This is the Business901 presentation at the Lean Software and Systems Conference 2012. What I have learned from many of my podcast guests is how it started.
Join CX University's Mohamed Latib and SPLICE Software's Janelle Boris as they share their expertise in creating a robust customer centric program within your organization that will increase positive customer and employee experiences.
Building A Customer Journey Map PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Building A Customer Journey Map Powerpoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with seventeen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Building A Customer Journey Map Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
5 Steps Guide to Building a Customer Centric CompanyCustomericare
Many companies claim to be customer centric nowadays but very few really are. Here's a simple guide to help you be one of the few truly customer-centric companies out there.
Bonus: checklists to download, print and share (no email needed, just grab them in the slides)
Customer centric marketing focuses on satisfying individual customer needs rather than target markets. It allows firms to build customer satisfaction, loyalty, and long term viability through direct sales. Companies like Amazon and IBM center their strategy on customers, bundling services with products, inviting online communities, and ensuring easy contact. The customer centric approach changes business processes and culture to prioritize customer orientation across the organization. The goals are to understand customers, treat them as expected, respond to them, and anticipate needs.
What is customer experience and why is shaping brands of today? How can you transform your business' customer experience strategy? Learn best practices for attracting new customers and encouraging customer loyalty.
Customer Value Proposition by Derek HendrikzDerek Hendrikz
This document discusses customer excellence and customer relationship management. It provides 4 cornerstones to customer excellence: deciding what the organization wants, discovering what customers want, delivering what was promised plus extra, and obtaining feedback through measurement. It discusses defining the organization's mission and understanding customers to meet their needs. Primary activities like customer management and support activities like general administration that directly and indirectly relate to the core business are part of an effective customer relationship management value chain.
This presentation comprises a total of thirtyseven slides. Each slide focuses on one of the aspects of Shopper Journey Analysis PowerPoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Sometimes SaaS companies are so focused on creating and improving the product, they neglect marketing it and improving the sales funnel. Companies without a marketing, PR, or growth team especially neglect it. Here, you'll learn five ways to increase your B2B SaaS revenue today.
QuestionPro - Introduction to Customer Experience Part 2: Customer Journey Ma...QuestionPro
Did you know? Customer journey mapping drives improvements that yield the greatest financial return.
In Part Two of this Introduction to Customer Experience Management webinar series, you will learn about the second key element widely used in successful CX programs: customer journey mapping. Join us along with David Hicks, CEO of TribeCX, as we define customer journey mapping and discuss why it is critical to improving your customer experience.
You'll learn:
• How to chart each step of your customer experience
• How to highlight your moments of truth
• Customer mapping best practices
Ransys Feedback Technology is a leading global provider of Enterprise Feedback Management solutions that has developed Attentive ACE® (Attentive® Customer Experience); a platform that allows organizations to reduce costs by managing all of their feedback needs using one consolidated feedback platform.
Attentive ACE® is a daily operational tool for front line mangers that improves employees’ and customers’ engagement by utilizing the voice of the customer at the right time and place. Attentive ACE® built-in coaching, recovery, and change requests workflows, which are based on aggregated front line managers’ conclusions and recommendations, drives higher customer satisfaction, loyalty and retention and leads to operational cost savings and improved revenues.
Your Value Proposition is the reason that customers choose to buy from you, it needs to be a core business skill. This slideshare shows you how to develop compelling value propositions with a focus on B2B companies
This document outlines 11 steps for creating an effective buyer's journey guide for a website:
1. State the problem the target market faces.
2. Empathize with the problem by showing you understand how important it is to solve.
3. Identify your product or service as the solution to the problem.
The guide then advises providing details about the solution, how it works, why it's unique, what makes it better than competitors, and how it specifically solves the problem. It concludes by explaining the benefits, addressing potential barriers, and giving clear instructions for next steps.
The document provides an overview of customer journey mapping. It discusses the purpose of customer journey mapping, key statistics around customer journeys, elements to include in a customer journey map such as touchpoints and stages. It also outlines the steps to take in customer journey mapping such as planning, data gathering, map creation, and analysis. Various templates and an example are provided to illustrate how to capture a customer's experience across different touchpoints and stages of their journey. The document aims to help optimize stakeholders' understanding of the customer journey through visualization and analysis of the customer experience.
