I find myself interested and caring for the human. So the following slogan caught my attention: “There is no more b2b or b2c: It’s human to human”. This got me wondering: What does it take for us to show up and operate as ‘human to human’?
If we are to do business in a ‘human to human’ way then it helps to have a good grasp of what the defining characteristic of human is. In Being and Time, Heidegger asserts that ‘Care (Sorge) is the being of dasein’. For the purposes of this conversation dasein = human being. What does Heidegger mean by this? I take it to mean that I do not find myself indifferent: to myself and my experience of living, to the world in which I find myself in, to my fellow human beings. It matters (to me) how I live and how my life turns out. It matters (to me) how my fellow human beings live and how their lives turn out. And it matters (to me) how this world is and is not. I care as I am aware that I am being-in-the-world-with-others-towards death.
If we are going to show up and operate from a ‘human to human’ way of doing business then we must genuinely care for ourselves, the people we work with, the people we sell to, the people we buy from, the people whose lives are touched by us and our way of showing up and operating in the world. How best to illustrate this? Allow me to share a story the following story with you (bolding is my work):
Harry, an emergency physician …. One evening on his shift in a busy emergency room, a woman was brought in about to give birth…….. Harry was going to deliver this baby himself. He likes delivering babies, and he was pleased…… The baby was born almost immediately.
Whilst the little girl was still attached to her mother, Harry laid her along his left arm. Holding the back of her head in his left hand, he took a suction bulb in his right and began to clear her mouth and nose of mucus. Suddenly, the baby opened her eyes and looked directly at him. In that moment, Harry stepped past his technical role and realised a very simple thing: that he was the very first human being this baby girl had ever seen. He felt his heart to go out to her in welcome ….
Harry has delivered hundred of babies. He has always enjoyed the challenges of delivery, the excitement of making rapid decisions and feeling his own competency, but he says that he had never let himself experience the meaning of what he was doing before. He feels that in a certain sense this was the first baby he ever delivered. He’s says that in the past he would have been so preoccupied with the technical aspects of delivery, assessing and responding to needs and dangers, the he doubts he would have noticed the baby open her eyes or have registered what her look meant. He would have been there as a physician but not as a human being. It was possible, now to be both…
-Rachel Naomi Remen, Kitchen Table Wisdom
This is what I notice about the whole Customer thing: the focus is almost exclusively on the technical stuff (metrics, data, analytics, technology, processes) and almost no recognition of the human. Does this matter? Yes. Why? I leave you with these words of wisdom:
Quality matters when quantity is an inadequate substitute. If a building contractors finds that her two-ton truck is on another job, she may easily substitute two on-ton trucks to carry the landfill. On the other hand if a three star chef is ill, no number of short-order cooks is an adequate replacement. One hundred mediocre singers are not the equal of one top-notch singer…
- Richard Rumelt, Good Strategy Bad Strategy
We may not be able to define-measure-calculate quality. Yet we are present to it when we experience it. The quality that you/i/we experience from the people we interact with, work with, sell to, buy from, makes a huge difference to our experience of living. This quality of caring cannot be faked, though many folks make the attempt to fake it.
Interestingly, in our age, it is easier to build this caring into the ‘product’ itself (Apple) or the digital interface (Amazon) than it is in human to human conversation-encounters. Why? Because we have become so wrapped up in the technical that we have lost touch with the human – including our own humanity. Yet, it is possible to get in touch with this humanity and give it expression: to show up as a CEO and as a human being; to show up as a CMO and as a human being; to show up as CFO and as a human being; a sales person and as a human being; to show up as call-centre agent and as a human being……
Please note: I am about to go on vacation and will be out of touch for several weeks. I wish you well and look forward to being in communication after the holiday.
Does Customer Experience require information technology? Allow me to rephrase this question, is it necessary to purchase-configure-operate an arsenal of information technologies to improve the Customer Experience? Which is my way of asking, if it is necessary to turn Customer Experience as a business philosophy and/or value proposition into CRM: an information technology?
It occurs to me that it is mistake to collapse information technology and Customer Experience together – to make the kind of mistake that was made with CRM. I say that your organisation can impact-improve the Customer Experience in many ways that do not require information technology. Where is my proof? Let’s start with my recent experience.
Why Didn’t I Buy From Two Well Known Retail Brands?
I needed more trousers; my preference, some would call it addiction, is for Chinos. So my nephew drove me to a shopping centre outside of town. On his advice, I went to the first shop, found what I was looking for. And in the process I came across summer shorts. So with a handful of trousers and shorts I headed to the fitting rooms. Long queue. No movement for three minutes. No staff around to help out. I put the goods back on the racks and left.
