Discipline makes Daring possible.

The surest route to profit

The surest route to profit

The world is running out of phosphorus, a major component of fertiliser.   We humans mine it, spread it on our fields, and then allow it to leach out of the soil into rivers and then oceans, where it remains, lost to us.

We can’t synthesise it artificially, so once the mines run out, that’s it.   In our zeal for increasing the ‘profitability’ of our farming systems, we’ve reduced the system to its bare bones, and sacrificed it’s sustainability.

It doesn’t have to be like this.   It turns out there is a way of capturing phosphorus before it becomes lost to us.

It’s called wildlife.

As we find so often, we live inside carefully balanced, complex systems, and those things we thought were pests, unnecessary, or nice to haves turn out to be crucial.

What makes ecosystems stable is richness – their complexity, multiplicity and variety.   That means that wherever we humans seek to create new systems of our own, from cities to small businesses, we should look to enrich what surrounds us.

It’s our best insurance policy, and the surest route to profit.  Just not the quickest.

Marketing for addiction

Marketing for addiction

I’m hesitating to put this out there,  but I saw this model in a video a couple of weeks ago, and since then I can’t get it out of my head.  Once you’ve seen it, you see its application everywhere.

The focus of Dr Ifland’s talk is processed food, but the model applies to other forms of consumption too – alcohol, tobacco, gambling, social media.

It’s scary stuff.

And yet, I’m thinking, could you use this knowledge for good?  To create ‘good’ addictions?

Hmmm.  I don’t know.   What do you think?

P.S. one of the best ways to fight an addiction to processed food is to cook your own from scratch, and it doesn’t need to be anywhere near as hard as you might think.

Seeing things from both sides

Seeing things from both sides

Most of the time, I model what happens in a given interaction from a single perspective – that of the organisation whose Score I’m drafting.   Most of the time, that’s been OK.

But when the organisation you’re working with is actually a collection of organisations each playing different Roles, this isn’t good enough.

For example, what looks like ‘placing an order’ from one side is ‘create a consignment’ on the other.   The only way to keep clear about what has to happen in order for each party to keep its Promise, is to model it in these terms.

It feels awkward and clunky, but clarity trumps elegance, every time.

Here’s a funky illustration of what I mean.

Makes me want to make one.

Admin as a side-effect

Admin as a side-effect

Nobody should have to think about admin.   Admin is unexciting, unrewarding, work-about-work that very few people enjoy doing.

Yet, if you want to measure performance, predict future demand and workloads, allocate resources effectively, you need some way of collecting the information you need.

The answer is to make collecting information a side-effect of doing the job.

When you drive your car, the action of the wheels traveling over the ground updates your odometer.  You don’t have to create a separate spreadsheet to keep track of how many miles you cover per trip or over the lifetime of the car.  Instead some basic information (the number of tyre revolutions) is collected and used to trip a counter that shows the distance covered.    The information is collected purely as a side-effect of doing the job.  Combined with another counter on the drive shaft it tells you your speed.   So two simple side-effects give you critical information.

If you want to spend less time on admin and more time making and keeping promises for the people you serve, you need to design admin-as-a-side-effect into your Customer Experience Score.

How?

Well, it helps to start by writing your Score from the perspective of what you actually want things to happen, rather than from the perspective of how you document and track what happens.

To take a big example, it would be easy to think about creating and using a building in terms of sketching ideas,  drawing up plans,  creating a list of materials and quantities, but that isn’t what’s really happening.   What’s really happening is more like this:

Process diagram of the life of a building

The sketches are how you track the results of your imagination, the plans are how you track your designs and feed them to the people who will construct.  These things are admin, and by thinking about what is really going on, you can see better where in the process they should be created, and who by, as a result of doing the job.

This simplifies monitoring and prediction, because they can become matters of simple counting, combined with some basic parameters of the business, such as available person-hours.  If you can find ways to automate this, then none of your people ever need to fill in a timesheet again.   You can free them to concentrate on what really matters to the people you serve, at less cost to yourself.

Work-about-work is a waste of time and talent.   It’s time we got rid of it.

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.

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.

Missing the point

Missing the point

The process is closely tracked:

But for some reason its purpose fails and the parcel never makes it past my front door.

Even though I was on the other side of it waiting for delivery.

There was no knock.   Only the faint rustle of a blank ‘no delivery’ card pushed through the letterbox.  By the time I got there the van, and my parcel, had gone.

Later that evening my husband and I walked the mile and a half to the collection point to pick it up, because it was too heavy for me to carry on my own.  That was, in part, why I’d had it delivered.

This seems to be a growing feature of our modern lives.   Every low-paid, precarious service job is surveilled and tracked to within an inch of its life, and at the same time compressed into an ever shorter timeframe, until the point becomes to satisfy the tracking system – even if that means dissatisfying the customer.

This misses the point, big time.   The purpose of process is to support human beings to be better humans.  To remove the need to remember the things we’re good at forgetting, so we can concentrate on doing the things we’re good at doing  – like focussing on the customer as another human being.   But of course, that can only happen by acknowledging that the delivery person is a human being too, not a poor substitute for a robot, who you don’t know, don’t care about, don’t think is worth decent pay, and who therefore won’t be in the job long, so can’t be trusted to do the job properly.

So in the race to the bottom, what we end up with is process as a means to consistently and efficiently deliver bad service.

We really have missed the point haven’t we?

 

Power

Power

As you can see, I’ve started a new book.

I don’t know why, but I find this image from page 3, somewhat chilling.

The Fundamentals of Power (my photo)

But I’m willing to be convinced otherwise.

It’s a lens, not necessarily a fundamental truth.

Wish me luck.

An infinite gamer

An infinite gamer

I listened to a short tribute to Barry Cryer on Friday.  Of course I found it funny.

It was also clear that he was an extremely generous person.   It seems that what he cared about was keeping good comedy going, and he did that by encouraging it wherever he found it.   He laughed at everyone else’s jokes, called his fellow comedians on their birthdays, and rang them also after every radio show he heard to congratulate them on their performance.  He considered every comedian a fellow comedian, even the younger ones who thought him old hat.  He mentored some of them, laughed with and congratulated others.

All I could think as I was listening to the programme was that if you want to know what it actually looks like to play an  ‘infinite game’, you just need to look at the life of Barry Cryer.  Seriously.