Transforming Experiences

When we started the company, our tagline was ‘Driven by Big Ideas’…

As I mentioned earlier, we live in a time of unparalleled change and opportunity. The signs of economic turmoil are ever-present, and it’s because the way in which business is conducted is changing. Over the course of history, during these transitions, companies that established themselves as a force for change and as the instrument of change have shaped the world.

I aspire to work for a company and be part of a team that changes the world. For whatever reason, I can’t and won’t rest until I’ve accomplished this… The problem I aspire to solve is changing the way business is conducted.

We live in a time in which the rise of mega-corporations, consumerism, and technology have sterilized and dehumanized the interactions between people and companies. My dad still goes to the bank to get cash rather than an ATM, and when I ask him about this, he explains that he likes to see his ‘friends’ at the bank, and then rattles off the names of all the tellers in the bank. To be clear, I don’t see us returning to some 1950’s style world in which everyone purchases from the neighborhood store… the efficiencies of globalization are too compelling to be ignored. I do see how Gabi is friends with the UPS man who delivers goods purchased online every day… we’re still able to have humanity in how we buy and sell.

We are currently working on personalization strategies; I never saw this as an end point – only the beginning of how we transform the customer experience. Let’s aspire to build a company that brings some humanity, some relevancy, and some good old fashion customer service to how people buy and sell goods. For me, it’s an obligation and moral imperative that we work hard to make the world a better place.

Let’s go be great,

Brad

Innovation

As our Innovation Day (Innovatiedag Herfst 2016) events draw to a close this week, I’m proud to see the strong spirit of innovation clearly evident in our Tahzoo family. I’d like to thank the attendees, presenters, planners and all of the hackathon participants who contributed to this successful event.

This is a perfect time to revisit a note from a while back, which serves as a good reminder about the value of innovation. It focuses on three of my favorite innovators and the lessons we might draw from their experiences that can inform our thinking about our own innovative spirit. You see, I believe that innovation is not a matter of fleeting inspiration, but rather a skill that can be learned, practiced and, most importantly, improved over time. Like taking up a musical instrument, all that is needed to innovate is the right attitude and the receptivity to change ourselves.

For any new company to succeed there has to be innovation—often a lot of it. Apple. Amazon. Uber. Facebook. The examples are easy to come by. The message is pretty simple: to stand out, you have to do things differently than those who went before.

That’s why we talk a lot about innovation here at Tahzoo. We are not in the game of operational efficiency, or of trimming expenses to preserve a razor-thin margins of profit, nor of selling volumes upon volumes of widgets. We are in the marketplace of ideas. Our clients turn to us for our ability to think differently than the herd of consultants out there. We must, therefore, place the highest value on innovation to assure that we always stand head and shoulders above the competition.

The first lesson of innovation is effort. In this, there can be no greater role model than Thomas Edison. The man held at least 1,093 patents when he died—including as you know the incandescent light bulb, the phonograph, and motion pictures. Think about that for a moment. He “held” 1,093 patents, but there were surely numerous ideas the at didn’t pan out. He certainly knew more than his share of failure through all that. This is a lesson in believing in an idea so strongly that one is willing to soldier on in pursuit of the dream, never relenting, never giving up.

Speaking of dreaming, that brings me to another of my favorite inventors, Nikola Tesla, who, it was said, often dreamed of his inventions before he set to inventing them. Tesla bragged of his ability to perform realistic “dream experiments,” while fully awake.

This is a lesson in vision. Innovation often requires one to be able to imagine an ideal state or a solution to a particularly vexing problem in order to make that vision a reality. Interestingly enough, Tesla was such a good dreamer that many of his most interesting and ambitious ideas never came to fruition during his life because they were too ahead of their time. He imagined television and cellphones long before they ever became everyday things. He also dreamed of a way to power electrical devices without wires that is still a largely unrealized ideal today. So, take it from Tesla, if you’re going to dream, dream big!

Lastly, innovation requires perspective. No one but Einstein himself is our role model here. He conceived of his mind-boggling “Theory of Relativity,” while working as a humble patent clerk reviewing closed-loop train switching patterns. Einstein’s breakthrough was in his ability to apply learning from one field to another—of shifting perspective. It’s interesting to me that the lessons of perspective that Einstein imparts are in some ways a distillation of Relativity itself, which held that our perception of time is relative to the speed of light. That is: perception changes as perspective changes.

So, there you have it: innovation in a nutshell. It takes effort. It takes vision. And, it takes perspective. If we all apply these lessons to as many aspects of our personal and our professional lives, we cannot help but develop innovative ways to see and do great things.

The Culture of Experience

The culture of customer experience is upon us… although very nascent, while there have been a few companies grounded in customer service over the last 20 years they are outliers and not the norm. Most large companies are organized to serve themselves while providing a service or product to the market. Typically, one part of the organization is dedicated to the customer in the context of sales or marketing.

In the customer experience economy, the entire organization needs to be designed to serve customers and deliver a shareable experience. It must be understood throughout the organization the real value of a consumer spending their money and time interacting with a brand. I used to say that all companies are becoming publishers whether they wanted to or not, because the competition and the way that all purchasing has become considered sales cycle was going to force the issue. However, I think that we are now seeing with the proliferation of connections between people and the speed of communication through technology that all companies are now experience providers.

For many years the experience, the interaction, was managed by a division within a Fortune 500 company who looked at the in store or in branch or in restaurant experience and created something that was visually appealing, memorable, pleasant and efficient. The design, well executed, helped consumers know where to stand in line, where to get help or look for specific products. It was staffed with friendly people who could naturally fill in the missing details or connections but most importantly provide a personalized experience or build a personal rapport with the consumer. They made the intuitively inefficient and efficient experience; if the design wasn’t quite right the personal connection filled the gaps.

