Presentación Peter Mulford (BTS)
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Presentación de Peter Mulford, Global Partner at BTS, en el Viernes DEC "Implicar al empleado en la mejora de la Experiencia de Cliente" celebrado el 9 de febrero de 2018.
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Presentación Peter Mulford (BTS)
- 1. Patrocinador: #ViernesDEC Lo que marca la diferencia en proyectos de experiencia del cliente Peter Mulford Global Partner BTS
- 3. Copyright © 2018 BTS | 3 Pasado
- 4. Copyright © 2018 BTS | 4 Pasado Velocidad del cambio
- 5. Copyright © 2018 BTS | 5 Aprendizaje Pasado Velocidad del cambio
- 6. Copyright © 2018 BTS | 6 Aprendizaje Disrupción Pasado Velocidad del cambio
- 7. “El problema es que mucha gente, cuando piensa en el futuro, piensa en el de forma linear. Piensan que van a resolver los problemas utilizando las herramientas de hoy, al ritmo actual de progreso.” — Ray Kurzweil
- 9. Copyright © 2018 BTS | 9 Um… ¿Hola?
- 11. Copyright © 2018 BTS | 11 ¿Ahora qué?
- 12. 12
- 14. Tres cosas hemos aprendido (de momento) …
- 16. Copyright © 2018 BTS | 16 1. ¿Qué punto está hacienda el autor? 2. ¿Qué relación tiene esto con los esfuerzos de customer experience? “La gente no compra taladros- compran agujeros. El taladro es solo el mejor medio disponible para conseguirlo.” – Ted Leavitt
- 18. Copyright © 2018 BTS | 18 Customer insights
- 19. Copyright © 2018 BTS | 19 Existe un gran diferencia entre conocimiento e insight
- 20. Copyright © 2018 BTS | 20 De los datos a la acción #ViernesDEC
- 21. Copyright © 2018 BTS | 21 De los datos a la acción #ViernesDEC
- 22. Copyright © 2018 BTS | 22 De los datos a la acción #ViernesDEC
- 23. Copyright © 2018 BTS | 23 ¿Qué pasa cuando nos saltamos insights?
- 25. Es una shisha?
- 27. Mi mayor fracaso ha sido tener los insights al final, cuando debería haber empezado por eso. Podríamos haber aprendido esta dolorosa lección mucho más rápido y de forma más barata. I learned you have to rush out there as fast and often as you can to hear all the hard truths that you only get from reality when you’re in contact with reality. “ --Astro Teller Captain of Moonshots, GoogleX --Astro Teller, Captain of Moonshots, GoogleX Founder, BodyMedia
- 28. Mi mayor fracaso ha sido tener los insights al final, cuando debería haber empezado por eso. Podríamos haber aprendido esta dolorosa lección mucho más rápido y de forma más barata. He aprendido que tienes que salir lo antes posible y lo más a menudo posible para escuchar todas las duras verdades que sólo te da la realidad cuando estas en contacto con la realidad. “ --Astro Teller Captain of Moonshots, GoogleX --Astro Teller, Captain of Moonshots, GoogleX Founder, BodyMedia
- 30. “Testea tus ideas rápido y barato”
- 31. Copyright © 2018 BTS | 31 Desarrollar insights Identificar el dominio de la innovación Idear posibilidades Cosechar y fortalecer Identifica supuestos críticos (“¿Qué debería ser cierro para…?”) Diseña test validos Testea tus supuestos Acelera , Redirige, o Cesa Acelera , Redirige, o Cesa Acelera , Redirige, o Cesa #ViernesDEC “Experimentación disciplinada”
- 32. Copyright © 2018 BTS | 32 Desarrollar insights “Experimentación disciplinada” Identificar el dominio de la innovación Idear posibilidades Cosechar y fortalecer Identifica supuestos críticos (“¿Qué debería ser cierro para…?”) Diseña test validos Testea tus supuestos Acelera , Redirige , o Cesa Acelera, Redirige, o Cesa Acelera, Redirige, o Cesa Aprendizaje independiente mente del resultado #ViernesDEC
- 33. Pasado Punto de disrupción Velocidad del cambio
- 34. Pasado Velocidad del cambio Punto de disrupción
- 35. Copyright © 2018 BTS | 35 Sigo aquí …
- 36. Trampas 1)Racionalizado—sienten que el éxito está a la Vuelta de la esquina” (Mito de la perseverancia) 2)Social—Compromisos hechos con terceros. 3)La falacia Post Hoc— ”Voy a confiar en mi instinto.”
