results of the social value, the results of the economic value.  Does all this impact customer experience?  It sure does!  This has the potential to create authentic and sustainable customer loyalty in a way we have not seen before.  As a consumer, I now get very excited about buying Nestle products, let’s face it, there are a lot of brands delivering good quality food, but a brand that has holistic purpose is a massive differentiator.  This matrix diagram was developed as a conceptual framework to measure a company’s overall net impact on its stakeholder groups.

Earlier this week I had the privilege of participating in a FOCUS panel discussion with Mark Kramer to discuss shared value and measuring what matters.  It was a very engaging and insightful discussion. I am looking forward to many more discussions like this as I am on a passionate quest to create awareness and help today’s leaders embrace and prosper from this meaningful change.

To get started identify all of the societal needs, benefits and harms that are embedded in your customer experience.  This extends beyond your products or services, it encompasses your entire value chain and the communities of your company and customers.  Then explore and discover how you can address them through your customer experiences.  This will unleash a new form of innovation and deep, sustainable value that will drive customer loyalty on a whole new level.  I will be exploring the “how” in much more depth in a follow up post.  Stay tuned!

Want more? In this BBC interview, Porter does a brilliant job of summarizing key elements of shared value with further examples, drivers and the challenges ahead to get the financial markets converted.

I suspect the momentum of the shared value movement is going to accelerate quickly, it’s a win win proposition!

Creating Shared Value and Measuring What Matters

I have the privilege of being on the panel of a roundtable via FOCUS on Shared Value and Enterprise Performance Management on Tuesday March 15 at 11am PST and 2pm EST.

We  will discuss topics including…

  • Measuring what really matters
  • How Shared Value focuses companies on the right kind of profits
  • How to build a roadmap to measure and manage results across disciplines and throughout your value cycle

Ron Dimon, Managing Partner of Business Foundation will be hosting and the panel includes…

  • Long time EPM practitioner Rick Cadman
  • Moi… Change maker and Customer Experience Pioneer
  • Managing Director of fsg.org and Senior Fellow, Harvard Kennedy School, Mark Kramer

Please join us if you can!

6 Most Brilliant Leadership Strategies

Last month Geoffrey James provided me with the rare honour of guest posting my 5 Most Dimwitted Leadership Strategies on BNET’s Sales Machine.  Geoffrey is a prolific writer with a highly provocative and cynical nature reflected in his outspoken readers.  Today’s post is inspired by a number of his readers who challenged me to write about leadership strategies that DO work, strategies that foster sustainable results in today’s highly complex business environment.

Each one of these practices yields significant results on its own, but in union they become extraordinary.  For the sake of consistency, my intent was to provide 5 clever leadership strategies, however I simply could not narrow my list down to less than these 6.

1.  Zoom-In, Zoom-Out. Leaders need to maintain multiple vantage points, navigating with ease between a worm’s-eye and bird’s-eye perspective.  Typically they favour one or the other which can hinder their ability to make good strategic decisions.  Effective leaders instinctively know when to zoom in and zoom out, this strategy is critical in times of crisis or tackling complex problems.  Read Rosabeth Moss Kanter’s illustration of the significance of a zoom-in, zoom-out framework to learn more.

2.  Getting Naked. Vulnerability is arguably the most important leadership trait, yet it is widely shunned upon.  Nothing inspires trust like confident humility, there is no more powerful attribute than honesty and from trust breeds loyalty.  Patrick Lencioni, author of the very clever “Getting Naked” shares how to embrace this transformational strategy.

3.  Shared Value.  If you are not familiar with the Shared Valued Movement then dive in!  We are finally moving beyond our outdated approach to creating value and harnessing value with purpose.  Our business community is developing a global conscience and discovering it pays to act responsibly.

4.  G7The Group of 7 provides a bird’s-eye view of your corporate environment with strategies and pathways to address pervasive issues right down to the worm’s-eye view.  The health of your corporate environment is an imperative determinant in your ability to embrace change and complexity.

