Ultimately is it all about the contribution one makes?

This is a personal post inspired by great conversation with a great person who carries the title of CXO. If you do not do personal then I advise you to stop now and carry on with the impersonal.  Let me start by giving you a glimpse of what I am going to be dealing with in this post:

People, and relationships, matter more than stuff, whatever the stuff.

What is the game of business about?  What is your life about? 

What I notice in business is busyness.  Just about everybody is busy.  Just about everyone is running from one meeting to another, from one deliverable to another, from one sales call to another, from one kill to another, from one problem to another.  Busyness everywhere in business.  And it occurs to me that the whole Customer thing (insight, analytics, customer focus, NPS, VoC, customer experience, customer-centricity…) is the latest fashion for being busy.

I ask, does anyone actually stop and ask the question: “Why?”  I ask you, do you stop long enough with this question?  Have you grappled with this with real intention long enough to let the hidden surface?

Why do we expend our lives in the game of business?  For what purpose?  Does anyone stop to ask “What is it all about?  What really matters?” Is enriching shareholders what really matters in life?  Is it? I am asking you.  Is the reason you exist to enrich shareholders, to maximise their financial return, to drive up their ROI?

Who do I have to thank for being alive today?

I must have been around 7 years of age when I stepped on to the main road and got hit by a white van.  I don’t remember much.  I don’t know how long I spent in hospital.  I do know that my fellow human beings saved my life.  One of my fellow human beings ran to the telephone box and called the ambulance.  Another of my fellow human beings dispatched the ambulance.  The ambulance crew took me to the hospital. Doctors operated on me to save my life. Nurses and later my parents nurtured me back to health.

I was 25 – 26 years old and the future looked promising.  I had been admitted into the Institute of Chartered Accountants in England and Wales. It had taken three years of hard work. I had a good job. My health was good. Actually everything was just great. On a Monday morning I turned up at my doctors surgery.  My left arm had ballooned up over the weekend.  The doctor took one look at my arm and called the hospital. Then he told me to follow him.  He asked me to get into his BMW. He put on the flashing light and drove as fast as he could to the hospital. There a team of doctors were waiting for me. I arrived, I was sedated immediately.  While I was out cold the doctors operated on me and saved my life.

Both of these events occurred unexpectedly and when I was young. So nothing interesting showed up for me when they occurred. No deep insight into life and what matters.  This changed.

What I learned being face to face with death

The pain in my chest woke me up around 2am.  Clearly, my friend Asthma was visiting me once more.  Being used to this I was calm and focussed on relaxing assuming he would go away within 60 seconds as that was his custom. This time he did not go away. Instead, he tightened his grip: the pain increased and my breathing became shallower.  I walked over, gently, to the windows and opened them to get fresh air.  Usually, that helped, this time it didn’t.

Asthma tightened his grip once more.  Pain increased and my breathing came shallower.  It was then that it hit me: I am going to die! I am going to die, all alone.  After 30 seconds or so my fear subsided and absolute calm and clarity was present.  What showed up at that moment?  Take a guess.

“Who contributed to my life?  Who made my life easier?  Who was there through the hard times?  Who was there through the fun times?  Who will I miss?  Who will miss me?”  There facing death what showed up for me was a question of people, relatedness, and relationship.  As my breath was short, I phoned my wife (who was in France with the children) got through to her voicemail. I told her I loved her and thanked her.  Then I phoned my brother and got through to his voicemail: I left him the same short message.  Then I phoned my sister and left the same short message. After that I had no breath left.  And it occurred to me that my time had come.

Is life and business ultimately about contribution? 

My encounter with death taught me, that for me, life is about contribution.  It is about being of service and making a contribution to my fellow human beings and life itself.  For me, business is a realm of life. And as such I am clear that for me business is also about being of source of contribution to my fellow human beings and to life itself.  It is about empowering people rather than disempowering them. It is about inclusion rather than exclusion. It is about generating happiness.  It occurs to me that Tony Hsieh of Zappos gets this and operates from this context.

Is it possible that the secret of employee engagement and of customer loyalty is this simple?  Make a contribution, empower, generate happiness in whoever you touch.

So I ask you, when we leave strategy, process, technology, business models, value propositions etc aside, is the game of business ultimately about being of service, being a source of contribution to our fellow human beings. And playing our part in co-creating a world that works for all, none excluded?

