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Uncommon Thoughts about Service


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In the podcast An Uncommon Way of Thinking about Service Design, Anne Morriss discusses the four universal truths outlined in her book, Uncommon Service. This is a transcription of the podcast.

In the podcast An Uncommon Way of Thinking about Service Design, Anne Morriss discusses the four universal truths outlined in her book, Uncommon Service. This is a transcription of the podcast.

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  • 1. Business901 Podcast TranscriptionImplementing Lean Marketing Systems An Uncommon Way of Thinking about Service Design Guest was Anne Morriss Related Podcast: An Uncommon Way of Thinking about Service Design An Uncommon Way of Thinking about Service Design Copyright Business901
  • 2. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnne Morriss is the best-selling co-author of UncommonService: How to Win by Putting Customers at the Core of Your Business ( She has spent the last fifteen years working to unleash social entrepreneurs around the world. In 2007 Anne founded the Concire Leadership Institute, a consulting firm that helps leaders to surface and remove performance barriers. She works with organizations throughout the Americas on strategy, leadership and institutional change. Her clients have ranged from Fortune 50 companies repositioning in global markets to public sector leaders working to transform national economies.As a senior advisor with the OTF Group, Anne partnered with theWorld Bank to promote entrepreneurship and innovation in fortydeveloping economies. Her career has included leading thecampaign finance team for U.S. Representative Marty Meehan,and acting as the South American Director for Amigos de lasAmericas, an international NGO that promotes community healthand leadership development in Latin America. She now serves onthe boards of directors of GenePeeks, Inc., and InnercityWeightlifting, which works to promote achievement among urbanyouth.Anne holds an MBA from Harvard Business School and a BA inAmerican Civilization from Brown University. She has lived andworked extensively in Brazil, Ecuador, Mexico, and the DominicanRepublic. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 3. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Transcription of PodcastJoe Dager: Welcome everyone! This is Joe Dager, the host ofthe Business 901 Podcast. With me today is Anne Morriss. She isthe best-selling co-author of, "Uncommon Service." She hasspent the last 15 years working to unleash social entrepreneursaround the world. Her consulting firm is Concire Leadership,where she works throughout the Americas on strategy, leadershipand institutional change. Anne, I would like to welcome you andcould you fill in a few more details to the introduction and tell meabout your consulting firm, Concire Leadership?Anne Morriss: Sure Joe, its really great to be here. Concire isan organization. My co-author and I, Francis Frey, whos atHarvard Business School, started this consulting practice aboutfive years ago, specifically working with companies who areinterested in competing on service. We also get calls from folkswho are having service problems. Were particularly excited aboutmission-driven companies, hence, the emphasis on socialentrepreneurs. We work across industries, across sectors - public,private. Were excited about people who want to build somethingand make a difference out there in the world.Joe: Whyd you write the book?Anne: Essentially, we wrote it because it was our observationthat service is much worse than it should be. We live in a worldwhere lots of organizations want to deliver great service. Wework with managers all the time, who are committed to it.Customers, as we know, are hungry for it, and yet, our serviceexperiences are still overwhelmingly negative. In pursuing thisquestion, what became clear is that past excellence is notnecessarily intuitive. Its not about trying harder, deciding thecustomer is always right. Its more about making careful designchoices and very deliberate trade-offs. There are some surprisingrules and pitfalls along the way. We wanted to get some of those An Uncommon Way of Thinking about Service Design Copyright Business901
  • 4. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsinsights out in the world because we think, basically, the world isready for it.Joe: Well, you really believe then service is uncommon.Anne: Thats our take on it. Essentially, great service is rare. Itdoesnt have to be. We think these are the big, bad barriers todelivering the kind of service that people want. We believe thatthose barriers are actually closer to pebbles, and that theyrepretty easy to remove. The other piece of it is that we really haveto get this right here in the US, and increasingly, around theworld. Our economy, right now - 80 percent of our GDP is tied toservices. 80 percent of the jobs were creating are in serviceindustries. The majority of our service experiences are stilloverwhelmingly negative. We essentially have an economicmandate to get this right.Joe: We use the word, "service design" in the world. Could youdefine what that means to you?Anne: We break it down in a pretty specific way. We argue thatthere are essentially four parts to a service model. The first pieceis the offering, essentially, the service attributes that youreoptimized for. Its, of course, important to figure out what thoseare going to be, based on deep understanding of customers.Thats probably the central piece. Then, there are the levers thatmake that possible. First, is the employee management system.Then, theres a funding mechanism, funding strategy. Last, youhave to figure out how to also manage and train your customers.Its employees, customers, capital and that all comes together tocreate the offering. Thats how we break it down.Joe: Were going to talk about what you call, "The Four ServiceTruths" but first tell me, is service really about the people or theprocess? An Uncommon Way of Thinking about Service Design Copyright Business901
