Category Archives: Customer Insight (inc VoC)
This post got published before I intended to publish it. Sorry for this oversight. I have now completed it as intended and am republishing it. I apologise for any inconvenience and thank you for your understanding.
What do B2B technology vendors sell?
No, it is not the technology. Think again, what do B2B technology vendors sell? They sell dreams that speak to a fundamental human need. What dreams? Dreams of control-mastery-domination over the ever flowing, every morphing, character of a process we turn into a noun: life.
What need do these dreams take root from and speak to? The need for safety and security. At some fundamental level we get that nature is indifferent to our survival and wellbeing. To deal with this anxiety we embrace anything that provides the illusion of safety-security. The Greeks embraced the Gods, we embrace technology and the latest technofix.
I notice that the big data and analytics space is hot right now. It is the latest technofix being pushed by the B2B technology vendors. It occurs to me that this technofix is designed to speak to those running large enterprises – especially those who are higher up and divorced from the lived experience of daily operational life at the coal face.
What I find astonishing is that so few actually ask the following two questions:
1. “What kind of a being is a human being?”
2. “What kind of a culture is human culture?”
What is the defining characteristic of human beings?
Allow me to illustrate by share a story I read many years ago:
Psychologist: John, you have been referred to me by the authorities. They tell me that you think that are dead. Is that right? Are you dead?
John: Absolutely, I died a little while back. I am dead.
Psychologist: How interesting! You died a little back. Yet here you are talking with me. And I am not dead. So how is it that you are dead and I am not dead, yet here we are talking?
John: Beats me how this works or why it is happening. I know that I am dead.
Psychologist: John, I have an idea. Do dead people bleed?
John: Don’t be ridiculous! Everyone knows that dead people don’t bleed!
The psychologist suddenly reaches over and cuts John’s hand with a knife. Both of them are looking at John’s hand. Blood, dark red blood, is seeping through the cut. The psychologist looks at John with the look of satisfaction, of victory. Let’s rejoin the conversation.
Psychologist: John, do you see that blood on your hand? How do you make sense of it? You say that you are dead. And earlier you told me that dead people don’t bleed.
John: F**k me, dead people do bleed!
This is not simply an amusing story. It is a story that captures the experience of a respected psychologist who has been dealing with many kinds of people, dealing with many kinds of problems, over a lifetime. This story capture a fundamental truth of the human condition.
It appears that to survive in the world as it is and as we have made it, we need to be deluded. We need to distort reality: to make life more predictable, to make our current situation lighter-better than it is, to see a future brighter than is merited by the facts, to see ourselves stronger, more capable, more influential than we are. Studies suggest that those of us who lack this ability to distort reality and delude ourselves end up depressing ourselves.
What Kind Of A Culture Is Human Culture?
Symbolic and ideological. Why? Because human beings just don’t cope well with the world as it is. So we get together into tribes. And the glue that keeps the tribe together is a particular way of constructing the world, a particular way of giving meaning to the world, and a particular way of interacting with the world. And when I speak world I include human being, and human beings; a human being is always a being-in-the-world as in always and forever an intrinsic thread in that which we call world.
The next question: which ideology do members of society espouse? The dominant public ideology. In the world of business this is that of scientific management and in particular reasoning and making decisions objectively – irrespective of the past, of tradition, of our personal interests and opinions.
A more interesting question is that about the actual behaviour of the elites, the Tops. What is it that the Tops actually do? They do that which protects and furthers their interests: their power, their status, their privileges, their wealth, their dominance. So insight and recommendations (whether from big data and analytics or through conventional methods) that are in line with these interests are heartily accepted and actioned swiftly and vigorously.
Any insights and recommendations that challenge the vested interests of the elite (Tops) are repressed at the individual level, belittled-disputed-ignored at the societal level. I invite you to read this article which can be summed up as the UK Government sacks the chair of the official Advisory Council on the Misuse of Drugs. Why? Because the chair was insisting on the reclassification of drugs. What happened?
- The Advisory Council looked at the data (of harm to the individual taking the drugs and others affected by his/her behaviour) on drugs at the request of the UK.
On the basis of the data, the Advisory Council came up with the conclusion that “if drugs were classified on the basis of the harm they do, alcohol would be class A, alongside heroin and crack cocaine.”