As technology has replaced many of these branches, stores and human touch points, in part because it’s more cost effective, in part because the speed of the transaction or the convenience for the consumer held sway. Large companies have inarticulately made an effort to increase the number of touch points or tackle the gaps in service as a series of technology and marketing projects. As with all transformations, a serialized and interstitial set of projects never provide the harmony and richness of the experience a consumer demands. Often times when I hear large companies speak about their digital transformation or customer experience projects they feel like how a symphony would be written by series of committees each focused on the instrument they play.

It is the whole experience, in all its dimensions that need to be addressed. For a large company this is an almost achievable amount of organizational alignment required in a short period of time. Most companies have been built over decades and the organizational division, operating principals and culture cannot be rewired overnight. As with most disruption triggered by technology, the initial innovation is obtuse but with great promise. So while the value is well understood, the adoption model follows standard distribution curve, the early adopters take a leap of faith and when the point of leverage to value is understood the majority steps in. In some cases, the adoption curve can be accelerated when “killer” applications can be applied.

In the case of digital transformation, the killer application is personalization. Delivering experience in context, that is relevant and personalized is the key to moving an organization forward. In the case of customer experience and within the experience economy, the accelerant is the ability of large organization to deliver personalized or in contextualized experiences. While it may take a decade or more for a Fortune 500 company to reorganize, we can deliver value today through a more personalized experience.

As expected the organizational changes that will take time to work their way through a company that spent decades building for and organizing around 20th century models can recognize immediate value by through technology recreating the front line staff that helped clients find what they needed, answered questions and most importantly build a sense of intimacy between a consumer and brand.

Digital Innovation

I spoke this week at the Digital Innovation Summit in Utrecht. It was a wonderful event with over 100 attendees, including customers, prospects and partners. My speech focused on the experience economy and how the quality and shareability of an experience is a hallmark of good marketing. In the experience economy it’s not about how much you have but how good you have it!

There are many examples of companies like Uber and AirBNB that are not only delivering exceptional technology enabled solutions, they are also leveraging underutilized assets in innovative ways. My charge to the marketers in the audience was that they need to focus on individualized experiences and brand interactions that can be easily shared.

On my blog www.letsgobegreat.com there is a short paper that I wrote if you’re interested in having a more detailed overview of my hypothesis. I continue to focus on more public speaking engagements, building our social network and providing more thought leadership around the experience economy and digital marketing. We are building the marketing engine across the company with a particular emphasis on partner outreach and geographically authentic experiences.

Thanks to Jen Adamski-Torres for getting up at the crack of dawn to live tweet some sketches that linked to my speech. Check them out on Twitter if you are interested.

Inspiring Innovation

For any new company to succeed there has to be innovation—often a lot of it. Apple. Amazon. Uber. Facebook. The examples are easy to come by. The message is pretty simple: to stand out, you have to do things differently than those who went before.

That’s why we talk a lot about innovation here at Tahzoo. We are not in the game of operational efficiency, or of trimming expenses to preserve a razor-thin margins of profit, nor of selling volumes upon volumes of widgets. We are in the marketplace of ideas. Our clients turn to us for our ability to think differently than the herd of consultants out there. We must, therefore, place the highest value on innovation to assure that we always stand head and shoulders above the competition.

Marketplace of Ideas

I write this as I am preparing to visit The Netherlands next week for Innovation Day. It’s both timely to look at three of my favorite innovators and the lessons we might draw from their experiences that can inform our thinking about our own innovative spirit. You see, I believe that innovation is not a matter of fleeting inspiration, but rather a skill that can be learned, practiced and, most importantly, improved over time. Like taking up a musical instrument, all that is needed to innovate is the right attitude and the receptivity to change ourselves.

The first lesson of innovation is effort. In this, there can be no greater role model than Thomas Edison. The man held at least 1,093 patents when he died—including, as you know, the incandescent light bulb, the phonograph, motion pictures and many more. Think about that for a moment. He “held” 1,093 patents, but there were surely numerous ideas the at didn’t pan out. He certainly new more than his share of failure through all that. This is a lesson in believing in an idea so strongly that one is willing to soldier on in pursuit of the dream, never relenting, never giving up.

Believe in your ideas

Speaking of dreaming, that brings me to another of my favorite inventors, Nikola Tesla, who, it was said, often dreamed of his inventions before he set to inventing them. Tesla bragged of his ability to perform realistic “dream experiments” while fully awake.

This is a lesson in vision. Innovation often requires one to be able to imagine an ideal state or a solution to a particularly vexing problem in order to make that vision a reality. Interestingly enough, Tesla was such a good dreamer that many of his most interesting and ambitious ideas never came to fruition during his life because they were too ahead of their time. He imagined television and cellphones long before they ever became everyday things. He also dreamed of a way to power electrical devices without wires that is still a largely unrealized ideal today. So, take it from Tesla, if you’re going to dream, dream big!

Lastly, innovation requires perspective. No one but Albert Einstein himself is our role model here. He conceived of his mind-boggling “Theory of Relativity,” while working as a humble patent clerk reviewing closed-loop train switching patterns. Einstein’s breakthrough was in his ability to apply learning from one field to another—of shifting perspective. It’s interesting to me that the lessons of perspective that Einstein imparts are in some ways a distillation of Relativity itself, which held that our perception of time is relative to the speed of light. That is: perception changes as perspective changes.

So, there you have it: innovation in a nutshell. It takes effort. It takes vision. And, it takes perspective. If we all apply these lessons to as many aspects of our personal and our professional lives, we cannot help but develop innovative ways to see and do great things.