Organizational Readiness Archives - Page 4 of 5

June 30, 2013September 18, 2023

Does it Matter Where Ideas Come From? Sourcing Innovation at McDonald’s, Starbucks, and Your Organization

When I first began to write this article I thought I’d start with a little history and facts to compare McDonald’s and Starbucks. I even thought that it would be nice if I created an infographic that showed the comparison. But, I’m not going to do that. If you hop over to Nasdaq or your favorite stock peering site you’ll find that both stocks are doing well. At the bottom of this article I’ve included links to fun facts about each of the companies.

Both companies have provided great returns to shareholders over the last 10 years. Both of these companies have a large and growing worldwide presence, a huge number of employees and partners. No, I’m not talking about those things because they are not a predictor of future performance. Heck, even each of the companies will remind you of that in their safe harbor statements. And remember, there are plenty of darling stocks that perform, at least until they don’t.

Remaining culturally relevant and connected to consumers share of mind and wallet
No, I’m going a different direction. I want to talk about things that aren’t so closely tied to stock performance or revered in annual reports and press releases. I want to begin a discussion of how each of these companies source innovative ideas and ask readers if you think that this topic has any bearing on a company’s ability to be sustainable, viable, cultural relevant, and able to gain a share of your mind and wallet.

MyStarbucksIdea has launched 277 ideas from customers, and celebrated its five-year anniversary March 2013. (Graphic: Business Wire)

Starbucks practices on sourcing innovative ideas
Starbucks encourages idea submission from anybody, inside or outside the organization and even encourages you to vote, share, discuss, and see other peoples ideas as they are made visible on the My Starbucks Idea website. Experience it for yourself at
http://www.mystarbucksidea.com

One of the reasons for the My Starbucks Idea website is that CEO Howard Schultz wanted to improve the customer experience. He felt that the 60 million customers visiting its stores on a weekly basis might have something to say about what the future Starbucks experience should look like. In that sense Starbucks customers are encouraged to co-create the future. In the first five years of the My Starbucks Idea website, from 2008-2013, 150,000 ideas have been submitted from customers with 277 of those being implemented.

McDonald’s official policy on unsolicited ideas
McDonald’s, on the other hand, doesn’t have an equivalent My McDonald’s idea website. If fact, they make it very clear in an FAQ that resides on their website exactly what their policy is concerning ideas, “It is our company’s policy not to consider unsolicited ideas from outside the McDonald’s system. Because we are always working on new ideas and strategies within the Company, we do not review ideas from outside McDonald’s to avoid confusion over the origin of an idea. We realize that we may be missing out on a few good ideas, but we had to adopt this policy for legal and business reasons.” When companies cite policy they appear less human as in the sign I saw at a McDonald’s in the Seattle area.

Did you know that McDonald’s delivers to its customers in 18 countries? But, if you want delivery in your country don’t bother asking or trying to vote on it. Remember, your ideas are unwelcome and irrelevant. I find that a little offensive. I also find it a little off-putting that the McDonald’s system, as they put it, does not include the customer. Any organization’s business system, or promise delivery system as I call it, should have the customer at the core. Imagine the burden this places on Hamburger University and Franchise owners. They must innovate and own all of the good ideas in isolation, a tall order for them compared to the 60 million customers that visit a McDonald’s each day that may actually have some insights to share and ideas how to improve the McDonald’s experience. For my mental model on a promise delivery system, check out Chapter 8: Promise Delivery System of my book.

If we are voting on which company and brand will be more culturally relevant across populations and feel more human and alive, I’ll vote for the Starbucks brand. If, on the other hand, we are voting on which brand will attract me for the late night drive through or clean restrooms available during a road trip, I’ll tip my hat to McDonald’s. But, I’m only one customer. I’d like to understand how each of their practices around ideas makes you feel as a consumer? Which brand speaks more to you?

Try This! What about in your own organization – does it matter where an idea comes from? Could it come from customers? Does it matter at what level of the organization the idea comes from – Senior Vice President versus the most recent hire in accounts payable? What about a supplier? Do you know the answer and if you do, would others in your organization see it the same as you do? Start this discussion inside your organization.

My book is the Experience Design BLUEPRINT: Recipes for Creating Happier Customers and Healthier Organizations. Read it and you’ll be better equipped to design more remarkable customer experiences and then make those experiences come to life in your organization and the business landscape. You’ll also build a more relevant and enduring organization.

Here are those fun facts on Starbucks and McDonalds.

