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People – The Bit That Customer Experience Misses

People - The Bit That Customer Experience Misses

Customers & Colleagues Are….. People

So what I am talking about here is the growth of purpose led, or the need for emotional engagement in, brands/products/services etc…. which should be:

  1. Of absolutely no surprise to anyone
  2. A really great basic for us all to grasp

Most people come to work for, and like to buy from, organisations that they feel represent and/or enhance something they feel intrinsically represents themselves (or in reality the best version of themselves).

So in this article what I am going to explore are some of the things you might want to consider. As with many of my postings/musings much of this has been about for a while and I can be a bit contrary about about it being presented as ‘exciting and new’.

However the bit that perhaps I have not really paid due consideration to is the fact that until only recently most people have not had the remit, capability or permission to stray outside of their functional silo, but if ‘digital’ is doing one thing… it is exposing those that do not adopt a true Outside In view of creating and delivering their brand.

And that leads me to what is wrong with (philosophically & practically) Customer Experience.. it should be People Experience.

Before We Get Started

Straight out of the box I just want to get this clear:

By People Experience I am NOT talking about the bit HR are increasingly doing. I AM talking about the bit Customer Experience, in my view, gets wrong. Wrong in the context of only considering one stakeholder’s needs when trying to create an enduring business in a competitive marketplace.

I do have a lot of time for CX. In fact, our Co-Founder Nicola Collister was the first UK top 100 CX Main Board Director more than 10 years ago. But for us CX thinking is fundamentally flawed, which is why we pioneered People Experience. NOT as a methodology – we are far too interested in creating outcomes for that – but as a mindset and approach to getting and maintaining competitive advantage.

The Only Goal That Matters

To succeed in a competitive marketplace, and to be honest provide a more enjoyable place to work, you need to:

Provide an emotionally compelling reason for people to ‘deal’ with you in preference to a competitor.

You do this by working out what you do best (your proposition), that ‘your’ customers want most, and then delivering it as consistently, efficiently & effectively as possible. It’s a 360 degree all stakeholder thing… not just a customer thing…

Context Is King – Or a Camel will only beat a Horse in a desert

Before I do share my thin thinking one-word strategy approach, a bit of context.

We ask the CEO’s we come across – honestly you can talk to them, after all they are People just like you and me – how much time they spend on strategy, and the usual answer is not much. 

They are universally more focussed on the delivery of strategy and looking for accountable ways of ‘directing’ the business to do so, than they are in creating new strategies!

I say this up front as I do not want to denigrate strategy, just put it into context. Oh, and as an aside, if you are spending ages on your strategy (time & money), you most likely don’t have a compelling Proposition you believe in. Or you are engaged in vast amounts of political infighting between siloed business functions Vs delivering stuff your customers want.

A Good Place To Start 

The reason why a step to considering your Colleagues and Customers as People (as long as you then go onto recognise how they might behave differently in certain context – hence why you create ‘Persona’s) is because ‘People Buy From People Like Themselves’. 

Also, every single transaction we have as humans irrespective of a physical product changing hands, is a purchase/exchange – “I’ll do something for you, if you do something for me”.

And they make this judgement based on something often referred to as intuition, which can be better articulated as – I’m likely to feel better (or worse) about myself by dealing with this person/company.

Fig 1 Why People Buy – Or Talk to – Or Socialise With – Certain People

And just for absolute clarity if anyone states you can trust them… Do please start looking for the small print. Trust is earned by one party and bestowed by the other. It’s not a value that can be stated.

So Emotion Is Present In All Transactions – So It’s A Given?

Here is the odd bit. Many companies find emotion at work a really hard thing to allow though the door. I suspect most associate it with either conflict (something often associated with change – and unavoidable + necessary by the way). Or woolly rubbish best left to Marketing and their overcharging agencies.

But if you are going to leverage the next big differentiator which is your Colleagues – don’t forget they are people – then you are going to have to spend significantly more time and effort of understanding how they can feel a lot better about themselves by coming to work.

The Easy Bit

Luckily identifying this is very easy to do. It’s the execution bit that gets hard because we exist in a ‘doing loads of stuff differently all the time‘ culture and most executives are penalised for finding new and exciting and engaging ways of doing the same things differently – you know, like promoting the core values in ways all employees can understand and contribute to so that they can help the managers & directors deliver exceptional service intuitively to the Customers, who spend more, for longer, so driving shareholder value.

Fig 2 People Centric Change

So simply put, the emotion that ‘People’ should be engaging with comes from your Business purpose via your Proposition. And the engine house of emotional engagement are your Values.

The reason it’s easier than you think to get at these, even if like most you are sceptical, and/or can’t remember your brand values because (completely wrongly by the way!) most organisations again feel Values are the woolly stuff marketing come up with, is that the values that make up your ‘Brand’ can be found in the People – Customer & Colleagues – who transact with you now.

