2. “Just like biological evolution, survival for an
organization depends on keeping what is working and
developing what’s missing to create new and necessary
skills.”
3. Sources: VNI, Cisco IBSG
Data
• By 2015 the amount of content traversing the Internet annually will be 540,000x the
amount in 2003
• By 2020 50 billion devices will be connected to the Internet
Mobility
• From 2010 to 2015 mobile data traffic will grow at a
CAGR of 92%
Cloud
• By 2020 30% of all data will live in or pass through the cloud
Video
• By 2014 video will quadruple all IP traffic
• By 2015 video-on-demand traffic will triple
Remarkable growth fueled by innovation and the greatest market transition ever, the Internet, would never have happened without a network. These are exciting times for the Network.
Every second of every day, the network delivers solutions that enable governments, service providers and businesses large and small to do things that a few years ago were unimaginable.
The world is experiencing explosive Internet growth. This type of growth doesn’t require just any network, but one that delivers greater value to individuals, businesses, and society than ever imagined. The network will continue to grow on a trajectory that requires even more intelligence, reliability, security, and versatility.
The network is more important today than at any time in history—and an intelligent network is only going to become more critical for future business innovation. Businesses that invest in the network are investing in their future.
Networked innovation is changing lives, industries, markets, economies, countries, and the world.
Rising Expectations. Consumers, employees, and partners have come to expect the same kinds of on-demand and authentic experiences from the business world that they have come to expect in their personal lives. Technology is making it possible to create deep-rooted relationships on a broad scale.
Market Velocity. Markets have shifted into a higher gear. Product development cycles have shrunk dramatically. And market uncertainties cloud decisions. Organizations are pressured to deliver new ideas – better and faster than ever before. Technology allows organizations to leverage their ecosystem to anticipate and quickly rise to meet new market changes, minimizing risks along the way.
Disruption Everywhere. At the same time, the latest innovations enabling these new age experiences can come from anyone, anywhere, and at any time Organizations are investing in borderless networks to reap significant gains in the scale, speed, and cost of innovation.
Financial Pressures. And, of course, everyone is being tasked to do more with less. In the public and private sectors alike, organizations are looking to technology to enhance and extend services as a way of offsetting already constrained resources.
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Data Sources:
Rising Expectations (HBR, 9/3/10 "IT in the Age of the Empowered Employee" http://blogs.hbr.org/cs/2010/09/it_in_the_age_of_empowered_employees.html?cm_sp=blog_flyout-_-cs-_-it_in_the_age_of_empowered_employees)
Market Velocity (Deloitte, - BUILDING SUPPLY CHAIN EXCELLENCE IN EMERGING ECONOMIES (http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_mfg_chapter2_globalization_engelkoudalopt_optimized.pdf)
Innovation Everywhere (Harvard Business Review http://hbswk.hbs.edu/archive/5258.html)
Financial Pressures (AT Kearney (Global Champions 2009) http://www.atkearney.com/images/global/pdf/Global_Champions_2009.pdf) “In fact, of the 2500 companies analyzed, only 42 large and internationally operating companies have managed to show any positive value growth over the 5-year period”
Color scheme and font should match that of the cover of the book. Black and orange maybe too Halloween. Should have a consistent background, color scheme, and header/footer throughout. Footer should refer to the book/website
Transaction Focused AND Relationship Focused
Transaction Focused: Trying to find the level in a relationship where both of us feel taken care of– the glass is half full from both perspectives– can be time consuming, frustrating and sometimes costly. It is the traditional way of managing this relationship
Relationship Focused: Relationship building is not just about finding what works. This transitional approach focuses on creating a relationship that is mutually beneficial. Relationships are built through inviting, understanding, sharing and repairing where necessary. When we start by seeing the customer as a valued relationship partner, we are transitioning to a higher level of behavior.
Repair Oriented AND Prevention Oriented
Repair Oriented:
Nothing frustrates a customer more than failing to get their problem resolved or their needs met. When processes, rules, approaches and traditions create this feeling of “spin” instead of progress we are damaging our relationship with that customer and alienating future opportunity.
Prevention Oriented:
Like runners in a race, our organization and our customers have a goal or a target they are trying to achieve. The best customer service interactions move both customer and organization closer to the “finish line”. If we don’t help our customers effectively run the race and get to their finish line, they may seek other business relationships to help meet their goals.
Process Driven AND Principle Guided
Process Driven:
Too often, traditional customer service can become “check mark” driven. This is when we fall into a mode of checking things off as we try to solve a problem or deliver a service. There is nothing wrong with this process but when it feels detached from the customer and is focused on getting check marks, we can damage important customer relationships.
