The Electric Kool Aid Acid Test was a book written by Tom Wolfe way back in the day. The Acid Tests were parties at which everyone takes LSD (which was often put into the Kool-Aid they served) to “abandon the realities of the mundane world in search of a state of [intersubjectivity]”. Wolfe presents a firsthand account of the experiences of Ken Kesey and his band of Merry Pranksters who went around the US in the sixties.Continue reading The Kool Aid Acid Test for Culture
I’m a fan of startup innovation having followed the practice and written about it extensively. This culminated in an eBook/trend report a few years back: Startup Innovation. The Information has just written a post about how the UK government is embracing the practice: How Silicon Valley Is Rewiring Downing Street’s Brain (registration required).Continue reading Startup innovation is alive and well in UK GOV
These are some thoughts captured and co-written by Stephen Danelutti and Jason Noble, two long time contributors to the world of Everything As a Service (XaaS) who met recently. We realised our common background and insights and decided to produce this combined thought piece – hope you enjoy.Continue reading Two brains on “Everything as a Service” for the price of one
I work in a field that frequently deals with changing the culture of work through managed change engagements. They are most often aligned to new technology adoption or digital transformation efforts. In all this work, the typical influencers present themselves: people, technology and process.
I’m exploring the first two in this post and assuming people as being synonymous with culture. Mindset is a relatively new component I also delve into. This is an essay capturing recent observations on the changing influence of all these elements. You may get more questions than answers ;)Continue reading The changing influence of culture and technology at work and the battle for the mind
I work indirectly in the organisational transformation business. I help with the adoption of new technologies. This often drives a need for change.
Ideally I see it being done because a group of forward thinking individuals have realised the need for change. Perhaps they see there are better ways of achieving outcomes than in the past. They take the initiative and are naturally inspired to drive the change and are encouraged by the organisation to do so.
They form a groundswell of activities that drive the change and show others the need for it and how to embrace it.
Sometimes, but not often, the movement comes from the top, from executives. More frequently the movement starts underground.
Unfortunately, either of the above scenarios are still in the minority.
What often happens is that companies are forced to change. I wrote about that here: Innovation is the why, change is the how.
Either through crisis forced by a competitive landscape or lack of innovation, their hand is forced. The change needs to be forced through, like mince being fed through a sausage machine.
Hopes and Dreams
What happens to employees hopes and dreams is that they are forced to play second fiddle to necessity. People get that business comes first and without it there are no jobs so they are often happy to toe the line.
Passion, enthusiasm and engagement are the things that are compromised though. Especially when the motive is not so clear and a change is forced through without a well intentioned and explained “Why”.
Hopes and dreams suffer and they are the magic potion of great transformation efforts.
They are what inspire creativity. People come alive when their aspirations are fuelled by a heady mix of purpose and newness.
People love to embrace the new when they see a good reason for it and it aligns well to the work they do and how they do it.
Moreover, when they are given rope to indulge their hopes and dreams organisations are more likely to harness collective effort, engagement and passion for a successful transformation.
Business success imitates art in this sense, as Leonardo da Vinci put it:
“Where the spirit does not work with the hand, there is no art.”Leanardo da Vinci
Imagination, innovation, creativity and spirit are given flight when our hopes and dreams are engaged.
And these are key differentiators, especially in a post robotic AI age where the role of creativity and innovation reign supreme.
This is also the route to passionate workers who are more productive than merely engaged workers.
I’m surprised more organisations haven’t cottoned on.
Focusing on making customers successful with the use of your products or services.
Understanding that this success drives your success. Understanding the drivers of success and amplifying these.
You’d think organisations would have armies focused on this.
They talk about it enough. Think of product demo’s you have seen. Or comparison ads. How a product works for best results or beats another.
Subscription economy companies with their customer success teams get it. They understand: drive successful use > create value and great experiences > win loyal customers.
Other organisations are waking up.
This site set up to support the new eBook / trend report I’m writing has much more on the subject.
I recently wrote that The Future of Customer Success is not Human.
It emphasised the role of automation, AI and bots.
I did specify though that humans’ still have a role. I said it would outweigh that of technology in impact terms.
The recent debacle with Bodega shows that the human touch still counts. It drives connectedness and well being. It’s a prerequisite for business success.
Humanity operates in the mind. The heart has a strong role but thats for another post.
And for the foreseeable future, humans are still masters over machines. To what purpose we apply technology and what we create of value through it is still in our hands.
What mindset we bring to the game determines how we enact our purpose. I’m riffing on all this as part of the introductory chapter in my new eBook.
Herein lies the rub. Often we neglect to think about this even when it is in our grasp.
What most determines success is often least addressed. It’s easier to spend time twiddling knobs, tweaking features and functions.
Human affairs are messy.
Yet what we get out depends on what we put in.
What we put in, in turn, is dependent on our thinking. Our thinking determines how we act. This becomes ingrained in habits and the culture of the company.
Here is the flow:
- Mindset and purpose influence employee action
- Action creates habits and builds experience (supported by process, technology, etc.
- Experience drives customer satisfaction and loyalty
So a pretty important area of business to address you would think.
Where to start?
The top is a good place. Digital transformation success is often dependent on leadership. Leaders mindset’s influence organisational behaviours and cultures.
Having a growth mindset is in fashion. The CEO of Microsoft emphasises growth mindset versus fixed mindset.
It’s a great starting point when it comes to customer success too. Not least because customer success manager’s are also growth hackers.
Customer centricity is a worthwhile business goal and a state of mind. It has to involve the whole organisation and often starts with leaders. At least it’s entrenched or enforced by them.
So lots to think about but mindset is nothing without action. I thought these steps might help:
- Have a simple and measurable approach/method. One for creating, reviewing and iterating on purpose, behaviour, culture and outcomes. Customer experience maps are a great way to align all these things toward a common goal.
Take time to infuse this into all parts of the organisation and operations. And it will take time. Great purpose is not realised overnight. Team games, ping pong tables, slides and bean bags are optional extras.
Inspire and appeal to common human yearning. I love what Phil Knight from Nike has said in his new book. I have co-opted it to be a customer success manifesto below. This was not enshrined in a plaque for a wall. But you can tell it was and still is a living, breathing directive for the company.
Empower, measure and transfer. Rinse and repeat. I would start small. Start with a success team focused on this area. Get them to do it right then transfer the success, mindsets, behaviours. Go big. McKinsey capture this approach well: How a digital factory can transform company culture.
These steps, indeed the entire list, are very simplistic. You’ll find much written about this area. How to create or reinvent a great culture and make behaviour change stick.
I love this great case study on Aetna over at HBR: Cultural Change That Sticks.
This post was only a way to think out loud and explore the topic for my first chapter.
Thanks for reading. Did I miss anything or get anything wrong? Please let me know in a comment.