Archive for the ‘Customer’ Category

Asif and Sara at the Badshahi Mosque  - from an outing we took during my recent visit

Asif and Sara at the Badshahi Mosque – from an outing we took during my recent visit

Pakistan – Learning from the Edgelands
Failed State – Remarkable People

In this blog I want to explore my experience of learning from the edgelands. It is my belief that places and organisations have edgelands, where things happen outside the norm. If you look hard enough and open yourself up to the experience you are likely to find new ideas and innovation. You can find a more detailed exploration of this idea on my website. http://www.edgelandsconsultancy.co.uk

Earlier this year my good friend Asif Zulfiqar asked me to work with him on an OD project in Pakistan. My first reaction was “no way”. My mind was flooded with security concerns, visions of rampaging Taliban mullahs, fears of kidnap, explosions, death and dying. Asif was very good; he said “Ian you are my friend, do you think I would do anything to put your life in danger?” So rather than saying no right away, I decided to do a bit of research. I contacted the UK Foreign and Commonwealth Office who in turn connected me with the UK Trade and Industry Mission in Lahore. I spoke with Arshad Rauf from the UKTI a couple of times and was greatly reassured. He also helped me understand the kind of opportunity Asif was offering.

With regard to security issues, yes there are many problems and issues and a great deal of care is required. Working in Belfast during the time of “the troubles” was the most similar experience I have had. As an Englishman in Northern Ireland I relied totally on my hosts to provide me with guidance about where to go and what to do. As in Belfast, so in Lahore I met people who were keen to show me that everything is not how it is portrayed by the media; as well as “troubles” other, more generous, safe and delightful things coexist and ordinary people are trying to make a living, live their lives as fully as they can, have fun and enjoy themselves.

I learnt from both Asif and Arshad that OD is not well know in Pakistan. Training is much more common and better understood. However, both were clear that the kinds of skills and services we OD practitioners can bring to complex issues is much needed in the country and once people understand what OD is about it will be very well received and valued. So I decided to take the assignment.

As I stared to plan and prepare I realised I was being given a remarkable opportunity to visit an edgelands, a place outside of my personal and professional norms and one with the potential for me to learn new and interesting things. I was also being given the unique opportunity to bring an understanding of OD to somewhere that has little understanding of the practice.

My client in Lahore is a medium sized bank looking to position themselves in terms of business excellence and customer experience. They are working hard to be truly ethical and build a world-class business. Now many of you may think this is not so different from the aspirations of any bank in the world? The difference is, they are doing this in a country that is ranked 134th on a list of the most corrupt countries in the world, with only 42 countries lower on the list.

During our work together we had a very fruitful and insightful group discussion about principled leadership. This was one of the best and most authentic exploration of this topic I have ever had the privilege to be part of. I could tell how important this was to the people in the room. It really mattered. This set me thinking as to why they were so much more passionate about this than other clients I have worked with. I have worked on issues to do with ethics, values and compliance with other clients but for the senior leadership team at the Lahore bank this was absolutely central.

My belief is that working at the bank represents being in a place of psychological safety and they have a strong desire to create this not just for themselves but also for their customers. If you live in a country that is seen globally as being dangerous and corrupt, then creating institutions that are visibly not, carries with it a huge prize in terms of customer attraction and talent management. Of course not all businesses in Pakistan make this choice, just as they don’t elsewhere in the world.

The metaphor that came to my mind to help me understand this was that of the “exo” and “endo” skeleton. Crabs have an exoskeleton – its on the outside, we humans have endoskeletons – on the inside. I believe that in the developed world we rely on the exoskeleton provided by the state and civil society to give us the key organising principles as to how to work in a principled, ethical and compliant manner. So we have governing bodies, rules, regulations, inspectorates etc. In countries like Pakistan where the exoskeleton is not really there in an authentic or truly useful way, businesses that are committed to working in an ethical and principled way have to build an endoskeleton, within the organisation, that will enable and support ethical and principled actions.

This for me is a powerful learning from the edgelands of Pakistan. I started to think about the UK’s ethical and principled exoskeleton. The more I thought, the more I think it needs to see a damn good chiropractor given the number of business scandals we have seen in the past 2 or 3 years! Like many western countries, we have had scandals involving banking, energy companies, food adulteration, hospitals, care homes, journalism, the military, and politics – the list could go on and on.

When I returned from Pakistan I emailed a number of friends and colleagues to ask them what were the first 3 words that came to their minds when they thought of Pakistan. See below for a word cloud that represents their responses:

cloud1

Prior to my visit, work with the bank and meeting other potential clients, my personal tag cloud would have been much the same. However this has changed. Yes, many of the words would still be the same; however new words would be present, even if only in a small way. If you look carefully at the tag cloud below you will see.

cloud2

My Pakistani edgelands experience has made me pause and think a lot about the challenges decent people face when they are trying to do the right thing in very difficult circumstance and the role OD can play to support this. It has also made me reflect on my own country and the way in which we are choosing to either struggle or ignore similar issues. Again I wonder what role OD has to play in this?

So what do you think? I would be particularly interested in your thoughts about edgelands as a place for learning and development and any experience you have had of this. It would also be good to hear your thoughts on what responsibilities you think we as OD practitioners have for supporting the development of ethical “endo” and “exoskeletons” as a means to encouraging principled leadership, healthy organisations and value driven businesses and how we can explicitly go about this?

