Observing Customer-Centricity From An Outside Perspective
Ever since I began aligning my thinking to customer-centricity and an outside-in approach to life, I’ve seen good and bad examples everywhere. Gee, you’d think being a CRM consultant would have exposed me to this on a daily basis. Well, it did. I just wasn’t paying attention to it. Many in my field, including myself, were more focused on the technology of things. And more often than not, the only criticism we had was that we were only dealing with the sales organization; or worse, the IT department. When I looked back at where I started my career, this technology focus really started to bug me.
For the past few years I’ve started breaking down companies I visit into their respective locations on the customer-centric maturity scale. Well, “a” customer-centric maturity scale. There are a number of scales out there. One post I wrote reflected my opinion on the complexity of some models. Then there is the new book by Ranjay Gulati that identifies the pillars of a resilient organization. Not really a linear scale but great cornerstones for laying the ground work. Either way you look at things, knowing where a company is will help you understand how far they need to go in order to become resilient. And you, if you’re a consultant, need to know this if you’re intention is to communicate with your clients effectively.
When It Looks Like Spaghetti – Beware of the Sauce
Very often, because it’s my job, I get involved with trying to understand “as-is” process. You’d think it was to be able to demonstrate how silly it was and come up with a better idea, but it’s usually done simply to highlight features of software. After all, we’re in the software game, right? Well, we all know we shouldn’t be, but since the selling process starts with a lead from a software vendor, you’re kind of stuck on that one. Many companies have already made up their mind what the solution is by the time they contact you.
In fact, the solution to nearly every problem I’ve ever seen in a business has nothing to do with software. Ultimately, some well selected software can be a great help to get those extra few percent of operational efficiency. But, the dramatic improvements in capacity – even while surgically trimming your business resources (people) – are going to come through higher level strategic thinking, leadership and cultural change.
Take for example the recent Powerpoint slide that was used to explain the problems for the U.S. Military in Afghanistan. Now, I’m not trying to undermine the Military, because they can be masters at logistics and strategy. But, this slide is so funny because it reminds me of many customer engagements I’ve had.
No, on the surface of things you never get this picture presented. It’s usually when we get deeper into designing system solutions that seemingly silly questions on my part will elicit a response that goes well beyond the bounds of silliness measurement. Paint a large office cubicle around this picture, and you will enter the world of the lower level supervisor who has been given free reign to independently build their work process empire.
You have to paint a cubicle around it, because it was designed with only one thing in mind. My needs. Not the needs of the functional silo next door. Trust me, they’ve got the same silliness going on over there. So, they’ve ignored their silly neighbors – oh yea, they still love to make fun of the other silo for their silly process – and ultimately, and more importantly, they’ve ignored their customers.
From a customer’s point of view, a silly internally focused process can look like a slow response, no response, the wrong response, a handed off response- and handed off – and handed off. It can also look like an invasive response, where the burden is put back on the customer to continue the process; because it’s more convenient for the inside people that way.
How the heck do companies get to this point? And when they realize how desperate the situation is getting, isn’t the answer always to throw more human resources at the problem? That’s the successful manager’s secret spaghetti sauce in their world of entangled, slippery process noodles. Cover it up with sauce and let someone else worry about it.
The thing is, a long held set of complicated, internally focused processes is a warning system for me that they also don’t understand customer needs. Not just the customer experience needs, but that they are not adapting over time. If you are focused from the outside -> in, you will inevitably have to re-evaluate how you do things. Your customers change, and so do their needs.
And you don’t need to be a big company to mess this up. Employees at small companies can build a career around a process they own. And don’t try to take it away. Ethel and Jimbo won’t like that one bit!
Does A Customer Need Your Product More Than They Need To Do Their Job?