Onwards to the second retail brand, which just happened to be next to the first store. Within five minutes or less, I found myself exiting this story empty handed. Why? One, they just didn’t stock trousers that fit me. Just about every trouser that caught my attention was regular length and regular is too short for me as I am tall and have long legs. Second, no staff members around to ask for help in finding longer length trousers. Third, the prices showed up as being too high; I remembered what I had paid for the Chinos I was wearing.
Why Did I Buy From The Gap Store?
Having had enough, I headed directly for the Gap store. Why? Because this is where I had purchased, some years ago, the Chinos I was wearing and happy with. The store showed up as friendlier-easier as it was much smaller in size, I could clearly see two sales assistants, and they looked happy. I spent over £150 pounds and walked out of the store with several Chino trousers and shorts. Why did I end up buying from Gap?
- They stocked the products that I was looking for – Chino trousers and a range of summer shorts;
- I found the particular style I was looking for – Classic;
- Each range of trousers came in a range of sizes including the size (34, 34) I was looking for;
- I found it easy-quick to try on the trousers (and shorts) as there was no queue for the fitting rooms; and
- The ‘checkout’ experience of paying for these items was quick-easy and delivered by a friendly sales assistant.
And there was a moment of delight. What delight? Upon checkout I found that I had been charged 30% less than I had expected to pay. Why so? Because Gap had a sales promotion that day and I had not noticed it as it had not been well signposted.
I draw your attention to this: no information technology was needed other than the POS till. Gap ended up the winner simply because it did the basics of clothes retailing right: store design (size-layout-signposting), the right product, ability to trial the product, good customer service, and pricing that is in tune with product quality and customer expectations.
I also notice, that I have a stronger bond to Gap and Gap did not have to engage in any customer loyalty or outbound marketing programme to generate that bond. How has this strengthening of the bond come about? By stocking the kind of products that I am looking for, by asking the kind of price I am willing to pay, and by making it easy-pleasant to buy from them: not just once, but every time I have bought from them.
If Gap does want to do something other than get the basics right then here is my advice. Gap should consider storing my preferences in terms of the products that I have bought from them. And allow me to order those products from them. Why do I say that? Whilst I like their latest Chino trousers (the ones I brought from them recently) I prefer the ones that I bought several years ago. The fact that those trousers are no longer available makes them that much more attractive to me. I wonder how many others are like me. If there are enough of us then there might be a market for listening to and catering to our needs. Back in the days when I was a consultant with Peppers & Rogers, we would put this idea into the mass customisation bucket. This is where information technology would be useful, even essential, for improving the Customer Experience.
I wish you a great week, thanks for listening – your listening calls forth my speaking. And if you have thoughts that which you wish to share then please engage in a conversation with me by commenting.
CRM, Customer Experience, and Digital Business Require Culture Change
What I notice is that in order for an organisation to be effective in the games of CRM (building profitable relationships with customers), Customer Experience (competing on the basis of a superior customer experience) and/or digital business (rethinking the business through the lens of what digital technologies enable) require culture change: a change in the way that people think, in their expectations, and in the way that they go about doing things.
Yet, rather than deal with the challenges of culture change, I find that just about every management team in every organisation that I have come across gets busy with buying the technology. And thus ignores the risk spelled out in the following ‘equation':
Old Organisation + New Technology = Expensive Old Organisation
Why does this happen, again and again, one management fad after another? I point you to these wise words:
It is easier to buy stuff than it is to create and stabilise new ways of relating, new frameworks for organising, and new expectations and norms. Those are the tough, messy issues that accompany shifts to more mindful, reliable, resilient functioning….
Karl Weick and Kathleen M. Sutcliffe, Managing The Unexpected
What Is The Default Mode Of Going About The Challenge Of Culture Change and Doing Change Management?
This week I found myself in a meeting talking about culture and change management. I found myself listening to one senior person articulating the challenge of getting his organisation especially senior management and the sales teams to move from one way of doing things to a substantially different way of doing things. Yes, a shift in the “way we do things around here” is needed for the longer term. And yet there is an awkward reality to deal with. What awkward reality? The existing “way of doing things around here” has been and continues to deliver the results (sales, revenue growth, profits).
Without a moment’s hesitation I found another senior person (an advisor) offering a solution to this challenge. Which solution? The solution that occurs to me as the default one: the application of “stick and carrots”. I noted that the particular emphasis was on the stick rather than the carrots. The assumption being that if the Tops yielded a big enough stick then the Middles and Bottoms would fall into line. I found myself dismayed. Why?
My 25+ years of experience suggests that this approach is largely ineffective and in some cases does considerable damage to the organisation’s long term resilience-performance. Why? I can think of at least two reasons:
First, change in behaviour is merely compliance. And repeated use of the stick to get compliance almost always, and inevitably, leads to a reduction of motivation to do one’s best. And usually an increase in motivation to ‘get back’ at or merely ‘resist’ those wielding the stick.
