Santa Claus and customer Experience – Lessons from Miracle on 34th Street

Let me confess this now.  I cry when watching films – probably a lot more than is “normal” for a bloke, but there’s just something about a big screen, human story (or in some cases cartoon or puppet story) that gets inside me and brings tears to my eyes.    I know, I know, “man up” I hear you cry but I fear it’s a losing battle and I will forever get a little misty eyed when gazing at the silver screen or the telly.  On the plus side I can get really excited about films – they inspire me to think.

Last weekend I sat down with the family to watch the first of the Xmas films – Miracle on 34^th Street (featuring the fabulous Dickie Attenborough) and yes, I did have a moist eye at the end as the State of New York declared its belief in Santa Claus but that’s not the point.

The point is, as I watched the film I was inspired again by Santa Claus/Kris Kringle’s attitude to customer service.  For those of you who haven’t seen the film – there is a wonderful scene where a shopper “corners” a manager of Coles’ department store, seemingly to “complain” about the advice she has just been given by the stores Santa (Kris Kringle), who has advised her that the toy she wants to buy for her child is much cheaper at the store down the street.  Just as the manager is beginning to apologise the shopper announces that if that is the kind of service Coles is offering to their clients then she will be shopping there for all her household items not just Xmas toys.  Stunned but delighted the manager realises that Coles (thanks to Santa) has stumbled upon a truly differentiated customer experience and runs off to pitch the idea to the Board.  Of course, as this is Hollywood the idea works brilliantly and Coles’ has people queuing out of the doors delighted by the stores new service mantra.

Now I know that the idea of being “reassuringly honest” has and is being tried in a number of businesses (e.g AVIVA – “Quote me Happy”) to drive loyalty and better quality business.  As such, whilst deeply refreshing and good for the soul, it is not a new or novel approach even if it is a rarity.  However, what really struck me is that what Santa “gets” so clearly is that his organisation doesn’t “own” the customer.   His empathy with the customer is profound and he has a willingness to serve the customer that is above all else.  He is a true “partner” - he has set the customer free to make the right decision.  

We all know that as customers this is how we’d like to be treated by those institutions who aspire to be our “partners”.  Many supermarkets, banks, insurers, telcos, petrol companies, retailers and utilities companies want to be more than a company delivering a transaction.  Most really want us to have a loyalty inducing customer experience when we interact with them but too often they struggle to deliver it leaving us with the feeling that somehow we just became a captive, a “share of wallet”, a plus in someone’s sales figures or a sucker.  Why? – Surely by now we have understood the societal and economic impacts of being honest and the disastrous effects of miss-selling, miss -appropriating and miss-managing the customer.  What is the solution?

To deliver a compelling “partner like” experience to its customers an organisation needs to take a number of lessons out of Santa Claus’s manual.   So here are four things that Santa gets right  that enables him to be a real partner. 

1)      He has real confidence in his brand and product – he is not trying to sell a substandard, immoral or environmentally damaging product.   Xmas is cool.  He does not have to have regulators haranguing him to “treat his customers fairly” – it’s what he wants to do.  His reputation is exceedingly important and he will not jeopardise it.

2)      He knows his customers really well – he knows what they like and he listens to them – his data sources and analytics capabilities are so good he even knows who’s been naughty and who’s been nice.  

3)      He knows what’s right for us – like a good parent he is able to analyse and make sense of the welter of mixed messages that his customers emit and find the product that is actually what the customer wants or needs – which may be different from the product that the customer originally thought they might want.

4)      When his customers makes their choices he delivers – he has a genius supply chain and is capable of deploying all kinds of ground breaking technology (flying reindeers etc) to ensure that each and every one of his customers feels special and cared for.

5)      He only employs people who are prepared to believe in the product – now whilst his recruitment requirements (ability to make toys by hand, ability to live in cold climate, ability to wear garish hats and pointy cloth shoes) may seem odd to some but we all know that in order for his business to work the people who work in it have to believe in what they are doing and particularly who they work for.

So in a digital world my advice to businesses is as follows:

1)      Build great products – designed with, for and by your customers

2)      Deploy “digital senses” (social, local and mobile capabilities) that allow you to really get to know your customers well

3)      Build really smart data and analytics capabilities that are deeply customer sensitive and allow you to personalise your products

4)      Redesign your operational processes using digital capabilities fulfil your customers need as if it was magic

5)      Employ people who live in the digital world, believe in what you are doing and have the right capabilities

Happy Xmas and thank you Santa Claus

When work becomes play: Using Game Mechanics to Drive Digital Transformation

Here's a fabulous blog on Gamification by the effervescent Maggie Buggie our Head of Digital Transformation at Capgemini Consulting.  This is her bag baby.  Hope you enjoy it.

Gamification is a term that has experienced major market hype and to a certain extent has suffered for it.  That said, when you get below the hype there really is a tangible business potential to be harnessed by the application of intelligent, focused gamification interventions.