I’ve been in so many client companies that are seemingly successful. Joe, over there, well he’s been here 30 years, and so has his wife Ethel, and Jimbo over there 25 years. You know the story. A dreary office / manufacturing / warehouse scenario with decor from the 1970’s. Heck, if it ain’t broke, don’t fix it. Companies like this have sometimes had great success.
When you begin digging in you find that their products are pretty much the same as they were 30 years ago, sometimes with computerized updates instead of switches and tubes. But, nevertheless, it’s pretty much the same. You’ll also notice that, adjusted for inflation and all that, they really haven’t been growing at all. Sure, the owner’s doing fine, but they’re simply too satisfied to find the key to growth – innovation.
The interesting thing is that these companies think they are dominating their market – and in their way of looking at it, they are because no one is competing with them product for product. Here’s the rub, the market left them behind because the jobs of their potential customers have changed over the years. While they sat idly by all happy with themselves, the world had moved on. And if you look hard enough, you will see that the companies that could’ve bought their product 30 years ago, operate in a totally different way today.
This difference is the way that innovators zero in on the problem. They look at the job, not the product, and find gaps, holes and breakdowns that they can solve. They don’t ask a customer how they can improve their product because it will focus the customer on their product and what it does, not on their job and the opportunities you’ll find there. Then they change their products or services, or create brand new ones, to take advantage of what they’ve learned.
These are the companies with the shiny new buildings. These are the companies that are kicking butt. And while they may not truly be customer-centric day to day, a key element – in my mind – to customer centricity is understanding the jobs of your customers so you can address the needs of the job – usually through continually innovative ideas. And don’t stop just because you had one successful innovation.
Every Business Is Different
So what does the perfectly resilient, customer-centric company look like? I haven’t seen it. But let me give you a example. How many of you have watch Holmes on Homes on the HGTV? It’s a reality show about a guy named Mike who happens to build houses. And he builds them well. Unfortunately, that cannot be said for many of the other builders out there. In fact, he takes jabs at the government too for having code standards that are well below par, and inspectors that get fooled by silly attempts to hide code violations.
Throughout his show, he goes into the home of someone who has been ripped off and left for dead, so to speak. A contractor has come in, made promises, lied, and leaves the job unfinished or defective. It’s not about the home owners. It’s about the quick buck – and the easiest way to a quick buck is just the easiest way. Living up to the expectations of your customers just seems so hard. Heck, Mike comes in and rips down everything and rebuilds it from scratch. Simple! Generous? Yes. But, he’s trying to make something right that was very very wrong.
Getting back to customer-centricity, beyond just doing the job well – which he and his team do – they learn about the homeowner and their situation. Equate the situation to the job. Everyone has struggles. Some have a handicapped child. Maybe the homeowner is elderly and has no one living with them. In these cases, Mike Holmes not only completes a project well above code – so he won’t have to do it again – he adds little things that mean a lot.
Take for example an episode I just saw where he was dealing with a bathroom project for an older woman living on Paradise Island in Canada. There were a lot of things about that project that he redid differently not because he had to, but because it made sense. It was a lot of hard work. But, in the midst of all that, instead of focusing on how hard his job was, he recognized that the walkway from boat landing to the house had a railing on the safe side and not on the downside where there was a danger of falling back into the water and on the rocks.
Not only that, the lighting was broken and ineffective. So, he built a new railing on the correct side, at the correct height and put low energy pod lighting on timers inside the floor boards. He also put a new non-slip surface down. Let’s see, he knew this older lady was there all by herself and that she wouldn’t be able to use this new bathroom if she fell down and broke her neck. Hmmm.
Did he make any money off that? No not directly, and this is a charitable show. But! If he’s doing these things in the course of doing business, his business is going to boom because he’s creating advocates, not just loyal customers. In fact, if he’s doing his job right, his customers won’t be calling again – at least not while they live in the house he built. He may even get a television gig!
Summing It Up
To some people this whole customer-centricity thing comes naturally. The group gets even smaller when you factor in the will to withstand the pressures of the historical business school thought. It’s tough to transform a business this way from below. And I can tell you that it’s nearly impossible to do it as a consultant when you’ve been brought in through the cellar door.
