Starting with this post, I am going to share a weekly series of ‘3 top tips’ for maximising the value of each of the different technical teams within a Customer Insight department; starting with the research team.
None of what I’m about to share is rocket science and is probably only a reminder of what you knew already. However, these updates will comprise lessons learnt, normally from getting it wrong first, and so are practical advice “from the trenches”. Given recent content has focussed on data or analytics, I will start with some advice for leaders to maximise the value of their in-house research team.
Instead, your votes have identified 7 equally likely barriers. Perhaps it really is, as Proverbs puts it, “the little foxes who spoil the vineyard”.
They say a problem shared is a problem halved, so hopefully it helps you to understand the barriers that other leaders are facing. In this post I’ll also share some initial thoughts on interventions that may help you overcome them. (more…)
The sub-title of this book is “Can you learn to be happy?” and this question is explored through a series of short chapters summarising the most popular course at Harvard today.
This might seem a strange topic for this blog, but my coaching work with customer insight leaders has taught me the power of Positive Psychology. It is also a short (168 pages) book, fun and very accessible; so a good compliment to some of the weightier tomes that I’ve reviewed here. (more…)
Whilst debating the relative merits of different metrics, I’ve been reminded of the importance of a culture of action within teams.
That debate was sparked by my recent post, encouraging those implementing Customer Effort Score programmes to learn the lessons of what happened with NPS (i.e. don’t waste time arguing over metrics). Ironically this then prompted comments debating the relative merits of NPS, CES or CSat as metrics.
But it’s always good to get comments and debate going, so I’ve enjoyed the ensuing conversation here and on Customer Think blog. Whilst debating there, on the relative importance of metrics versus action, I’ve been reminded of the importance of creating a customer insight team culture which drives action.
For a previous poll, in answer to the question “which support service would you choose?”, your most popular choice was training for customer insight teams. The joint next choices were, a capability health check, or bespoke consultancy. This is coupled with 88% of you confirming that in an “ideal world” you would seek external help.
Since May, I’ve spoken at five different customer insight related conferences, and the questions asked during these events have supported this view, that recruitment and training of customer insight analysts are top concerns. No wonder that Laughlin Consultancy, like others has developed training material to educate new analysts and those who have technical skills but no background in customer insight. I’m sure that will be a growing market as the search for analytics talent draws from a wider diversity of backgrounds.
Now, to digger deeper as to the needs of customer insight leaders and their teams, let’s focus on one of the problems they face. From talking to many different leaders over the years, at some point in the conversation most will express a challenge or barrier they face; in either driving real value from insight or realising the full value potential of their team’s work.
So, please let us know which of the choices below you would identify as the biggest barrier to realising the full value potential from your customer insight capability. This is an anonymous survey, so please share the biggest barrier you face…
Once this poll has significant results, I’ll share ideas and experience relevant to the top challenges you are facing (as well as the results). Thanks.
To compliment our recent emphasis on analytics, here are a number of data related articles from other bloggers to share with you. First, in an article published within Autumn 2014 edition of DataIQ Magazine, I caution the new cohort of more senior Customer Insight Leaders to not overlook their data teams. I would recommend anyone in this role read: “Don’t turn your data team into Cinderella“.
To introduce “How can you influence at the Top Table”, I mentioned the growing number of Customer Insight Directors or Chief Knowledge Officers now emerging as C-Suite level roles in blue chip companies. We have also shared six tips for those with the new role of Chief Analytics Officer (or as some companies prefer Chief Customer Science Officer). To compliment that content, here is an interesting perspective from IBM, introducing the Chief Data Officer role. CDOs may have a less glamorous job in many organisations, but they are no less vital to the success of Customer Insight capabilities:
The topic of data sharing and open disclosure with customers or citizens has been in and out of the news in recent years. Two communications on this topic struck me recently. The first is Tim Davies’ overview of the changes being proposed for government to register its data sharing arrangements. In light of the coming General Data Protection Regulation from the EU, this is an interesting approach which businesses would do well to watch:
On a more personal note, I had the unusual experience of being impressed by an email on how a business will use my personal data, or a privacy notice. Communications on this topic are normally so dry that they appear to be using boredom as a means of avoiding customers engaging and understanding impact. However, a noble exception recently was this email which I received from LinkedIn. Both the language used and the ethos of the approach were refreshing, perhaps other businesses could learn from this approach:
I hope all that data-related content helps redress the balance. It must be time for research again soon! In the meantime, do let us have your comments on these or any related data topics that matter to you.