Gamification is the use of gaming mechanics in a non-gaming environment. The concept uses game thinking to solve problems and engage audiences.  It is regularly oversimplified to a lowest common denominator of “playing games at work” but to do so is to miss the point.  Within an organisation gamification utilises intrinsic human behaviours such as the need for recognition to drive and embed performance change and to augment the enterprise’s innovative capacity.

Against a background of changing consumer behaviours, the perennial challenge of driving ROI with historical technology and the burgeoning employee expectations of their workplace experience, the appetite of executives for innovative mechanisms they can deploy to create a step change in business performance is growing.  It is estimated that over 70% of all transformations fail.  Couple this with research estimates that over 71% of employees are not engaged or are actively disengaged from their work and the prognosis for most business transformations is not good.  Market analysts have indicated gamification based services as one of the next frontiers in the Digital evolution for business.  According to Gartner, “by 2015, 40% of Global organisations will use gamification as the primary mechanism to transform business operations” and Forrester has forecast that the gamification market is expected to be worth $2.5bn by 2015.

Cultural change is a key element of the Digital Transformation agenda. Increasingly our clients, across all sectors, are acknowledging the need to address and drive behavioural change as part of the cultural shift to a digitally enabled, change ready organisation.  People and transformation management intensity are key to unlocking the digital advantage as evidenced by our recent empirical research on Digital Transformation with MIT. http://www.capgemini-consulting.com/the-digital-advantage/

and have successfully unlocked increased business performance through digitally enabled transformation

“How” you approach and deliver digital transformation is as important as “What” you do.  What distinguishes the “digirati” from the rest of the pack is that they exhibit digital maturity.  

2013 will see a wider gap emerging between those who are successfully driving their business through digital and those who are not, and are therefore getting left behind.  Addressing behavioural change through enterprise gamification is a key part of both building enterprise innovation capacity and unlocking the digital advantage.  It’s the beginning of a new game in the Digital revolution.

The Innovation Showdown - Maslow vs Robbie Williams

Isn’t our own human nature infuriating – most of us have an innate desire and drive to build for ourselves, over the course of our adult lives, a cocoon of security.  This cocoon will be physical, monetary, emotional and psychological and act to protect us – it fulfils the need to “settle down”, “make things comfortable” and create a “safety net” for ourselves, our families and our enterprises – Maslow’s hierarchy of needs in action.  At the same time this very layer of protection can make us inflexible, unwilling to change and vulnerable to unpredicted changes in our circumstances and environment.  It also effectively kills off the felt “necessity” that is the “mother of invention”.  This is not good for innovation.

This observation is, of course, not new - the anthropologists, historians and psychologists have been studying the effects of this cocooning and the subsequent traumatic rebirths on civilisations, institutions and individuals for many hundreds of years (revolutions, paradigm shifts and mid-life crises).   So the idea of regularly embracing change and upheaval in order to survive and thrive in difficult times is well known (think Kaizen) and a proven strategy for success – think Apple and Steve Jobs.

Given that this is the case it never ceases to amaze me how many businesses fail to make the big leadership decisions required to invest in innovation and change when hard times arrive.  Instead most opt to batten down the hatches, put their heads in the sand and pray, effectively assigning themselves to the waste bin of history.   In essence – investing in innovation in a down turn is deeply counter-intuitive and deeply difficult but is nonetheless absolutely essential.   Unless an organisation wants to die slowly like the fabled frog in the saucepan of slowly heating water it must find leaders who are prepared to take the necessary risks, challenge the “perceived wisdom” of the cocoon, eschew the desire to retract and retrench and instead spend their efforts and energy on reaching out for the new.  

The irony is that most initially gung-ho leaders subscribe to the “succeed or die trying” maxim until the possibility of “dying trying” becomes a very possible outcome at which time the wisdom of the cocoon becomes overwhelming, the expansive rhetoric disappears and the hunker-down actions are mandated.  So what are us frail leaders, who hanker after the courage to make the difficult decisions, to do? 

Well the only thing I can see from my experience is to practice the art of deliberately and regularly lifting ourselves out of our comfort zones – make a deliberate act to take stock of our own levels of comfort and to ask ourselves if there isn’t some new challenge we can create in our lives.  This does of course require great effort and energy and flies in the face of the innate desire to build our comfort cocoons.  It does in fact require an almost zen like dedication to personal development and the discomforts of growth.  This is far from easy and at my current age I am deeply conscious of the lure of the cocoon but am keen to avoid jumping into it until I’m actually ready to die – after all a cocoon is just a coffin of our own making and in the words of Robbie Williams "I hope I'm old before I die."