However, it’s worth trying. And I do. Probably at the risk of my job sometimes. Because in the end you’ve gotta get the deal because something is better than nothing – the easy path in life. The pressure against a change like this is great. Is the good news that I hear more companies talking about loyalty and other such things? Maybe, until you dig a bit and find that they think it can be measured by a single survey and a simple and flawed score. No, the good news is that there are a lot of people talking about these things today.
Eventually, it will gain a foothold. Will every company be willing to do the hard work necessary to reshape their culture and redesign the way they do business? Or will they simply work hard to keep their heads above water? Either way, it’s hard work, one just sounds easier.
Social CRM: The Center of Your CRM Strategy – Or A Complete Strategy Itself?
I just got done reading through Altimeter’s new paper entitled Social CRM: The New Rules of Relationship Management. While there is little to argue with regarding Altimeter’s report on the 18 use cases of Social CRM, there are some statements that I feel could have been worded differently – or simply left out. I also feel it could have buit a 5M chart that includes more traditional uses cases (even ones most business don’t do well), and how the two aspects of customer engagement relate to each other (traditional and social). The bottom line is… Social CRM is not an all encompassing strategy Sure, the Social Customer is different than customers of the past. A Social Business is one that recognizes this. However, Social CRM is a channel – another means of communication and engagement; regardless of the dimensionality of it. Do you really know your customer by monitoring social channels? If the answer is no (and it must be in my opinion), then the strategy must incorporate all listening and understanding methodologies and frameworks, including social, if you really want to avoid product design failures and/or business process friction. Here are a few excerpts and some of my thoughts. Understand, we are all trying to move the ball forward. Differing opinions will, hopefully, keep the ball in the center of the playing field and not let it drift too far towards any sideline. Social CRM is more that just another channel. Properly practiced, Social CRM recognizes the depth of the relationship and understanding the current state – good, bad or ugly.
- Yet, at the end of the CustomerThink post, Ray Wang lets you know they are ready to help you design a Social CRM strategy. What if the company doesn’t have a CRM strategy yet? Are we going to apply social tools to inside-out organizations and hope for the best?
- This doesn’t analyze the relationship. It only analyzes the aggregate of sentiment (maybe some ideas) at a point in time (good, bad or ugly)
- A relationship is still 1:1. If the ultimate goal of a customer-centric business is to understand customers needs (not project the needs on the customer), then social media will tell them little. Why? A vocal minority may not be statistically valid (not every customer is social) – nor will they represent real needs of the overall customer base. And, the company doesn’t really have the ability to use an open-ended, iterative interviewing process to uncover the true needs – things that they may not know individually, or even collectively in a social community.
- Reading the social channels is like reading the wind. It reflects what’s happening right now, and right now and now and now and now. Can you really call something strategic when it’s going to be used to react right now? Sure, you can say you’re making a strategic change…right up until NOW when the next set of sentiment comes in. Real relationships carry history and can also discuss the future. The strategy is the framework for reacting to information you glean from tactical pieces of the strategy.
Social CRM programs may start at the departmental level, but over time, must gain corporate buy in to transcend functional fiefdoms in sales, marketing service, etc.
- SFA started at the departmental level and CRM took over, remaining at the departmental level – especially in middle market companies. Starting here makes little sense. Cultural change is required and it starts at the top. Always.
- It’s easy to penetrate the department, which is what software vendors, resellers, consultants and evangelists have known for ages. This is the easy way out, and delivers the least value. A cultural change leveraged across an entire organization is what really delivers value to the customer, and to the shareholder. This should be emphasized, even though more companies will take the easy path – let’s not help them, though.
