"Obsession with doing things rather than doing the right things".
I will also add, obsession with doing the latest things. There is a strong tie between this and Allen's comments on the different levels of CRM maturity.
A good example is in Stuart's latest articles on call centers.
The resason these themes reoccur is that they are fundermental issues of modern business, that none of us has the complete answer to. Its not the issues that change but the way we tackle them -what are the most effective practices we know about. In 1999 the way to develop world class service was put in a call centre; you remember those days when CRM = call centre. Now people have learnt from that, and we are looking at the emotions of customer experience.
I suspect we will see these themes for many years to come, but the ways of tackling them will be different, and we will have moved on.
The two changes I do really see this year are firstly the emphasis on providing customer value and satisfaction - driven by experience and economics. Secondly, some companies have got out of their 'groundhog day' and are moving forward towards nirvana.
I so however understand your cynicism - many good intentions will be overtaken by fire fighting tactics. It is also nearly the 24th January and I understand that for us in the northern climes that it's the most cynical day of the year - due to christmas bills, lack of daylight, and failed resolutions.
Eric Thank you for taking time to add to the debate, this is what the Forum is for.
Just to clarify my point on best practice, I have been asked so many times to tell people what 'best practice' is in CRM, what are others doing. However, if CRM was 'one size fits all' then there would be little competitive differentiation in it. To get CRM benefits the implementation needs tailoring to the situation. One of the interesting points in the IBM study, and one I have noticed myself over the years, is the difference in the way CRM is implemented in geographical regions. This if often to do with different industry structures and cultural differences.
A second point on best practice is when does best stop being best? If your company positions itself as a market follower, then best practice for you is not what the market leaders are doing - well not until it is fully tried, tested and accepted by the majority. If you are a market leader then you are probably not interested in best practice at all - well not if you want to stay a leader.
However, I do understand your point that at a microlevel it is useful to look at what others have done and learn from their failure and success. That I fully agree with.
Eric Thank you for taking time to add to the debate, this is what the Forum is for.
Just to clarify my point on best practice, I have been asked so many times to tell people what 'best practice' is in CRM, what are others doing. However, if CRM was 'one size fits all' then there would be little competitive differentiation in it. To get CRM benefits the implementation needs tailoring to the situation. One of the interesting points in the IBM study, and one I have noticed myself over the years, is the difference in the way CRM is implemented in geographical regions. This if often to do with different industry structures and cultural differences.
A second point on best practice is when does best stop being best? If your company positions itself as a market follower, then best practice for you is not what the market leaders are doing - well not until it is fully tried, tested and accepted by the majority. If you are a market leader then you are probably not interested in best practice at all - well not if you want to stay a leader.
However, I do understand your point that at a microlevel it is useful to look at what others have done and learn from their failure and success. That I fully agree with.
An interesting comment Graham as usual, thank you. Thank you as well for the reference.
The concept I put forward here is very simple. Instead of people looking at information as a way of questionning or moving on the models they hold of the 'way things work. They only 'process' the information that proves their current model. A model which has often been picked up from copying so called 'best practice'. To capitalise more on information people need to use it to question what they think they know, to build/evolve models and ways of doing things. I think you will agree this is just as 'human' an activity, and for business the way differentiation is created.
A quick look at the paper you reference seems to suggest that analysis can support or overturn intuition. So I will quote Karl Popper - "The man who welcomes and acts on criticism will prize it almost above freindship; the man who fights it out of concern to maintain his position is clinging to non-growth".
An interesting comment Graham as usual, thank you. Thank you as well for the reference.
The concept I put forward here is very simple. Instead of people looking at information as a way of questionning or moving on the models they hold of the 'way things work. They only 'process' the information that proves their current model. A model which has often been picked up from copying so called 'best practice'. To capitalise more on information people need to use it to question what they think they know, to build/evolve models and ways of doing things. I think you will agree this is just as 'human' an activity, and for business the way differentiation is created.
A quick look at the paper you reference seems to suggest that analysis can support or overturn intuition. So I will quote Karl Popper - "The man who welcomes and acts on criticism will prize it almost above freindship; the man who fights it out of concern to maintain his position is clinging to non-growth".
Don't know that one, but have got "Eating the Big Fish" on my shelves. An excellent 'how to' on challenging complacent brand leaders - especially those who have lost touch.
Is this starting to turn into a 'fishy tail'? ;-))
Don't know that one, but have got "Eating the Big Fish" on my shelves. An excellent 'how to' on challenging complacent brand leaders - especially those who have lost touch.
Is this starting to turn into a 'fishy tail'? ;-))
My answers
"Obsession with doing things rather than doing the right things".
I will also add, obsession with doing the latest things. There is a strong tie between this and Allen's comments on the different levels of CRM maturity.
