Building a design-driven culture. At one point in the movie The Best Exotic Marigold Hotel, Judi Dench, who plays a grieving widow, is connected with a customer-service agent at a call center in India.
Despite being told Dench is in mourning, the call-center rep sticks to her script with a sadly predictable result: hurt feelings and a lost customer. By the end of the movie, Dench’s character has moved to India and reinvented herself as—wait for it—a call-center trainer. In her initial session, she conducts a role-playing exercise in which she demands operators go off script and respond to customers as human beings first. “Ariba Doesn’t Have Customers, It Has Prisoners” - Spend Matters Spend Matters. You can always count on the young (and hyper competitive) Christian Lanng (Tradeshift's CEO and co-founder) for a good one-liner on the competition.
Earlier this week, I met Christian for a quick coffee in San Francisco to hear his perspective on the latest happenings in the US supplier network and e-invoicing market. About halfway through the conversation, he sprung the one-liner on me: "Ariba doesn't have customers, it has prisoners. " As someone who knows Ariba – products, customers, partners and a number of employees – at least somewhat well, I could have easily dismissed this statement based on the fact that procurement and AP organizations use Ariba's tools willingly.
After all, they've paid for these procurement and accounts payable tools. Yet Christian has a point. Ariba is able to price its modules so aggressively because of supplier fees. Ariba's fees account for roughly 15.5 basis points (.115%) for vendors meeting certain volume levels. Article : AXA, un « serious game » pour former les commerciaux. Fear of Failure and Lack of Speed In a Large Corporation. I just spent a day working with Bob, the Chief Innovation Officer of a very smart large company I’ll call Acme Widgets.
Bob summarized Acme’s impediments to innovation. “At our company we have a culture that fears failure. A failed project is considered a negative to a corporate career. As a result, few people want to start a project that might not succeed. And worse, even if someone does manage to start something new, our management structure has so many financial, legal and HR hurdles that every initiative needs to match our existing business financial metrics, processes and procedures. Bob looked wistful, “Our founders built a company known for taking risks and moving fast. What Drives Innovation? If we could understand the root cause of that difference, I said, we could help Acme build a system for continuous innovation. Startups have finite time and resources to find product/market fit before they run out of money.
No wonder innovation at Acme had stalled. That’s now changed. FGUG – Playcamp #3 Gamestorming, The Future of Work. C’est quoi le FGUG ?
Mardi 25 Février je suis allé au French Gamestorming User Group. C’ est un lieu ouvert et gratuit permettant l’échange, le partage autour du Gamestorming. Agile thinking. Emmanuel GONON. C-K, c’est quoi ? Co création ! Et après ? La co-création, ou comment innover avec le client? Management de la co-création (thèse de doctorat) You Need an Innovation Strategy. Despite massive investments of management time and money, innovation remains a frustrating pursuit in many companies.
Innovation initiatives frequently fail, and successful innovators have a hard time sustaining their performance—as Polaroid, Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and countless others have found. Why is it so hard to build and maintain the capacity to innovate? The reasons go much deeper than the commonly cited cause: a failure to execute. The problem with innovation improvement efforts is rooted in the lack of an innovation strategy. Co-creating brand meaning - ..ww.millwardbrown.com. By Nigel Hollis | October 13, 2014 The MSI publishes a regular article with the title “Five things I know about marketing.”
A statement made by Susan Fournier, Professor of Marketing, Questrom Professor in Management, and Faculty Director of the MBA Program at Boston University, in one of these articles got me thinking again about the different levels at which marketing works. In the article Fournier states, “My doctoral student Claudio Alvarez has shown empirically that brands have less shared meaning than they have idiosyncratic or personalized meaning. Yet, our entire branding philosophy is founded on the task of finding one differentiated meaning and repeating it until everyone develops shared knowledge and familiarity with that positioning.” Rooftop Expert Co-creation Session for KLM - By Fronteer Strategy. Fronteer Strategy: what is co-creation? Co-creation: The Movie - Fronteer Strategy. Éloge des designers. Dans Les Échos paraît aujourd’hui un éditorial de David Barroux intitulé « L’ingénieur et le commerçant« .
Tout est fait pour que les lecteurs du grand quotidien économique se reconnaissent dans cet éditorial : certains ont fait des écoles d’ingénieur (c’est mon cas), d’autres ont fait des écoles de commerce. Consulting-Organisation. Synthèse : le CRM se limite souvent à la mise en oeuvre et (difficile) exploitation d'un outil informatique selon la croyance que l'outil va solutionner l'ensemble des problématiques.
Les entreprises doivent se tourner vers la mise en oeuvre d'un CRP - Customer Relationship Program, qui impose par essence même de devoir être piloté au plus haut niveau et considère dans son ensemble la relation entre l'entreprise et ses clients ou prospects. A l'origine, le CRM (version canal historique) définit un ensemble de tactiques et moyens utilisés par l'entreprise pour développer des relations avec ses clients, ou bien encore avec ses prospects afin qu'ils deviennent clients. Dans les faits, l'outil magique a encore une fois été fantasmé et le CRM se retrouve en général classé au rang de "super outil informatique serpent de mer" auquel pas grand monde ne comprend vraiment grand chose.
Actuellement, la tendance est au Social Business. Co-creation in organisations - a model for creating shared value. A simple, unbureaucratic, speedy and cost effective methodology is required where important changes in strategy, process, product line or service requires key stakeholder analysis to be conducted and the key stakeholders have to be involved in evolving the solution and be incorporated in the decision making before moving forward.
It will ensure that whatever solution is decided on has been co-created and there is a greater chance that the new implementation will be fit for purpose and will be adopted positively by the stakeholder group. Stakeholders can be employees, managers, customers, partners and suppliers. Measures for the success of the implementation should be determined by the stakeholders.
The process can have several key components - it is important to note that these components must be addressed at pace and with the minimum of bureaucracy.