The document discusses creating customer value propositions. It defines a customer value proposition as describing the experiences a target user will have when purchasing and using a product. It should compare the product to the next best alternative for the target user. The customer value proposition identifies: the timeframe of when value will be delivered; the key target user; how the user and alternative are profiled; the value experiences of benefits, trade-offs and parity; how value is quantified; and how the proposition guides product marketing activities. Developing an accurate customer value proposition requires understanding the target user and alternative in detail.
Startupfest 2012- Random Acts of Marketing are Killing Your StartupStartupfest
Marketing is a big term that covers lead generation, media relations, content marketing, social media, messaging, sales support and a huge heap of other things. Most startups have a puny budget and few (if any) dedicated marketing folks to get this stuff done. Yet many manage their marketing efforts more like a random to-do list than an integrated program. In this talk we’ll talk about the common pitfalls of disorganized startup marketing execution and outline a lightweight template for creating a marketing plan that makes that most of your limited marketing resources.
A value proposition is where your company’s product offer intersects with your customer’s desires.
It’s the magic fit between what you make and why people buy it.
Your value proposition is the crunch point between business strategy and brand strategy.
For an updated version of this presentation: https://www.slideshare.net/clearaction/customer-experience-journey-mapping-125750199
Customer experience journey mapping: 6 missing practices for CX ROI, 3 keys to customer experience excellence.
See more at https://ClearAction.com
The document discusses how marketing automation can help companies better manage customer relationships across the entire customer lifecycle through automated campaigns for onboarding, education, community building, and other efforts. It also emphasizes the importance of measuring metrics like satisfaction, advocacy, and expansion to track the impact of customer marketing programs. Finally, it provides guidance on budgeting for customer marketing, recommending allocating 30-50% of program budgets to retention, enrichment, and advocacy over time.
This document discusses the importance of customer experience and provides an overview of key concepts. It defines customer experience as how customers perceive their interactions with a company. Success requires following a four-phased path from repairing issues to differentiating through experiences. Six disciplines are identified to consistently deliver the right customer experience: customer understanding, strategy, culture, governance, design, and measurement. The business case is that better customer experience can drive higher revenues and lower expenses.
This document discusses how organizations need to shift from goods-dominant thinking focused on transactions to service-dominant logic focused on co-creating value with customers. It emphasizes identifying customer value, designing customer experiences, establishing touchpoints, and delivering value through collaboration and accessibility of information. The document also discusses how standard work, process focus, and continuous learning are important Lean principles for empowering teams to execute and deliver value to customers.
An overview on how to implement EDCA (Explore - Do - Check - Act) in the field of Lean Sales and Marketing. Also includes an outline for standard work.
This presentation is an overview on how to implement PDCA (Plan – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
Standard Work in Lean Sales and MarketingBusiness901
This presentation is an overview on how to implement SDCA (Standardize – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
As companies evolve to adopt, integrate and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. This Session will give you guidelines on how to start an innovative business lean and fast by using design thinking, lean and agile approaches and how to build high-performing digital product teams. The session will finish with discussing Lean Agile meets Design Thinking to give a meaningful conclusion.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
In Agile we like to deliver valuable software to our customers on a regular basis. However, while it’s pretty clear what “software” means, we cannot really say the same about “valuable”.
The definition of Value in a project (with an uppercase “V”) is frequently fuzzy and confused. Even within the same project, asking different stakeholders what Value means to them produces different answers; and the same stakeholder will likely provide different definitions of Value, depending on their perception and role in the project.
Most stakeholders will naturally associate Value to money, sometimes through surprisingly creative correlations; but there are other dimensions, equally valid, such as strategic positioning, company image, innovation and learning, and so forth.
Understanding the multidimensional nature of Value becomes therefore critical to drive the project to success. In this talk we’ll address what Value means in Agile for different stakeholders; how to map and categorize the stakeholders; how to describe Value on different dimension and how to track it. We’ll also see what happens when we don’t do that.
Also, assuming different stakeholders on the same project have different and multifaceted perceptions of Value, how can we coordinate the production effort in a balanced way? Which kind of corporate culture and corporate values (plural) support that?
This document provides an overview of Lean Service Design methodology. It discusses key concepts like developing a point of view statement, analyzing users, empowering teams, exploring opportunities, developing plans, checking for improvements, and using tools like SOAR and SWOT. The document also includes worksheets and examples for mapping a customer journey, defining standard work, and outlining meetings to support the Lean Service Design process. The overall approach emphasizes iterative testing and refinement to continuously improve service design.
