Organising behaviour – learning from Zappos shift to holacracy

Organising behaviour – learning from Zappos shift to holacracy

4 years ago 0 0 1417

We create structure and process in a business for only one purpose – to organise behaviour so as to create efficient and effective ways of getting things done. With Zappo’s in the news for instituting a ‘holacracy’ model of organisation, it raises some interesting questions about how we can – and should – organise behaviour. How well does it work when you tell someone with depression to “Be Happy”? The paradox implied in the instruction “Be spontaneous” should be clear – how is spontaneity spontaneous if you have ordered it? This has never been better demonstrated in the corporate world than is currently happening at Zappos: “You will become a holacracy”! Forcing the organisation to become self-organising has an ironic paradox buried at its heart. However, as the organisation pursues this idealised structure, it will provide a fascinating case study over time. With it reported that one in seven employees

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Why most sales reps aren’t built to perform

4 years ago 1 0 1128

Our customers today have access to overwhelming volumes of information, have so many choices and are ever more discerning.  The ability for our customers to truly understand what we can offer them can simply be lost in the white noise. How we connect to customers and sell them our purpose, our values and our offerings can be critical in cutting through this white noise and drive business success.  Great sales people are therefore a prerequisite of success – and you need them right across your business. As organisations become more social and customer centric, every person within the organisation not only becomes a brand ambassador, but a ‘salesperson’ of the organisation, and for the organisation, to its customers.  The old days of salespeople on the ‘outside’ and everyone else huddled within are definitely gone. So what really makes a great salesperson? If you had to identify the profile that would

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Customers experience pain

4 years ago 0 0 744

Apple announce that iPhone 6 will go on sale at Midnight next Wednesday. By Monday evening, the queue is already forming.  Apple customers are putting themselves through 36 hours of ‘pain’ to become one of the first to own a new model of something they can get today. You walk about a kilometre, have to drag items out of a warehouse and load them onto a trolley to go through check out at Ikea.  Clients accept this pain to buy furniture (that will probably cause them even more pain when they get home and get out the allen key!) You have to wait on hold for a phone operator for two minutes – and the wait is intolerable! In business, we put our clients into three different types of pain: 1: Brand-reinforcing (valued) pain.  This pain, like queuing outside Apple stores, is part of the ‘story’ and enhances the perceived

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Business Development Excellence

4 years ago 0 0 1114

How do you, and your organisation, approach business development?  That is, how do you work to grow your business? Are you a ‘shotgun marketer’?  Spray your marketing efforts in a wide arc hoping to ‘wing’ a few customers and bring them to ground? Or are you a replay marketer?  Do what you have always done? Or maybe a ‘shiny things’ marketer?  Are you the type that was the first on Facebook, Twitter and any other ‘shiny new’ marketing idea? Business Development is something that is a necessity in any business.  Whether you are a local pizza shop selling to the neighbourhood, or a major corporate selling around the globe, the way that you think about business development will have a massive impact on the success of your business. Working with many organisations across a spectrum of industries on business development, it has become clear that there are lots of areas

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you get what you deserve

Leading Customer Service Excellence

4 years ago 0 0 2128

Leading Customer Excellence Sometimes common themes emerge which run through the work you are doing.  At the moment, there seems to be a deep need for engagement, for resilience and excellence in customer service. Perhaps they all stem from the same place – the environment that business exists in is tough – there are competitors, the customer has high expectations and the landscape is often changing through technology, regulatory change or economic pressure. We know that customers have access to unlimited information, often an overwhelming range of options and know their ‘power’ in dealing with organisations.  This makes the point of customer interface critical – we have to provide an excellence in experience which allows them to remain engaged and want to be our customer. How do we, as leaders, help our front line people consistently deliver great customer service?  This is one of the things I have been working

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