Internal communications are a huge part of your culture, which has a direct impact on the customer experience. Here are 6 ways internal communications are costing you customers.
The work-from-home culture
If culture is king for a superior customer experience, as we say here at 360Connext, it seems working from home is a prime example. It's argued over and debated, given and taken away, loved by some and hated by others.
We run a virtual company. That means the entire team – CEO included – works from wherever we wish using the amazing tools available to us – GoToMeeting, Office 365, Evernote, Box, and even Google Hangouts – to attend meetings, collaborate, and deliver to our clients.
BUT the virtual culture is a critical part of how we hire. Some people just can't be comfortable without the structure and security that come with a brick-and-mortar office. I know many people who simply need a place to report to in the morning. There's certainly nothing wrong with that. But qualifications aside, these people simply can't fit into this culture.
Your own culture is sacred.
This raises questions about a bigger issue. If you're not hiring for your culture, you are inviting issues that create problems for your best employees. While working with corporate clients, I’ve been exposed to the training programs that include titles like “How To Work with Difficult People.” Unfortunately, this means there are... Read more
Learn how Umpqua Bank grew from 6 Southern Oregon locations to market leader with 200 stores.
Organizational Readiness for Analytics Practitioners (Part 5 of 5): Understanding Process and the Meaning of Value
In the last post in my series on organizational readiness, I touched on the role of expertise and its broader significance in the business world, such as its high value when it is rooted in diversity. Now I would like to focus on process.
In the article “Designed for Learning: A Tale of Two Auto Plants,” authors Paul S. Adler and Robert E. Cole write, “A consensus is emerging that the hallmark of tomorrow’s most effective organizations will be their capacities to learn,” and to survive they will need to execute new processes swiftly and effectively, communicate them to the right people, and inspire further innovation. Adler and Cole go on to explain two different “organizational designs” that people believe support this kind of learning: the lean production model and the human-centered model.
Now, if any of you love cars, you may know where I am going with this. Toyota and General Motors utilized the lean production model in their joint venture at the NUMMI plant, and Volvo used the human-centered model at its Uddevalla facility. The lean production model features small, specific tasks for each worker and a team whose members are interdependent and work in a way similar to the Ford assembly... Read more
In my previous posts, I discussed the roles of culture, process, and structure in an organization. My philosophy is that culture drives the success of a team, followed by processes that ease the workflow and structure that defines and clarifies roles.
So, what about expertise? There is no doubt that it can be important. Most often, expertise can provide a degree of perspective to a discussion, but again, we are looking at businesses in a fast-paced world. What worked in 1997 is not a guarantee – or often even a good indicator – of what will work in 2014. What benefit strategy testing and decision-making are fresh ideas. How are you going to achieve true innovation and breakthroughs by bringing up past ideas and processes? The answer is, most likely, you will not. Breakthroughs often come not just through an examination of new ideas but through new ways of thinking about those ideas. Think of it this way: If you have a new product idea that follows the same model your company has been following for many years, how new is that product really going to be? Not very.
Recently, I came across an article by a schoolteacher that I thought started a... Read more