So how do innovators tip the odds in Robbie Williams favour?  From what I have observed those innovators that still "have it" beyond the age of 30 are those that have practiced the art of pushing themselves, continually.  If we can practice this habit when we are not in deeply difficult circumstances we are in with half a chance of being able to successfully perform when our lives, businesses and countries encounter major upheaval.  My advice is to get yourself a provocative mentor or coach – not one who will act as a therapist, but one who will push you and not let you rest in your comfort zone.  You won’t necessarily enjoy the experience but it might keep you out of the cocoon and closer to the edge for a little while longer.

Snakes on a Plane - How to pitch an Innovation

Over the last month I have been working with a tech start up team looking at how best to bring a new product to market.  This has meant getting deeply involved with the team who have sweated blood and tears to build a product that has masses of potential.  Listening to them and getting right under the covers of the product has been a lot of fun and very energising.   However, what has been really interesting has been the debate and discussion we have had about how best to bring the product to market.  

Now as a student of the “art of pitching” I am a huge fan of the idea that the winning concepts are those that can be simply communicated in a way that creates a compelling mental picture in the minds of the audience – think of the eponymous pitch for the movie “Snakes on a Plane” – in 4 words you have a pretty good idea about what the potential film is all about.   It’s a genius pitch – shame about the movie.   So surely the task I should be helping the team work through is the creation of a simple, creative and pithy statement that sums up the product.  Well yes, but...

What has become clear as we have debated our go-to-market plan is, that for the product to be effectively launched, we need to be able to communicate its merits to several key audiences (not just one) – each of whom have very different motivations for engaging with the product.   We need to be able to engage our potential end users, we need to be able to engage our current and future investors and we need to be able to engage the CMOs and CIOs of medium sized corporates.  In effect we need to be able to explain our product simply in three or four different “languages” – languages that resonate with each of the audiences.  The need to be sensitive and adaptive to the diverse motivations of the different audiences is something most innovators only discover through the bitter experience of making an impassioned pitch that is met with bland indifference.  Too often innovators fail to get their product to market because they cannot think beyond the exciting tech they have created.   The reality is that most of the people you want to buy, invest in, or support your product really don’t care about the technology – they care about what it will do for them.

I have seen many pitches that have failed – not because of a poor product, but because of an inability to talk about the product in a way that lights up the audience it is being pitched to.   If you are pitching to potential investors they want to hear about how they will get a return on their investment (the money, the plan, the competition, the team) not how the technology integrates seamlessly with legacy systems.  If you are pitching to end users they want to know how using this product will enhance their lives (making it easier, cheaper, sexier etc) not how the user experience is configured.   If you are pitching to corporate clients they want to know what the product will do for them (their careers, their profits, their sense of control etc) not how much development time went into the coding.

So, in conclusion, when pitching, could all budding innovators and entrepreneurs please take the time to think about the audience they are pitching to and amend their pitch appropriately.  This simple tip cannot guarantee you avoid disappointment but it will massively improve your chances of at least getting your key messages across.

The Innovation Has Landed – What Neil Armstrong Can Teach Us About Delivering Innovation

Unsurprisingly, following the death last month, of a deeply unassuming Neil Armstrong, a mini outbreak of moon landing nostalgia has been released.   Now I am really not a space geek, but, having been born in the 1960’s, I can’t help but get caught up in the emotion surrounding the Landing of the Apollo 11 crew on the moon.  Now, whilst I love the romance of the “it’s one small step...” speech what has really caught my imagination and interest is the less well known story of the moments prior to touchdown.

Due to a computer malfunction, the Lunar Landing Module was steering itself away from the designated landing area towards a boulder-strewn area outside the originally planned “landing ellipse”.  (And this is the old school bit I really love) By looking out of the windows Armstrong realised the imminent danger and acted.  With alarms ringing out in the craft, Armstrong took semi-automatic control of the Lunar Module and with Aldrin calling out altitude and velocity data, landed at 20:17 on July 20 with only about 25 seconds of fuel left – thus salvaging the landing.

So what does all this have to do with Innovation?  Well, earlier this week I was having lunch with a previous mentor of mine who had just retired from a global technology services company having held the reins on Innovation there for the last 5 years.   What was fascinating was, as we compared notes, we both conceded that often the hardest part of successfully delivering Innovation is what we called “the last few metres”.  Just like Neil Armstrong we concluded that the best planning in the world cannot ever quite perfectly prepare you for the conditions you meet when trying to “land” a new innovation with its new user base.

Both of us were able to recount story after story of disasters, narrowly averted disasters and damp squibs that were down to the inability of the innovating organisation to manage the change and engage the user base with the new technology, operating model or product.   Many of you will remember the debacle of the launch of Heathrow’s Terminal 5.  Terminal 5 is now a fabulous, modern, slick airport terminal but its launch was massively blighted by huge failures in its security and baggage handling capabilities when it first opened.  The assumption was that everything would just work.  It didn’t and chaos rained, costing those involved some considerable sums of money.  Now T5 is an apocryphal tale but, from our sharing, we can utterly attest to the fact that week in, week out firms are wasting the money they have spent in design, development and testing by failing to manage the final implementation and user uptake.