About the Author

Gregory Olson is a consultant, speaker, and author of The Experience Design BLUEPRINT: Recipes for Creating Happier Customers and Healthier Organizations.

Connect with Greg on Linkedin, Facebook, or Twitter.

Exercises and mental models in the book will build your confidence and competence in envisioning better possibilities and then making them come true, whether you are working alone or alongside a team. Chapters in the book that especially pertain to this post include:

Chapter 1: What Makes and Experience?
Chapter 5: The Rental Car Experience?
Chapter 6: Aiming for Remarkable, Unbroken, and Generous Design
Chapter 7: Improving the Journey
Chapter 8: The Promise Delivery System
Chapter 9: The Neighborhood
Chapter 14: The World of Work Has Changed
Chapter 14: From Argh to Aha!

See a book summary. Read the book reviews on Amazon. Read The Experience Design Blueprint on Kindle or any device using the free Kindle Reader application or read the full color print edition. Already read it? Please connect and let me know.

June 26, 2013September 17, 2023

Are you an Entrepreneur or one of the other 12 types of -preneurs?

Entrepreneurship isn’t for everyone but, are you aware of the other types of ‘preneurs? Perhaps you fall into one of the other types, or you will at some point in your life.

Entrepreneur – this is the traditional risk taker that sees the path they are forging as less risky than working for somebody else doing something that isn’t interesting, isn’t rewarding, or may conflict with their values. They often see what’s next and can’t imagine not pursuing it.

Solopreneur – an entrepreneur acting in isolation without the support of others in the same organization.

Multipreneur – an entrepreneur that is pursuing multiple interests simultaneously either because they have to, in order to make ends meet, or because it is part of a portfolio strategy to see which plays out the best. Or, they may simply have the capacity to do more than one venture.

Intrapreneur – an employee acting as an internal entrepreneur inside the organization that has many of the risk elements of a classic entrepreneur but, is insulated from the brutal reality of having to manufacturer their own paycheck.

Wannapreneur – this person wants to start something but doesn’t know what. They are more constructive that the complainapreneur below but may lack ideas or a clear path forward.

Ideapreneur – this is the person who is stricken with ideas, suddenly and often but they don’t take action. They don’t have to jump on “this” idea because another possible better idea is right around the corner.

Olderpreneur – this is an older experienced person, the age can vary of course, but this person has decided to take their wealth of experience, network, skills, and package it up into a credible “what’s next” story told with the authority and credibility that may be lacking in a younger entrepreneur. Often they are motivated by pursuing an interest, addressing a nagging problem, leaving a legacy, or designing a venture around a lifestyle.

Complainapreneur – individuals that are stuck in the grind and don’t have the courage or clarity to escape. Instead they bemoan their situation, wishing things would change, and eventually they usually do.

Dreamapreneur – those individuals that dream of pursuing a new passion but really never will commit to action. It is simply more fun and much more safe to fantasize about it while enjoying the security of a paycheck, limited working hours, and the familiar.

Adventurepreneur – this person works only to play; these folks might literally have a sign on their door or online profile, “Gone Fishing” or “Kayaking” or “Climbing.”

Loyalpreneur – these are those dedicated employees dutifully carrying out the orders of those they work for in exchange for a paycheck.

Philanthropreneur – a generous, thoughtful person that supports other people’s projects, initiatives, and ventures often times without concern for any payback.

Luckypreneur – somebody who has a job that allows them to make a big impact, make a good living, and also make a difference in the world.

Have another type of ‘preneur to add to the list? Connect and let me know.

Whether you are on your own or in the walls of a larger organization surrounded by colleagues, you’ll need to be mindful of the customer and continuously improve your organization. A sure path to do this is to read and follow the 56 recipes in my book: The Experience Design Blueprint: Recipes for Happier Customers and Healthier Organizations.

about the author

Gregory Olson is the author of The Experience Design Blueprint, a book about designing better experiences and then making them come true. His latest book is L’ impossi preneurs: A Hopeful Journey Through Tomorrow, a light-hearted and deadly serious book about a brighter future where we live more meaningful lives, governments invest in people and sustainable progress, and technology serves humans.

Gregory Olson founded strategy and design firm Delightability, LLC. with the belief that if you delight customers then success will follow. He believes that we all have the potential to do better, as individuals, organizations, and communities, but sometimes we need a little help. Gregory also serves as a volunteer board member for Oikocredit Northwest, a support association for social investor and financial institution, Oikocredit International.