The drug rankings, associated findings and recommendations were ignored by the UK government. Why? Because they went against the government’s stance on drugs.
The chair of the Advisory Council challenged the UK government’s refusal to act on the recommendations of the Advisory Council. So the appropriate UK Government minister sacked him.
What Does The Future Hold for Big Data & Analytics?
If past behaviour is an adequate guide to the future then it is safe to say that technology vendors will get rich. And the business folks will have another layer of technology that they have to manage. One or two organisations may reap substantial benefits, the rest will be disappointed. Yet, this disappointment will not last long. Why? By that time the technology folks will have come up with the latest technofix!
I leave you with the following thoughts:
1. There are no technofixes to the kinds of social issues-problems we continue to face;
2. Incremental improvements lie in the domain of big data and analytics;
3. Breakthroughs lie in our ability to see that which is with new eyes – a shift in dominant concepts, dominant paradigm, dominant ideology, dominant way of seeing that which is.
Put differently, big data & analytics is a red herring for those who aspire to lead: to cause-create that which does not exist today. Managers, those whose horizon extends to daily operations and the next twelve months, may find big data and analytics useful – as long as it does not threaten the sacred cows of the Tops-Middles and the corporate culture.
What can we learn from Havas Media’s 2013 Meaningful Brands survey?
For me, the highlights from the survey report are:
- Just 20% of brands worldwide are seen to meaningfully positively impact people’s lives;
- The majority of people worldwide wouldn’t care if 73% of brands disappeared tomorrow;
- Only 32% feel brands communicate honestly about commitments and promises;
- 54% of us don’t trust brands; and
- The meaningful brand index outperforms the stock markets by 120%.
It would appear that the case for making a shift towards a ‘meaningful brand’ is compelling according to Havas Media and yet most brands do not show up as meaningful. This shows up as interesting for me given all the talk-spend on brand, branding and brand building.
Let’s shift perspective and take a look at the situation through the eyes of Customer Experience.
What is the state of Customer Experience at the end of 2013?
In her November post, “Sucking Less” is Not a #CX Strategy, Annette wrote:
“Are organizations seeing the value of delivering a great customer experience? Clearly they pay lip service, but we know that actions speak louder than words. Do they really get it? No. There’s no real commitment of time, resources, and budgets to initiatives that improve the customer experience.
I spend a lot of time talking to prospects and clients about how to sell the value of customer experience to company leaders. It’s so disheartening …..”
My experience resonates with Annette’s. And our experience is not unique – talk with Customer Experience professionals and you get a taste of how difficult it is to move the Customer Experience ball beyond conducting VoC surveys and collating-publishing the results.
So what is going on here? If Tops are VCs and Customer Experience is seen as investment then the Tops do not see the value of investing in Customer Experience ventures.
What is the state of CRM at the end of 2013?
It occurs to me that large established companies have spent large sums of money in the name of CRM – usually in procuring and implementing so called CRM systems. What is there to show for this investment in terms of generating superior value for customers and cultivating meaningful profitable relationships with customers?
As I look around I find that the single customer view is just as elusive today as it was when Siebel was promising it, through the adoption of its CRM suite, back in 1999. The gulf between the talk and the reality continues to stun me. So many companies still struggle to work out the totality of their relationships (products purchased, interactions) with their customers.
I notice that many marketing, sales and service (customer, field) processes are just as broken today as they were in 1999. Why? Because too many people implemented CRM to automate the existing way of doing business.
It occurs to me that the challenge of getting the marketing, sales and service folks to genuine work together to build meaningful relationships with customers is beyond almost all companies. These functions and the people in them continue to work in silos, pursue their functional objectives, and work to their particular style.
I notice that the state of fragmentation within the marketing function is higher today than in 1999 due to the proliferation of digital channels. Marketing has become so complex that a whole industry, marketing automation, has grown up with the aim of automating marketing with a view to taking the complexity out of it.
Why do organisations continue to grapple with the same challenges despite their investments in CRM and Customer Experience?
Having been in the field since 1999 I am struck about how little has really changed despite all the changes that have occurred outside and inside organisations. What is going on here? Why is this the case?