The funny thing was that it wasn’t that people hadn’t thought about delivering the appropriate marketing, training, retooling or effort required to generate user uptake – it was rather that they just hadn’t done anywhere near enough of it at the right time.  We all seem to have a natural tendency to underestimate both what and how much it will take – in terms of effort and cost.

So, to those of you who are trying to deliver big, innovative, transformational changes – please, please, please do not scrimp on the “last few metres” and make sure you have enough support to land your innoavtion or repent at your leisure.

Thankfully for NASA, the USA and mini space nuts all over the world, enough contingency was built in to the landing protocols to avert disaster and we can remember with fondness the life and times of Neil Armstrong – still teaching us how to land 40+ years on.  Thanks Neil.

Perfecting Innovation in a Digital World - Simon Cowell, Will.i.am and the X-factor for technology

This month the press have been covering the soon to be launched “X-factor for Geeks” – the new TV concept being sponsored by the self-confessed technophile Will.i.am and the entertainment mogul Simon Cowell (see links below).  The idea, whilst still clearly in development, seems to aim to do for the unknown entrepreneur, building gadgets in their garage, what Simon Cowell currently does for would-be singers, crooning into a hairbrush in their bedrooms.  

Now the cynics amongst you are possibly thinking – “TV train wreck - Won’t this be a bit like running a junior Dragon’s Den – but with groovier music and lighting?”   Well, it may turn out that way but I don’t think it will.  Here’s why. 

One of the biggest and most commonly reported issues that my clients report to me when they are trying to deliver innovation is this – “How do I carry out cost-effective User Acceptance Testing on my prototype products at a large enough scale to be conclusive.”    This is a tricky and very real problem for most businesses – but not for Simon Cowell.  His formula for the modern TV talent show is the absolute pinnacle of genius when it comes to doing massive, cost-effective user acceptance testing.  At its simplest, he creates a showcase for his talents and then invites the millions of potential end users, via digital channels (texts, phone, apps etc), to pay to provide their assessment of the talent they are reviewing (genius).   Now there is an awful lot more to it than that but, you can bet your bottom dollar that when the new Geek Factor show is aired, at the heart of it will be a version of this grand scale, money making, user acceptance testing.

So, what can the rest of us, who don’t have our own TV empires, do to tackle the Innovators conundrum of running cost effective user testing at scale.   The answer is that we need to think like Simon Cowell and learn the lessons from the cleverly engineered processes behind his talent show formats.   Over the last 6 months at Capgemini we have poured major effort and brainpower into deconstructing and then reconstructing the process of Innovation to be able to create a cost-effective process that delivers a reliable flow of innovation.   What we concluded was - we need to “think like Cowell” and see the innovation process as a “production”.   We needed to design and build a scaleable Innovation capability based on the production company concepts that sit behind the current plethora of Saturday night talent shows.

And... after many months of designing, prototyping, piloting and testing the good news is that we at Capgemini have now successfully created our own Innovation production service that utilises a plethora of the new digital media to keep costs low and outputs high – we even think we have cracked the problem of conducting cost effective, large scale user acceptance testing.  Hurrah!

Ironically what is both gratifying and a little irritating for us is that whilst we’ve been looking at the entertainment industry for inspiration on the process of business innovation; Will.i.am and Simon Cowell have clearly been looking at business innovation as the subject matter for their next entertainment venture.

So, if you are struggling to drive innovation within your own organisation and would like to discuss further how this innovation production service could work for you and you don’t have Simon Cowell’s phone number then please do get in touch.

http://www.bbc.co.uk/news/technology-19799707

http://www.telegraph.co.uk/technology/news/9578273/Simon-Cowell-and-Will.i.am-to-launch-hunt-for-new-Bill-Gates.html

Unleashing a winning spirit - the search for Seve

Throughout the long summer of 2012 those of us who live in the UK have been treated to an unprecedented cornucopia of sporting excellence and delight.   Bradley Wiggins wins the Tour de France, Team GB excel at the Olympics and the Paralympics, Andy Murray wins the US Open and now to round it all out beautifully the European team mount one of the greatest come backs of all time to regain the Ryder Cup.  Wow! 

I've loved it all and have revelled in the shared sporting euphoria that the country has dined out on during some very difficult economic times.  Of course, as a student of "performance" I have also been inspired to get my head around the factors that have created this athletic prowess.  What is clear, is that the factors that deliver success are many - current physical fitness, coaching support and training regime, physical capability, access to facilities and personal desire - and then there is the strange, powerful, unpredictable "winning spirit" that can galvanise a team or an individual to perform at new levels of intensity and flow.  But what releases this longed for, willow the wisp spirit and transforms a good performance into a truly outstanding one? 