If all goes well I will be looking forward to going back to Pakistan in early 2014 to continue my work and as with all OD assignments I will be keeping myself open to continue my own learning.

Outside In

Posted: November 30, 2012 by Matthew Hanwell in Customer, Human Resources, Leadership, Organization

A term I started to use around 15 years ago when developing an HR technology strategy was ‘Outside In, not Inside Out’ – the intention being to consider the end users, their experience when using HR technology, thinking from a ‘customers’ perspective. This was in addition to, if not as a priority over satisfying the data, transactions, features and functions that were required by the Human Resources organization. Now to put this in perspective; this was at a time when very few HR organizations delivered any employee or manager self-services on their intranets, a time when it was the norm that only HR people had access to HR systems, and these HR people usually needed to be trained to use it. I’m sure some people at the time must have wondered just what I was talking about!

With this as background, I was quite pleased to see Dave Ulrich’s latest book titled HR From the Outside In. The books focus is not on HR Technology (although technology is a key HR competence these days), but on the business, and while ‘HR business’ efforts are important they are not the business, they are in support of the business, and the real business is external. “If HR professionals are truly to contribute to business performance, then their mind-set must centre on the goals of the business. They must take outside reality and bring it into everything they do, practicing their craft with an eye to the business as a whole and not just their own department.”

Dave (and several other books advocating an Outside-In approach) has obviously taken the concept far more broadly than my HR technology strategy of 15 years ago, but I think the intention is the same; to take an external perspective, to consider the real external business and the experiences of people outside of the HR department; Employees, Managers, Customers, Stakeholders.

For me this is all about attitude, wanting and using an external perspective to shape and influence the things you do, not getting exclusively caught up in the internal necessities, the internal discussions, and the internal politics. This external perspective serves as a reality check; it can be a very harsh one, but for me this is essential if you are to create products or services or experiences that will deliver value that the ultimate customer will appreciate.

No matter which team, department or organization, I have often wondered how they know that they are working on the right things. Yes I’m sure they are important things, even interesting things, sometimes mandatory, but are they the same things that are important from the external perspective? Are they the things that will matter to your customer? Are we so busy that even thinking about and considering the external perspective is overlooked or neglected?

I would suggest that teams, departments, organizations invite a representative (or representatives) of the ‘Outside world’ to their meetings, so a customer, an employee, a manager, an investor, to represent and convey this ‘Outside In’ perspective. The person(s) would know little (and caring even less I suspect) about the internal workings (or even technical details) of the organization. Of course it may well feel like airing your dirty laundry in public (not a lot of people are prepared to do that), but in my experience where this has been done it has been of great benefit, and has brought an appreciation of what is actually important and why we are doing it. And that to me is a key driver of performance.

Happiness@work

Posted: October 24, 2012 by Matthew Hanwell in Customer, Leadership, Organization

I have always believed that people who enjoy what they do produce better results, but does that mean that people should be happy at work?

It sounds nice – happy employees, as does happy customers – is this something we all want? What is the business value of happy employees? What are the tangible outcomes? Does happiness have any place in our tough business environments? Shouldn’t employees be happy that they have a job especially these days? What is the ROI of doing anything with the aim of achieving happy employees?

I’ve been thinking about happiness recently. (From Wikipedia: Happiness being an emotional state of well-being characterized by positive or pleasant emotions ranging from contentment to intense joy). And in particular about happiness at work.

Not perhaps immediately related to employee happiness I recalled reading “The DNA of Customer Experience”, by Colin Shaw, where he identifies four clusters of emotions that either create or destroy value as the Customer interacts with an organization. Limiting to the extent possible or avoiding altogether the negative emotions and invoking the right emotions in your customers will increase revenue, customer spend, customer loyalty and promoters. He describes a hierarchy of four emotional clusters – Destroying cluster, up to the Advocacy cluster. (Obviously much more in the book).

This got me thinking, wouldn’t exactly the same approach of value creating/value destroying emotions apply to Employees; based on their emotional experience every day of working in an organization? The book can be titled: The DNA of the Employee experience. Again the objective being to minimise the Destroying cluster emotions and maximise the higher levels within your organization and I don’t think it is too far a stretch to think that this would drive exactly the same value creation for an organization? Oh and make it a better place to work!

What emotions are you invoking in your employees every day? What is the employee emotional signature of your company?

Are you intentionally addressing the emotional experiences of your employees, with a goal of having happy employees?

Perhaps difficult to answer, but what would be the value to the organization or business anyway?

I haven’t seen or heard of many comprehensive studies that link employee’s attitudes to business results. The one that comes to mind is the 1998 Sears Employee–Customer-Profit chain study (http://hbr.org/product/employee-customer-profit-chain-at-sears/an/98109-PDF-ENG), which found that a 5 unit increase in employee attitude drives a 1.3 unit increase in customer impression which in turn drives a 0.5% increase in revenue growth. And not only for employees with direct customer facing roles! What would 0.5% increase in revenue growth be worth in your organization?

And then more recently Tony Hsieh’s book Delivering Happiness – A Path to Profits, Passion and Purpose has much the same thinking – happy employees leads to happy customers.

I remember several years ago a Head of HR sitting next to me, whispered in my ear as we were listening to the record breaking Employee Satisfaction survey results for that year, “we don’t want satisfied employees, we want positive dissatisfied employees” – initially startled, but the more I thought about it the more correct it was, we want employees that are not just satisfied with how things are, but have a positive attitude towards and are happy to change things for the better.

So does happiness have a place at work?