Tag Archives: design

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pessimistic design

Pessimistic Design Leads To Higher Workplace Costs

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Are you focused on process or product? Do you classify your work as a project? In the workplace pessimistic design often creates higher costs of doing business.

Recently, I received an email with a somewhat interesting tag line.

“Projects cost you money. Process makes you money.”

It was a spam sort of thing, trying to entice me to hire some outsourced assistance with lead generation.

The Concept of Systems

When you think about systems what is your first thought?

People often quickly associate systems with efficiency, perhaps quality, or a foolproof method of effectively accomplishing work.

Do systems cost money or save money?

Initially, it seems that setting up the system costs a little. It takes time, energy, and other resources to get things setup. After that, we often make the assumption that the system will improve quality or efficiency.

What happens if we are pessimistic in our approach to system design?

Pessimistic Design

Imagine for a moment that we assess the likelihood of failure as much more common than the likelihood of success. Imagine that we suspect a far greater chance of cracks, breaks, or derail opportunities than what is truly likely?

Do you backup the data in your cell phone? What about your personal computing device? Is one backup sufficient? Should you have a backup to the backup? What have you designed for redundancy?

Does your car have a spare tire? Do you know how to use it? Should you carry an additional spare? Will your battery work to start the car, do you carry an additional battery?

Going too far with system design can cost more money than what the design was initially intended to do.

The costs associated with a poor design or over-engineering will surely outweigh the cost benefits of the process.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.


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Customer Service Best Practices

Do You Use Customer Service Best Practices?

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Organizations everywhere are trying to build their brand. Their image, reputation, and the work that they do are possibly the result of years of innovation. Has your organization considered customer service best practices? How will you build your brand?

In society, we are always using best practices and lessons learned. The same is often true for businesses and even to some extent our government.

Refining Products and Services

General Motors, Ford, and even Tesla use best practices. They are building and refining designs that may have started more than 100 years ago. Part of their mission is to improve the product, even the nuts, bolts, and welds. They strive to improve the reliability, durability, and power.

We can’t forget about comfort, safety, and the feeling of the ride. The features and systems that make the automobile what it is today are largely based on best practices developed across time. Engineers and experts learn from years of trial and error.

Best practices and lessons learned hold tremendous value. This is true in building science, agriculture, and even in technology management. We make things better, stronger, and more efficient. In part, because we’ve learned from the past.

Innovation and Design

We can’t ignore the other side of following best practices. This side goes to the innovators, risk takers, and all of the artful approaches for something new.

The risk is different for innovation. The costs are sometimes higher; the time to bring it to market may be longer. Even this work is based somewhat on what has come before it. It is different because it pushes beyond the limits of past experiences.

This form of exploration considers trends in style, taste, and even color. It doesn’t always follow. It often intentionally goes a completely different direction.

Customer Service Best Practices

The best practices that you put in place to build your brand are important. Your culture of customer service and creating the best customer experience should build on lessons learned.

Additionally, the best will consider how to go beyond the norm. Beyond the norm considers how direction will be set and how to risk developing something new, something more efficient, and most of all, tasteful.

The most important part of best practices is that they are always evolving, it is innovation after the learning.

You can ignore the past if you wish, but nearly everything we build is based on an earlier idea that has been modified.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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design customer service dennis gilbert

3 Reasons Committees Shouldn’t Design Customer Service

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Today much of our customer service has a digital focus. We download, upload, and avoid the print out or hard copy. Digital services really aren’t the problem though. It might be more about the design. There are reasons why committees shouldn’t design customer service.

It is easy for the committee, the board of directors, and those in the ivory tower to get off track. They often design to protect profit while often not realizing that they are limiting the exact scenario they are trying to protect. Certainly, you can’t give it all away but you also need to have the correct focus.

Design Customer Service

Here are three reasons why committees shouldn’t design customer service:

  1. Operationally feasible. The committee usually (but not always) represents people across the operational framework. They design what works for operations while seeking solutions to resolve operational problems. Solutions for customers are often not their focus, even when they might suggest that they are.
  2. Top floor. We tend to understand our own framework. The front line is often very different from the top floor. Sure, you can see things from the top of the canyon, but that doesn’t necessarily mean you’ll make the best choice to ride the white water in a raft at the bottom.
  3. Punishment. There is a delicate balance between helping the customer for more future profit and protecting the bottom line. Elevators and escalators are expensive but forcing your customers to take the stairs might be more punishment than they’ll accept. Literally or figuratively, committees often decide in favor of the stairs.

Design of the Committee

The argument might then become that the wrong people are on the committee. Certainly, that is a valid argument. That might lead us to consider how the committee formed.

Effort might not be the reason for failure.

It might be the design.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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