- Why tell us “Get Value: Adopt the 18 Social CRM Use Cases?” I mean, if it typically starts at the departmental level, why then argue that all 18 need to be adopted? This sounds a lot like tools to support a corporate-wide customer centered strategy – without the customer-centered part, or with the other 90% of CRM.
Tech Maturity
If the underlying value driver for CRM (or business) is customer-centricity, then shouldn’t cultural maturity on this point by tied to Market Demand? Whether we’re talking about Tech Maturity of a business, or Tech Maturity of a <ahem> Social CRM solution, why are we returning to technology as a driver when we’ve learned, clearly, the cultural evolution toward customer-centricity is a key piece of the puzzle – and that tech focus has often failed us (no offense vendors – us consultants are to blame too).
Tie back social world and channels to existing innovation, marketing, sales, support and service processes. Triage profiles to create prioritization frameworks.
- A better way might be to not start at the tactical level and then fit it into a series of other tactical, silo’d processes and then call it a strategy. Maybe it was just the way I read this, but seems very backwards to me.
Organizational friction, customer experience and customer advocacy do not require "Social” CRM. Sure, advocacy is easier in an online community, but #SCRM can’t lay claim as the only, or even the best, way of creating advocacy. Let’s face it, social solutions are unproven in many ways – time being one of them. But, advocates have been around, outside-in process consultants have been removing friction for a long time and companies have been designing great customer experiences – all without the social piece. The failure has been the tendency to rely on technology first and unfortunately, this is still fairly prevalent.
Complement existing CRM processes.
- I just can’t get past the customer-centric strategy part, I guess. Shouldn’t this really be expanding, enhancing or evolving the CRM strategy with social engagement? Processes are support of strategies and technology is supportive of process. The process is not creating substantial customer value, it’s more operational in nature. The value has to be driven from a higher strategy- within which you will find social aspects.
In Closing
My common theme is customer-centricity and designing CRM strategies around this sort of cultural change. Core to this is defining a methodology for understanding customer needs. Certainly, companies that have well known brands should incorporate social tools to protect their brand as well as empower their customers (to some degree – after all, it’s still a business). But let’s face it, do lesser known brands really have enough chatter to worry? I don’t know the answer to that. My middle market customers have never really identified this as a problem, and isn’t this where most of the businesses are?
What I like about this paper is that it does a great job of taking what have been complex, theoretical concepts and putting them into a readable format. Each of us participating in this space are being social. There are conversations being attempted (and failing IMHO) on Twitter, there are social communities cropping up where many of us are able to write lengthier posts to move the topic forward, and there are also back channel group (and individual – NO!) conversations going on related to Social CRM. It’s time that we begin building public digests that people will actually read. Real people – not just us. This is a good step in that direction.
The next step, I feel, is for someone to simply describe a complete customer-centric culture which drives CRM strategy, process and technology – each level addressing the need for, and execution of strategy or tactics for embracing the social customer – if even required 
Social CRM: The Social Media Plugin To Make Businesses Customer-Centric
“Sure, we’re customer-centric”, I hear you saying. “Now, this new social stuff…how can we use it to promote our products?”
One of the big dangers, each time a new term is introduced to the world, is the “latching on” that takes place. People and companies latched onto the term CRM and sucked it dry until it really had no meaning left – and it had been commoditized. The term SCRM is also in grave danger – already. While it has been clearly defined (and a stake put in the ground), social media gurus and consultancies are trying to lay claim to a concept that has little or no cross-over into their specific skills and experience. Sorry for being blunt, but it has to be said (repeatedly).
Whether you like the term Customer Relationship Management or not, the underlying concept is important to understand before you start running out the door waving your CRM or SCRM flag for the world to see. Nothing against software vendors (including social media solutions), but they do it. I get why they do. But when social media consultants do it, I have to draw a line. CRM is about changing business cultures to focus on customer needs and design experiences that add value and reduce friction. The process derived from these strategic changes is supported by both people and technology. Somehow, we allowed the term to be tightly associated with the technology.