5.  Customer Experience Driven. Business starts and ends with the customer experience; a closed-loop strategy is essential.  Start with these 7 Habits of Highly Successful Customer Experience Leaders and then move from effectiveness to greatness with the 8th habit.

6.  Cross Fertilization. I have blogged extensively about the genius born by cross-fertilizing brilliant ideas.  Creating the practice of exploring different disciplines fosters innovation and creative problem solving.

“All decisive advances in the history of scientific thought can be described in terms of mental cross-fertilization between different disciplines.” Arthur Koestler

What other brilliant strategies do you have to add?

A Decisive Advancement in Customer Experience Methodology

I have spent a lot of time over the past few months pondering and incubating the concepts of Motivational Design (MD).  What I love most about MD is that it is a metaphor for its own principles and patterns.   Initially the potential impact of MD was most obvious to me in context of improving employee and customer experience, but soon after I realized that was just scratching the surface.

A quote MD uses to help illustrate one of its patterns is:

“All decisive advances in the history of scientific thought can be described in terms of mental cross-fertilization between different disciplines.” Arthur Koestler

Motivational Design is a pattern library and process framework developed by Kes Sampanthar of Cynergy.  In essence this library of patterns can also be described in terms of mental cross-fertilization between different disciplines.  They leverage the rich intelligence formed within the gaming discipline to extract patterns for increasing the wanting.  Cross-fertilizing that with insights from behavioral economics and more explicitly the cognitive patterns that shape our motivations.  Further adding the advances made with regards to reach and awareness that social media has provided.  This is a powerful combination and a decisive advancement bridging the gap between our intent and our results in the experiences we create.

Much of Kes’s work with Motivational Design thus far has been in context of developing engaging user experiences for technology solutions.  However, I strongly believe these patterns are equally as applicable to every aspect of business and life broadly.  In fact they are arguably easier to apply elsewhere.

I will share examples from 2 of the MD patterns to illustrate some of the concepts but I believe it is the sum of the parts, using multiple patterns, that breeds it’s potency.  Each pattern on it’s own is useful but not unique, nor ground breaking, it is the union of them along with it’s process framework that makes MD so brilliant.

Example #1: 

Some car manufacturers have started to add eco gauges that visually display if you are driving efficiently using leaves; the more green leaves you have the more efficient you are driving.

This example immediately had me thinking about medical therapy adherence which is a costly both in terms of fiscal costs and quality of life.  I have previously seen solutions much like household alarms used to try to achieve these results but I would imagine a “gamified” approach would better address the intent to increase the wanting to adhere.

Example #2:

If a runaway trolley is about to run over five people walking on the tracks.  You are standing next to a switch that can turn the trolley onto a side track, killing one person, but allowing the five to survive, what do you do?  Chances are you would kill one over five.

Yet if five people have just been rushed into a hospital in critical care, each requiring an organ to survive. There is not enough time to request organs from outside the hospital. There is, however, a healthy person in the hospital’s waiting room. If the surgeon takes this person’s organs, he will die but the five in critical care will survive. Should he kill the one person to save the five?  Pretty sure we would all say no.

Same results different moral circumstances.  Yet we seldom consider the cognitive patterns of decision making, we tend to shape our strategies based on logical decision behaviour.

We see examples of this time and again with incentive programs intended to make customers or employees happy but in the end generating disappointment resulting from cognitive responses.  Incorporating MD would mitigate unintended outcomes and dramatically improve our intended experiences.

Smart brands like eBay and Callaway Golf and many more have leveraged Cynergy’s Motivational Design to maximize their user experiences.  This is much more than theory, it works!

If Kes and Motivational Design sound familiar, you may be recalling my interview with him last September.