At times the spirit can be catalysed by the passionate support of a partisan crowd (witness the performances of the GB athletes in London 2012 and the performance of the USA golfers on the first two days of the Ryder Cup).  At others it can be catalysed by the desire to "do it" for a departed parent or friend (witness the European golfers inspired to perform by the memory of Seve Ballesteros and Gemma Gibbons the GB judo player who did it for her Mum) and on occasion it is catalysed by the desire to "deliver for the team" (witness Ian Poulter the heroic Ryder Cup golfer and Derek Redmond the team GB 400m runner who often seemed so much better in the relay than in the individual event).  Interestingly, on closer inspection, the nature of these diverse catalysts share similar properties - they have an external focus, are rich with meaning, emotional and supersede the sport - these are what seem to be the crucial elements for unleashing the winning spirit. 

Of course the challenge to me as a business leader pondering this is clear.  How do I uncover the catalyst for unleashing the winning spirit in my business?   I want to see the Olympian spirit released in my teams and my business - to do it I need to identify the external, meaningful and emotional themes that the people of my business can recognise and respond to.  I need to find my organisations very own Seve to guide and inspire us and unleash more of our winning spirit.  Of course, the joy and frustration of it all is there is no formula I can follow and the catalysts will need to be constantly changed or reinvented if the spirit is to be regularly released.  It is a beautiful paradox that makes the living of life an excitement and a joy.  It is, however, far more than just an esoteric musing – it is the Number 1 job of the leader - a business imperative that far too few of us fail to see and rise to.   To fail on uncovering these themes is to fail on bringing motivation and meaning to our businesses and teams.  For me life is too short to waste it on mediocrity and barren professionalism - I love being part of something inspirational.

I'm going to enjoy looking for our own Seve...

Mind the Digital Gap – Why we all need a touch of Digital Patience

Far from feeling alienated and overwhelmed by the digital world I continue to throw myself into it with passion and abandon.  I am a fully signed up and reasonably competent, Ipad, Iphone, twitter, facebook and linkedin user.   I love the fact that I can access all manner of services at the touch of a screen and that the world is seemingly at my fingertips.  I love it.

However, I have noticed a bit of a challenge that arises from this ubiquitous use of technology and the promise of instant wish fulfilment that it engenders.   I and my digitally enabled clients, colleagues and friends get unreasonably frustrated if we can’t get an instant result from our technology and whilst this is understandable I’m not sure it’s actually reasonable.  Ironically the faster our digital networks, devices and software run the greater the gap becomes between our expectations of what should be possible and what is actually capable of being delivered in the digital world.  In the last two years I have noticed more impatient, unrealistic and in some cases just outrageous stances being taken by a number of our under pressure clients when it comes to delivering digital solutions to their complex business problems.  Quite frankly, when it comes to digital transformation we are all in grave danger of allowing our digital expectations to get way too far ahead of the digital delivery reality.

Let me illustrate.

Quite rightly, due to its massive research programme with MIT, Capgemini Consulting is seen as the leading consultancy in the delivery of business transformation in the digital world.  This is great news but it comes at a price – the associated expectation of providing instant digital solutions to deeply complex business problems. 

Twenty years ago a successful business transformation programme would have a number of phases – an “as-is” diagnostic phase to clarify what the current state of play is, where the real challenges lie and what the levers for change are, a “to-be” phase that lays out the new vision, design principles and target operating model and finally a “gap analysis” phase that lays out the change journey from the “as-is” to the “to-be” state.  Simples.  

Today the underlying process of delivering a successful digital business transformation is actually still the same but the strange thing is that as soon as you attach the word digital to the concept of transformation it creates a set of “digital speed” expectations that are hard to meet – such as – “Why do we need an as-is phase, we all know what the problems are, surely you can just access my data and tell me what’s going on?  I thought you guys did big data? Why do we need a to-be phase – we all know we just need an app and a bit of a marketing push – let’s not over complicate this – we already know which technology we want to use.  And finally – there’s no need to overdo the change management – the new apps and technology will all be user friendly – let’s just get going and put something in.”  

Now, whilst there are some really good challenges in these comments for us as consultants and whilst we at Capgemini are running ahead of our competitors in the “digitisation” of our  diagnostic capability, delivery methods and delivery speed it doesn’t alter the fact that the delivery of digital transformation comes with its own unique challenges – many of which are caused by a growing expectations gap.  I seem to constantly have the nagging warning of the old proverb “act in haste, repent at leisure” playing at the back of my head when it comes to helping clients negotiate the complex issues associated with delivering meaningful digital transformation.   I also now hear regularly of “digital disasters” where well meaning, but under pressure clients have tried to break all the accepted wisdoms associated with business transformation on the grounds that it was a "digital project" and they have subsequently spectacularly failed to deliver on the desired outcomes.

One company, under intense delivery pressure, recently launched a world-beating digital application for purchasing financial instruments.  It was slick, it was fast and it was clever.  But, as a customer, if for a range of good reasons you didn’t match a specific profile then you’d be rerouted into the old manual process, which was far from slick.  You went from digital dreams to analogue nightmares!  Customer experience disaster.  Ouch.

