For Innovation’s Sake, Reach Through the ‘Bozone’ Layer!
“The leaders at the top need to hear from the people on the line – the clerks, the customer service reps, the people who are actually touching the customers,” says Jones, author of On Innovation (www.jonesoninnovation.com).
“They’re almost always the employees with the best ideas for solving problems, streamlining processes, improving the customers’ experience. That’s where innovation begins.
The trouble is, in companies where the leadership has made failure too risky for middle managers, an impenetrable “bozone layer” forms between those at the top and those at the bottom.
“The short-term solution is for leaders to find ways to reach through the ‘bozone layer’ and talk to the workers. Solicit their ideas, implement them and give them a really big shout out for their great contribution,” Jones says.
“The long-term solution is to vaporize the bozone layer by changing the culture.
Encourage experimentation and new ideas. When something doesn’t work, kill the project — not the person! People need to know it’s safe to experiment and even to fail.”
- If company leaders reward middle managers for their successes, doesn’t that encourage risk-taking?
- In your own experience as a business leader, what was the best innovative idea you implemented that came from “the bottom”?
- How can leaders win the trust of managers who’ve seen people demoted or fired for taking a risk that bombed?
- What’s a good example of an innovative company that has successfully dealt with the bozone layer?
Terry Jones joined host, Cindy F. Solomon, on Monday, June 10, 2013 at the simultaneous times of 10:00 AM Pacific Time, 11:00 AM MST Denver, 12:00 Noon CST Chicago, and 1:00 PM EST Boston.
Participants are welcome to listen live to the weekly show at http://www.blogtalkradio.com/prodmgmttalk, call in to talk on the show (323) 927-2957 and to participate on Twitter by following @ProdMgmtTalk and tweeting using the hashtag #ProdMgmtTalk
About Terry Jones
Terry Jones founded Travelocity.com in 1996 and led the company as president and CEO until May 2002. He is managing principal of Essential Ideas, a consultancy he cofounded to help companies in their transition to the digital economy, and serves as chairman of the board at Kayak.com, which he also founded. Previously, he served as chief information officer at Sabre Inc., where he held various executive positions for 24 years. Before Sabre, he joined American Airlines as director of product development and eventually became president of the division. Jones is a graduate of Denison University. http://tbjones.com/
Terry’s New Book is “ON Innovation”
This book’s focus is turning on innovation in your culture, teams and organization.
On Innovation has 72 short ideas on how to build teams, create a culture, and select the best ideas. It includes a section on “Innovation in a large corporation”
It is available on Amazon in paperback and Kindle format and in the IBook store for Ipad.
First editorial reviews of ON Innovation
Terry Jones’s book “On Innovation” is a gem. You’ll come away from this book enriched, even if you just only dip into it in 10 minute snatches now and again. TNOOZ Travel News
If you’re looking for inspiration to kick-start your business for 2013, get your hands on a copy of ON INNOVATION. Tahoe Bonanza
A quick and inspiring take on building innovation from the ground up. KIRKUS Reviews
The book… speaks in layman’s terms, to the everyman and everywoman who wants to better himself or herself and their teams. MOONSHINE INK
This is a book that is ideal for front line staff, CEOs and definitely middle managers… “how to” book. How to do things, how to look at your business in a new way, how to be strategic, how to listen — overall, how to innovate. Lake Tahoe News
PIPELINE 2013 Mini Conference: June 19th
View special re-airings of presentations from Terry Jones and Dr. Robert Cooper and then join them for live Q&A. Already registered? You’ll just log in right here on June 19 with your email address. Not yet registered?Register today for the PIPELINE 2013 Mini Conference: June 19th.
Lah describes a typical early stage VC-backed startup as having a “3-1-6″ model, in which
30% of revenue is from the core software product,
10% is from support fees, and the remaining
60% from professional services.
a mature product company will often have a “6-3-1″ model which is almost the inverse distribution.
60% from core software product
30% from support fees
10% from professional services
The key takeaway is that your professional services team can have as much of an impact on your customer’s brand experience as your product itself. In fact, for the first part of the engagement, your professional services team IS YOUR BRAND. You’ve got to balance the mix between service and software so that you get the numbers right. But getting the people, process, and culture right is even more important. In the end, if your customers have a positive experience with your services organization, they are likely to buy more products. And if you don’t take the right approach with this important 10% of your business, you could be screwing up the remaining 90%.
See on extensionengine.com
If you’re new to the field of customer experience management, what would you expect? Read on to see what surprised Selwa Lukoskie in her first experiences in writing about CX.
customer experience (CX)
CX is a multifaceted discipline. CX – like UX and customer service – is actually an entire discipline, equipped with scientific research, data, metrics, experts, thought leaders, etc.
“According to Harley Manning, vice president and research director at Forrester Research, customer experience is:
how customers perceive their interactions with a company along each step of a customer journey, from discovery, to purchase and use, to getting service.”
“A company may perceive to have given a good overall customer experience, but that’s only one side of the equation. A customer’s perception is what really matters. No matter what kind of experience you think you gave a customer, they may have perceived something entirely different. This makes the definition of CX – and its metrics – not just multifaceted, but also ambiguous.”
See on www.goinstant.com