Passion Profile Featuring Linda Ireland

I am very excited to be featuring Linda Ireland for my January 2011 Passion Profile.  This monthly tradition was inspired by Twitter’s Follow Friday ritual where I share a little with you about the people I admire and follow.  Linda is co-owner and partner of Aveus, a global strategy and operational change firm that “helps leaders find money in the business performance chain while improving customer experiences.”  She is an author, and I have added her most recent book Domino to my read list! Linda is also an active angel investor and philanthropist.  Outside of it all she describes herself as a “wanderer” having been to 30 countries and six continents.

Dawna: What are you most passionate about? And why?

Linda: The moment when I, a leader I’m working with, or we together have made a meaningful and positive difference. It’s magic.

Dawna: What are 5 traits those that know you best would use to describe you?

Linda: I’m transparent. There’s usually no mystery at all about what I’m thinking.

Smart and direct. I’m an army brat. I learned when I was young that if someone pushed me hard, I could get respect if a) I gave it back AND b) I knew what I was talking about. My first executive role was to lead manufacturing and operations for a sole source supplier to 3M, serving the automotive industry. I was 28, had guys with 2-digit employee numbers reporting to me, a staff of 450, and peers at 3M and in the auto industry were men in their 50’s trying to figure out how I got my job. Later a Fortune 500 company president I worked for called me his “build this-fix that girl.” I guess smart and direct have served me well.

I love to feel inspired, so I’m always searching. How to be better, do better, learn more, think differently.

I often hear I’m able to connect seemingly disparate questions or facts and come up with an possibility that can move us forward –I’m humbled and very proud of that.

Dawna: What qualities do you most admire in others?

Linda: Good natured humor. I love being around anyone with a witty insight. I love to laugh.

Generosity in acts and spirit.

People who want to change the world.

This is such a fun question – I think we all admire what we work on most in ourselves.

Dawna: What accomplishment are you most proud of?

Linda: I’m torn between two, and your question reminds me how fortunate I am to have two big things pop instantly to mind!

First, I’m proud of what we’ve built together at Aveus. Our clients tell us we need to find another way to describe ourselves than ”consultants” because we are more collaborative than the folks they’ve worked with in the past. Recently someone said, “You never act without our best interests first” and, well, that’s nearly like a drug in how proud that makes me. Because most of us are former line execs, we get what it’s like to live with the decisions they’re making. We know “good outcomes buy beer.”

Second, I’m proud of Domino, our body of customer experience thinking, and the feedback we’ve gotten from leaders who have found it both actionable and meaningful. You see I was doing customer experience work back before we all had a phrase for it. (Dating myself. We just called it “customer-centric”).

I’ve had a blissfully crooked career path. I’ve been in industries from automotive to financial products to consumer goods to technology and health care services. I’ve led from just about every functional chair, general manager, boards. In EVERY case I found smart sell-intended people. And I learned that when we made OUR group’s decisions so that we could solve a customer’s need better than anyone else, we reaped some pretty good performance. But when we worked across the entire organization, all applyng our actions to solve the same needs for the same customers, the performance payoff was amazing. That lesson comes to light in our work with clients and our research, so I’m thrilled when others create their own reward with it.

Dawna: What is your top goal for 2011?

Linda: To help more leaders dispel the myth that strengthening customer experience is a trade-off to profitability. I actually had one leader say to me “Linda, I’m not sure how much customer experience we can afford.” Yet profit is not a strategy. Profit is an outcome.

I’ve seen truly amazing transformations of product lines, departments or whole companies when leaders agree on the right target experience to deliver, then make hiring, capital, marketing, and operations decisions to move closer and closer to their target experience over time. In 2011, I’m on a campaign to dispel the trade-off so more leaders get the performance payoff their organizations and their customers so richly deserve! (OK, I’m calming down now.)

Big thanks to Linda for sharing this with us! What strikes me most about Linda is her authenticity, she has mastered the balance of confident humility and she is refreshingly direct and insightful.  If you are interested in learning more about Linda I highly recommend spending a few minutes watching this fabulous short video interview.

Curious about my previous Passion Profiles?  Cheers to Dan Rockwell, Eric Jacques, Ted Coine, Tim Sanchez, Dean van Leeuwen, S. Max Brown, David McQueen and “Write”.