Prakrut Mehta offers training programs through his company to help organizations improve performance in areas like competitiveness, culture, and direction. He has 18 years of industry experience and an MBA. The programs focus on sales training, design thinking, customer experience mapping, and defining organizational values. They are meant to equip participants with simple and effective methods through workshops and engagements lasting 1-6 days depending on the program. T-Suite is also offered, which is a workplace technology platform for automation, analytics, and more.
Managing Large-Scale Agile Transformations - Experiences At Yahoo!Tathagat Varma
Yahoo aims to keep users connected through personalized experiences across devices. This creates value for advertisers by connecting them with engaged audiences. Yahoo began embracing agile in 2004 through grassroots efforts and has experimented with various approaches over 8 years. The Agile and Scrum Adoption Program focuses on facilitating agile adoption across Yahoo in a framework-agnostic, results-oriented way. Key to scaling agile at Yahoo has been establishing credibility by solving problems rather than making promises, creating "beachheads" of success, and showing real results. Metrics are used strategically to measure effectiveness, efficiency, adoption, and readiness over time. The ultimate goal is for agile practices to become self-sustaining based on results
What needs to be true? Patterns of engineering agilityAndy Norton
What practices help us to scale in a sustainable way for the people behind the process? What capabilities do we need to be intentional about, and what techniques can we leverage? - what needs to be true?
Empired Convergence 2017 - Transforming you customer experienceEmpired
This document discusses transforming customer experience through digital transformation. It notes that while 84% of companies see digital transformation as important, only 3% have fully implemented it. The document then covers researching customer experience, what customer experience entails, developing a customer experience strategy in a digital world. It proposes a four step process: discover through research, ideate new experiences, create prototypes, deliver and evolve experiences. Finally, it notes that exceptional customer experiences can increase company revenues and brand loyalty while poor experiences can be costly.
Paul Wilkinson, co-Founder of GamingWorks and DevOps Agile Skills Association (DASA) Forerunner member shares details about GamingWorks' The Phoenix Project Business Simulation, which is a DevOps training program based on the best-selling novel by Gene Kim, Kevin Behr, and George Spafford. Both the book and the Simulation focus on IT, DevOps and helping business win. Paul discusses how business simulations drive active learning. He also shares how the simulation maps with the DASA Competence Model.
Watch the webinar recording: http://bit.ly/2IOuZcZ
The complexity in the simplicity of Agile? by Arie van BennekumAgile ME
Looking at Agile, it is so simple. In fact Agile is just structured common sense. Still so many people struggle to get their success in Agile. What is going on? The point is Agile, with all its simplicity, is based on different paradigms and the old paradigms hinder. The question is, can you identify thew old paradigms and furthermore, how do you change them. Arie van Bennekum will take you in his talk on his 22 years Agile journey and share his experience, successes, his delta’s and IATM, the Integrated Agile Transformation Model he developed for Agile transformations. IATM is a successful Agile change process to (the next level of) Agile he and his teams use doing international Agile transformations.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
People Prophet is a cloud-based HR software that aims to modernize HR processes. It contains modules to manage employee information, position descriptions, career development, performance reviews, competencies, and reporting. The software is accessible anywhere on multiple devices and allows for real-time interaction and feedback. It also includes a social recognition tool called Kudos to reward positive behaviors. People Prophet supports small to mid-sized businesses that want to better manage their people and align HR with business goals.
Similar to Lean Software & Systems Conference - Business901 Presentation (20)
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
This document discusses implementing lean marketing systems and lean as a growth strategy. It introduces lean through the processes of SDCA (Standard Work), PDCA (Continuous Improvement), and EDCA (New Markets and Products). It emphasizes that standards create repeatable business models and allow companies like Toyota, Amazon, and Ingersoll Rand to excel through continuous improvement and adaptability. Growth requires planning, budgeting, and funding innovation and costs. The budget is key to fueling sustainable growth.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The document summarizes an online program called Faces of Change that helps youth develop career and life plans. The program consists of a series of webinars for students, parents, teachers, and future instructors. The webinars will introduce a timeline tool and activity workbooks to help participants explore interests and goals. Those who complete the training can become licensed instructors and gain access to ongoing curriculum support through an annual subscription. The goal is to equip youth with the skills to create successful futures.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
This document categorizes different types of questions and their purposes. Yes/no questions verify facts or events, while who, what, when, where questions seek specific information or facts. How and why questions aim to make sense of information, analyze topics, or clarify understanding. Comparing and contrasting questions analyze similarities and differences, while predictive questions forecast or hypothesize outcomes or consequences. Open-ended questions requiring justification, critique, or judgment are considered higher-order thinking skills.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
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18. Shifting from Goods Dominate Thinking and Transactions
to
Service Dominate LogicTM and Co-Creation of Value
Buy
USE
19. Service Dominant Logic
The Service-Dominant Logic of Marketing edited by Robert Lusch and Stephen Vargo
SD-Logic
20. SD-Logic
Value is always determined by the customer (in-use)
All economies are services economies
The customer is always a co-creator of value
Goods are distribution mechanisms for service provision
Indirect exchange masks fundamental unit of exchange
Service-centered view is customer oriented & relational
Knowledge is fundamental source of competitive advantage
Service is exchanged for service
42. Transaction to teams
Obtainable goal setting.