A good example is in Stuart's latest articles on call centers.
Jennifer
Hi Graham
Good comment.
The resason these themes reoccur is that they are fundermental issues of modern business, that none of us has the complete answer to. Its not the issues that change but the way we tackle them -what are the most effective practices we know about. In 1999 the way to develop world class service was put in a call centre; you remember those days when CRM = call centre. Now people have learnt from that, and we are looking at the emotions of customer experience.
I suspect we will see these themes for many years to come, but the ways of tackling them will be different, and we will have moved on.
The two changes I do really see this year are firstly the emphasis on providing customer value and satisfaction - driven by experience and economics. Secondly, some companies have got out of their 'groundhog day' and are moving forward towards nirvana.
I so however understand your cynicism - many good intentions will be overtaken by fire fighting tactics. It is also nearly the 24th January and I understand that for us in the northern climes that it's the most cynical day of the year - due to christmas bills, lack of daylight, and failed resolutions.
Warmest regards
Jennifer
Eric
Thank you for taking time to add to the debate, this is what the Forum is for.
Just to clarify my point on best practice, I have been asked so many times to tell people what 'best practice' is in CRM, what are others doing. However, if CRM was 'one size fits all' then there would be little competitive differentiation in it. To get CRM benefits the implementation needs tailoring to the situation. One of the interesting points in the IBM study, and one I have noticed myself over the years, is the difference in the way CRM is implemented in geographical regions. This if often to do with different industry structures and cultural differences.
A second point on best practice is when does best stop being best? If your company positions itself as a market follower, then best practice for you is not what the market leaders are doing - well not until it is fully tried, tested and accepted by the majority. If you are a market leader then you are probably not interested in best practice at all - well not if you want to stay a leader.
However, I do understand your point that at a microlevel it is useful to look at what others have done and learn from their failure and success. That I fully agree with.
Jennifer
Eric
Thank you for taking time to add to the debate, this is what the Forum is for.
Just to clarify my point on best practice, I have been asked so many times to tell people what 'best practice' is in CRM, what are others doing. However, if CRM was 'one size fits all' then there would be little competitive differentiation in it. To get CRM benefits the implementation needs tailoring to the situation. One of the interesting points in the IBM study, and one I have noticed myself over the years, is the difference in the way CRM is implemented in geographical regions. This if often to do with different industry structures and cultural differences.
A second point on best practice is when does best stop being best? If your company positions itself as a market follower, then best practice for you is not what the market leaders are doing - well not until it is fully tried, tested and accepted by the majority. If you are a market leader then you are probably not interested in best practice at all - well not if you want to stay a leader.
However, I do understand your point that at a microlevel it is useful to look at what others have done and learn from their failure and success. That I fully agree with.
Jennifer
Thank you Graham for comments, glad you agree with much of the learning from the research
Thank you Graham for comments, glad you agree with much of the learning from the research
An interesting comment Graham as usual, thank you. Thank you as well for the reference.
The concept I put forward here is very simple. Instead of people looking at information as a way of questionning or moving on the models they hold of the 'way things work. They only 'process' the information that proves their current model. A model which has often been picked up from copying so called 'best practice'. To capitalise more on information people need to use it to question what they think they know, to build/evolve models and ways of doing things. I think you will agree this is just as 'human' an activity, and for business the way differentiation is created.
A quick look at the paper you reference seems to suggest that analysis can support or overturn intuition. So I will quote
Karl Popper - "The man who welcomes and acts on criticism will prize it almost above freindship; the man who fights it out of concern to maintain his position is clinging to non-growth".
An interesting comment Graham as usual, thank you. Thank you as well for the reference.
The concept I put forward here is very simple. Instead of people looking at information as a way of questionning or moving on the models they hold of the 'way things work. They only 'process' the information that proves their current model. A model which has often been picked up from copying so called 'best practice'. To capitalise more on information people need to use it to question what they think they know, to build/evolve models and ways of doing things. I think you will agree this is just as 'human' an activity, and for business the way differentiation is created.
A quick look at the paper you reference seems to suggest that analysis can support or overturn intuition. So I will quote
Karl Popper - "The man who welcomes and acts on criticism will prize it almost above freindship; the man who fights it out of concern to maintain his position is clinging to non-growth".
Don't know that one, but have got "Eating the Big Fish" on my shelves. An excellent 'how to' on challenging complacent brand leaders - especially those who have lost touch.
Is this starting to turn into a 'fishy tail'? ;-))
Don't know that one, but have got "Eating the Big Fish" on my shelves. An excellent 'how to' on challenging complacent brand leaders - especially those who have lost touch.
Is this starting to turn into a 'fishy tail'? ;-))