I think we’re prepared to fight this battle on the SCRM front. The social extension to CRM is really a means to expand something customer-centric businesses already do – listen to their customers, understand their needs and adapt to fulfill them in a way that creates value. SCRM has more roots in technology, yes. But, it doesn’t change what we’re really talking about here. So, if we’ve already licked this software is the solution problem – after a decade of death spiral – what is the new danger we’re facing?
Enter the Social Media Consultant
Social media is media designed to be disseminated through social interaction, created using highly accessible and scalable publishing techniques. Social media uses Internet and web-based technologies to transform broadcast media monologues (one to many) into social media dialogues (many to many). ~Wikipedia
The next time a social media consultant tells you that you can’t run your business without social just keep in mind that the only tool in their arsenal is social media. You can’t just plug in a piece of technology and transform your business. Read the definition above- written, no doubt, by a social media person.
At first glance, this appears to be a definition for a new SPAM channel. But then it moves on to many-to-many, so maybe that’s a little bit harsh. I have this bad habit of assuming that certain types of people believe if you make something (like an email) look pretty enough, it’s effective – and not spam. Unfortunately, too many graphic designers have taken over marketing departments – it’s all about touchy feely with them. But do they really understand customer relationships?
Darren Roanoke: How can you be the Love Guru if you’ve never been in a relationship?
Guru Pitka: Well, there is someone I like. But until I learn to love myself, I can only go out with three girls named Ann.
Darren Roanoke: Three girls named Ann?
Guru Pitka: Yeah. Ann Visible, Ann Flatable, and Ann Job.
Let’s be frank, social media gurus are popping up all over the Internet and also in your local business clubs (maybe your board rooms) – trying to use the momentum of SCRM to jump start their consultancies. Maybe they actually believe this is a new market, and that this market will transform a business by simply adopting solutions in their arsenal. And let’s be honest, these solutions didn’t transform any businesses to customer-centric, or improve the customer experience, before the term SCRM, so why would we believe it to be the case now? Where’s the track record to back it up?
Don’t get me wrong, I would never pretend to be an expert in social media. If it becomes a component in a CRM strategy I’m working with, then I will bring an expert in soc med onto my project team. But, what I won’t do is come on board a project that started with a social solution and tries to work itself backwards to a comprehensive customer-centric business strategy. Or worse, it never even attempts to work backwards as it’s seen as the complete solution. In these cases, businesses will simply leverage the solution more and more until it’s simply abused. Gotta get results, right?
Sounds too much like the good old days of CRM failures. Leave CRM to the CRM people, even if there’s an “S” on the front. We’ve been there and done that.. Mariska Hargitay everybody!
Two Social CRM Confusions You Can Live Without
For those of you who are not CRM thought leaders, academics or social media companies trying to invade the CRM space, I’d like to hit the reset button and explain a few things – hopefully in terms that the average business person (who’s creating value) can understand. I’m am not a thought leader, or a big thinker, so I’ve had to burn some brain calories on this one to get the conversation back on track.
Business is business is business is business is business. Smart businesses have always known that a great customer experience is the best value driver. And delivering that kind of experience comes from knowing your customer’s needs. The companies that are able to determine customer needs (and here’s a great paper on the subject I got from @GrahamHill) are in the best position innovate and grow.
To be a customer-centric business, you have to ask questions, listen, adapt and execute based on what you learn from your customers’ changing needs. As soon as you begin assuming you know what they need, or misinterpret what they’re telling you, you will be at the mercy of competitors that get it. This is nothing new. Slapping Social or Co in front of existing terms will never change that. It simply muddies a message that is simple and powerful – deliver value to your customer in a way that delivers value back to you.