It occurs to me that most of that which has taken place in the areas of CRM and Customer Experience has occurred in the domain of doing. And this doing has arisen from the same old domain of being. And as such, the mode of being has poisoned-corrupted all the doing. How best to illustrate this? Think King Midas. Whatever King Midas touched it became gold. Being has that kind of power: every action is tainted with the being that gives rise to it. Yet, those who have walked the CRM and Customer Experience path have been oblivious to this corruption because the the current style of showing up in the world is so taken for granted that it is invisible to us:
“The way of life of a culture is not an explicit set of beliefs held by the people living in it. It is much deeper than that. A person brought up in a culture learns its way of life the way he learns to speak in the language and with the accent of his family and peers. But a way of life is much broader than this. It involves a sense for how it is appropriate and inappropriate to act in each of the social situations one normally encounters; a familiarity with how to make sense of things and of how to act in the everyday world; and most general of all, a style, such as aggressive or nurturing, that governs the actions of the people in the culture although they are normally not aware of it. We can think of it as a cultural commitment that, to govern people’s behaviour, must remain in the background, unnoticed but pervasive and real.“
- All Things Shining, Hubert Dreyfus and Sean Dorrance Kelly
This sense of the being, of the default ‘style’, of organisations (and the people who work in them) is spelled out clearly by Vik Maraj in an interview published on the Huffington Post where he talks about the challenge of transforming the not for profit sector:
“Question: What is the over-arching challenge in the not for profit sector?
Answer: We act mostly inside of a context of charity not empowerment. Very few people are “learning to fish”. And this is a societal issue not just a not for profit issue.
Question: With respect to the not for profit sector, what is the truth that we don’t want to talk about?
Answer. We compete with each other with a smile on. We protect ourselves. And we collaborate in an opportunistic way. And the game is rigged such that this behaviour is almost inevitable. And the rigging is usually done by a decades old governmental policy…….
At first some of the obvious challenges are a lack of funding, a lack of resources, a lack of volunteers, turnover, a lack of being valued, lower salaries, lack of training and development, lack of policy, political unwillingness, the economy, etc. There are many more that I have not mentioned and what they all have in common is that none of them are the real problem.
Question: What’s the real problem, and what’s the answer?
Answer: The real problem is that we don’t collaborate and align our vast, often duplicated resources, talents, and mandates, to have a collective voice. Collaboration is both a missing mindset as well as a missing process. We mostly define collaboration as “getting together”. As one of our clients said, “[we act as] independent islands chipping away at symptoms”.
Almost all transformative change started with a series of small groups led by a few courageous people. They came together to tell the truth to one another, did the tough work to get over their differences, and then whole-heartedly went after an intolerable circumstance that each could not surmount on their own! The answer is to move from a “me or you” mindset to a “me and you mindset” and to stop pretending that we are always noble or even often noble!
Question: If this is the answer, at least one powerful answer – so then why aren`t we doing it?
Answer: Good question. Given the common goals, overlapping skillsets, and in many cases overlapping client bases and services, why aren’t we truly collaborating and coming together to increase the power of our voice and share resources, information, and talent? Why? The answer is that there is too much self-interest and survival thinking to allow for this. Making it and surviving forms an almost inescapable context within which people operate.
If you are awake and have any lived experience of the for profit sector you will see the parallels.
Summing up, excellence in CRM and Customer Experience requires a transformation in the character (being) of organisations (and the people in the organisations especially the Tops) not just a change of clothes to project a more ‘customer friendly’ personality. This is a challenge that few have taken on wholeheartedly – arguably the CRM and Customer Experience fixes were actions designed to bypass the need for a genuine shift in being, in transforming from extractive capitalism to conscious capitalism.
On LinkedIn, Don Peppers is sharing his perspective on making better decisions with data. This got me thinking and I want to share with you what showed up for me. Why listen to my speaking? I do have a scientific background (BSc Applied Physics). I qualified as a chartered accountant and was involved in producing all kinds of reports for managers and saw what they did or did not do with them. More recently, I was the head of a data mining and predictive analytics practice. Let’s start.
Data and data driven decision-making tools are not enough
Yes, there is a data deluge, and this deluge is becoming down faster and faster. Big enough and fast enough to be given the catchy name Big Data. What is forgotten is the effort that it takes to get this data fit for the purpose of modelling. This is no easy-cheap task. Yet, it can be done if you throw enough resources at it.