Best Buy’s “Unique Shopping Experience”

Did you catch my Customer Experience of the Month for December featuring Best Buy?  Over the holidays I lost track of how many Best Buy blunders stories I heard.  It all started when my friend Craig Gibbs, posted this message to his facebook status…

“The customer experience at Best Buy: The salesperson treats you like a thief, the cashier treat you like an idiot. How delightful.”  He later added a comment “Best Buy competes only on price and absolutely, positively do not care about individual customers.”

So I gave Best Buy the benefit of doubt and assumed this is not their intended customer experience, according to their website “Best Buy offers consumers a unique shopping experience with the latest technology and entertainment products, at the right price, with a no-pressure (non-commissioned) sales environment.”  It’s hard to deduct what their intended customer experience is from this statement, I get that it is intended to be “unique”, although what about it is unique?  They do carry the latest technology and entertainment products at a good price, but perhaps they have missed the mark on their intentions of with a no-pressure sales environment.  This explains why I have such a hard time finding a sales person to help me when I go to Best Buy.  Like most things in life, having a balance is key, while we don’t want a high-pressure sales environment, we do want effective sales support that are inspired by their leadership to reflect their intended brand experience.

Then I reflected that companies who rely solely on pricing may have notable fiscal success, as is the case with Best Buy, but good prices are easy to replicate, good customer experiences is more of an art, one that would expand their fiscal potentiality and minimize competitive risks.  While Best Buy is #45 on the 2010 Fortune 100 List their stock price was recently hammered by more than 15% due to erosion of market share making the competitive risks very real for Best Buy.  At a time when technology gadgets are at an all time high, Best Buy should be thriving! I then urged Best Buy Chief Executive Brian Dunn to give me a call, with the right customer and employee experience strategy they can reclaim their market share and harness the full their potentiality.

More recently, another friend of mine,  Laura Daub, posted this on facebook…

“I don’t care how busy you are Best Buy… Not answering your phone for 2 days in a row is absolutely UNACCEPTABLE!!!”

To which her facebook friend, Larry White, commented…

“Welcome to the world of ‘you are easily replaced by other lemmings who will fill the void’.”

Then a few days later Laura added this update…

“My Best Buy update: they didn’t answer their phone for 3 days, the Canon Rebel we bought for our daughter was faulty, so my husband just took it back and got the one Henry’s put on hold for us (for 2 days) and they even threw in a flash card for free! So, ptttcht Best Buy big box store that only cares about their sales… I suppose you don’t really care, but you should.”

Fact of the matter is there are countless stories like this.  If you go on YouTube and search for “Best Buy sucks” you end up with an unbelievable amount of frustrated customer rants.  This was my favourite…

Bottom line, Best Buy’s erosion in market is the beginning of a very bad ending, they have a narrow window of opportunity to shift this momentum but it will take a radical change in their Customer Experience Management strategy.  In 2008, Best Buy was applauded for their creative pricing strategies, however the most brilliant pricing strategy will not sustain without a mindful Customer and Employee experience strategy.

How do you we get through to Brian Dunn and his team before it’s too late?

Extra Extra… Ho Ho Ho December New!

God Jul och Gott Nytt År! (Good Yule and Happy New Year in Swedish)

Hot off the press, December’s news! Every month I like to share highlights of the top discussions from my blog along with key observations and experiences.  The theme this month is intentions.  As we wrap up 2010 and head into a new year, it is a great time to examine our intentions and set our destiny for 2011.

“You are what your deepest desire is. As your desire is, so is your intention. As your intention is, so is your will. As your will is, so is your deed. As your deed is, so is your destiny.” Upanishads

If we fail to embrace this truth from a corporate, more collective prospective, we are sabotaging our corporate destiny.  So why are so few companies aware of their intent?  It’s time to start a new dialog, one that mindfully shapes our destiny.

Please forward this newsletter to your teams, colleagues and partners to help me expand my readership.

