Discipline makes Daring possible.

How to capture a business process – Step 7

How to capture a business process – Step 7

When you’re designing a process, bear in mind the reason you are doing it.

All the processes in your business are part of a system – your unique system – for making and keeping promises for the people you serve:

Your Promise System

More importantly, design it so that the person executed can see this context, and act accordingly.   Otherwise, you’ll find yourselves missing the point completely.

The answer is to not think of it as a ‘process’ at all, but as a musical score.   A score describes what notes to play in what order.   Not because ‘that’s the way to do it’, but to evoke a desired emotional response in the listener.  That’s why a score will often contain words as well as musical notes – that give hints on how to play, not just what to play.

The ‘process’ is the floor.  The context is where the magic happens.

Never done

Never done

Another thing to keep in mind as you design your Customer Experience Score:

You’re never done.

You will be wrong sometimes, you will be right more often, but you will never be finished.

Because there is no right answer.

Only the best answer for now.

That’s what makes it human, sustainable and uniquely beautiful.

How low should you go?

How low should you go?

When you’re trying to capture your Customer Experience Score, it’s easy to get yourself bogged down in detail, trying to nail down every step of every activity to the nth degree.

You can avoid this by reminding yourself who you’re writing the process for – a competent human being, not a machine.   One of the great things about humans is that you don’t need to tell them everything.  They can fill in the gaps from their experience, using their skill and judgement.

So if you find yourself documenting the equivalent of ‘make a cup of tea’ in excruciating detail, you’ve gone too low.  On the other hand, if everyone following your Score has to stop and ask you “What am I supposed to do here?“, you’ve stayed too high.   If some of your players are too new to know already, by all means, document ‘how to make a cup of tea’.   As part of their training, not part of the Score.

The only way you’ll know how near you are to the sweet spot is to do it, find out and adjust accordingly.

Untangling

Untangling

One of the hardest things to get your head around when you first start thinking about your Customer Experience Score, is working out how what you do splits into different activities.   When you’ve always done a bunch of tasks together, it can be hard to see how they don’t necessarily belong together in your Score.

Why does this matter?

Because the last thing you want your people to have to do is to ask themselves the equivalent of  “Hang on, do I play this note or skip it?” every time they play your music.

A musical score doesn’t usually contain optional notes.  You play what you see.   You want your Score to work the same way.

Good questions to ask yourself to disentangle tasks and place them sensibly in your Score are:

“Does this Activity get repeated for the same client?”

“If so, do I do this task every time I do this activity?”   If not, it probably belongs somewhere else, either as a step in another Activity or as an Activity in its own right.

“Where could I put it that would mean it does happen every time?”  Often that’s the next Activity along in the process.

Let’s look at a simple example, setting up a new client.

When I set up a new client, I create a folder for them on my storage system.   That folder contains general information about the client that is going to be useful however many times I work with them in future.

So, my ‘Set Up Client’ activity will involve creating that folder, then populating it with the information I want to keep for that client.

Whenever I start a new project, I set up a subfolder inside the client’s folder to hold information that’s specific to this project.

The only reason I’m setting up a new client is because I’m doing a project with them.  So, at first glance it would be tempting to include setting up the project stuff as part of the ‘Set Up Client’ activity.

But what happens if we do a second project with this client?  Does the person (who is not me) playing this Score start at Set Up Client and repeat unnecessary tasks?   Or have to check whether they have been done already before they carry them out?

It would be better to have a separate ‘Set Up Project’ activity that includes the tasks that apply to setting up each and every project, and restrict ‘Set Up Client’ to only those tasks that are relevant to it.

Now, as a player, I can move from ‘Set Up Client’ to ‘Set Up Project’ seamlessly for the first project, and repeat from ‘Set Up Project’ if we work together again.

I don’t have to think about it, I can just play the notes, without getting into a tangle.

And then what?

And then what?

Following on from yesterday’s post

To create the story of the Customer Experience Score you are trying to capture, start with a question:

“What happens when a client buys this product/starts this programme/signs up for this service…?”.

Make notes of the answer, until there’s a pause.

“And then what?”

Keep asking this question until you get an answer something like: “Nothing, that’s it. That’s the end.”

It will probably take longer than you think, but you’ll have your first draft. And lots more questions.

Picture © Yann Forget / Wikimedia Commons

How to capture a business process: Step 6

How to capture a business process: Step 6

I’ve written quite a bit elsewhere on how to capture a business process. But I left out a step.

After you’ve thought about what the point of your business process is; where it starts; where it ends; what happens through this process; what Roles are involved; what Props are needed and how exceptions should be handled, there is one more crucial thing you need to do:

Have a go.

Your first draft will be wrong.  Mine always are.

Your second draft may well be wrong.  Mine frequently are.

Your third draft may not be quite right.  That often happens to me.

But you can’t find any of that out unless you have a first, second, or third draft to work with.  It’s very hard to follow a process that’s in your head.  Much easier when you see it spelt out as a map in front of you.  That’s true for you and for your colleagues.