Principle Guided:
Teaching our team the principles of evolutionary customer service provides them with the tools to make informed decisions. A customer service team that is focused on evolutionary approaches to serving others can use those principles to make their own decisions, within the boundaries provided by the principles they have learned.
Sharing the Vision
When an organization shares a vision with others it can fail to get that vision to become part of the team and the culture for many reasons. Some of the most common reasons for failure to incorporate include:
1. UNNECESSARY – What’s wrong with the old way (failure to show needs/time issues)
2. INVALID – This will never work (failure to show transactional, unintentional consequences, process, repair problems)
3. LOPSIDED – What’s in it for me? (failure to show mutual benefit – win/win)
Forcing the Vision
In the book, we talked about trying to force a vision onto or into a team or organization. We used the metaphor from Shakespeare’s play, The Taming of the Shrew, where Kate is forced to say she’s looking at the moon when she is, in reality, viewing the sun. She learns that in order to get along and get what she wants, it’s easier to pretend to see the moon (metaphorically, to pretend to believe in the vision) so she can remain safe and get what she wants in other areas. Forcing a vision on a team can proceed in similar ways – the organization gets the “talk” of the new vision but not the “walk” – the ownership, implementation and outcomes they expect.
3 Ways to Force the Vision:
1. Reward – also known as positive reinforcement. The vision may offer reward or benefit for changing personal and/or team behavior so that we align with what’s desired.
2. Punishment – also known as negative reinforcement. The vision, in this case, threatens or imposes negative outcomes on those who do not align themselves with the new vision.
3. Argument – also known as logical reinforcement. The vision argument is carefully crafted, presented and promoted. The assumption is that if you don’t buy the argument you are illogical or mentally limited in some ways.
Owning the Vision
Working with people you can build a vision that is primed for success if it starts by looking at what is and isn’t currently working in five areas. Single successes or failure tell us very little so we need to look for “patterns” – repetitions of success or failure in each area. By analyzing the patterns we can tell a lot about what to keep and what to change in our current approaches to serving our customers. Changes can help us evolve to a higher plane of customer service.
Look for Patterns
Patterns of Success – OBSERVE the things that are working for others
Patterns of Results – MEASURE the outcomes we are getting and ask: - Will these results meet our needs over time - Will these results build and sustain win/win - Will these results sustain team ownership and involvement
Patterns of Behavior – IDENTIFY what we are DOING - Will these behaviors drive the Results that are essential to our vision of customer service
Patterns of Belief – ASK WHY we are doing the things we do - The question WHY surfaces our beliefs, perception, paradigms. - List the answers you give to “WHY” you do what you do - Discuss those answers rationally and sort out beliefs that make sense from those that don’t
Inviting Relationships
We invite relationships in very basic ways – being polite, using appropriate manners, treating people with respect. We also create a more inviting atmosphere for customers by ensuring our communications, our processes and our opportunities have minimal entry barriers that encourage people to seek us out and look at what we have to offer.
Building Relationships
The key to building a relationship is found in consideration – being honestly interested in helping customers benefit while working to see the organization benefits as well. This is sometimes referred to as “win/win” behavior; looking for ways for both parties to get as close to their ideal outcome as possible.
Repairing Relationships
Excellent AND Consistent
Where customers are demanding to use a particular representative, to speak to a specific supervisor, use one location, office, or call center to deal with their problem or, in any way, being very selective about who and how they will deal with your organization you have mastered the Excellent part of this element. Having the people, management and offices that inspire a high level of customer trust is a great achievement, but to move to the next level in serving our customers we must make that excellent service “consistent,” regardless of who the customer works or speaks with, who the manager is, who decides or where the office, call center or service depot is located.
Scalable AND Flexible
Once an organization has found a way to make the excellent and consistent in multiple locations it can begin to scale a high level of customer experience across the map. Scalability is about standardization of many things. In building those standards, which are essential to a replicable experience, the organization must remain flexible. Situations, markets, trends and customer tastes are ever changing and whatever we are scaling and replicating needs to remain sensitive to those changes and adaptive to those that matter most to our customers.
Available AND Accessible
The internet has changed retail commerce and customer service for the entire world. In many cases, retailers secured a web presence well before that presence made shopping on-line easy and accessible. Our customers want us to be present, to be available and to scale our best customer service practices so they are available everywhere. But, in making our services available to our customers we need to make sure that they are accessible – easy to use, clear and understandable, inviting and engaging.
Global AND Local
This is a rich and diverse world, with many cultures and peoples adding to that diversity. Recognizing those differences and working to align our customer service approaches to local culture is not only culturally sensitive but also important to building our business successfully in local markets. When customers get the feeling that we are trying to “force the fit” by pushing our customer service approaches, which may be very different than local norms and expectations, we run the risk of alienating rather than inviting customers to become our partners.