Happy holidays to all of my precious clients, generous blog followers, and trusted partners, it is such a privilege to explore meaningful change with you.

It’s a Nude New World!

Naked, naked, naked… if you follow my blog or if you are reading HBR, Huffington Post and the like, you are taking notice of our nude new world.  “Don’t confuse transparency with a lack of privacy” embrace it as “a new form of power”, words to live by from Macrowikinomics authors Don Tapscott and Anthony Williams.

In a recent article Thriving in an Age of Hyper-Transparency, Don and Anthony say “Transparency should refer to the release or exposure of pertinent information — information that can help stakeholders if they have it or harm them if they do not. Employees should not violate confidentially agreements or the law…”  In other words, your intent with transparency matters.  Transparency with the intent of harm is powerless, in fact it is risky business both morally and legally.  What we are advocating is transparency that empowers.

“Rather than something to be feared, transparency is becoming central to business success.  Every company needs a transparency strategy. It has to rethink what new information should be made available to employees, customers, business partners and shareholders. Corporations that are open perform better. Transparency is a new form of power, which pays off when harnessed.”  I urge corporations to take this sound advice literally.  To survive and thrive in our nude new world it is not enough to be more open, you will need a transparency strategy that reinvents accessibility to information.  This is guaranteed to expose you to new complexities but trust that the rewards far exceed the efforts.

For my readers that share my passion for customer experience, bring out the champagne, this nude new world breeds trust and trust breeds loyalty.  Transparency is a key component to the 8th habit of Highly Effective Customer Experience Leaders.

Much of the published discussions I have encountered thus far have focused on corporations and government, this is a result of numerous scandals exposed in recent years.  Yet the need for transparency in social responsibility is just as crucial.  It is an essential missing component that is enabling our giving to exponentially exceed what is being received by those in need.  In my recent post Mass Responsibility, I explain that “we need to rebuild philanthropy on a trusted and transparent foundation that is fiscally responsible and value driven.”

Bottom line is that transparency fosters end to end responsibility and empowers your economic destiny.

The 7 Habits of Highly Effective Customer Experience Leaders

As I was having a discussion yesterday about the relevance of customer experience I was struck by my own sense of bewilderment regarding the simplicity and clarity of what I was saying.  Yet many companies still have massive blind spots with regards to the customer experience that they are manifesting.  If you ask most executives what their desired customer experience is, generally you do not get a clear and concise answer.  This lack of awareness opens your business to unnecessary risk and vulnerability.  The good news is, customer experience principles are not rocket science.

I was reminded of how I felt 15 years ago when I first read Stephen Covey’s 7 Habits of Highly Effective People.  Covey principles are simplistic and highly obvious, yet powerful.  I pulled out my old 7 habits chart and then redrew it through the lens of customer experience.  My point in doing this is to illustrate that the concepts and principles of customer experience are as simplistic and highly obvious as Covey’s principles.

Covey then introduced the 8th Habit From Effectiveness to Greatness.  In essence the 8th habit is about finding your voice and inspiring others to find theirs.  This habit reinvented through the lens of customer experience becomes “find the voice of your customer and inspire your employees to integrate and honour it”.

The 8th principle is where the real complexities surface within the practice of customer experience.  The recognition of the relevance of customer experience is merely turning the lights on, creating awareness of what might feel quite obvious.

The art and value of customer experience disciplines multiplies with the 8th habit moving from effectiveness to greatness.  Many companies want to leap to the 8th habit right out of the gate, but it is important to first recognize and master the 7 habits of highly effective customer experience leaders.

Are your company lights on?

Lights, camera, discussion (Part 2)… ClienteerTV featuring Derek Bildfell!

Last week we shared Part 1 of the 3rd episode of Clienteer TV, today Part 2 went live!  Clienteer TV is on a mission to share meaningful insights from those leading customer experience transformations and I am having way too much fun playing host!

