Posted on 20 Aug 2014 by Carl Lyon
In our discussion around affecting change earlier this year, one of the main issues that arose was headspace. What is undeniable is the reduced amount of time and space we have to properly consider pressing issues, to be creative (inspiring-creativity), find solutions, let alone take on new and potentially complicated change.
A complicated change of schedule recently became a travel experience from hell and the only way out was to be driven from A to B so I could have some headspace between meetings to prepare for the next. It was a complete eye opener. No stress, none. There was no wasted time, complete flexibility, in a word – control. I had time to think, get my thoughts down and talk to people without any interruptions. I felt inspired. So I just couldn’t let such a quality experience go without a wholehearted recommendation to everyone out there who is feeling there is no space left. www.sybarischauffeurs.com
P.S….. and the budget was busted, it cost less than all the other travel put together.
Posted on 13 Aug 2014 by Ant
This was the topic from our July main group discussion. Click on the link to see the reflections from the two days
You get what you tolerate
There is a good deal of evidence to suggest that the experiences we tolerate are the benchmark for a wide range of seemingly unrelated actions and reactions.
Could we, for example, associate the frustration of an undersized and poorly managed office car park with a decision that doesn’t allow customers the right to return goods at any store? Perhaps if one quickly followed the other, and the evidence was inconclusive, the person or people involved would need to make a judgment call. But their judgment would be clouded by the overwhelming car park experience. If the parking issue is long term and, even worse, could be easily fixed, the tolerated standard of experience has been set.
Think of this next time you visit someone’s office. A bad parking experience stays with you longer than you might expect. And it would be reasonable to assume that personal interactions magnify the effect. The way we treat others - and are treated - has more impact than management structures, brand messaging and value statements.
We can all see that, to some degree, this is true. However, it’s almost certainly underestimated in most organisations. Perhaps because we fail to see businesses as a social group, with the social norms acting as the rules that guide everyday decisions, actions and communications. The introduction of a social media channel can help organisations come to terms with this, even if they don’t like what they find.
You could argue that the people we work for, with, or report to - as well as influential partners - set the experience benchmark through toleration. Perhaps we should be measuring what is tolerated as a guide to the quality of experience our business will provide to customers.
We can also look at this as an opportunity to change the whole social group, giving us the cross functional and multi role influence vital to the development of customer and people experience.
Our efforts will be focused on identifying who in practice sets the tolerance benchmark and how we can approach them. The subject is too important to rely on theory alone, what can we find and change to prove that desirable outcomes can be achieved?
Posted on 5 Aug 2014 by Carl Lyon
The topic for the next main group discussion on 17th and 18th September at The Aviator
What are we doing better? Why and how?
The last ten years has seen a transformation in the understanding and delivery of customer experience and recently a more inclusive people experience focus. So it’s a good time to review and celebrate our successes and use them as a guide to future development. Perhaps we are too often focused on poor experiences to see and replicate the positive. There is also an increasing line of thought that, rather than converting, we should be replacing poor experiences with completely new ones. Perhaps the best examples can be seen in digital experience, where previous ponderous and internally focused relationships are being transformed.
Another area of evolution is how organisations are quantifying improvements and their commercial benefits. What will they use to benchmark a modern and successful customer focused organisation? The objective is to help us find ways of doing more of what we do well.
Posted on 30 Jul 2014 by Antonia
Do hope you can join us, particularly if you will be part of the main group discussions on 17th and 18th September
Posted on 29 Jul 2014 by Antonia
iQoE Digital Customer Experience
The first group exploration of this hot topic is on
Wednesday 6th August 12pm - 4pm
Kcom Group plc
2nd Floor 26 Finsbury Square
London EC2A 1DS
The speed of the change in the digital world continues to amaze. The agility, power and speed of this real world phenomenon challenges the purpose, financial structure, route to market, service delivery and, most importantly, the decision making and management of even the strongest companies. As a result the fundamental elements of customer experience are accentuated by increased expectation of a fast, joined up and personal experience.
To join the group, please email email@example.com