  • 5. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnne: I think its both. Its really how the people and processescome together. The other way we try to frame it is what we callthe "excellence equation," which is excellence equals design timesculture. You have to get both of those pieces right. One withoutthe other doesnt work. To your question, one way to think aboutit might be, combine the blend of the people and the processes iswhat makes great service or any service possible.Joe: Well, you start out with the four service truths in the book.The first one you talk about is you cant be good at everything. Icome from a world of continuous improvement. Were people,process and products are looked at to be improved. Do you thinkthats changed?Anne: I think thats one interpretation of that kind of thinking, Ithink can be a barrier to excellence. What I mean is if youremanaging based on red, yellow, and green, in the sense ofidentifying where youre great and where youre bad, and then, ifyou spend your management attention just focused on the reds,sometimes, those reds - and this is tied to our four servicetruths - are the very things that are making the greens possible.What we argue with this truth number one, in order to excel atthe things your customers value most, which is our definition ofexcellence, you need to make trade-offs on places that customersvalue less. Those are the tradeoffs, often, that make excellencepossible.Joe: Interesting approach because its very much like anappreciative inquiry approach, isnt it?Anne: Im very intrigued by all of your work and interest in thatarea. I think its absolutely right. I think the focus on reallyexercising your strengths and figuring out what choices you haveto make to be able to really unleash those strengths is absolutelyconsistent with that movement. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 6. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: I found your workbook on your website very intriguingbecause emphasizes that right out of the block. Can you tell me alittle bit about that workbook?Anne: Live on our website, anyone can download it, intended tobe a complement to the book and help people take the ideas andapply them to their organizations right away. We put that tool upthere, and its great to hear that you thought it was helpful. Itwalks you through - the tool itself spends a lot of time on thistruth number one - and walks you through how to think aboutwhere you should excel, and how to think about how youreperforming compared to your competitors and what yourcustomers value most. Its a process we call, "attribute mapping."We help companies do it all the time, but you dont need us, youcan absolutely do it on your own. Read the book. Download thistool. Its a pretty specific process that we have seen work reallywell when companies are trying to get their heads around, "OK.Were exhausted. Were not excelling. We know we have to makesome choices. We know we have to invest our resources morestrategically. How do we even think about where to be great andwhere to be bad?" This is a framework that I think can be helpfulin that process.Joe: Just frame it right. Its OK to be bad at some things is whatyoure saying.Anne: Its absolutely necessary to be bad at some things. Yourresources arent unlimited, and so, youve got to optimize. Youhave to invest them rationally and strategically. To deliverexcellence in the places customers care most about, you need toconserve your energy elsewhere. Thats our basic message. Youmust be bad in the service of great, but to get there, to yourpoint, you have to really understand your customers at a deeperlevel than I think most organizations understand their customers,right now. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 7. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: Because if you think youre real good at something andyour customers dont, youre really in trouble, then, right?Anne: Exactly. Thats a position many organizations findthemselves in. Theyre haphazardly good and bad at certainthings based on legacy or based on the strengths of the team, oroften particularly, young organizations, the strength of thefounders. When talking about start-ups, often the strengths andweaknesses of the company ends up reflecting the personalitiesof individuals who started with them. Our message is be morethoughtful and strategic about it, and base it on the priorities ofyour customers.Joe: The other truth that rang true with me and Ill have tomention here that when I picked up the book, I was going toglance through and take notes from it and try to help me with theworkshop. But what ended up happening is I ended up spendingthe evening reading it the whole thing.Anne: I love that. I love it!Joe: Its a great, easy read, but its not a read that youre notgoing to go back to.Anne: Thank you.Joe: The next service truth there is that "Someone has to payfor it." We talk a lot in Service Dominated world orService-Dominant LogicTM world from Lusch and Vargo, where thevalue is in the use of the product. One of the things thatshappening in that world, as we make a transition from a productto a service focus, were switching from a tangible to anintangible world. The things that we are giving away free to sellour product now, are actually the things that have value becauseour product has been commoditized. I thought that number twoservice truth, "Someone has to pay for it," addressed that. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 8. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsMaybe Im wrong in thinking that, but does that really addressmovement from that tangible to an intangible world?Anne: Its such a wrenching process and an important journeyfor some many companies. So many companies are goingthrough it right now -- some of the most competitive companiesin the world. GE used to sell light bulbs. Now, theyre providingenergy solution, if you look at the profit-drivers in that company.The same is true for IBM. Those companies are on a big learningcurve, right now, in terms of figuring out, what does it mean? Wewould argue it changes everything! It changes every part of yourmodel. You have to think about the four pieces of a servicemodel. Were talking about in our world view, its very differentdepending on services whether youre selling products or sellingservices.The importance of culture, it matters more in services. Thefunding is harder in services. To your question, Steve Jobs can gointo his secret phone lab and come up with the perfect phone.Most of the value of that phone is embedded in the product itself.But, when youre selling services you have to involve customers.You have to involve employees in a very intimate way in thevalue creation process. All the rules are new and different.Now the funding mechanism is a lot harder. Its easier for us asconsumers to pay more for something tangible that we can touchand feel. Thats why Starbucks charges you a lot for that drinkthats sitting on the counter even though a big part of theexperience is the beautiful space, and the comfy chairs, and thisthird space that Howard Schultz envisioned that was just as niceif not nicer than your living room, and filled with beautiful people,and inspiring in terms of your productivity.It would be absurd to put meters next to those chairs. Its a loteasier to charge five dollars for a cup of coffee. Thats one of thechallenges that service companies have to wrestle with when An Uncommon Way of Thinking about Service Design Copyright Business901
  • 9. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsyoure talking about this kind of intangible value that you cantdrop on your foot. How do you get people to pay for it?Our basic message is you need pricing thats simple, transparent,and fair. The other piece of it is that the answer might not be tocharge your customers more. You may have to figure out otherways to fund it.Joe: Lets just go into this forth-service truth? You talk aboutthat concept of customer operator, and thats one way to allowthat, the dollars to come down and to have them pay for it, right?Anne: Absolutely. Some scholars argue its the very definition ofa service. Its that customers arent just consuming the value thatyou and your employees are creating. Theyre actuallyco-producers in that value. Sometimes its very simple.Sometimes it just means they have to show up for the haircut. Insome companies customers have a big role to play in operations.Theres a company out here called Zipcar, which is one of thosenew car sharing services, just did an IPO. Theyre having a greatrun. They ask customers to do an extraordinary amount of work.If youre a Zipcar customer you have to clean the car, you haveto gas it up. You have to make sure its in exactly the right spotat exactly the right time for the next customer.Hertz or Avis in their traditional models wouldnt dare letcustomers play all those roles. They have a fleet of cars for whenwe screw up and dont return them on time. They have a fleet ofemployees who are making sure that cars are clean and ready togo. Those kinds of active, what we call customer operating roles,you see more and more, particularly as companies rely more andmore on self-service as a way to deliver great service withoutnecessarily charging customers more, which can definitely work.Finally back to your question. That can definitely be a part of thefunding mechanism. If its customers who are doing work insteadof your employees then thats effort thats not necessarily on the An Uncommon Way of Thinking about Service Design Copyright Business901
  • 10. Business901 Podcast TranscriptionImplementing Lean Marketing Systemspayroll, but you, of course, have to be very, very thoughtfulabout the design of those rolls so that we as customers actuallywant to perform for you.Joe: In this era, I should say of collaboration and customer userexperience, when you say the customer must be managed, itsounds like backward thinking. Its like were trying to manipulatethe customer. What do you mean exactly by, "managed?"Anne: What were basically trying to communicate there is inmany ways customers as a source of labor are very similar toyour employees. In some business models like take eBay, theyreplaying all kinds of roles that employees would traditionally play.In some ways, you have to manage them in the same way youwould manage your employees. In many models, you have totrain them. In many businesses, you need to be more thoughtfulabout the customers you choose, just like you would interviewemployees you need to interview customers. Particularly in someservice businesses where customers play a really active operatingrole. Closest model you have to thinking about how to getcustomers to behave and thats probably, again, too negative aframe on it, is this same approach youre using to youremployees.Joe: But to a certain extent weve been doing this a long time.Ive been making trips to the salad bar for a long time?Anne: Absolutely. Thats a great example of where youre happyto do it because youre going to get a better salad than if youtried to tell an employee all of your very specific preferences. Insome cases, bringing your customers on to the team is a greatway to deliver even better service. We are very happy to go tothe airport and use those well-designed airport kiosks because wecan channel all of our idiosyncratic choice preferences aboutwhere we want to sit. It moves faster, we dont have to deal with An Uncommon Way of Thinking about Service Design Copyright Business901