- 37. Copyright © 2018 BTS | 37 ¿Ahora qué?
- 39. Copyright © 2018 BTS | 39 • Audiencia: 451 senior leaders • Impacto general: • 78% de los líderes reportaron haber conseguido resultados debido al programa que no hubiesen conseguido de no haberlo realizado. • Impacto en el negocio: • “Utilizando conceptos de Customer Experience, fuimos capaces de identificar $70MM optimizando nuestra estrategia core de marca.” • Impacto personal: • “Empecé el programa creyéndome nuestra estrategia para el negocio; salgo del programa con una fuerte y activa convicción y sentido de personal ownership para que esto ocurra.” Caso: Fortune 100 de FMCG
- 40. Copyright © 2018 BTS | 40 1. Empresas que crean experiencias excepcionales se diferencian de sus competidores, pero solo si desarrollan el liderazgo, mentalidad y habilidades adecuadas. 2. Great customer experiences empiezan con un insight único sobre QUIÉN, CÓMO Y POR QUÉ “Tienes que escuchar las duras verdades que solo recibes de la realidad cuando estas en contacto con la realidad. “ 3. Las simulaciones permiten a los líderes internalizar los cambios y practicar lo que se necesita para conseguir una exitosa implantación de una estrategia CX. Recuerda esto…
Notas del editor
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- © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- The …
- …
- ….what happens when we skip insights? You get….. Activity: let the group discuss
- ht
- Teller was born in Cambridge, England and raised in Evanston, Illinois. He is the son of Paul Teller, who was an instructor in the philosophy of science at the University of Illinois at Chicago and Chantal DeSoto, a buyer and clothing designer for Sears who later became a teacher of gifted children.[1] His grandparents include both French economist and mathematician Gérard Debreu and Hungarian-born American theoretical physicist Edward Teller.[2] He received the nickname "Astro" after high school friends compared his flat-top haircut to AstroTurf, and reportedly had the image of cartoon dog Astro from The Jetsons painted on his car door in college.[3] Teller holds a Bachelor of Science in computer science from Stanford University, Masters of Science in symbolic computation (symbolic and heuristic computation), also from Stanford University, and a PhD in artificial intelligencefrom Carnegie Mellon University, where he was a recipient of the prestigious Hertz fellowship.[4] After working as a teacher at Stanford University, he became a business executive. Entrepreneur[edit] Teller is the co-founder and Chairman of BodyMedia, makers of the "BodyMedia FIT", "Bodybugg", and the "Sensewear" armbands (wearable devices that measure sleep, perspiration, motion, and calories burned).[5] He is also co-founder, Director, and former CEO of Cerebellum Capital.[6][7] In May 2001, Teller was featured on NPR's All Things Considered, discussing how the good economy has shaped the attitudes of 30-year-olds towards their jobs.[8] He has lectured at the TEDMED Conference (2003 and 2004), South By Southwest (2013), and ideaCity (2004).[9][10][11]
- Teller was born in Cambridge, England and raised in Evanston, Illinois. He is the son of Paul Teller, who was an instructor in the philosophy of science at the University of Illinois at Chicago and Chantal DeSoto, a buyer and clothing designer for Sears who later became a teacher of gifted children.[1] His grandparents include both French economist and mathematician Gérard Debreu and Hungarian-born American theoretical physicist Edward Teller.[2] He received the nickname "Astro" after high school friends compared his flat-top haircut to AstroTurf, and reportedly had the image of cartoon dog Astro from The Jetsons painted on his car door in college.[3] Teller holds a Bachelor of Science in computer science from Stanford University, Masters of Science in symbolic computation (symbolic and heuristic computation), also from Stanford University, and a PhD in artificial intelligencefrom Carnegie Mellon University, where he was a recipient of the prestigious Hertz fellowship.[4] After working as a teacher at Stanford University, he became a business executive. Entrepreneur[edit] Teller is the co-founder and Chairman of BodyMedia, makers of the "BodyMedia FIT", "Bodybugg", and the "Sensewear" armbands (wearable devices that measure sleep, perspiration, motion, and calories burned).[5] He is also co-founder, Director, and former CEO of Cerebellum Capital.[6][7] In May 2001, Teller was featured on NPR's All Things Considered, discussing how the good economy has shaped the attitudes of 30-year-olds towards their jobs.[8] He has lectured at the TEDMED Conference (2003 and 2004), South By Southwest (2013), and ideaCity (2004).[9][10][11]