Our guest this episode is CEO of Consumer Contact, Derek Bildfell.  I had the pleasure of meeting Derek for the first time about a month ago.  He reached out to me after watching Episode 2 featuring Kes Sampanthar of Cynergy Systems.  We arranged to meet and I was stuck by his inspiring journey and innovative approach to revolutionize customer experience for his own customers as well as their customers.

Join the discussion on ClienteerHub, we would love to hear back from you.  Tell us what you think, ask questions, share your own story.

Once again big thanks to our outstanding crew!  Director and dear friend of mine, Katie Tallo along with  Jeff Denesyk (camera), Peter Jones (sound) and Affinity Production’s Pavel Chichagov are a very talented and creative bunch!  Special thanks to Derek Bildfell of Consumer Contact for sharing this insights and last but certainly not least thanks to the ClienteerHub team!

Lights, camera, discussion… ClienteerTV featuring Derek Bildfell!

Two weeks ago I had the honour of hosting my 3rd episode of Clienteer TV.  Clienteer TV is on a mission to share meaningful insights from those leading customer experience transformations and I am having way too much fun playing host!

Our guest this episode is CEO of Consumer Contact, Derek Bildfell.  I had the pleasure of meeting Derek for the first time about a month ago.  He reached out to me after watching Episode 2 featuring Kes Sampanthar of Cynergy Systems.  We arranged to meet and I was stuck by his inspiring journey and innovative approach to revolutionize customer experience for his own customers as well as their customers.

Part 1 of 2 is now available on the ClienteerHub website and an absolute must see, we would love to hear back from you.  Tell us what you think, ask questions, share your own story.

Once again big thanks to our outstanding crew!  Director and dear friend of mine, Katie Tallo begin_of_the_skype_highlighting     end_of_the_skype_highlighting along with  Jeff Denesyk (camera), Peter Jones (sound) and Affinity Production’s Pavel Chichagov are a very talented and creative bunch!  Special thanks to Derek Bildfell of Consumer Contact for sharing this insights and last but certainly not least thanks to the ClienteerHub team!

Blind Spot or Ethically and Strategically Challenged?

Poor customer experience stories are a dime a dozen, in many ways we’ve become indifferent to them.  Sarah Gore illustrated our growing indifference in a great post Friday.  After reading Sarah’s post my sister, Marina, told me about her growing frustrations with Bell.  I was struck by the audaciousness (and not the good kind) of Bell’s “Loyalty” department, it might be more appropriately named Bell’s “Abandonment” department.  Is Bell’s leadership blind to this or simply ethically and strategically challenged?

With commoditization of internet, cable and mobile services the biggest differentiators are price and customer service.  Marina was frustrated by the rising prices with Bell and started to shop around, she found a much better deal with a competitor and rather than just dropping Bell she called their “Loyalty” department to see if they would be willing to match this offer.  They seemed to be offended by her request and gave her a flat out “No”.  So a month later when Marina’s contract was almost up with Bell she gave them her 30 day notice indicating that she would not be renewing.  They asked her why and when she explained suddenly they seemed slightly more interested to maintain her business, they said “let’s see what we can do”.  In the end they could not match the competitor’s offer but they did offer some reduction, Marina declined their offer and assumed that was the end of it.   Then one month later, when the contract period was over she received a call from Bell’s “Loyalty” department.  They asked her why she was not renewing, clearly her case had not been documented.  Marina explained what happened in her two previous interactions with them and now they could magically match the offer she originally requested without hesitation.  The representative explained that her sub-team within the “Loyalty” department focuses on customers that have abandoned Bell and they have the authority to match offers but the others in the “Loyalty” department do not.  Really?!?! and assuming that is the case, I’m guessing the Bell leadership team was not intending for that policy to be shared openly.  How can Bell not see how backwards this is?  Needless to say my sister firmly declined this offer adding that she would not stay with Bell now even if they made a better offer, it is now a matter of principles and values.  Not only did they lose her business, they offended her with their unethical conduct.