  • 11. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsan employee at 6:30 in the morning when we would rather nothave any human interaction. It works beautifully.But go to a grocery store self-checkout line. Those experiencesare horribly designed. In many cases, those lines are asking us todo more work than employees, all of this elaborate anti-fraudsystems that they have added to that experience.Were completely untrained. If you just look at the faces of thepeople in those lines, theres an incredible amount of anxiety. Theonly reason anyone is in those lines is because the other fullservice lines are backed up. Essentially the standard is, you haveto make your self-service model even more appealing than yourfull-service model, a readily available full-service model.If you can get over that bar, then its a fantastic way to deliverbetter service at a lower cost, and thats really the Holy Grail onthe funding side.Joe: I think thats a good example, because 99.9 percent of thetime that you use the self-service at the grocery store is becauseits empty?Anne: Right, exactly. Its because you dont want to waitanother 20 minutes. But in most cases, its a miserableexperience. Most grocery stores right now are ripping out thoselanes and theyre experimenting with other self-service modelsthat actually do improve the experience where you get a littlewand and you can scan products as you put them into yourbasket. It also allows you to track how much money yourespending as you go through the store, and thats a great exampleof a self-service model that is better than the alternative whereyoure just throwing stuff in your cart and you have no idea howmuch money youre spending. Youve got to give us a reason towant to work, and youve got to make it easy for us to work inthe context of a service organization. And if you can get there,its a beautiful thing. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 12. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: Would you explain, between lets say the checkout lane andthe kiosk is, its really about segmentation a little bit. The peoplethat use the kiosk are your frequent flyers, the people that wantthat extra information that is given in the kiosk.Anne: Definitely. Segmentation is a huge part of it. It is part ofthat deep customer learning and it requires a level of insight intoyour customers and insight into your business model, andknowledge of, who are your most valuable customers? Who areyour most profitable customers? Who do you want to optimizeyour model for? If its more than one segment, then how do youcreate multiple service models in the umbrella of oneorganization? Thats another approach. But, essentially, you gotto know who you want to target and what they care most about.If you have that insight then you can design a model that reliablyproduces excellence.Joe: Is this is the idea of co-creation and open innovationwithout thinking that your customer is going to come in there anddesign your product for you?Anne: Absolutely its a balance. One company we studied calledThreadless that gave customers huge amount of realm toparticipate in the business. It started with letting customersdesign their own T shirts and that ethos was pulled into the entireorganization. Well, they got stuck, they were a young company.When they wanted to then sell the company, customers were upin arms about some of the exit strategies that they were thinkingabout, because they felt a great sense of ownership.The same thing happened to eBay. Earlier in the game theychanged the color of their feedback stars. It was pretty simplemarketing decision from red to blue or something like that. Therewas a full on customer rebellion because customers were soinvolved in coproducing the value here. Again eBay customers are An Uncommon Way of Thinking about Service Design Copyright Business901
  • 13. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsdoing everything, the retailing, and customer service and theyare delivering the products.They were outraged, and I think if companies who want topartner with their customers in this really intimate way have tobe prepared to involve them very respectfully in companydecision making. For some companies and some cultures, thatsnot a realistic option and we encourage those companies to keepcustomers at more of an arms length in the co-production game.Joe: So not everybody is ready for this game?Anne: Not everybody is ready for it and not everybody shoulddo it. I think there is a huge range and I think its important tofigure out where you are in that scale. But if you are going to putyour customers to work, they are going to want something for itand that may include decisions relating how you run yourbusiness.Joe: Well go back to the fourth truth, a customer must bemanaged but the third truth is “Its not your employees fault."This takes a special type of employee to work within this culture.Doesnt it?Anne: Definitely. Our big message here in truth number threethat just says its not your employees fault, is that you have todesign a management system that sets the average employee upto casually excel. Thats the goal. We phrase the truth this way toreally send the message home that its your responsibility, as thedesigner of the system, as the manager, as the owner. You areresponsible for your employees performance. If its not workingin a consistent way, then theres usually a systemic problem.Often, its that the jobs were designing, particularly for front lineservice employees, are very, very difficult to do, and increasinglydifficult to do. In many cases, the solution is to redesign andsimplify those jobs. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 14. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: In sales and marketing, one of the ways you look toincrease sales, is to go and hire the competitors superstar. Isthat a failed strategy?Anne: No. We believe in a worldview where talent matters. Ithink what we would argue is that its very risky to build yourbusiness around superstars. The chance that youre going to beable to produce reliable excellence over the long-term are lower ifyoure depending so heavily on exceptional performance fromexceptional people all the time. I think if you can, if you havevery high end, where you have the resources and hire and train,figure out how to retain the best of the best, maybe youre anexception to that rule. But for most organizations, the path toreliable and predictable excellence is designing a system whereaverage employees can excel.Joe: Being from the Boston area, Red Sox fan, I wouldassume...Anne: Its not reliable if you just hire the superstars.Joe: Yeah... We go back to that Moneyball thinking.Anne: No, I think thats a great example. And to your point, Joe,the philosophy that he brought to that team really optimized thethings that were most important to winning baseball games. Hemade very strategic tradeoffs on the things that, which heactually looked at the data, were less important in terms ofdrivers of success. I think its a philosophy that obviously, basedon the book, absolutely works, and in business as well, and inparticular, in services businesses. You cant be great ateverything. The predictable outcome in that scenario is exhaustedmediocrity. We see it all over the place, in all kinds oforganizations. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 15. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: This really is making sense. I understand that values anduses of the products, I have to expand on my use in the servicearea but how do I start?Anne: We would start with really daring to be bad. We wouldstart, where we start in the book, the first truth, giving up thefantasy that you can be great at everything. I would send you thewebsite to start, download the tool and start with an attributemapping process to really get the insight you need to optimizethe model in a strategic way. Another way in for this stuff ismaking sure your pricing is really palatable. As you said, its notintuitive for many customers to pay more for intangible value.You really have to figure out how you can get it, because itcertainly costs you to deliver that value. You have to figure outhow to get it paid for.If I were going to pick one action as a place to begin, we oftensend managers out to the front lines. I love the show UndercoverBoss. Its a fantastic example of the often transformationalexperience of really standing in your employees shoes for a day,a week, whatever it is. Get out there and if nothing else, ask youremployees about the last few times they havent been able todeliver the level of service they wanted, and what was getting intheir way.If theres one message that I would leave your listeners with, itwould be if youre interested in improving service, then go outand ask your employees that question. Whats getting in theirway? I guarantee that youre going to learn something thatsgoing to improve your business.Joe: I think its interesting, because when I ask people to try tocreate a customer experience map, a lot of them struggle withthat. They even struggle, sometimes with creating the old adageof a sales cycle and mapping out the customers reactions toeach. It is really a difficult thing for most of them. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 16. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnne: We found that too, in our work, that a lot of companiesdont know questions like what do your customers care mostabout? What are they experiencing? Where is service breakingdown? What are the patterns? I think if you are in the game ofwanting to compete on excellence, theres no way to get therewithout knowing the answers to those questions.Joe: I go to a car dealer. Lets say hes out not there makingmuch money on the car. Hes making it on the financing, theservice, and all these other things. I go to another retail store,and Im getting this add-on and this add-on. All the add-on thingscan be a turn off. There are all these additional things, but thatspart of all these intangible things that they make their money on.Is there a better way of doing that? Have you found that otherdifferent ways, maybe from your experience, on how to approachthis better?Anne: I think some of those pricing models violate our sense offairness and transparency as customers. We get lured in by thesticker price, and then basic service shows up, and these arehigher numbers than we expected. Were stuck in that room, andwe dont totally understand, and we dont totally understand thedifferent scenarios. I think in mortgages, this is the case.Sometimes in a lot of financial services products, this is the case.I think that those are not winning models over time, I thinkcustomers get frustrated. I think theres an opening for businessmodels that are competing on fairness and transparency, andcustomers invariably gravitate towards those areas.I think in terms of funding strategies, charging your customersmore for better service is one model. Obviously, theres tons ofprecedent, and obviously it can work. Where we push people is tothink creatively about other ways that they might fund a betterexperience. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 17. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsZappo is one of our favorite company examples; we talk it abouta lot in the book. They have legendary service. Call centers timetheir employees on how quickly they can get on the phone.Zappos call rate is a badge of honor, how long you can staythere. I think the limit was eight hours, and when we visited thatcall center, they were very proud of their ability to take care ofcustomers. Theyre excelling in the front-line experience in reallymagnificent ways.One of the ways that they free up the resources to pay theiremployees to staff the phones 24 hours a day, and stay on aslong as they want and deliver free shipping is by running a verylean back end operation. They decided that as a company thatthey are going to invest heavily in this front-end, and run asefficient a back end operation as they could.They also spend, compared to their competitors, almost nothingon marketing. The service is so good that the word of mouth buzzthat gets created essentially eliminates the need to spendanything else, to spend anything on marketing. They seemarketing and services as essentially fungible categories in thebudget.Its another way to think about this. Most people think of serviceas a call center, and the alternate worldview can be verypowerful, and can be very, very effective from a competitivestandpoint.Joe: If you had to choose just one take away from your book,what would it be?Anne: I would say that great service isnt this mysterious andelusive goal. Its a product of careful design and deliveredtradeoffs. Its possible for any organization with the stomach tomake hard choices. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 18. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: In my summary of this conversation, I go back to my waterwell analogy. You dont find water by digging sideways; you findit by digging deeper. Its all about knowing your customersbetter, and providing better service.Anne: I would absolutely agree with that. Theres no path toexcellence that doesnt go through a very deep understanding ofyour customers, absolutely.The only piece, I would say, is figuring out very strategically whatkind of environment you want to create from an organizational,from a culture standpoint, is also an important part of the game.Customers are wildly and wonderfully unpredictable, and nohandbook or policy can anticipate all of our disruptive behavior.Culture tells you want to do in those moments. Culture tells uswhat to do when the CEO isnt in the room, which is, of course,most of the time.Joe: I think thats a great point, Anne, because I think thatpeople just have to have a clear vision of who you are, stealingfrom Simon Sinek; why you do something, and it will make yourreaction so much easier.Anne: One way to think about culture is the assumptions thatguide decision making. As an organization, you have enormousamount of leverage over the assumptions that your employeesare making. As human beings, were looking for signals. We justconsume the signals of culture all the time. One of the mostimportant cultural leverages you have is your Blackberry, in thesense that you are the guy in charge. When do you put downthese tools of destruction and actually pay attention to whatpeople say?As human animals, we are very sensitive to signs of status. Thatsa huge one, organizational culture today, with all of these verydistracting tools. You can be very deliberate, as a leader, in An Uncommon Way of Thinking about Service Design Copyright Business901
  • 19. Business901 Podcast TranscriptionImplementing Lean Marketing Systemssignaling status, and thats what your employees are payingattention to.Joe: Whats the best way for someone to contact you?Ann: Our website is the best way, and my email address C-O-N-C-I-R-E. Send me an email. If youdidnt get that, go to the website, which Its the name of the book, and we loveengaging with people. Were excited to get these ideas out there.Please, dont hesitate to track me down.Joe: I think it was a great book, and Id like to thank you verymuch for your time today, Anne. I look forward to learning moreabout Uncommon Service.Anne: It was a pleasure talking to you. Thank you, Joe. An Uncommon Way of Thinking about Service Design Copyright Business901
  • 20. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Joseph T. Dager Lean Marketing Systems Ph: 260-438-0411 Fax: 260-818-2022 Email: Web/Blog: Twitter: @business901 What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joesability to combine his expertise with "out of the box" thinking isunsurpassed. He has always delivered quickly, cost effectively and withingenuity. A brilliant mind that is always a pleasure to work with." James R.Joe Dager is President of Business901, a progressive company providingdirection in areas such as Lean Marketing, Product Marketing, ProductLaunches and Re-Launches. As a Lean Six Sigma Black Belt,Business901 provides and implements marketing, project and performanceplanning methodologies in small businesses. The simplicity of a singleflexible model will create clarity for your staff and as a result betterexecution. My goal is to allow you spend your time on the need versus theplan.An example of how we may work: Business901 could start with aconsulting style utilizing an individual from your organization or a virtualassistance that is well versed in our principles. We have capabilities toplug virtually any marketing function into your process immediately. Asproficiencies develop, Business901 moves into a coach’s role supporting theprocess as needed. The goal of implementing a system is that the processeswill become a habit and not an event. Business901 Podcast Opportunity An Uncommon Way of Thinking about Service Design Copyright Business901