The solution.  Easy to say, difficult to do – but I’ll be working with my clients on the concept of “digital patience”.  The digital revolution is here and delivering fabulous new capabilities but we must mind the digital expectations gap and realise that sometimes a little time to think and plan is a good thing in a digital world as no-one wants to repent at leisure.  So take a deep breath, display the right measure of digital patience and let’s set up our digital transformations for sustainable success.

Why I love the London 2012 volunteers...

This blog is inspired by the 70,000 games makers who gave freely of their time and energy in support of London 2012.  Top job – you have made us all very proud.

When I think about how excellent the London 2012 volunteers have been it really does make me spontaneously smile.   So as I sit here basking in the final few days of London 2012 I feel compelled to look at why it is they have had such a notable effect.

It is now a fairly well known fact that the concept of volunteers supporting the Olympics was first introduced at the 1948 London games.  In 1948 the UK was still experiencing rationing as part of the economic hangover from the Second World War and was compelled to use volunteers to ensure it could put the Games on.   Fast forward 64 years to 2012 and the concept of Games volunteers is established at the heart of the Games management process.  No Games functions without them.  So why have we all been so particularly touched by them this time round?

Strangely I can’t help but think that it has something to do with the overall economic climate and global social uncertainty (traces of 1948).   As many of us face personal financial difficulties, compounded for some by the increasing challenge of finding work and living on reduced means, our levels of stress and isolation rise and our baser instincts come to the fore (remember the London riots of 2011).   We were plugged into a potentially dangerous cycle and the country braced itself for further civil unrest.  Then, into the midst of our consciousness, during this time of anomie, step the values and performances of the Olympic Games and those beautiful, willing volunteers.  An army of cheerful, helpful and ubiquitous superstars – steering us, guiding us, offering us support and advice whilst keeping our spirits up.  It’s been brilliant and it’s been freely given.  The result is that a seed of hope arises within us, that, when difficult times come our way, there are actually many people out there amongst our neighbours who have the grace and courage to help.  We are not alone.

At the risk of falling into Olympic induced hyperbole we are lifted by the simple act of time given with a great attitude.  And the really powerful thing for us all to get our heads around is that these volunteers are not some super race – they are us, our neighbours, our friends, our colleagues.   They are not angels – they are ordinary people.

So as I reflect on London 2012 and the legacy it leaves I am deeply thankful for the volunteers and their simple act of giving their time for free.   My hope is that we have inspired a generation.  Inspired them to participate, take part and give freely of themselves – as opposed to the desperation, alienation and sense of entitlement that fuelled the riots.

So much as I want to say bring on Rio, let's move on.  I'd also like to raise us all a mini-challenge that says we can keep the spirit of London 2012 going here in the UK if we continue to reach out and volunteer - our country needs us.  If we try it we might enjoy it - I have a feeling the volunteers loved every moment.

Go Team GB

Dangerous Games – Why we need to take another look at the real purpose of Retail Banking

 (Health Warning:  This blog is a touch convoluted, but hang in there because it does all make sense eventually - promise)

Here's the thing.

Banking is a pretty simple game – Use our money to make us more money whilst managing the risk.  Simple yes – but the devil’s in the detail – let me try and explain.

When you ask the public why banks exist they come up with some pretty simple ideas: 

1) “Provide me with a free, safe, easy to access place to store my money”

2) “Provide me with a line of credit to help me improve my domestic or business situation”

3) “Provide me with a good rate of interest on my savings”

I'll call this Game B – Free Money - Use our (the customer’s) money to make us (the customers) more money whilst they (the Bank) carry the risk.

When you ask senior bank executives (in a non-threatening way) what their role is they will most likely tell you it is simply:

1)  “Improve the share price and provide a return on equity for the Bank and the investors”

I'll call this Game C – Big Money - Use our (our customer’s) money to make us (the senior executives and/or shareholders) more money whilst they (the customers) carry the risk.

Now without over romanticising or oversimplifying it both these Games (Free Money and Big Money) have their roots in same game.

I’ll call this Game A – Retail Banking – Use our (our customer’s and shareholder’s) money to provide us (the customer, executive and shareholder) with a fair and decent return on our investment whilst we (the customers, executives and shareholders) carry the risk.

Now whilst all three of these games are similar the semantic differences I have included in their definitions above makes all the difference in the world to the way the Banks have been/are run.  Over the last 30 years the economic conditions have been such that the variants of Game A, notably Game B and Game C have rapidly developed and moved away from their simple roots developing very different and now clearly toxic norms and rules in the process.  However, in an environment of global growth and expansion, these two games have happily co-existed on the same big pitch and neither has paid much attention to what the other was doing as getting a positive result for both games was relatively easy.  The outcome of Game B is happy customers and the Outcome of Game C is happy investors and happy (well paid) bankers.  So if one of the norms of Game B is free banking (a uniquely UK phenomenon) and one of the norms of Game C is big bonuses nobody really cares as everyone appears to get what they want. 