June 20, 2013September 17, 2023

If You Want New Outcomes try Changing your Language and Conversation

From Healthcare
The American Medical Association this week voted to declare obesity a disease. This, in a move to change the focus from treating obesity related symptoms, toward prevention. Without the label of disease, insurance companies have largely rejected insurance claims. And, without reimbursements, doctors are reluctant to have conversations about prevention. Prevention, it turns out, has been a big money loser. What has worked is treating the symptoms of obesity – those claims are reimbursed as normal and customary. Sadly, aside from people remaining unhealthy, this practice also increases the costs of an already overburdened healthcare system. According to the Centers for Disease Control and Prevention, treatment of obesity-related illnesses such as cardiovascular disease, Type 2 diabetes and certain cancers drives up the nation’s medical bill by more than $150 billion each year.

To Homelessness
The Executive Director of a nonprofit that serves women experiencing homelessness once shared with me a story about a woman that visited her as her last stop in getting help. The women said, “Why do I have to lose everything in order to get any help.” Think about it for a moment, there are homeless and housed. What about those in transition from being homeowners to homeless. Our limited language here also limits our thinking and creative solutions that might be beneficial for all involved. I can imagine an organization that would maintain payments for this person while they sell their home, possibly rebuilding a new life from the equity. Without such an organization, the home is returned to bank and the person loses their equity and a new beginning. This is a situation where everybody loses.

To Developing Nations
The former CEO of World Bicycle Relief shared with me that in Zambia, one place where they sell their rugged bicycles (trucks), there is no word for maintenance. Imagine what that means. If there is no word, then the concept doesn’t exist. Not surprisingly, many broken down and abandoned bicycles litter the landscape. One of his organization’s aims was to not only introduce bicycles as a path to improving lives, but also introduce the idea and provide training for bicycle mechanics and inventory. This is life changing for many.

And in Your Business Too.
We also need new language and better conversations between business leaders, creatives, and customer facing roles, so that we can create and deliver more remarkable experiences to those being served by the organization. We also need to understand better, how and where our big ideas and decisions fit into improving the health of the organization. For this we need new eyes, new thinking, and new conversations. I’m doing my part – I’ve written The Experience Design Blueprint: Recipes for Creating Happier Customers and Healthier Organizations. If you want to get past boring experiences and sputtering performance and get to remarkable and sustainable, you might want to read it. Please share with other like minded individuals that want to do their part to make this world a little better for those that inhabit it today and in the future.

About The Author

Gregory Olson’s latest book is L’ impossi preneurs: A Hopeful Journey Through Tomorrow, a light-hearted and deadly serious book about a brighter future where we live more meaningful lives, governments invest in people and sustainable progress, and technology serves humans. Greg also authored The Experience Design Blueprint, a book about designing better experiences and then making them come true.

Chapters in The Experience Design Blueprint that especially pertain to this post are those chapters in Section 2 – Making a Bigger Imprint:

Chapter 9: The Neighborhood
Chapter 12: The Three Psychological Zones
Chapter 13: Taking Flight

April 13, 2013September 18, 2023

3 Doors of Change: a Model for Sustainable Change

The lack of success and outright failure of change initiatives has caused us to design a sustainable and effective model for change. Though change doesn’t happen without people, our experience shows us that many leaders jump from decision to implementation, skipping the critical step of gaining alignment of the people who will carry the burden.

Our human centric change model embraces people; we call it the 3 Doors of Change. Think of successful change initiatives having to pass through each of the 3 doors in order for the change to take hold and make a lasting impact. Getting through door number 1 is easy and involves making a decision, crafting a vision or a plan. Here is where organizations often invest time and resources into making a better, more informed decision.

Door number 3 is implementation. It is here where plans are put to the test. The mechanical performance of actions are performed to get the desired results. The execution police are relentless in keeping us on task even though we may have lost site of what we were doing, or the original purpose behind it. The belief that employees or volunteers blindly adhere to whatever has been decided may be a hangover from the industrial age and era of specialization where people were thought of as efficient assembly line workers, chunking out whatever the factory boss had configured the line to do.

But, most of us don’t work in factories. And, even fewer workers today have a sense of duty to whoever is barking orders.

So, why is it that we still act like we work in factories? Because institutions and organizations are slow to change save for the rare organization that crafts new rules and norms. HR, Training and Development departments, and leaders are seldom well versed in psychology, campaign design, and shaping human behavior. Think of your current organization and all of the organizations that you’ve worked with and for. How much did you learn about getting other people on board your train? That is exactly what is needed for successful change and the subject of door number 2, alignment.

