organisational behaviour

What do you think would happen if during an offsite meeting, 6 members of your 10-people strong management team came up with the most brilliant brand and customer strategy on the planet. In fact it was so brilliant, that it would give Apple, Google and Amazon a run for their money. It would go down in history as the best strategy every written.

But then they decided to keep this strategy a secret, only to be shared by the worthy ones. They’d only tell 1 in 4 employees. 1 in 2 managers and none of the other four executive team members who didn’t participate in the off-site.

Part 1. Solution Space – Uncertainty – Strategy

“We are not short of creativity in our world, and yet most organizations struggle with innovation.” — Gary Hamel.

I walked into an event last week in San Francisco to a panel discussing how culture is everything when it comes to innovation. I had to interrupt, because they didn’t really know what they were talking about. Everyone puts an emphasis on culture – understandable, as it’s an easy target to blame as the biggest and single root cause of a company’s inability to reinvent themselves.

In David and Goliath, bestselling author Malcolm Gladwell explains how small upstarts often have surprising advantages over larger, more powerful opponents.

In Customer Experience Management there is a lot to take into account. Everything a company does as well as a lot that’s happening outside the company impacts the Customer’s evaluation of the company’s service and offering. In my experience it can be rather overwhelming for people within a company to talk to the Customer Experience experts – inside and outside the company – and as a result they could be turning their backs on us “unrealistic bunch of dreamers“. I’ve come to believe this has a lot to do with a practice of ‘over-engineering the Customer’s Experience‘.

A lot of elements comprise the employee experience. Many, ironically, start with the letter E.

Last year, I wrote about some of the employee lingo that gets bandied about, often interchangeably - and, sadly, incorrectly so. For whatever reason, as I started writing today's post, I was reminded of that post. Regardless, the lingo I'm writing about today is more specific to what makes up the employee experience. 

The next digital industrial revolution is already well under way. But it is not happening where technology visionaries or capital markets are generally looking. It is not a revolution just in technology, machinery, software, or speed.

2015 has been another year where I have found myself at the coalface of organisational change: digital transformation, customer experience, CRM and marketing automation….  What is the key ‘thing’ that has struck me?

Corporate leaders love to talk about values. They put them on web sites, frame them, place them prominently in boardrooms and proudly espouse them in media interviews. The notion of values has become so pervasive that it’s hard to find any CEO who doesn’t tout their importance.

Guest Post by: Paul Aas, Loyalty Group 

How does a company practice powerful and compelling brand cultures that breed loyalty, performance, differentiation and sustainability

Culture brings people together and allows them in collaboration to manage the challenges of business, and puts the right Customer Strategy into practice.