If you don’t get that, then all the terms, definitions and new social software tools will simply accelerate your demise or weaken your competitive position – in my opinion
Confusion # 1: Social CRM is the Replacement For CRM
Sure, no one is happy with where CRM went. It fell right into the arms of the software vendors - oh so many years ago. But, forward thinking evangelists like Paul Greenberg have done a lot to shift that momentum. He, and others, were talking about customer-centric business strategy (as CRM) a long time ago. To them, CRM was not a platform, it was a program – the difference being that the platform is technology designed to support the program – e.g. an initiative.
As new avenues have been created on the Internet for customers to take some control back from inside-out thinking companies, a shrill cry is in the air that the new Social CRM will replace CRM as both a strategy and a platform. 
People – listen up. I understand why everyone is excited. But really, assuming that this social stuff is going to magically change inside-out business cultures to outside-in? That’s just not going to happen! What will really happen is something akin to what happened when unscrupulous marketers realized how cheap email delivery was.
It’s also what happened when CRM vendors told you their software had best practices built into it. Just install it and your wildest dreams will come true (taken from Napoleon Dynamite without permission)
We need to realize the CRM 2.0 (social) is a new version with some new pieces – both as a business strategy and ultimately as software (it ain’t there yet). You will not understand the needs of your customer simply using social tools no matter how many times a social media evangelist says it. If you’re not already having direct conversations with your customers (interviews, surveys, golf outings, happy hour, whatever) then bolting on this social stuff will just frustrate you in the long run – maybe even the short run,
But, this does give us a great opportunity to go back to our clients and help them see the benefits of customer-centricity. If we start talking about social this and social that, they could very well just run away. Let’s take this back to basics please. And software vendors, please understand that we will sell your software, we’re just going to to do things in the proper order, so step back and enjoy the ride! 
Confusion # 2: “Value” is Now Co-Creation of Value (In Use rather than In Exchange)
OK. You lost me when you added the “Co” on the front. I didn’t bother listening to “creation” or “in use” etc etc. Seriously, what the heck does this mean?! What is this discussion all about? The best definition I’ve seen to date was in Paul Greenberg’s new book (CRM at the Speed of Light 4th Edition) where he simply gave an example of the game Doom. I don’t have time to tell the story here. Read the book, it’s excellent!
When we start debating at which point value exists defeats the purpose of nearly everything (for me, maybe not you). When I sell something to someone, assuming I’ve met their needs (and exceeded their expectations), I’ve created value and I’ve received compensation for it. Maybe you depreciate the value as you use it (if it wears out – like a car), but I started with value and I continue to have value as long as I can put it to use. Suggesting that value is “co-created” by the consumer as they use it is a waste of time (in what I do). I don’t even understand that. I made it after all (the car) so they are not creating value, I AM! They are deriving value from it – for certain. Does the “co” mean that I helped create value? How, I’m not driving the car with them?!?
If you’ve listened well, you will increase customer value by delivering value (not just when they use it, when they salivate for it) to your customer. In turn you will see your shareholder value increase. Simple.
Anyway, this topic keeps coming up in the conversations around customer experience and CRM (and Social CRM) and simply frustrates me that we have to get so granular with a piece of the CRM pie when overall, most businesses don’t have the culture to give hoot about it. So, let’s focus on the fundamentals of outside-in thinking and cultural change. If things get going really good for your business and you have lot’s of free time, invent a board game called “Redefining Words For Family Fun Time.” It’s perfect for late evening entertainment – especially when you’ve been drinking.
What This Post Is Not About
- This post is not bashing Social CRM (although I still like CRM 2.0 because it’s next next version of CRM with new features). In fact, I agree that while our customers expectations have always needed to be well understood, and exceeded, they have much more control over the way they buy now, and how they decide to buy as well. That doesn’t change the fundamentals in any way shape or form. It’s a facet of the customer ecosystem that any business that listens and adapts has probably been dealing with for some time now. Revelation: your customers talk about you behind your back, and now they have megaphones. Deal with it.