Door number 2 is the pathway to sustainable change. Here is where activities and campaigns help to on-board, inform, and empower people to participate. As members of teams and participants to others’ plans, we crave to be heard and to be ready for what is asked of us. Visit any social network or a highly functioning team and you’ll witness this in droves.

Big Picture with 3 Doors of change model from Delightability shown — Click for Full Sized Image

The Big Idea Toolkit has this change model built in. The path on the Big Picture is intentionally a “z” shape. At first, when you make a decision and move through door number 1 you feel like you are moving forward. But, then you feel like you are going backwards when trying to gain alignment. Time seem to slow d o w n while your working through alignment. After gaining alignment, you’re moving forward again. These feelings of moving forward then backward and forward again are reinforced by the blue z shaped path on the Big Picture.

Teams that skip door number 2, jumping to implementation too quickly, eventually return to gain alignment of the rest of the people that will carry out the change. Think of changes you’ve been apart of or witnessed. It IS very possible that change occurs quickly, effortlessly, and even invisibly But, for this to happen you’ll have to include attributes that help with door number 2, alignment. In the best of cases, you’ll have a high alignment-word density in your change initiative. Alignment words to consider include: valued, inclusion, expression, respect, participation, secure, authentic, credible, relevant, focused, incremental, clarity, easy, purpose, destination, community, sharing, and payoff.

Change efforts needn’t be top town or driven by legislation. No boss told you to put yourself on Facebook or LinkedIn or begin text messaging yet, you did all of those.

If you want to make a bigger impact for yourself and others you’ll need to pay attention to the 3 Doors of Change. You’ll look less like a politician, lawmaker, or bureaucrat and more like an 21st century change master that aligns people to make great things happen. And, in a lopsided world rife with ailments we could all use more greatness.

March 11, 2013September 17, 2023

Is Your Flight Plan Ready for Your Small Business?

What, why do I need a flight plan you say? Because more than half of the pilots involved in mishaps did not file a flight plan before the accident flight. You might not fly a small aircraft but, if you are a small business owner or entrepreneur, you need the equivalent of a flight plan too. Otherwise you may be an accident waiting to happen.

Flight plans for small craft pilots are filed with the FAA so there is a record of where the pilot intends to go. If the pilot doesn’t arrive within a window of time then a search is initiated. The lack of a flight plan has led pilots and their craft to go missing for days. If you want the benefits of a search and rescue party, you’ll need to file a flight plan.

So what does this have to do with running a small business? Well, you too, should be prepared and know where you are going each and every day. How long will you fritter about before you get down to business? Will you be distracted by social media, the next phone call, the insurmountable email inbox? If you are an emergency room doctor or a first responder your plan might be to respond and react. But, if you are an entrepreneur or small business owner wanting to grow your business, you’ll need to cut through the noise and be more proactive. You’ll also want to identify the people that can help you – your small business search and rescue; these might be customers, partners, or vendors.

Like most entrepreneurs and small business owners, you likely have a long list of things that get shoved off to the back burner waiting for another day when there is more time. But more time never actually does come right?

Today is no different than yesterday and tomorrow will look much the same. You only have 24 hours in a day. When it comes to time, there is no aristocracy of wealth. Genius or laziness is not rewarded or punished with any more time.

So, to make the most of what little time you have you must make a daily plan. At Delightability, I use the daily flight plan. It’s a free download; you can use it too.

The 3 Legged Stool

There are a few visual indicators at the top of the flight plan that serve as reminders. The first is the 3 legged stool. Any small business owner struggles with balancing between running a smooth operation, delivering on whatever their product or service is, and performing the sales/marketing/business development function. Even if you are good at all three, you’ll struggle with the limited time available in a day. With the 3 legs being all consuming there isn’t much time for personal life – that should be you sitting atop the well balanced 3 legged stool. But, get out of balance and you and your personal life topple to the floor.

The 3 Funnels

The 3 funnels visual is a reminder that no matter what business we’re in we have customers to serve. Those customers didn’t start out as customers, they started out as prospects. And hopefully, they’ll move beyond being customers to become loyal advocates. So, the 3 funnels are the exposure funnel where you turn suspects into prospects, the adoption funnel where you turn prospects into customers that are using your product or service, and the retention funnel where you turn customers into loyal advocates. For a bit more read this previous post.