I have one further question for you.  Is it possible that this is what real leadership is?  Is it possible that real leadership is operating from the context of You AND me, together, co-creating a world that works for all, none excluded?  Is it possible that when we operate from this context that co-operation and collaboration show up?

What do you say?  What is the game of business for you?  What is your life about?  I look forward to hearing from you.

“Customers are assets.” Have You Totally Lost Sight of Your Humanity?

It occurs to me that whilst the words have changed the speakers who speak “Customers are assets.” continue to be gripped by the same old paradigm, the same old way of being-in-the-world.  And it occurs to me that one makes little headway in cultivating genuine customer loyalty if one continues to be gripped by this outdated paradigm and the associated way of being-in-the-world.  Let’s explore.

What kind of frame of reference would give rise to the statement “Customers are assets”?  Think about it, engage with it, and it comes clear that the frame of economics, of trade, is what gives rise to this way of thinking, speaking, and being-in-the-world.  It is in the world of the economist and accountant that one speaks of and deals in assets and liabilities.  There are fixed assets and current assets.  What does one do with assets?  Well if you are an economist or accountant you leverage assets, you make assets sweat, you strive to generate a ROI from your assets…

Now please take a moment and think of your life, your personal life, your social life.  How often do you talk of your partner as an asset?  What about your father or mother?  Do you refer to your children as assets?  What about your friends do you speak of them as assets?  How often do you hear other people, in social situation, speaking of the people in their lives as assets?

Now please tell me why you speak of your customers as assets.

I say that customers are not assets.  I say that customers are people.  I say that customers are fellow human beings.  I say that customers have hopes and dreams. I say that customers have worries and concerns.  And I say that it is the emotional bonds that we cultivate between our customers and ourselves that are assets. Why? The principle of reciprocity.  Most of us are brought up to live the principle of reciprocity – to return good for good, and bad for bad.  Most of us literally have no say in the matter. When people are good to us we feel compelled to be good to them. And if we do not return good for good our self-esteem takes a big hit.

Why is the distinction between “Customers are assets” and “It is the emotional bonds that we cultivate between our customers and ourselves that are assets” matter?  Because, it is the very kind of being and showing up in the world that gives rise to the statement “Customers are assets” that gets in the way of cultivating emotional bonds with our customers.  

Let me put it bluntly, the relationships that arise out of a context of love/service are vastly different to the relationships that arise out of a context of greed/selfishness/fear.   Customers are not assets. Customers are people.  And people do not like to be thought of or spoken of  as “assets”. No, they crave to be appreciated, validated, trusted, supported, encouraged, helped, included,  listened to, treated fairly …. Please notice these words – appreciation, validation, trust, support, encouragement, help, inclusion, listening – do not arise in the language/world of economists and accountants.

If there are any doubts then let me put them to rest.  Customers are loyal to you, your business, when you honour/validate that which matters most to them.  What is that?  Their human dignity. And their need to feel that you genuinely care for them and have their best interests at heart.  If this shows up as being unrealistic then I say this to you: I was with friends who have built up a successful business, against the odds, through this very orientation: genuine caring for customers as fellow human beings.

Why are so many companies vulnerable in the ‘age of the customer’?

So much of what is happening under the Customer umbrella occurs to me as being wide of the mark.  Why?  Because of the unwillingness to honestly face what is so. Which begs the question what is so?

“The reason so many companies are vulnerable is because the state of relationships between companies and customers is so poor. Products and services tend to be impersonal. Responsiveness tends to be uneven at best, or miserable at worst.  

It is reasonable to assert that frustration, annoyance, and anger have been building up among customers for decades. They are tired of being treated as numbers, of being mislead or even lied to, and of being considered targets instead of living, breathing human beings.”  – Michael Hinshaw and Bruce Kasanoff, Smart Customers Stupid Companies

Why now?  Because social media enables transparency of a kind never seen before. Because social media enable customers to easily voice their experiences, share them with the world, and thus influence/shape behaviour – customers, media, governments. And most importantly because of the many who are busy figuring out how to use digital technologies to create a new world of possibilities enabled by digital technologies and social customers.

Is this the access to profitable revenues, loyal customers and enduring success? (Part I)

Being a physics graduate I value an insightful theory that opens up new domains of enquiry and provides access to breakthroughs in performance.  Now and then I come across a business author who nails it, who provide such a theory.  It occurs to me that Clayton Christensen nails the essence of the customer-centric approach to doing business. And it just happens to be at the core of my consulting work.  Let’s start.

Do you have a deep understanding of what problems customers are trying to solve?

