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Scaling Agile is one of those oxymorons that has, nevertheless, consumed endless column-inches and hours of debate. I have no time for it. Agile was meant for development-in-the-small. For teams of five to seven people, give or take. Even at that “scale”, I have serious reservations about its efficacy and effectiveness.
The topic is omnichannel, a topic I’ve been writing about for some time, and Cisco has been on the leading edge in taking contact centers to the next level with this. Like Unified Communications, the omnichannel concept is hard to define – and sell, and deploy, and use – but when all the stars align, it’s a pretty powerful approach to improving how contact centers and their agents support customers.
How to Make Strategy Stick For my Pinchot class on Sustainability and Strategy, my students nominated the topic of making strategy stick as their discussion topic. Please join them in offering questions, comments and contributions to this list of approaches for how to make strategy stick. Have a good strategy. While some consultants and advisors start …
The post How to Make Strategy Stick appeared first on Serious Insights.
I like subscription boxes. In the interests of full disclosure, I subscribe to Lootcrate and to Stitch Fix. I was an original subscriber to Goodies, a food-based subscription started and subsequently shut down by Walmart. I’ve contemplated Birchbox, and also finding another food box to replace Goodies, but haven’t had enough time to put into research to decide if Birchbox will really send me things I’d use.
If you’re in healthcare practice management or hospital administration, you know the pain of “transactional” care and service functions. The post In Healthcare, “Personal” Matters appeared first on Advantage Technology Solutions.
I thought I’d do a short blog today on something that has it’s roots in the fundamental drivers of Service Change in the UK, and globally. Namely how critical it is now to build Brand Empathy with Customers through your Colleagues. In my view the only time you don’t need to do this (although even in these rare cases, your colleagues won’t thank you for it, as you’ll just be making life so much less enjoyable for them) is if you exist in a monopoly market.
What if our faith in continuous improvement is misplaced? What if one of the central tenets of Lean and Agile ways of working is just a delusion? Cargo culting? What if knowledge work is sufficiently unlike manufacturing that the whole idea of continuously and incrementally improving the way the work works has no payback? No point? What if, indeed, it’s useless – or even actually harmful?
What if we refrained from inviting answers, at least until we had sought our own? What if we refrained from providing answers, at least until someone had unequivocally asked?
I recently re watched the inspiring Ted Talk from Simon Sinek on how great leaders inspire.
Simon talks about the notion of a golden circle or 3 concentric circles. At the centre, is ‘why’ – the emotion or purpose of why you do what you do (or why a business does what it does). Next out is ‘how’ and the outer circle is ‘what’. Customers buy from the inside out based on the why first, then how and what. Businesses however, sell and communicate from the outside in which is why they often fail in their approach.
I note a distinct schism in business, with one camp which utterly rejects Deming’s 95/5, and another camp which wholly embraces the idea. Few sit on the fence, and pretty much never the twain shall meet.