I decided to investigate further, perhaps Bell has hit hard times and is making poor decisions as a result of this?  Nope, BCE’s fiscal performance is impressive especially in an uncertain economy and highly competitive market space.  So my questions for CEO George Cope are… “Is this true success or simply momentum?”  “Are you aware that BCE could have even better results with an authentic customer-centric change in how you do business?”  I would love to help you with this, call me!

Health Care Overhaul Required – Some Compelling Stats!

Yesterday ClickFox posted results from a Customer Survey Best Practices.  It was information packed and I highly recommend downloading the complete results.  What I was most stuck by were the results pertaining to the Health Care industry.

The first question asked…

“In your experience, which industry consistently provides the best level of customer service?”  Heath Care came in last of the ten industries provided at 1.3%.

Interesting, but not at all surprising.  However, couple this with the following question…

“When making a purchase decision with a company from the following list of industries, for which ones does service play a larger role than price?”  This time Heath Care came in 3rd of the same 10 industries at 36.1%.

Notably all other industries had relative scores for these two questions.

Let’s think about what this means.  Heath Care provides the worst customer service yet it’s customers care more about the customer service than the price.  This despite the incredibly inflated costs sited in the Heath Care Spotlight from HBR’s April issue.

There are two ways to view this, the first is as a disgrace, which it is.  The second is as a huge opportunity, which it is.  It’s time to completely overhaul Health Care, reinvent a new ecosystem and put the “care” back into Heath Care.

Big thanks and kudos to ClickFox for conducting this survey, I could not find the details regarding the source of the survey (# participants, date of survey…), it would be helpful if you could share this.

How to Prosper From Radical Meaningful Change

Putting together this prezi was ridiculous amounts of fun! Large in part to the fact that I am incredibly passionate about the content but also fueled by the brilliance of prezi.  I first discovered prezi from Tim Sanchez’s DeliverBliss post… bye-bye powerpoint! Huge kudos to Adam Somlai-Fischer, founder of prezi.

Inspired by my post last week Radical Meaningful Change, I have illustrated the fundamentals of my proposed framework intended to help you prosper in the new era of end-to-end responsibility.  Please watch and share your thoughts and ideas.

BTW I learned and built this prezi all in one day; 1 part tenacity, 3 parts prezi user experience!

Radical Meaningful Change is Needed

October’s HBR issue highlights many reoccurring themes generating momentum in the business community at large.  I’m struck and inspired by the radical change that is required to move us from the how into the doing to reinvent a new transparent, customer centric, fully responsible corporate environment and supply chain with a sexy bottom line.

I believe that you will not survive what Rosabeth Moss Kanter refers to as the “new era of end-to-end responsibility” without radically examining the 7 elements that make up your corporate environment and the corporate environment of your entire supply chain.  In It’s Time to Take Full Responsibility, Rosabeth states that “increasingly companies and leaders will be assessed not only on immediate results but also on longer-term impact, the ultimate effects their actions have on societal well-being.”  This trend is growing systemically, fueled by the Golf oil spill and a global recession resulting from a crisis in virtues and values.

Fasten your seat belts because “chains of command will be replaced by circles of influence, business fortresses by collaborative business ecosystems”.  We will see an emergence of leaders without titles and partnerships with competitors to solve social and political complex problems.  In The Transparent Supply Chain, Steve New suggests we “let customers know everything about where our products come from before they discover it first”.  It’s time to treat all of your stakeholders like valued customers including your partners and suppliers; your customer experience is only as good as the sum of it’s parts.  This is the beginning of collective ownership at it’s best.

I am developing a proposed framework to maximize potentiality to prosper through this radical meaningful change, this post is intended to introduce the motivational drivers and initiate the important  dialog that will  further shape the new ideas required to transform today’s practices.  This is part 1 of a new blog series that will explore this proposed framework, one I hope you will follow and participate in.

On a scale from 1-10 how would you rate your companies customer experience?  On that same scale how would you rate the end-to-end supply chain customer experience?