Let’s start with a truth that is so neglected. When I say neglected, I am not saying that you have not heard this truth.  I am clear that many of you will have heard of it – most likely it is a platitude.  And that is the very reason that this truth is not taken to heart, not lived, not given life in the world of business.  What truth?  This is what Clayton Christensen says in his marvellous book How Will You Measure Your Life?(bolding is my work):

“Many products fail because companies develop them from the wrong perspective.  Companies focus too much on what they want to sell their customers, rather than what those customers really need. What’s missing is empathy: a deep understanding of what problems customers are trying to solve.  The same is true of our relationships: we go into them thinking about what we want rather than what is important to the other person.  Changing your perspective is a powerful way to deepen your relationships.”

Why does this passage speak to me? It is my experience. Time after time in my consulting work I am struck by the truth of this understanding.  A lack of empathy and understanding for the customer as a human being who becomes a customer of the organisation in order to ‘hire’ that organisation – through its people and ‘products’ – to get a job that matters, done.

What can we learn from IKEA?

IKEA is an incredibly successful discount furniture retailer.  It has been in business for over 40 years, it has global revenues in excess of 25 billion euros and Ingvar Kamprad (the owner) is one of the richest men in the world.  The success of IKEA is not based on secret formulas, intellectual property, nor barriers to entry. So why is it that nobody has successfully copied IKEA?  This is what Clayton Christensen says (bolding is my work):

IKEA’s entire business model – the shopping experience, the layout of the store, the design of the products and the way they are packaged – is very different from the standard furniture store.  Most retailers are organised around a customer segment, or a type of product….

IKEA has taken a totally different approach. Rather than organising themselves around the characterisation of particular customers or products, IKEA is structured around a job that customers periodically need to get done.

The “job to be done” as a source of innovation, growth and competitive success?

Let’s continue listening to the wisdom of Clayton Christensen:

Through my research on innovation ….. my colleagues and I have developed a theory about this approach to marketing and product development, which we call the “job to be done”. The insight behind this way of thinking is that what causes us to buy a product or service is that we actually hire products to do jobs for us.

We don’t go through life conforming to particular demographic segments: nobody buys a product because he is an eighteen to thirty five year old white male getting a college degree. That may be correlated with a decision to buy this product instead of that one, but it doesn’t cause us to buy anything. Instead, periodically we find that some job has arisen in our lives that we need to do, and we then find some way to get it done.  If a company has developed a product or service to do the job well, we buy, or “hire” it, to do the job.

The mechanism that causes us to buy a product is “I have a job I need to get done, and this is going to help me do it.

So if you are going to segment your customers then segment them by the jobs that they “hire” you for. Here, I want to point out that you can use this “jobs to be done” approach for all customer touchpoints.  For example, what jobs do your customers hire your call-centre for?  What jobs do they hire your website for?  What do they hire your facebook page for?

Back to what we can learn from IKEA? 

Having set out his theory, Clayton Christensen returns to IKEA and explains the cause of its success as follows:

IKEA doesn’t focus on selling a particular type of furniture to any particular demographically defined group of consumers. Rather, it focuses on a job that many consumers confront quite often as they establish themselves and their families in new surroundings: I’ve got to get this place furnished tomorrow, because the next day I have to show up at work. Competitors can copy IKEA’s products. Competitors can even copy IKEA’s layout. But what nobody has done is copy the way IKEA has integrated its products and its layout.

This thoughtful combination allows shoppers to quickly get everything done at once….. In fact, because IKEA does the job so well, many of its customers have developed an intense loyalty to its products.

What is the lesson according to Clayton Christensen?

He sums it up well and find me in total agreement:

When a company understands the jobs that arise in people’s lives, and then develops products and the accompanying experiences required in purchasing and using the product to do the job perfectly, it causes customers to instinctively “pull” the product into their lives whenever the job arises. But when a company simply makes a product that other companies also can make – and is a product that can do lots of jobs but none of them well – it will find that customers are rarely loyal to one product versus another. They will switch in a heartbeat when an alternative goes on sale. 

I will continue the conversation around the ‘jobs to be done’ approach of doing business and creating superior value – for the customers and your business – in the next post in this series.

Customer Experience as an access to & source of business disruption and transformation

What do the failures of three high street chains disclose about Customer Experience?

Over the last week or so, three brand name high street retailers – Blockbuster, HMV, and Jessops – have failed.  What do these retailers disclose about the Customer Experience?