Why… Emotionally… Should I Buy From You?

If you only ponder one question on you, please try to give the above one some headspace. And do so in the context of Customers, Colleagues, Managers, Directors & Shareholders… after all, are we not all people.

Simon Norie

Co-Founder

Custerian.com

PS: As a final thought Simon has done a short (3 minute) video which you can view below or by  CLICKING HERE

By Simon Norie - Co-Founder & Empathy Creation Specialist
Data led Board level Brand marketeer. Passionate about aligning Colleagues to a common purpose they can contribute too. www.custerian.com

Categories
Agile agile business align business intelligence customer experience empowerment engage new ways of working operating model proposition thoughts value

Agile – But where are the people?

Agile - But where are the people?

Agile working has been talked about for years but now, the conversation moves to virtual agile working and how you can make this effective. 

Agile working has been talked about for years but now, the conversation moves to virtual agile working and how you can make this effective. The team at Nimble have provided their thoughts on this at: https://www.nimbleapproach.com/thoughts/tips-for-remote-working. We have also been practicing far more virtually than in the past an have honed our processes accordingly.

We are big advocates of working with Agility, almost as much as we are fans of getting the most done, with the least amount of effort. Creating great outcomes by liberating the people potential contained in all business, within a very commercially orientated framework. So as you might imagine I have a view on this debate.

A view does not mean I think I am right by the way. A view is a way of looking at something… I just thought i’d say that before getting to the meat of this post… which is many of these things sort of miss the point for me.

It’s not the methodology. It’s the people

One of our meme’s is “In this increasingly virtualised world – It’s people that  make (and will continue to do so) the biggest difference”. I introduce this as the Agile Vs Prince – which may or may not encompass Waterfall etc – debate often seems to exist in a process vacuum and therefore misses the things that for me define the very essence of a successful project or not.

Leadership style

 

Before you look at which project method to adopt, consider what the leadership style (which by the way will define the culture – it always flows top down) is. There are two simple camps on this, and this has also been done to death by a lot of people, but you really should consider the following:

– Purpose driven – Is the business driven by a common, widely understood (this is different from agree with by the way) sense of what the business exists to do, that people feel able to contribute to and understand their role in creating value for Customers, Colleagues & other stakeholders. People here come to work because they feel they make a difference. 

– Process driven – Is the business focussed on how things are done, with people having an understanding of what their specific role is and are measured and rewarded on the basis of delivering tasks that they, and the teams they are accountable for, need to get done. People here come to work to move things along.

I don’t really have a strong view on which is better of the above in terms of achieving outcomes, and in effect most business’ don’t present in such a black and white manner. I do however know which I prefer to work in.

What I would absolutely say is one of these requires less management effort (which means cost by the way) and is in my business experience more likely to create sustainable value over time. It does this because it is built on emotional engagement and as I said at the head of this an emotionally engaged team can move mountains. I will leave you to work out which one it is.

Context

In my humble option Context (capital ‘C’ of course – I used to run a Direct Marketing Agency, what can I say – type as you speak!) is more important that talent, insight and process for creating correct outcomes. Again though this has been done to death by a lot of others, which of course may not mean we take heed of it.

But here are two factors that again get missed by many in the which approach wins debate (either, neither, or any combination being the real answer of course). Again I think these should be understood with crystal clarity before you ascribe any approach:

Technology – Put very simply the cost and consequence of any change – which of course will involve technology as almost everything does – has fallen though the floor and is continuing to do so at an accelerated pace. Business used to be quite rightly very risk averse as you were often banking the business future when making service/operating model changes. That is very often not the case today. Interestingly though it is mostly people capability that holds this one back – Legacy Systems = Legacy Mind/Skillset.

Enviromental – When you look at how business is being done today, it is at a crossroads, with the internal ways of working increasingly looking at odds with the widely connected, personalised and increasingly ‘try, keep, dispose’ culture. The important it here is not that people who have been in work for a while need to change. It’s bit about the fundamental shift that new (and not so new) work entrants are bringing with them. For them it’s not a change. It’s how they expect things to be.

Final thought

I remember sitting in a board meeting when I was working in Home Shopping (subsequently re-invented as on-line, then e-commerce and now morphing into Digital first) and presenting about the potential impact of a new retailer called ZARA (yep.. that long ago). We were talking about how the pace of things were changing – Zara had 4 week lead times, ours were 18 months – and that we needed to adapt or die.

So perhaps the question is not what methodology, but do you understand the leadership style and the current context you will be delivering in.

What ever you decide the one thing that is absolutely certain is if you don’t approach change with agility, then there is a high chance you will not adapt in time and the business could die.

By Simon Norie - Co-Founder & Empathy Creation Specialist
Data led Board level Brand marketeer. Passionate about aligning Colleagues to a common purpose they can contribute too. LinkedIN www.custerian.com