Yes, there are all kinds of tools for finding patterns in this data. And in the hands of the right people (statistically trained-minded, business savvy) these tools can be used to turn data into valuable (actionable) insight. This is not as easy as it sounds. Why? Because there is shortage of these statistically trained and minded people: amateurs will not do, experts are necessary to distinguish between gold and fools gold – given enough data you can find just about any pattern. It statistical savvy is not enough you have to couple it with business savvy. Nonetheless, let’s assume that we can overcome this constraint.
The real challenge in generating data driven decision-making in businesses is the cultural practices. We do not have the cultural practices that create the space for data driven decision-making to show up and flourish. A thinker much smarter-wiser than me has already shared his wisdom, I invite you to listen:
On the whole, scientific methods are at least as important as any other research: for it is upon the insight into the method that the scientific spirit depends: and if these methods are lost, then all the results of science could not prevent a renewed triumph of superstition and nonsense.
Clever people may learn as much as they wish of the results of science – still one will always notice in their conversation, and especially in their hypotheses, that they lack the scientific spirit; they do not have the distinctive mistrust of the aberrations of thought which through long training are deeply rooted in the soul of every scientific person. They are content to find any hypothesis at all concerning some matter; then they are all fire and for it and think that is enough …….. If something is unexplained, the grow hot over the first notion that comes into their heads and looks like an explanation ….
- Nietzsche (Human, All Too Human)
It occurs to me that the scientific method never took route in organisational life. Put aside the rationalist ideology and take a good look at what goes in business including how decisions are made. I say you will find that Nietzsche penetrating insight into the human condition as true today as when he spoke it. The practice of making decisions in every organisation that I have ever come in contact with is not scientific: it does not follow the scientific method. On the contrary, managers make decisions that are in alignment with their intuition, their prejudices, and their self-interest. It is so rare to come across a manager (and organisation) that makes decisions using the scientific method that when this does occur I am stopped in my tracks. It is the same kind of unexpectedness as seeing a female streaker running across the football pitch in a league match.
What are the challenges in putting data driven decision-making practices into place in organisations?
Technologists have a gift. What gift? The gift of not understanding, deeply enough, the being of human beings. Lacking this understanding they can and do (confidently) stand up and preach the virtues-benefits of technology. If life were that simple.
Truth shows up as attractive to those of us who do not have to face the consequences of truth. Data driven decision-making sounds great for those of us selling (making a living and hoping to get rich) data driven tools and services.
The challenge of putting in place data driven decision-making practices is that it disturbs the status quo. When you disturb the status quo you go up against the powerful who benefit from that status quo. Remember Socrates:
The very nature of what Socrates did made him a disruptive and subversive influence. He was teaching people to question everything, and he was exposing the ignorance of individuals in power and authority. He became much loved but also much hated …. In the end the authorities arrested him for …., and not believing in the gods of the city. He was tried and condemned to die …
- Bryan Magee, Professor
Beware of being successful in putting in place a culture of data driven decision making!
With sufficient commitment and investment you can put in place a data driven decision making culture. Like the folks at Tesco did. And by making decisions through harnessing the data on your customers, your stores, your products, you can outdo all of your competitors, grow like crazy and make bumper profits. Again, again, and again. Then the day of reckoning comes – when you come face to face with the flaws of making decisions solely on the basis of data.
Tesco is not doing so great. It has not been doing so great for several years – including issuing its first ever profits alert in 2012. What is the latest situation? Tesco has reported a 23.5% drop in profits in the first half of this year. What has Tesco been doing to deal with the situation? This is what the article says:
Last year, Tesco announced it would be spending £1bn on improving its stores in the UK, investing in shop upgrades, product ranges, more staff, as well as its online offering.
There are a number of flaws on data driven decision making. For one data driven decision making assumes that the future will be a continuation of the past. Which is rather like saying all the swans that we have come across are white, so we should plan for white swans. And then, one day you find that the black swan shows up! The recession and the shift in consumer behaviour that resulted from this recession was the black swan for Tesco.
Furthermore, I hazard a guess that in their adoration at the pulpit of data driven decision making the folks at Tesco forgot the dimensions that matter but were not fed into the data and the predictive models. What dimensions? Like the customer’s experience of shopping at Tesco stores: not enough staff, unhappy staff, stores looking more and more dated by the day, the quality of their products ……
It looks like the folks at Tesco did not heed the sage words of one of my idols:
Not everything that counts can be counted, and not everything that can be counted counts.