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I really enjoyed writing this chapter! My goal was to illustrate the extent to which things can look radically different and yet share the same underlying principles and philosophy. The excerpt below comes after a description of a production line at Toyota; the “TPS” of the chapter title is the Toyota Production System.
In March I was a judge at the Employee Experience Awards at the Grand Connaught Rooms in London. I have previously judged at the Customer Experience Awards, so this was a first for Employee Experience.
It was inspiring to see so many companies there, those brands we all recognise to ones that were less well known. We had companies with 40 employees to those with over 10 thousand. All had stated a rapid growth in their business, which had caused some of the challenges.
One of the most common questions I hear from senior leaders is that how we can build a business case from customer experience improvement efforts. And that is a valid question since even though it is only logical to make more money from serving clients better, we need to see the hard evidence. There are several components in customer experiences that are highly appealing to clients and yet the highest impact comes through emotions.
A team of computer scientists and evolutionary biologists have driven new insights from the music industry through using “Big Data” The scientists from Queen Mary University and Imperial College London have analysed and assessed tens of thousands of pop songs from over the last 50 years. As part of the analysis they had to process all the audio files to extract key information about genres, harmonic qualities, timbres; they studied trends in style, diversity in the charts, and more.
McDonald’s is revamping its strategy and trying to take its image into the 21st Century. I hope the new Hamburgler (see reactions on CNBC) doesn’t represent that vision, but I’m afraid he may. This new character is creepy and looks like he was voted most likely to be smoking cigarettes in the alley behind McDonalds and tossing butts into dirty pools of water with a deliberate flip.
We’re often asked, “Is Kanban Agile?” To anyone who understands Kanban as the start with what you do now method, that’s a slightly odd question, but still, it deserves a respectful response.
When “Agile” is used as an adjective like that, it’s worth drilling down a bit to find out what’s really meant by the question.
It was great to be asked to Co Chair the Winning with CX conference at the British Film Institute in London. The event had been brought together by Awards International, Cranfield School of Management and Customer Experience Magazine and included presenters who had won awards at the UKCX Awards last year.
I found it interesting this week that McKinsey put out a piece titled: The four global forces breaking all the trends, which included global force number 4 called: Trade, people, finance, and data: Greater global connections — this was published roughly at the same time that The Washington Post ran an article titled: The great unraveling of globalization.
“The greatest impediments to scientific progress are often conceptual locks, not factual lacks. The missing pieces of a puzzle may well deprive us of an adequate solution, but a far more serious bar to understanding lies in mental frameworks that limit conceivable solutions to a restricted, and false, subset of larger possibilities. When we think that we proceed with absolute and comprehensive objectivity, we are even more likely to be lost, for then we unconsciously cloak our own disabling biases and sally forth down a primrose path masquerading as the straight and narrow road to final truth.”
Atlassian’s Confluence provides content-centric collaboration with the ability to provide direct feedback on pages and files. Confluence was developed to complement Atlassian’s original flagship product, JIRA, an issue tracker. They also offer HipChat for realtime communications, along with a variety of development and integration tools.