- It’s not about bashing the discussion of value. Value is key. It’s one thing we should be measuring instead of actual sales vs. quota by month, The question is what we’re measuring. Sure, value is created along the entire (value) chain. But we need deal with this in terms that Barney Fife would understand. Let’s not cloud the real customer-centric mission here.
I believe all businesses will have to embrace some realities of the social customer going forward. Some more than others. It depends on your customers, after all, and that’s really what CRM has always been about.
I’m sure I got this all wrong, so please set me straight by continuing the conversation below. Otherwise, just tell me how awesome I am. If too many people give me a thumbs down, I will have to turn my rating system off. Transparency in action folks.
Is Your CRM Vendor Social?
If your CRM vendor has a website, a blog and an online community powered by Lithium, you probably think they get the whole social thing, right? And if they have the Ideas module installed you’re probably thrilled because now you have a place to offer your ideas directly to the vendor.
What a great concept. You offer ideas, they get voted on by the community, and some are ultimately considered for inclusion into the product. This whole idea of crowd-sourcing can be debated as to it’s effectiveness. But, in a small community of experienced professionals, you’ll usually identify a few ideas that really stand out, and the community votes them into prominence.
I have such an idea. It’s been at the top of the list since it was submitted – months ago. The Ideas community has been around for quite awhile now as well. So, I was pretty disappointed when I found out recently that none of the management had heard of the idea. Then, as I was poking around this community today, I noticed this box….
Do you see what I see? 62 ideas, yet none of them are under consideration. None have been implemented. None have been accepted. And none are even up for future review. Hmm…..
So, I decide to submit a new idea. This idea was
Why don’t you update the statuses of the Ideas so we are inclined to post more ideas?
A friend of mine tagged it and responded to it. How do I know? Because I got an automated email from the community with the message. However, when I clicked on the link, I found that the Idea had been deleted within 5 minutes of its posting.
OK, fine. They don’t like being criticized for pretending to be engaged with their community. But, that’s exactly what they appear to be doing, and it concerns me a great deal. I have a vested interest in their success, yet they don’t listen to their partners and simply create product roadmaps they then ask us to sell for them.
I Don’t Expect Every Company To Be Customer-Centric
But, I do expect a CRM vendor to get customer-centricity – even if at the end of the day they have to sell a product. Being out in the field, my colleagues and I simply know more (collectively) than any of the corporate guns. Why aren’t these companies looking for people like me (or my battle hardened colleagues) to fill their ranks? Yes, I’ve read the resumes. They often come from a channel .So, why the heck aren’t they listening to ours – and what channel were they operating in, certainly not mine.
The Ideas community is supposed to provide the experience that we can bring to the table. Yet, it’s ignored. It’s not taken seriously. And I’ve found myself asking “Did you read my idea?” only to find out that they hadn’t. And the idea statuses are a clear indication of that. They are simply being ignored in favor of an internal agenda.
So why bother putting up this module in the community? I’ve already asked myself if there is any point suggesting any more ideas. This embarrassing reaction to my Idea tells me a lot about the people I’m counting on to deliver an excellent product – one that meets the needs of my customers’ business strategies.
Every interaction my peers and I have had (with them) starts and ends with them telling us what they are doing, under the guise of getting our ideas (consent). I find it disturbing and also pretty offensive that I’m expected to pretend like this; while at the same time trying to educate my customers on customer-centric strategy and social engagement – admittedly, I’m still in the learning process here.
I am therefore exercising my rights as a social customer and social partner to voice my opinion on this matter – in a venue I control – where nothing will be deleted, including comments from anyone who feels I’m talking about them
Update
Suddenly, the status are being updated. Yet, not according to votes, and with a few twists. It seems that Ideas are being forced to fit into their plan instead of building a plan for the Ideas. I guess my Idea to update the statuses is the only one that’s actually been accepted, although it’s not reflected in the statistics.
Everything is under consideration, accept the top idea….by far the top idea.
Nice….
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