I say that these retailers disclose that Customer Experience is both an access to business transformation. And at the same time, a source of business disruption.  Yes, digital technologies often enable a superior Customer Experience. Yes, someone has to figure out a viable business model. And yet, it is the superior Customer Experience that attracts customers and thus enables business disruption and transformation.

I also say that the demise of these retailers shows something else.  What? It shows that most of the companies that are talking about / using Customer Experience are using it as a tactical tool. And that is a mistake.  How can I point this out clearly? Let’s take the airline industry.  I say that as and when a company invents a ‘teleporter’ (think Star Trek, Blakes 7) it is the end of the airline industry no matter how much money the airlines spend on improving the Customer Experience associated with flying. And even with a ‘teleporter’ the people who go on sea cruises will continue to go on sea cruises.  I hope you get that which I am pointing at.  Just in case, I have failed to communicate, I am going to take a look at the demise of Blockbuster.

What lesson does Blockbuster disclose?

Why did I turn to Blockbuster?  To do a job.  What job?  The job of entertaining myself and/or my family.  What role did Blockbuster play?  Blockbuster provided the means for me to get that job done?  What was ‘the means’?  The video.

What did I have to go through to get the job of entertaining myself and my family done? I had to drive 12 minutes to the nearest Blockbuster store only to find that the car park was full. Then I had to drive around and find somewhere to park – not easy. Once I parked the car, I had to walk to the store. Then hope the right video was in store.  Select a video, queue and pay. Then walk back to the car and drive home. Watch the video. Tell myself to remember to take the video back. Next day, drive to the store, find somewhere to park, walk to the store, return the video.

Do you notice something?  The Blockbuster Customer Experience imposed costs – time, effort, worry – on me.  I did not want to drive.  I did not want to find somewhere to park. I did not want to turn up at the store and find Blockbuster had no more copies of the movie I wanted to watch.  I did not want to have the threat of late fees hanging over my head. I did not want to go back to the store to return the video.  These were the costs imposed on me by the Blockbuster Customer Experience.  I put up with them because I did not have a better alternative.

When the better alternative came – a better Customer Experience – I left Blockbuster. With Netflix and/or Lovefilm I select the movie I want to watch and I can watch it instantly on TV, on the PC, on the iPad, on the iPod. And if I don’t like that movie? I stop it and instantly start watching another one. All for a flat monthly fee which is better value than Blockbuster ever was.  Actually, it is better than that because I don’t watch many movies, my family does. Now, they do it themselves and I have no work to do!

What are the fundamental insights/lessons here?

It occurs to me that there are two lessons.  First, digital is disruptive. Digital technologies, used imaginatively, used courageously, hold the potential and promise of business disruption. Why? Because they enable companies to craft and offer superior customer experiences.  How?  They collapse time-distance-effort-worry. And thus enable smart companies to come up with value propositions and customer experiences that customers value. Which probably explains why the bulk of my work over the last two years has been concerned with digital strategy and digital customer experience.

Second, the real leverage in Customer Experience is not tinkering with what it is – which is what most companies are doing.  The real leverage is using insight and imagination to design fundamentally new and disruptive customer experiences.  The ones that enrich the lives of customers (by delivering unexpected benefits) and at the same time take out costs – time, effort, delay, worry  – and deliver greater value for money.

And finally

It occurs to me that if you want to get strategic value out of Customer Experience then go back and read/study The Experience Economy.  The point is not merely to improve the experience associated with a product, service or solution.  It is more than that.  What it says is that you can choose to compete at a completely different level – the experience level.  What are you selling?  An experience.  What kind of experience? The kind of experience that Build-A-Bear has come up with for bears for children.  The kind of music experience that Apple has created through iPods, iTunes, iCloud.  Or the membership experience that the MVNO giffgaff has put together for mobile telecommunications.  The kind of experience that Netflix and Lovefilm deliver for movies.

Please remember that if your business is open to digital disruption then it will be disrupted.  You can choose to do that yourself. Or you can wait for someone else to do it.  Blockbuster and HMV could see the disruption, they chose not to act.  As for the folks at Jessops, hindsight says that they should have got out of the camera business and into the business of selling smartphones.  What do you say?

Santander and Barclays Bank disclose the value of the customer experience

It occurs to me that practical experience can be and often is the best guide to showing the value of theoretical constructs. And practical experience can also act as great tool for making sense of and distinguishing between theoretical constructs like service, customer service, and customer experience.

