177 – Decision making: some tips for local government.

Posted by Colin Weatherby                                                                         420 words

HBR september 2015 cover

There have been a number of posts on decision making in a recent series. This post is a quick overview of further advice available from four Harvard Business Review articles in the September 2015 edition; ‘From ‘Economic Man” to behavioural Economics’ by Justin Fox; ‘Leaders as Decision Architects’ by John Beshears and Francesca Gino; ‘Fooled by Experience’ by Emre Soyer and Robin M. Hogarth; and ‘Outsmart Your Own Biases’ by Jack B. Soll, Katherine L. Milkman, and John W. Payne.

Read them if the ideas are relevant and potentially useful to you. I have simply cut the main tables from them and provided a brief overview of the context.

The first table is from the article ‘From ‘Economic Man” to behavioural Economics’ by Justin Fox. Continue reading

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166 – Long read: Understanding the customer experience in local government.

Posted by Colin Weatherby                                                                                         260 words

service guarantee

There have been a number of posts on services and customer service, with the most recent by Lancing Farrell . Each post has explored a different aspect of service or customer service. This post looks at customer experience using two excellent articles from the Harvard Business Review as a guide; the first is ‘Understanding Customer Experience’ by Christopher Meyer and Andre Schwager, and the second is ‘Lean consumption’ by James Womack and Daniel Jones.

In their article, Meyer and Schwager describe the customer experience as encompassing

“… every aspect of a company’s offering the quality of customer care, of course, but also advertising, packaging, product and service features, ease of use, and reliability.’

They make the point that in many organisations few of the people responsible for each of these activities have thought about how their separate decisions contribute to the overall customer experience. Worse still, if they do think about it, they all have different ideas and there is no one senior who oversees everyone’s efforts to bring agreement on what needs to be done.   This is local government’s problem with service delivery in a nutshell.

Womack and Jones define ‘lean consumption’ as ‘minimising customers’ time and effort and delivering exactly what they want when and where they want it’. They see it as transforming consumption in the same way that lean production transformed manufacturing. It involves customers and service providers collaborating to ‘reduce total cost and wasted time and create new value’.

How are these two ideas relevant to the local government customer experience? Read on …