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Helge Tennø | jokull.io Customer Strategy | Customer Insight
FROM CUSTOMER HOSTILITY TO CUSTOMER CENTRICITY
THE FUTURE DEMANDS THAT WE REINVENT THE TECHNOLOGY OF MANAGEMENT WITH CUSTOMERS AND TALENTED EMPLOYEES HOLDING THE KEYS
.growing complexityPART 1
PART 1A
: Grow
ing Com
plexity
Image by NASA Goddard Space Flight Center on flickr.com
«PEOPLE HAVE CHANGED MORE THAN THE BUSINESS ORGANIZATIONS THEY MUST DEPEND UPON FOR CONSUMPTION AND FOR EMPLOYMENT»- Shoshana Zuboff
link
PART 1A
: Grow
ing Com
plexity
PART 1A
: Grow
ing Com
plexity
Every century or so, fundamental changes in the
nature of consumption create new demand patterns that
existing enterprises can’t meet.
- Shoshana Zuboff -
PART 1A
: Grow
ing Com
plexity I
PART 1A
: Grow
ing Com
plexity
I
http://www.180360720.no/?p=5227
We are living in the age of mass individualization. No two people get the same Google search result, see the same products on amazon.com, have the same
Facebook feed or iTunes catalogue. Every smartphone is unique two minutes after its first boot.
We are living in an age where the new mega industries have all become personal services industries and the old incumbents are still struggling to put out a mass product at almost no
margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).
PART 1A
: Grow
ing Com
plexity
I
PART 1A
: Grow
ing Com
plexity
II
PART 1A
: Grow
ing Com
plexity
link
II
PEOPLE ORGANIZE IN MULTIPLE IMMEDIATE, DECENTRALIZED NETWORKS. Lasting from seconds to months or years. These networks are distributed, they don’t have a plan and only react when input hits them. Companies become the input variable.
PART 1A
: Grow
ing Com
plexity
III
PART 1A
: Grow
ing Com
plexity
III
.disorder
complexcomplicated
simplechaotic
Cause and effect: understandable in retrospect but do not repeat
Probe - sense - respondCause and effect: Detectable but seperated over time and space
Sense - Analyze - respond
Cause and effect: Repeatable, perceiveable and predictable
Sense - Categorize - respond
Cause and effect: Not detectable
Act - Sense - respond
Unordered context
Ordered context
MANAGING UNDER CONDITIONS OF UNCERTAINTY
Making sense of the world so we can act in it
PART 7: Softw
arePA
RT 1A: G
rowing C
omplexity
III
PART 1A
: Grow
ing Com
plexity
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III
«Companies get fixed on measuring their solution, not the job they’re
being hired to help solve..» - Des Traynor, CEO Intercom - - https://blog.intercom.com/your-product-is-already-obsolete/
YOUR PRODUCT IS ALREADY OBSOLETE
PART 2
PART 2A
:Your product is already obsolete
PART 2A
:Your product is already obsolete
TECHNOLOGYDISTRIBUTIONCUSTOMER VALUE
You start of by identifying the customer value you are going to create, and then find the distribution and technology
customer strategy
PART 2A
:Your product is already obsolete
PART 2A
:Your product is already obsolete
Over time companies and industries seem to forget their understanding of the market, their CVP. They become prone to unconsciously hold a very limited view of their future. Seeing the world from a
technology, market or product perspective creates a very narrow frame of reference where new wealth opportunities are easily overlooked.
.customer OSOperating in the market from the perspective of its Customer Value Proposition
link
Competition offering the same CVP is conciously let in as they are using different core technology or core
business model
Creating a market by understanding the customer’s progress, struggle and circumstance (customer value proposition)
The original technology and processes end up becoming a commodity or infrastructure
PART 2A
:Your product is already obsolete
PART 3.hardware
PART 3: H
ardware
What are we organized to accomplish?
PART 3: H
ardware
link
Companies are designed to
out!customerskeep
VIA CHUCK COKER ON FLICKR.COM
link
PART 3: H
ardware
efficiency COMPANIES CARE ABOUT
this harmonizes poorly with unpredictable customer who want nothing more then their own surplus
& standardization
PART 3: H
ardware
PART 3: H
ardware
link
PART 3: H
ardware
The problem with top down is that the solution space is limited by what a few people at the top can think of.»
- Gary Hamel -
Gary Hamel is one of the world’s most influential and iconoclastic business thinkers. He has worked with leading companies across the globe and is a dynamic and sought-after management speaker. Hamel has been on the faculty of the London Business School for
more than 30 years and is the director of the Management Innovation eXchange.
PART 3: H
ardware
We were designed to engage in a predictable environment, which requires that [the customers] are similarly designed. But, [the customer] network didn’t have a five year strategic plan, they
didn’t have a linear hierarchy or centralized authority. We had to understand that we were fighting against a complex, movable, continuously changing decentralized and distributed network.
And these networks would last for six months or twelve minutes.
- Paraphrasing Chris Fussell & Rachel Mendelowitz - [I removed references to Al Qaida and changed them with the customer]
@responsiveconference.com, 20.aug.16
vs.
PART 3: H
ardware
PART 3: H
ardware
The old management model is a control mechanism subdividing talent into compartments where top-management destroys their ability to create value.
Enabling companies are driving information rapidly out to front-line self-organizing teams in order for them to operate autonomously and react
instantly to changes in customer demand patterns. Employees given the opportunity to use their talent unleash massive wealth for the corporation.
Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple
PART 3: H
ardware
PART 3: H
ardware
DESIGN / TEKST
DISTRIBUSJON / INNHOLD
UTSENDELSE
ANALYSER LÆRING
AUTONOMT TEAM SOM KAN GJØRE ALLE OPPGAVER OG TA ALLE BESLUTNINGER KNYTTET TIL EN KUNDEOPPLEVELSE
KUNDERELASJONEN BESTÅR AV FLERE TEAM ANSVARLIG FOR SINE EGNE INTERAKSJONER MED KUNDEN
KUNNSKAP OG LÆRING UTVEKSLES PÅ TVERS GJENNOM
FAGGRUPPER
LÆRING DISTRIBUERES KONTINUERLIG TIL ORGANISASJONEN
PART 3: H
ardware
PART 3: H
ardware
link
«The measure of a successful company is its ability to let its customers
and talents liberate it.»- Helge Tennø -
PART 8: </end of digital>
PART 3: H
ardware