Santander

I take care of my personal banking needs through Santander.  And I find myself to be a happy customer.  Why?  Because it is easy to get my banking jobs done.  Specifically, it is easy for me to get these banking jobs done online.  It is easy/quick for me to log in, see my accounts, view my transactions, move money around accounts, set-up payments, make payments……  Which is why I cannot remember the last time that I rang Santander’s Customer Services team.  And it is also why I rarely visit/use the Santander branch network.

By getting the online banking customer experience right Santander has assured itself of my continuing business AND in that very process/act  almost cut out the demand that I make on the Santander ‘Customer Services team’ – whether that team is in the call-centres or in the branch network. Put differently, architecting and delivering the right customer experience has allowed Santander to make our relationship sticker and improve the profitability of this relationship.

Barclays Bank

I do my business banking through Barclays.  When I set-up this bank account some 9 months ago,  I opted for an account that allows and encourages me to do almost all of my business banking online.  Why?  Because of the online banking experience I am accustomed to with Santander.  How did things turn out?  I got an unpleasant surprise.  The Barclays online banking experience occurred as fiddly and even tedious compared to my Santander experience.

With Santander I pull out my debit card which I tend to have with me wherever I am and enter the card number into the log-in screen. The next screen comes up with a personal phrase that I have chosen so that I know that I am dealing with the genuine Santander site.  And seeing that is the case I enter two PINs that I have chosen and so can remember easily.  Which means it takes me about 30 seconds to be into my account doing my banking.

To do online banking with Barclays – over the PC – I have to go and find a lever arch file, the debit card, the PinSentry card reader.  That is just the start.  To get into my account I have to: find and type in the account number that is sitting in the lever arch file; enter four digits of the number on the debit card; insert debit card into PinSentry reader; type in a PIN into PinSentry; push the right button (three to choose from); read the security code issued by PinSentry and type that into the website log-in screen.  Guess what tended to happen? Not remember the numbers, making mistakes by entering the wrong numbers, and getting locked out of my account.

As a result of several failures, call then bad experiences, I noticed that I was reluctant to use the online banking service.  It just occurred as too much hassle and prone to going wrong.  So what did I end up doing instead?  I ended up ringing up the Customer Services team. I rang them up when I was trying to make sense of the process including which PIN to type into PinSentry as I had been given several PINs – one for telephone banking, one for online banking, one for the debit card and it was not obvious to me which was which.  I rang them up when I could not get into my account. I rang them up when I had tried to log in successfully several times and got my account blocked.

By not paying attention to the customer experience Barclays ended up creating work for me, making online banking show up as an unpleasant, difficult, tedious process.  Drove up their costs because instead of serving myself effortlessly, like I do with Santander, I ended up calling their Customer Services team. And in the process made me ask myself if I should close down the Barclays account and open one up with Santander.

What exactly did Barclays not pay attention to?  First, they did not pay attention to the joining experience from my perspective.  I got several letters, at different times, from different parts of Barclays when I joined up.  Each of which supplied me with numbers and it was not clear to me when/how those numbers should be used.  I remember thinking why all these PINs?  Second, Barclays did not pay attention to the online banking experience itself.  The job of addressing security risks gets in the way of job of making it easy/quick for customers to do online banking.

Why have I ended up staying with Barclays?  Because their mobile banking app is great.  It provides me with an online banking experience that works just right.  It is easy to download and set-up.  And once it is set-up it takes me no time at all to be into my banking account doing what I need to do; all it takes is for me to enter a five digit code that I have chosen and can easily remember!

What is the learning here?

There is no fixed relationship between Customer Service and Customer Experience.  I draw your attention to the assumption that working on customer service (and the folks that work in the call-centres) is an essential part of improving the customer experience.  Not necessarily. By getting the online customer experience right Santander has made Customer Services (the call-centres) and the branch network disappear from my horizon.

By creating value for me Santander creates value for itself.  In getting the online customer experience right Santander creates value for me – saving me time, effort and money. And at the very same time  and through the very same act, Santander creates value for itself. How? By reducing its cost base thus enhancing its profitability. And by creating a sticker relationship – increasing the level of voluntary lock-in.

By not thinking through the joining process Barclays made the already cumbersome online banking process even harder.  By allowing the job of online security swamp my need to easily/quickly access my account Barclays made it hard for me to access the core service that I had hired Barclays to provide.  By making it harder Barclays forced me to use the more costly Customer Services (call-centre) channel that I did not want to use.  So a poorly designed customer experience drove up costs for me (time and effort) and costs for Barclays (unnecessary calls coming into the call centres).