However, when the world and the pitch that Games B & C are being played on suddenly contracts, due to the global financial crisis, it throws into stark relief the difference in values and purposes of the two Games, highlighting the shortcomings of each code, as the key players get in each other’s way, followed by the inevitable recriminations and mud-slinging as each side justifies its own norms and values.  Suddenly all we see are the referees (regulators, ombudsman and politicians) who’d been having “a quiet game” for the last 30 years.

Today, due to lax ethics, controls and an overblown sense of entitlement the banks are being slammed with fines, greater regulation and social derision.  Many of their heroes have been sent off (Goodwin and Diamond) and Game C is on its knees.  So does that mean that Game B has benefitted?  Temporarily perhaps, but far from being “the beautiful game” Game B has its own problems.  Game B has created a customer mindset that believes it’s entitled to free banking, is happy to enter fraudulent miss-selling claims on an unprecedented scale and is happy to absolve themselves of any personal responsibility for over borrowing.  If there’s a problem (regardless of who created it) the banks must pay!  Game B has created a sense of entitlement that is deeply dangerous and reactionary.  Now whilst Game B may temporarily be in the ascendant this blogger can’t see how Game B can continue long-term as it seems equally as misguided and ethically questionable as Game C.

Hence the point of this blog – surely we (customers, shareholders, executives, politicians and regulators) have to go back to the future to agree a definition of Retail Banking that echoes that of good old Game A.  Only when we are all playing the same game will we be able to fight off the economic troubles that currently confront us.  Until that time comes Game B and Game C will continue to be played and borrowing a reference from a 1980’s pop group, “Banking will eat itself”

Olympic Inspiration from Olympic Innovation

I have so loved the Olympics and have laughed, shouted and cried at the feats of my sporting countrymen - along with the vast majority of the UK population.  What a Games it has been, what an emotional roller coaster - surely a Games that will inspire a generation.

So, not wanting to feel left out and over the hill I thought I'd take the opportunity to share how the Games has been a source of inspiration for me.  Now I know we all love the heart-warming triumph over adversity stories but I have been particularly struck and inspired by the stories that relate to innovation.

In particular I'm loving the stories about the application of science in support of athletic performance.  I'm intrigued by how the very fabric of athletics track has been designed to help the athletes go as fast as possible.  I'm loving the fact that the velodrome is being kept at a constant 28 degrees so that the track and the air are in the optimum condition to produce fast times and I am left speechless at the hours spent in designing the optimum pole with which to vault.

But perhaps the most impressive innovation story is that of the thousands and thousands of incremental changes that the individual athletes have been able to make to their styles and equipment through the application of insights gleaned from the analysis of data.  More than any other Games, this Games has seen the application of data analysis to improve the performance of the elite athletes.  Data is the new drugs.  Data is the new competitive edge.   Watch out for the inevitable new legislation arriving (a la Formula1) to try and level the playing field).

Of course, I can't help but ask myself about the implications of this data oriented focus for driving business performance.  Now data analysis to improve business performance is not a new concept but I can't help but think we businesses have a lot of work to do before we can claim to be anywhere near the levels of our sports scientists in relation to capability.   If truth be told (and speaking with a number of my more aged colleagues seems to confirm it) the quality and development of data analytics inside the large traditional businesses has stood still over the last 30 years.

So come on Team GB business – let’s get our act together on the global business stage and use the innovative brains we have in abundance in this sceptered isle to truly reinvent the way we conduct our businesses to deliver high performance.  Let’s take a leaf from our inspirational athlete’s notebooks and follow a few simple rules that will enable us to rediscover the power of data analytics in the business community and create an unstoppable GB economic resurgence:

1)      Remember that you have to be in for the long game – data analysis requires investment over the long term – think about building for a generation, not a quarter

2)      Develop a spirit and culture of experimentation and learning – hypothesise, test, analyse, learn and go again

3)      Remember that people are an integral part of business performance – they are central to your business performance and need to be provided with the data that helps them perform rather than kept in the dark and treated as Human Resources.

These are all easy to say but really quite challenging to achieve within the confines of business as usual in our mature organizations.  For my part I’m building these lessons into the very fabric our new Innovation Production Service – wish me luck – I’m aiming for the stars.

That’s the end of this Olympic inspired blog.  Go Team GB.

Unicorns, A Flat Earth, Innovative Cultures and other myths

I think I’m about to surprise myself by writing this blog.   I feel a little like a previously devout believer about to recant on a lifetime of firmly held beliefs.  Not because I have a knife at my throat or a gun to my head but rather because I think I may have been wrong.   With that in mind I will write with care as I have no desire to upset anybody (especially my former self) as I explore the contention that you cannot create an innovative culture in a mature established business.