This is how great artists work. They sketch, tentatively and hairily at first. to get the idea out of their head into a form they can work on.

I’d even go as far to say feel free to start at Step 3, with the story and just get something down.  Then review it in the light of Steps 1 to 5 to refine what you have in your own head before you present it to others.

When it comes to capturing how things should work for your business, the most important step is to get it out of your head, and into a form that you and others can reason about, re-design and improve.

It will never be perfect, but it will be visible.  Therefore capable of being made better

Like a great artist, keep practicing, keep sketching.

In time, your sketches will look more like finished works.   But they’ll always be valuable.

Resilience

Resilience

When I finally worked out what was going wrong with my website last week I was appalled.

It was a miracle I hadn’t felt the consequences much sooner.  Only the fact that the internet is literally a world-wide web, full of redundancy and alternative routes had kept everything working for so long.

That’s because it’s an ecosystem, and in an ecosystem variation and redundancy is actually what keeps it stable over time.

A machine, in contrast, would have simply stopped long ago.

If something wasn’t quite right in your business, would you want it to carry on working, or would you prefer it to stop immediately?

If you want to make sure it carries on, you might want to build in some redundancy, and some tolerance for variation.

Packaging a Promise

Packaging a Promise

Your Promise of Value is a big thing.  And unless you’re promising basics, like ‘enough to eat’ or ‘being able to stay warm in the cold’ or ‘staying alive’, it’s likely to be somewhat abstract –  ‘be more confident’, ‘be more beautiful’, ‘be more healthy’, ‘be more happy’.

I may want to ‘be more confident’, but I can’t just buy ‘confidence’.   There has to be something concrete I can buy or do that delivers confidence as a result – like a nose job, or a diet, or a new suit, or a private education.

Turning your Promise into something the people you serve can actually buy is Packaging, and the golden rule of Packaging is that it’s about them, not you.

That means you have to know the people you seek to serve really well.   What are their motivations?   What are the constraints on that motivation?  How can you configure what you offer to overcome those constraints and unleash their motivation?

If the constraint is money, the answer might be small packets – that’s how Poundland works – goods are packaged to a price point, so quantities change, but not the price.  Or it might be something that makes it cheaper for you to produce or transport, like a bag-in-box for wine or olive oil.

If the constraint is time, the answer might also be small packets, but it could be on-demand delivery, or a draw-down, or a subscription.

If the constraint is attention, the answer might be creating space for focus.

If the constraint is impetus, the answer might be a time limit.

The actual constraints your people are working under will vary, which might mean creating different packages for different groups of people.   But be careful not to turn choice into a barrier.

Remember it’s about making it easy for them to buy, not for you to sell.  And however you package it, it mustn’t fall short on your Promise.

 

The trough of inefficiency

The trough of inefficiency

It’s a well-known phenomenon.   As a one-person or few-person business grows and adds more people it becomes less and less efficient.    As more people are added and roles are specialised, overheads are added too – of communication, coordination and support, and eventually management.

The result is that a business spends time in what Seth Godin calls The trough of inefficiency.  Perhaps even getting stuck there forever.

It doesn’t have to be this way.

When you started your business, you were its CEO – Chief Everything Officer.   You did everything, gradually shaping a unique end-to-end process for making and keeping promises to the people you serve.  A process that works.

We fall into the trough of inefficiency because we think of our businesses as pin-factories – a set of tiny, repetitive operations chained together, managed by someone who can see the bigger picture, who has the whole process in their head.

Why not simply replicate the Chief Everything Officer instead?

If you can do it, so can someone else.  Especially if you tell them what you do.

Tell them your Promise, Tell them what you do to make it, and what you do to keep it.   Write it down like music in a Customer Experience Score so that they can run the whole thing themselves, even when you’re not in the room.

If everyone’s a Chief Everything Officer, you only need meetings for business-changing decisions, not the day-to-day.

If everyone’s a Chief Everything Officer, you don’t depend on specialists.  When everyone knows everything that needs doing, they can support each other.

If everyone’s a Chief Everything Officer, You don’t need managers.  People co-ordinate themselves, managing their own Customer Experiences.

Even better, further growth is simple.  For more impact, add more Chief Everything Officers.

A Customer Experience Score can your ladder out of the trough of inefficiency.

It works just as well as a bridge to stop you falling in in the first place.

Our best selves

Our best selves

Being ‘all of yourself, to everyone, all of the time‘ is what we might call being our ‘best selves’, our ‘whole selves’.

If you want your people to bring that ‘whole self’ to work, you have to make sure the work feeds it properly:

  • logical and creative,
  • thinking and feeling,
  • independent and communal,
  • autonomous and collaborative,
  • leading and following,
  • familiar and innovative,
  • left brain and right brain,
  • etcetera,
  • etcetera,

If you only use half the person, you’ll only get half the job.

In other words, the work needs to empower them to be fully human.

The investment pays off.   Handsomely.