Willingness to train people.
Commitment to measurement
Understanding and agreement on the need for processes.
Knowledge capture & sharing internally & externally.
Clear-cut business strategy and objectives.
44. Line of Sight
Know what your Team Members
are doing:
• Daily Standups
• Weekly Tactical
• Monthly Strategic
• Quarterly Strategic
45. Successful Lean teams are iTeams
Teamwork is an individual not group skill
Individuals must take responsibility for…
• the quality and productivity of each team
• relationships they are part of
• individual accountability
• the larger, shared tasks or deliverables
46. Customer Experience
will mimic your Employee Experience
• Know your team, design for personal
& social needs
• Build fun/pleasure/satisfaction into
activities
• Design cycles based on desired
customer experience
• Embrace motivators like power,
autonomy & belonging
48. What is your iCustomer Level?
The iCustomer level is not a tangible number. It is strictly based on the degree of
interaction your organization needs based on the products/services it is delivering.
52. How important is Standard Work?
EDCA PDCA SDCA
Standard Work puts the food on the table!
53. Leader Std.
Work
Leadership Process Visual
Discipline Focus Controls
Daily
Accountability
54. Standard Work provides discipline thru
• Clarity on What to do
• Commitment on When to do it
• Translation from Goals to Actions, the Why
• Enablement of the actions, How
• Accountability thru establishing the Who
• Line of sight on Where your circle of
influence effects
56. State the standard
Agree on the method
Locate the people who will be on the team
Empower the Team
Select the Team Goals of the Project
Standard Do
Act Check
58. Line of Site for resources needed at weekly tactical
Providing a visual, simple and
easily access document is the key.
Can auto-populate or be completed by hand.
Easily used as part of the task board in a War
Room type environment. Virtual Teams can use
something as simple as Google Documents or
many other popular software packages.
59. Line of Site for Goal review at Monthly Strategic
60. Lean is essentially a knowledge transfer
system; it's a training system on how to define
knowledge gaps and close them
61. PDCA is a Call to Action
Start with a problem that you don’t have the current
knowledge to solve.
What don’t I understand that I need to learn?
What change do I need to see?
Close the knowledge gap
before closing the performance gap.
62. Select the initial Problem Perception
Analyze the current process
Locate the people who will be on the team
Empower the Team
Select the Improvement
Plan Do
Act Check
63. Explore when Problem is unknown
EDCA =
• What is?
• What If?
• What Wows?
• What Works?
64. Sense-making: Give meaning to experience.
Analyze the user
Locate the people who understand the user and the needs
Empower the Team
Select a limited set of needs you are designing for
Explore Do
Act Check
65. Create Pull - Demand
Value – in – Use
Service and Products are a means to an end
Value Co-Creation
Not for customers rather with customers
Trust
Real value with all stakeholders
66. Lean is targeted to certain kinds of
organizations who actually enjoy learning.
67. The only competitive advantage you have
is the rate at which you learn from your
customers.
Positioning your organization in your customer’s playground is
the most important role an organization has.
68. • Over 130 Free eBooks
• Regular Blog Posts
• Free Tools
• Discussion Groups
• Podcast with Celebrated Authors, Industry Practitioners
and Leading Thought Leaders
Our Mission is to bring
Continuous Improvement to Sales and Marketing.
http://leanmarketinglab.com
Editor's Notes
What is changing is the way we Think, Identify & Deliver ValueValue is a term that you hear about but is it ever really defined well!