Touchpoints

The other visual reminder are touchpoints reminding us that we can affect the quality of the interactions that our customers have with us. Exceed the customer expectation at a touchpoint and you have the recipe for delight. Check out the previous issue of the What’s Next newsletter to learn more about the Delight-O-Meter model and see a couple of examples.

Week Numbers

Other items on the daily flight plan that can help you get about your business are the weekly calendar that goes 3 months at a time and the Guiding Principles. You don’t want your business to end up like the small craft pilot that landed with his gear up. So, download your flight plan, use it daily, and check it frequently. Use it to note the people you’ll reach out to whether they are customers or consultants. You might not get any more time in the day but you’ll make the most of the time you have available and make a bigger impact along the way.

Book Project Update

image of one page overview - The Experience Design Blueprint by Gregory Olson — click image to open one page PDF book summary

The Experience Design BLUEPRINT is now available. The first section of the book is about making the invisible visible. You’ll learn about the experience honeycomb, experience hoop and halo, and how to model experiences, whether those are for customers, employees, voters, members, investors, patients, clients, etc. You will build a rich experience vocabulary that is relevant to your audience and to your organization’s health. You’ll learn from everyday consumer examples and then learn how to apply filters, lenses, and levers to improve experiences of any type.

In the second section of the book, you’ll learn to visualize your promise delivery system, better navigate change, and improve your skills in overcoming the barriers that plague innovations and customer experience improvement initiatives. Click here or the image to download the one page book summary along with author contact information. Please reach out if you’d like some help.

March 2, 2012September 16, 2023

Project Out of Control?

Have you ever felt as though a project had a life of its own, running like a freight train down the tracks. Like watching a glass fall off the counter, sometimes we feel powerless in our projects, even the very ones that we initiate. The feeling can be even worse if you are jumping aboard another person’s project.

Personalities and biases will definitely begin to come out when you are working on a project with other people. Some people are mindful of execution and stay very disciplined whereas others may abandon the current plan because new information leads to more promising possibilities. Sometimes projects are completed on time and on budget with their intended outcomes but at other times, they are not. The ride isn’t necessarily enjoyable. Remember that freight train image? When a project is really out of control it feels more like a FRIGHT train.

What is needed is a better conversation. Sometimes you do have to slow down, in order to speed up.

Getting on The Same Page

We use the Big Picture in our practice to communicate our ideas, get on the same page and move forward together. Using the Big Picture taps the visual thinking parts of your brain and allows you to have more productive conversations. So when people are checked out, going down the wrong path, or the project feels out of control, slow down. Grab the Big Picture, outline the plan using sticky notes to represent the big chunky steps and have a better, more inclusive conversation. Those working with you will thank you for a more enjoyable ride and together you’re much more likely to reach your intended destination.

About The Author

Greg also authored The Experience Design Blueprint, a book about designing better experiences and then making them come true. The Big Picture is discussed further in:

Ch 12: The Three Psychological Zones
Ch 13: Taking Flight

Gregory Olson’s also authored, L’ impossi preneurs: A Hopeful Journey Through Tomorrow, a light-hearted and deadly serious book about a brighter future where we live more meaningful lives, governments invest in people and sustainable progress, and technology serves humans.

January 4, 2012September 16, 2023

Why Think Positive is so Last Year

It turns out that the world has been swimming in positive psychology for a couple of decades. Amid that, we have many things to cite in the world that aren’t so swimmingly positive. And how many of us have fallen prey to the motivating seminar or sales pitch, only to fail later when we return to our old habits and practices. Being positive, having unabated enthusiasm, and putting blinders up to all things negative, doesn’t create the warm, fuzzy, prosperous future we once thought it would.

In the December issue of Psychology Today, Annie Murphy Paul, explores the uses and abuses of optimism (and pessimism). Like the author of the article suggests, as in many things, context matters. It turns out that there is a time to be optimistic and a time to be pessimistic. Sometimes it is helpful to think of things that might go wrong.

We find this especially interesting given our work with teams using the Big Idea Toolkit. It turns out people adopt two distinct psychological zones or mindsets, when using the toolkit. There is the PlayGround, rife with positive psychology. This is where we encourage people to think about the unbounded possibilities and untapped potential. Here we want unbridled enthusiasm and expansive thinking. One of the guiding principles for the PlayGround is “Ideas are not judged here.” While we do tout the PlayGround as the place where ideas live, those ideas won’t make it in the real world until somebody focuses and gets something done.