- But here’s the facts. In any disruptive endeavor you can’t eliminate uncertainty. But you can manage it <build> through the approach you take to execute innovation, and how you lead that approach. Here’s a great quote that strikes at this idea…
- As Abraham Lincoln put it…
- ….their rate of learning starts to exceed the rate of change in the market, and the tipping point goes away. In some cases, actually SET the new rate of change in the business. In either event, they are able to learn, and differentiate, to challenge and disrupt. <use client language here <MSFT example here>.
- <be sure to explain this if you are in a room of non native English speakers> The elephant is that innovating is easy, but creating a sustainable culture of innovation is hard…
- Different levels of skill and luck are the realities that shape our lives. The problem is that we aren’t good at distinguishing the two. Part of the reason is that few of us are well versed in statistics. But psychology exerts the most profound influence on our failure ot identify what is skill and what is just luck. This is because the mechansims of our mind are not well suited to account for the relative roles that skill and luck play ithe events we see taking shape around us. The basic problem is that we love stories and our brains have a desire to understand the relationship between cause and effect. As a result, stastical reasoning is hard, and we start to view the past as something that was inevitable. In his book, the theory of gambling and statistical logic, Richard Epstein, a game theorist trained in physics, notes It is gratifying to rationalize that we would rather lose intelligently that win ignorantly. The Dunning–Kruger effect is a cognitive bias in which low-ability individuals suffer from illusory superiority, mistakenly assessing their ability as much higher than it really is. Dunning and Kruger attributed this bias to a metacognitive inability of those of low ability to recognize their ineptitude and evaluate their ability accurately. Their research also suggestscorollaries: high-ability individuals may underestimate their relative competence and may erroneously assume that tasks which are easy for them are also easy for others.[1] Dunning and Kruger have postulated that the effect is the result of internal illusion in those of low ability, and external misperception in those of high ability: "The miscalibration of the incompetent stems from an error about the self, whereas the miscalibration of the highly competent stems from an error about others."[1] The overconfidence effect is a well-established bias in which a person's subjective confidence in his or her judgments is reliably greater than the objective accuracy of those judgments, especially when confidence is relatively high.[1] Overconfidence is one example of a miscalibration of subjective probabilities. Throughout the research literature, overconfidence has been defined in three distinct ways: (1) overestimation of one's actual performance; (2) overplacement of one's performance relative to others; and (3) overprecision in expressing unwarranted certainty in the accuracy of one's beliefs.[2] Barry Shaw and his colleagues observed a behavioral phenomena occurring during innovation initiatives called Escalation of Commitment—which refers to situations In which, despite all evidence of impending disaster, people keep adding resources to a project that is going off the rails. Damage-control plan for SmartFilm’s disappointed stakeholders Stakeholder + Expectations of stakeholder + Action steps to redress disappointment
- <Summarize the key take-aways from divergent thinking>