I am Joe DagerThis is the cloud for my website, Business901.com.This is what I write about!Lean Work(how boring) CustomerPeople
The principles of LeanI stay grounded in them though many may differConcentrate on ValueStill to this day – Old Thinking IMHO - What a Customer will pay for
This is my Podcast Cloud - This is what I talk about!LeanValueKanbanThe context of my talk has come from a group of leading thought leaders that have appeared on the Business901 podcast. They are…
The Business Model Canvas is based on Alex Osterwalder’s book Business Model GenerationI strongly encourage you to have a copy. Provides many examples of its use from small scale companies to large scale companies such as Amazon. Access to an online version of the canvas and an Apple APP
Why do we need a canvas?Business Plans may be somewhat outdated What would it be worth if everyone on your team were on the same pageAnd knew what each of these blocks meantIn Lean terms Value streams - this tells me everything I want to know about a Value StreamThe ability to iterate and transfer knowledge at a glance is priceless
In my podcast with Alex,Discussed the Customer- Value Plug inMove Customer Segment – the observations (the job to be done)Value Proposition – What we are going to doInfluenced by Clay Christianson and his work. Drilling down into the Customer – his work!
Anothertype business modeling approachVerna Allee– entire book at Value Networks and Collaboration.comIdentifying Intangible and Tangible Value within org.Lean Plus at BoeingUse Red/Black Checkers
Uncommon Service dispels a lot of myths - 1 being that you can be good at everything the old process methodology legacyZappos taught me that developing the right culture internally, as Lencioni says in his new book may be the most important aspect of all for company to thrive in the world today. Amazon did not buy Zappos for a billion dollars because of their operations, they bought them because they could create demand and they create demand with their culture. Tim Ogilvie in Designing for Growth explained a new set of tools – not totally unfamiliar to us but a set that may not be in the back pocket of many Lean Practitioners. What Design Thinking does is really target people that want to become more humanistic in their way of thinking.
As we all know we are in the service economy but do we think that way?What I did is I had Marc Stickdorn co-editor of “This is Service design Thinking” on the podcast but than I took the deeper dive A prototype expert – Matt YubasService Innovation – Lance BettencourtArchitect – Zach EvansTheater, Service Jam – Adam St. JohnArne van Oosterom– Design Thinkers – Service Design Practitioner
An appreciative look at the world and why positive change may be more important than problem solvingAnkit Patel introduced me to the work at the Cleveland Clinic where they have a very strong Lean presence and maybe even a stronger Appreciative Inquiry presence.It’s back to that humanistic side…Empathy, Positive change Have you ever done 5 Why from a positive outlook vs a problem solving. This is 1 non-profits Fishbone on why they thought cultural change would work.
Joe Pine introducing the Multiverse when we were just getting started with the Experience Economy The Multiverse defines the universe by 3 axes: time, matter and space. But what happens if we look at the opposites: no-time, no-matter and no-space. Joe takes us through all the dimension that define the Multiverse, such as augmented reality, alternate reality and warped reality.I am no going to go deep into the Multiverse, even if I was smart enough But the Experience Economy even though the original book was written 14 years ago is just starting to take hold. The author Pine and Gilmore published a 2nd edition last summer because they did not have any case studies in the original.When we were just getting started with the Experience Economy
What is changing is the way we Think, Identify & Deliver Value
“It is not about the things we make, it is about how our customer use the things we make.”– Malcolm GladwellIn a Ted video Malcolm Gladwell tells the tale of the Norden bombsight, a piece of World War II technology with a deeply unexpected result.The POINT of the story has little to do with the bombsight at all, it is the tension between creator and intention. Or stated another way the intended purpose, and its actual use. It is in essence how we wish technology to perform, and how it does perform.
Way to much have been written about Zip Car Already but it is 1 model that when I discuss it …I hear over and over again, Yeah, but not in our industry – Sounds familiar?
Rolls-Royce provides short, medium and long-term spare engine leasing solutions winning significant portion of business in the Aircraft Engine businessThe owner of Zappos bought an airline…What type of Airline may that end up being?
But when we think about value is anymore, it is not Best in MarketBest in Market has really become a myth in today’s world. These companies that believe this are typically product focused and determine their position by the amount of features and benefits that they have over the competition. It is also believed that continuous improvement on processes, people and product will maintain that “Best in Market” position.The competitive advantage in the “Best in Market” approach is dead wrong. Trying to outsell your competition based on these principles will at best (no pun attended) lead to only short term wins in profitability and in market share. These gains will diminish relatively quickly as competitors respond with their own improvements and innovations.
Best in Market Products are not enough, Customers will only pay for how value is derived from the use of the product. Stop thinking product/servicemarkets Don’t think about how you intended it to be used, think how others use your product or service!