The Barclays mobile banking app has through necessity forced Barclays to get rid of the complexity.  And in so doing Barclays have come with a banking experience that is just right.  So right that both my wife and I turn to the mobile banking touchpoint to do our banking with Barclays.  And my phone calls to the Barclays customer services team have stopped.

It occurs to me that the smart way of reducing the costs associated with the Customer Service function is to look outside of the Customer Services team.  Where?  At each and every touchpoint associated with the customer becoming aware of, learning about, buying and using the core service.  Why?  It is the failure of these touchpoints to meet the needs/expectations of customers that drive customers to call the Customer Services teams.

Bill Price makes a great point when he says the best service is no service.  Which makes me wonder if the prize, in cost terms, of getting the customer experience right is that the cost of Customer Service is zero because nobody is needed in the call-centres to take calls from customers – there are no calls because all the primary touchpoints work just right, deliver the right customer experience.  What do you think?

A skeptical look at 2012 and best practices

Skeptic does not mean him who doubts, but him who investigates or researches as opposed to him who asserts and thinks that he has found. [Miguel de Unamuno, “Essays and Soliloquies,” 1924]

What shows up for me when I reflect back on 2012?  It occurs to me that most of what is written on all things business – including customer – is driven by the need of people and organisations to sell something: a product, a service, a solution, themselves.   Put differently, it is marketing.  The job of marketing is not ‘truth’ nor ‘usefulness’.  No, the job of marketing is to bypass the mind and pull the heart strings so as to move the human being to act in accordance with the wishes of the marketer.  And as such that which is written – including every post that I write – should be questioned.  More accurately, it should be tested to determine if it is science or merely philosophy masquerading as science.

I say that the area that needs the most urgent and critical examination into that which is merely philosophy masquerading as science is  in the areas of customer theory (CRM, Customer Experience, loyalty) and best practices.   

Why go to the trouble to question, research, investigate and test stuff out for ourselves?  Because there is a world of difference between genuinely useful theory (‘good theory’ the term used by Clayton Christensen) and that which masquerades as useful theory.  What do I mean?  I’ll let Clayton Christensen speak on the matter:

“Consider, for example, the history of mankind’s attempts to fly.  Early researchers observed strong correlations between being able to fly and having feathers and wings.  Stories of men attempting to fly by strapping on wings date back hundreds of years.  They were replicating what they believed allowed birds to soar: wings and feathers. 

Possessing these attributes had a high correlation ….. with the ability to fly, but when humans attempted to follow what they believed were “best practices” of the most successful fliers by strapping on wings, then jumping off cathedrals and flapping hard … they failed.  The mistake was that although feathers and wings were correlated with flying, the would-be-aviators did not understand the fundamental causal mechanism … that enabled certain creatures to fly.  

The real breakthrough in human flight did not come from crafting better wings or using more feathers.  It was brought about by Dutch-Swiss mathematician Daniel Bernouelli and his book Hydrodynamica, a study of fluid mechanics…. he outlined …. a theory that, when applied to flight, explained the concept of lift.  We had gone from correlation (wings and feathers) to causality (lift).  Modern flight can be traced directly back to the development and adoption of this theory.”

I say that most of what is pushed as “best practice” in business – including the areas of CRM, CXP, customer loyalty – is merely anecdote and correlation.  And putting in place these ‘best practices’ and expecting to win the game of business is about as sane as strapping on feathers and wings and expecting to fly! I say that you should adopt/live the best practice of deeply questioning best practices.

If you disagree with me then please share your perspective.  I am particularly interested in anyone who thinks they have found the equivalent of lift (causal mechanism) for business success, for engendering customer loyalty.  Please know that I am open to being proved wrong, to be shown the error of my ways – and I mean that genuinely.  Or as Clayton Christensen puts it:

“But even the breakthrough understanding of the cause of flight still wasn’t enough to make flight perfectly reliable.  When an airplane crashed, researchers then had to ask, “What was it about the circumstances of that particular attempt to fly that led to failure? Wind? Fog? The angle of the aircraft?” Researchers could then define what rules pilots needed to follow in order to succeed in each different circumstance.  That’s a hallmark of good theory: it dispenses its advice in “if-then” statements.”

And finally, I recommend Clayton’s book How Will You Measure Your Life.  It is a great read. And if embraced it will make a contribution to your life, your business.