For that, you need execution and the place where execution lives, the PlayBook, another component of the Big Idea Toolkit (or your innovation culture). In the PlayBook, a healthy dose of pessimism is welcome. Here you need to be mindful of deadlines, deliverables, actions, and owners. It might be construed as negative, but guess what – that negative energy brings focus, just what you need to ensure your execution wheels stay on the tracks.

This isn’t a new idea; the ancient Chinese subscribed to a concept called Yin Yang, the belief that there exists two complementary forces in the universe. One is Yang which represents everything positive or masculine and the other is Yin which is characterized as negative or feminine. One is not better than the other. Instead they are both necessary and a balance of both is highly desirable. We live in a world that needs a balance of both positive and negative, because that is the real world.

Was it all Pollyanna thinking at Bank of America when executives there rolled out the plan to charge customers $5 a month for debit card transactions? Consumers roiled by this decision arrived on the doorsteps of credit unions in droves. On the backs of this, Verizon quickly followed with a decision to charge customers $2 per month to pay their Verizon bill online or over the phone. In all of their positive thinking, perhaps they thought they were granted immunity from similar customer backlash. A healthy dose of “What Could Really Go Wrong Here” is sometimes the best conversation.

If after you are reading this article and you are still thinking positively, think about how optimistic you would be if you encountered a Kodiak bear while on a hike? Or were faced with the challenge of launching a space shuttle or mega store or latest tablet computer or asked to change your pricing plan or add charges to your loyal customers. Remember, context matters.

If you might get eaten, accidentally kill others, lose investors money, go out of business, tarnish a longstanding company reputation or alienate your best customers, then you might want to employ a bit of healthy skepticism in your planning, execution, and most importantly in your conversations. Many organizations that are no longer around probably wish they had.

If you don’t switch up your mindset from time to time, matching optimism or pessimism to suit the context, then you might just NetFlix your customers and BlockBuster yourself out of business.

Like Annie stated in her article, if the father of positive psychology, Martin Seligman, is rethinking the role of optimism in our lives then perhaps you should too!

Like this post? Consider sharing it with others and also subscribing to receive new articles as they happen.

about the author

Gregory Olson is a consultant, speaker, and author of The Experience Design BLUEPRINT: Recipes for Creating Happier Customers and Healthier Organizations.

His latest book project is “L’ impossi preneurs: A Hopeful Journey Through Tomorrow.” It is a celebration of impossipreneurs of the past and an exploration of today’s “impossible” ideas. Stay tuned to learn more by subscribing to this blog or connecting with Greg on LinkedIn.

Chapters in “The Experience Design Blueprint” that especially pertain to this article include:

Chapter 12: The Three Psychological Zones
Chapter 13: Taking Flight

June 22, 2011September 16, 2023

Finding Voila: 10 Ways to Increase Creativity and Put More Spark in What You Do

Insights are everywhere and nowhere at the same time. Like the road you travel daily to get to where your going, you pass by people, buildings, and landscape that seldom take notice. That is until you do. Life happens, context changes and then voila, something that was already there and invisible, suddenly appears as if out of nowhere. It now makes sense; it fits and spurs you to action. Now you call, you buy, you have a different conversation, you do something different. But this doesn’t have to be accidental. You can make this happen. You can make Voila become part of your everyday.

You can make Voila become part of your everyday.

So what spurs this momentary insight and subsequent action? Few would argue that children appear Continue reading “Finding Voila: 10 Ways to Increase Creativity and Put More Spark in What You Do”

May 19, 2011September 16, 2023

Imagine that your Employees Were Really Engaged

slice of delight o meter infographic for delighting customers — See Infographic for Full Story

According to the Deloitte Center for the Edge study in 2009, only 1 in 5 employees are passionate about their jobs.

Imagine the untapped potential that exists in the remaining 4/5 of your employee population. What if you could harness their potential and put it to good use, creating value for your customers and for your organization.

I’ll bet you could improve communications, innovative your Continue reading “Imagine that your Employees Were Really Engaged”

May 12, 2011September 15, 2023

Delight-O-Meter: An Innovation in Measuring Customer Delight

So how do you know if you are delighting customers? Is there something more effective than the revenue yardstick or monitoring what people say on social networking? Customer satisfaction surveys don’t seem to work; people say they are satisfied and then leave anyway.

It turns out that most organizations don’t know if they are delighting customers. For those that do, they still lack a systematic framework to manage delight. Customer delight is not customer satisfaction plus Continue reading “Delight-O-Meter: An Innovation in Measuring Customer Delight”