#sdlogic is a mental model about how the world works. I believe it has been stuck in Academia and has been difficult in its own right to be put into use.#servicedesign is a framework and toolkit to change it for the better
Products and Services are enablers of ValueValue is always determined by the customer (value-in-use)
What would happen if your product or service was Free?It could be commoditized tomorrow.. in essence meeting competitor pricing is very similar? Could you kill the asterisk?That is how you have to start thinking about value
What is changing is the way we Think, Identify & Deliver Value
Focusing on the customer’s job to be done allows you to create a system of purposeful interactions and flexibility versus benefits and features.
But it’s not all about your processesWe cannot get stuck in basing each component on time – We cannot get stuck on Value and Non-Value added taskIts not all about problem solving it’s about what we do best – that appreciative lookYou can’t improve everything, you have to improve on what the customer values
We have to think like a designerA Design Thinker’s PDCA?: What is? Exploring the current realityWhat if? Envisioning alternative futuresWhat wows? Getting users to help make tough choicesWhat works? Making it work in-marketplace, in the use of your product
We have to understand our customer’s experiences.
Their journey - and how we are going to be part of it
Take responsibility for demand.
What is changing is the way we Think, Identify & Deliver Value
There is fundamental change taking place
And how many devices do we have?
There is simply not the widespread use that most of us imagine to be. We don’t even communicate and transfer knowledge well in our organizations let alone with customers.
Countless times - we hired a young kid! IT people don’t automatically understand Value!Geeks have moved from the closet to the boardroom.
As collaboration increase we are becoming less and less dependent on experts.Influencers are people much closer to us than we ever imagined – less than 3 degrees of separation
Most orgs are still looking at features and benefits rather than use.They are still trying to be experts. When was the last time on Amazon you cared about what a publisher said about a book.Now, we are getting learyof even the comments.
Many of these thoughts were put forth in Lean Solutions by Womack and Jones:They advocated that customers wanted a solution based on:Provide me exactly what I wantProvide me value when I want itProvide me value where I want itDon’t waste my timeReduce # of problems I need to solveSolve my problem completely
We hang on to past practices which has prevented us from fulfilling the Dream of Lean Solutions
We are not viewed as experts anymore. Organizations must adapt to the networks our customer uses and demonstrate value in the use of our products and features. Movie Meet the Fokkers: Before someone decides to grant trust in a working relationship, a calculation goes on in the mind. The person granting your permission into their Circle of Trust (3 degrees) can be simplified around these four dimensions: Confidence: Does the person have the skills necessary to accomplish the past? Reliability: Does the person deliver what is expected, when it is expected and in the form it is expected? Open/Honest communications: Is the person forthright in his or her dealings? Caring: Is this person willing to defend the interests of the other, even when that interest may affect his or her own interests?
Organizations design process which are copies of their existing structuresOrganizations must change to develop a more collaborative structure.
First thing is to make it manageableSmaller GroupsInformal communicationBetter assignment of tasksEasy Manageable TasksIncrease participationReduces Information needed to be processedProvides Clear Line of Sight
It’s back to that Customer Experience thing…The term Experience Economy was first described in an article published in 1998 by Pine and Gilmore
Once you've established the objectives, you choose a team structure to match it. Without this process you may have creative teams working on tactical execution or on the other hand a problem-solving team working on a creative solution.
How do Teams deliver – if Lean is your way of thinking, what do you do?
How do Teamsdeliver? Using the Experience economy model If you are delivering product in one group – Standardize and do it well.If you want to move up the latter it may only require PDCA.If you want to explode up the ladder you need breakthrough thinking - EDCA
The quality of the organizational relationship network will make the difference.4 Principle Elements of a Lean Management System Leader Standard Work Visual Controls Daily Accountability Process Leadership Discipline
Different perspective on knowledge transferNot the perspective of educating the customer Perspective of learning from the customerUnderstanding how your customer uses and benefits from your product or service.Lean approach is to leave your customer be the professor, the Sensei
95% of firms say they are customer focused.80% say they deliver superior experience8% of their customers agreeAny gap?
Who are committed to continuous improvement as opposed to just doing things and running things as they are.
What makes Lean different is the system. It’s work!But the steps of Lean are simple: Go and see the initial practice (Gemba), the user. Form a working vision from the user experience, an ideal situation of where the USER wants to go. Visualize the user's process. If you do that, it's obvious to see what your next reaction should be and when to trigger it.