Yesterday, the company I chose to deliver fiber to my home made their best effort to loose me as a customer. Due to unfortunate circumstances I narrowly missed a visit by a technician, and when I called them to figure out what went wrong, the customer support was rude and hung up on me.
Companies behaving that way may have a good or even great product. But they have a shitty customer experience. And in a day and age where basically everybody can do anything, the true differentiator between winning and losing as a business with the customer is precisely what happened to me: A shitty customer experience.
Whether you are in a corporate or getting your own startup off the ground you should aim to lead by experience; be the most open, accommodating, empathetic and what have you. Because even if I as a customer come to you with a problem, I will remember you cared – and I will our relationship an extra shot.
What do you do, when you are a big fan of Assumptions Mapping as brought forward to David J Bland of Precoil, but you are not into doing a lot of Post It’s on a wall? You of course build an Excel model for it.
I have been using Assumptions Mapping for a couple of years now, but I have always struggled to use it in fx a workshop setting, because the concept with the quadrant, identifying knowledge gaps etc is foreign to many people. My experience is that it often goes much better if you just have a conversation, ask questions and plot down the answers.
So, I build a model in Excel that does exactly that. It lets you ask all the questions, make notes and score each answer based on the degree you have hard data on it and its criticality to the overall project. Once scores, the model will build a scatter chart with the correct labels, and in an instant you will have a visualization, you can work from. Cool, huh?
(Illustration: Visualisering fra modellen)
The events of recent years have shown that with great technology comes great benefit and great risk. Even the best services and tools can be used in ways that have opposite consequences of what was intended. And the risk of the latter happening gets compounded when the genie is out of the bottle; it gets super hard to stop again. In most instances it is not even possible.
For that reason we need to design products, services and tools in a different way. Where we have long made security a key component of how we think about designing systems, we should also have what I would call the flipside as a key consideration: How could this be exploited to evil ends, and what do we build into the product or service that will help prevent that.
I think that it is both a needed thing to do and a potential gamechanger for many. Trust has eroded in a lot of the platforms and companies that have struggle with ‘doing no evil’, and tomorrows winners will be those that serve an entirely good purpose and – by design – prohibits evil exploitation.
Starting today, food-delivery company Deliveroo will no longer be delivering meals from restaurants in Germany. While in itself there is nothing spectacular about a business exiting a market, it is spectacular that the notice to the companies delivery people – riders, as they are called – was only FOUR days.
Variable low-wage pay, unclear working conditions and – as it turns out – non-existing notices of termination are some of the flip sides of what is being called the Gig Economy. And while – again – there is nothing wrong with a flexible work environment presenting new opportunities to people looking for something else than ‘a regular job’, we need to be aware of the fact that every coin always have two sides to it.
We are so accustomed to hearing all the stories about innovative new ways of doing things, sharing things etc, and how it is all the rage for the future. We need to remember that there may be some other truths behind the stories essentially driving the need for glossy narratives. And we need to have an open discussion about these things in order to avoid creating a future society with too much tension between those who have a lot and those who have very little. That tension NEVER ends in a good place.
Hat tip: @tveskov for the headline
Recently I met with a good colleague for a coffee to share experiences. One of the things, we discussed, was how to do a handover from a project, you started, to someone else who is going to turn it into a business. It’s an important milestone for what we do at inQvation Studio, and thus getting it right is super critical to us.
I always imagined that the right approach would be to go out and recruit a great team, get the people on board with the project and then basically step back. But after our chat, my mind changed.
Because it is not about stepping back. It is about being pushed out by the new members on the team. Because when they do that they show that they are in charge and you are no longer needed. In summary, the people you are looking for to join the team are those passionate, eager and ambitious enough that they will challenge you – and ultimately drive you towards the door. Because then they will have made it their own. And that is what is needed for success.
Today is a special day at inQvation Studio. Today is the day where Alita Juzene joins us as our new Growth Designer.
Alita has a background as graphic designer specialized in digital concept development, and in the team she will be on point to help us bring our ideas to life, one experiment at a time.
In her new role Alita is going to be a super addition to the team, and I can’t wait to get down to work on the projects that are already lined up.
A big and warm WELCOME!
When you try to do something completely new, the only way you will know whether customers like it or reject it is if you show it to them.
This is precisely the argument for why you should be running experiments again and again, as you try to move forward from idea to a product or a service; you need to take stock of your customers to see, if you are essentially on the same page as they are. It not, redo, retool, relaunch or just stop.
Show your ugliness. Give your idea a spin. A little time and money invested in the right experiments go a long way into guiding the big product decisions that are truly costly.
The summer is over. 3 weeks go by so fast, when you are having fun, and I definitely enjoyed some time off with my family with time spent visiting family in Jutland, going on some outings in and near Copenhagen and ending with a very hot but enjoyable week in Alcudia, Mallorca.
It was also a welcome pause to reflect on the start at inQvation, and what we have learned so far about how we should be doing things and what we should better leave behind. It has been a nice, steep and fun learning curve, and I am absolutely thrilled to get back into the mix of things and help make cool things happen.
The fall is going to be important and super busy for us. I have set myself a couple of targets that I want to drive towards, and if we make them, we should be entering 2019 in very good stead. Onwards and upwards!
It has been a hectic 10 weeks since I joined inQvation as Head of Studio; brand new team forming, lots of things to put in place in order to enable us to have solid structure for what we have set out to do, lots of ideas under consideration and lots of interesting projects to contribute to one way or the other.
The fun has been immense so far. The inQvation team is stellar in every way, ambition is through the rough in the best possible way, and we laugh a lot. All traits of a place, you’re eager to head off to every single morning, and honestly a place that could well serve as an inspiration to many other companies.
So now it is time to take a small summer break. The kids are eagerly awaiting spending some quality time together as a family, and for the next three weeks I will indulge them fully. I will be back – and normal service will resume here – on August 12. Be ready and strap yourselves in when we get there, because it is going to be amazing.
Yesterday I met with an former colleague who stepped down from a C-level job to essentially become a landlord renting out spare rooms in his house and making a nice flexible living doing so. It was very inspiring – and surprising.
We took a walk, and he ‘walked’ me through his business and how he operates it. How he essentially tests every little twist and turn with his guests in order to figure out what works and what doesn’t. And how he always keeps his eye on the operational aspect of it all making sure that the operation is as automated as it can get and relies as little as possible on him actually being there to take care of things.
The operational aspect was mindblowing; always staying one step ahead thinking about everything making sure that what you do is manageable from an operations point-of-view – not making it too complex in the process. The idea is fascinating and intellectually stimulating, and I think there is a lot of value to be had there for start-ups by thinking along the same lines to make things efficient, reduce burn-rate etc. I will definitely be working more on that.