“Whoa there!” I hear myself saying “Have you lost the plot man?   Aren’t you the former psychologist who has spent the vast majority of his working life trying to pull off just that trick?”  Well yes – I am, but I think I owe it to myself to have a good hard, honest look at what the outcome of my efforts have actually been.  So with 25 years of innovation experience behind me let me articulate three things, that on reflection, I now hold to be true:

1)     It is possible for mature organisations to innovate – it does happen – just not frequently or consistently enough or at a high enough level of quality.  The current demands from all quarters for “growth” merely highlight the lack of speed and quality currently being delivered.

2)     Some cultures within mature organisations appear to be more conducive to fostering innovation than others – without doubt some organisation’s cultures are more receptive to external ideas but, and this is a big but, experience suggests that this doesn’t mean that they actually translate into a delivered innovation any more rapidly or frequently.  Whatever, the culture, BAU has a ruthless knack for killing innovation.

3)     It is possible to create a temporary innovation culture within a mature organisation through the application of external effort – but when the external support dissipates the innovative culture decays.  Like a paranoid white blood cell the BAU machine is brilliant at sniffing out and rendering impotent any unprotected foreign body. 

So against, that background of doom and gloom – where us senior execs in mature businesses  are faced with the imperative to innovate but are also faced with the likelihood that anything we try to do to create a more innovative culture is likely to be short lived and inevitably doomed to failure – the question looms as to what should we actually do.

And now for my personal get out of jail card.  I do believe it is possible for organisations to create standalone innovation capabilities that feed innovations into the mother-ships.  I also believe that these capabilities are currently as rare as badgers in Harrods.  However, it is exactly these capabilities that have currently captured my imagination and are driving my own creativity.   I will be writing more about my blueprint for this type of standalone capabilities in future blogs, but, suffice to say, for now I am very, very excited about the possibilities.  Which given the rest of the content of this blog is a welcome relief.

Conduct and People Risk: Tackling the Digital Beast

This short and punchy blog has been contributed by Francseca DeHaven.  The blog is firing some opening shots in the newly emerging field related to the management of digital risk.  It's fun and relevant - hope you enjoy it.

Whether it is the collapse of a well known jewellers when the CEO’s flippant joke about doing a good job selling ‘crap’ was recorded on an employee’s smart phone, or the severe reputational damage caused when a CEO’s advice to employees to ‘grow up’ (eloquently offered between swigs of beer) was witnessed via webcast and shared across the web and National news, we can all think of incidents where the misconduct of employees has had disastrous effects on a company’s reputation and operations. These kind of organisation annihilating incidents are often collectively blamed on mismanagement of People or Conduct Risk.

Over the past few years, particularly since the economic crisis and popularisation of the Digital Age, many companies have been working diligently to develop policies that limit their People and Conduct Risk. However, despite strategies and tick box exercises to mitigate against these risks, companies continue to be struck down by the actions of people – their own and external observers.

This must beg the question, why are people and their conduct still a risk?

In terms of Conduct Risk, there has been a lot done in the Financial Sector. The FSA has defined principles around ‘Treating Customers Fairly’. The definitions are clear and the principle of putting customers at the heart of it all sounds sensible. Off the back of this, many conscientious companies have put Risk Frameworks in place. However, in practice, how do you make this work? Frameworks may lay out policies, procedures and roles on paper and even give a company a number of lines of defence against behaviour in the office. How though, does this translate into controlling or influencing employee and customer behaviour online? Given that the majority of banking and the majority of information sharing now happens online, how critical is digital risk and how can we protect ourselves against it?

As we can see in the examples above, commonplace digital tools like smart phone cameras and recording equipment, lethally teamed up with easily accessed social media sites such as blogs and YouTube can be weapons of organisational destruction when wielded by individuals who want to damage an organisation’s reputation or IP integrity. The Digital Beast of social media and normalcy of handheld media equipment are not going to disappear and indeed, given the many positive applications, we would not want them to. So, how do we ensure a happy ending to this story?

The beauty of Digital is that it is very much a double-edged sword. 

At Capgemini, we think that the digital beast can be tamed by employing an arsenal of appropriately tailored digital tools through your Conduct and People Risk framework. Tools such as Insight Into Action, the social listening tool that tracks and analyses social media for any references to the company so it can take action early to diffuse any potentially contentious chatter before it escalates (the tool has an output of recommended actions based on propensity modelling, kind of like predicting the future and countering it early if it looks likely to be dark), Silanis – a tool that locks down documents once they are digitally signed so the original version is set in digital stone or Backtrack – a tool that reduces the risks around new product launches and drives compliance when auditing FS back catalogues.

We can tackle the ominous Conduct and People Risk demon with a fresh perspective and approach. By mastering and taming our own powerful digital force, we can plug the gaping holes that have left companies so direly exposed to date.