Second, the people who are the most able tend to leave (as few of us like to be treating as cattle) thus disrupting the network of relationships, degrading the quality of communication and information flow between the players, and putting a dent in the intellectual capital of the organisation.
One more point. It occurs to me that those of us who advocate the sticks and carrots approach to change have failed to appreciate that lasting-sound change requires change in two levels; change at the behavioural level is one of these levels. I will go into what these two levels are and the critical importance of both levels in another post. Let’s continue with this conversation.
What Does It Take To Effect Culture Change?
I invite you to consider-grapple with-meditate on the following way of looking at culture change:
The culture change process is a two-sided coin. On one side is the “bottom-up” phenomenon that many changes arise from those actually doing the work. On the other side is the “top-down” reality that changes in conducting business often get made by direction or sanction from top management. Both are essential …
Changing the organisational culture ….. will require commitment at every organisational level…. Culture change is not triggered by a magic bullet or directive. Rather, culture is changed by a series of small steps taken by the leading members of the culture at all levels.
Leadership is standing up and leading the way. It is behaviour and it is demonstrable. It is showing, not telling....
Changing the way business is conducted requires people at all levels to lead by personal example in demonstrating new approaches to achieve safer (and more reliable) operations……. This requires that we strengthen accountability at all levels of the organisation…..
- TriData Corporation, Wildland Firefighter Safety Awareness Study, Phase III Implementing Cultural Changes for Safety (1998)
At this point, I confront you with that which is so about us, human beings: our freedom. I leave you to choose which road you wish to travel: that which is convenient-easy and on the whole ineffective even damaging to long term performance (“sticks and carrots”) or that which is effective, takes time, requires embodied leadership day after day from the Tops, and calls forth leadership and accountability from all people at all levels: Tops, Middles, and Bottoms.
One thing that I am absolutely clear on is this: buying technology in the absence of cultural change (changing how we think about, what we expect from one another, and how we do things around here ) is likely to turn out to be a waste of time-effort-money.
I wish you a great week, and I thank you for your listening.
I am clear that CRM, 1:1 Marketing and Customer Experience have failed to deliver on the promises made by professors/academics, authors/gurus, consultants and technology vendors. Why? Given the choice between changing our way of showing up and operating in the world or changing our words, almost all of us get busy learning-speaking a new vocabulary.
I have been investigating the domains of ‘digital marketing’ and the ‘marketing cloud’. In the process I have been listening to pitches made by marketing vendors. All the relationship-experience centred buzzwords are there: customer experiences, digital experiences, the mobile experience, customer engagement, customer relationships, responsiveness to customers….. Yet, to the listening of a skeptic like me, something lies hidden under this fine rhetoric.
If you dig underneath what is it that you might find? You might find that the narrative comes down to the following:
- We will put at your disposal an advanced scalable platform where you can suck in anything and everything that you have or can purchase on your customers (and prospects) to give you a 360 view of your customers irrespective of any concern-respect for the privacy of your customers.
We have great tools that allows you to set-up customer journeys and determine when you want to hit customers with your messages, and how often you want to hit them with these messages.
You can use our advanced decisioning engine to figure out what ‘product’, what offer, what message to push at your customer. And If the customer doesn’t respond to that message then our engine will learn and use this learning to come up with a better-different-more attractive message.
We will put at your disposal the ability to send your messages to your customers 24/7/365 through any and every digital interaction channel that your customer uses. So there is no escape. Wherever the customer is, you can invade his privacy, and message him/her. And,
By doing this you will drive up your marketing effectiveness, make more money for your organisation and live happily every after because you have the tools to make your customers buy, buy, buy – from you.
This is not technology enabled relationship building. It shows up for me as direct marketing on steroids. It is the nightmare scenario that my coauthor and I envisaged back in 2001 when we were advocating and advising on 1:1 marketing. It occurs to me that this is technology enabled stalking/harassment: it is the epitome of the business as usual (transactional) way of showing up and travelling in the world.
How is this best summed up? Allow me to share these words of wisdom from David Maister:
What all these problems have in common is that firms are not only “in it for the money,” but they want the money now! As a result, they talk a good game about long term relationship building marketing efforts, the truth is that these efforts are never really executed well unless they deliver results immediately.
Here is my prediction:
- marketers (and their IT advisors) will lap up the story being pushed by consultants and technology vendors;
only a subset of marketers will do what it takes to become competent at making this technology actually work;
those marketers who do figure out how to make this advanced technology actually work (or who use outside agencies with technology savvy) will bombard customers with messages; and
the novelty of this ‘seduction’ will wear off and customers will learn to tune out and/or work around the marketer’s arsenal.
I have been wrong. And I may turn out to be wrong again. What do you think?