World Class Benchmarking

Harvard Business Review's Interview of Bob Iger

2011-07-19T14:50:00.000-07:00

You absolutely must read Harvard Business Review's interview of Bob Iger by Adi Ignatius. At least, you ought to listen to the audio interview. Bob talks about the challenges in becoming CEO. He talks about his predecessor and his responsibility as second in command to be loyal to the one in charge. He also expresses respect to Michael Eisner for the opportunities he had to express at length his opinions and ideas--not in some public forum--but in the quiet moments behind doors in an office or on a plane ride.

Iger also talks about an ongoing tension in the organization usually described as "traditionalists" versus "modernists". He changes the tenor of the conversation to be more about "heritage" and "innovation". In that context, he honors the importance of both to the conversation of building and preserving the Disney brand.

My thought is that Bob Iger is no Walt Disney. But as a CEO, he does a tremendous job of trying to gather as many Walt Disney's around the castle. Of course, there was only one Walt Disney, but Bob plays an important, even Arthurian-type role in building a culture that allows the Steve Jobs and the John Lasseters as well as many other individuals whose names are less familiar to have their creative voices be heard at the table. It's not perfect, but it is more poised for excellence than it has in the last 40 years.

Hats off (or Mouse Ears) to Bob Iger!

Would You Hire This Person in Your Business?

2011-07-06T08:16:00.000-07:00

The Setting says much about the culture at Zappos.

Last week we were in Las Vegas hosting an Executive Session for SHRM. There we had a chance to visit and go behind the scenes with the Wynn Hotel, Whole Foods, and The Las Vegas Convention & Visitor's Authority. All were terrific. It was a great experience! They were all terrific hosts.

While there we also visited Zappos. We had hoped they would be part of our tour, but unfortunately, they don't do tours during the weekend, which is when we were visiting. Still, we had a great experience visiting with them afterwards. If you are in Las Vegas--Visit Zappos!

There was much to share on the tour, but one of the great things discussed was their customer surveys. They only ask three questions on the survey. Question 1 and 3 were fairly standard questions about satisfaction and so forth. But Question 2 really was a winner: Would you hire this person in your own business?

Such a question really encompasses so many things about the service experience with a particular employee. I like it--partly because I've never heard that question used before, but partly because it makes you really stop and think about the answer.

How about you? Do you have a unique question that you use when doing customer surveys? Or do you have a unique approach for doing customer surveys? Let us know.

Are You "App" To Be Ahead of Your Customers?

2011-07-05T05:24:00.000-07:00

You may not be able to use your iPad during takeoff and landing, but you'll be glad to know that your pilot is. In an article posted by the NY Times, the F.A.A. has recently approved pilots to being able to use iPads as a cockpit resource for flight plans, charts, maps, advsisories, and so forth. Over 250 aviation apps have been created thus far.

Back on the ground, Miron Construction Company in Green Bay, Wisconsin has turned to iPads and customized software to help expedite the construction process. During the past months the development of a Salvation Army center has necessitated some 100 change orders along with another 400 requests for information. Using the iPad, they've been able to go back and forth in a more efficient manner saving time and money.

Recently South Korea announced its intent to replace its textbooks with tablets and a cloud-based server system. Doctors used an iPad during surgery at Kobe University in Japan. Even the Pope just launched a new Vatican website on his iPad.

With the iPad just reaching the 100,000 apps milestone to support the reason for purchasing iPads, it seems hard to remember that less than two years ago people were scratching their head trying to figure out why they would need an iPad when they already had a smart phone and/or a laptop.

But as Steve Jobs put it, "Innovation distinguishes between a leader and a follower."

Are you a leader? Or are you a follower? How are you ahead of your customers, anticipating their needs? As Jobs puts it, "You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new."

What Message Are You Sending?

2011-06-20T20:02:00.001-07:00

The other day I was at a shop at Disney's Hollywood Studios that sold Muppet memorabilia. The shop inside was themed to a run-down hotel one might find in the city. There were several humorous signs posted.

Prior to this visit I was in a downtown hotel in a major city. The hotel was associated with a long-standing brand. When I checked into the room, I found a very strange sign as well.

Below are messages from five different signs. Can you guess which one belonged as part of the theming in the muppet store, and which one of the five came from an actual hotel:

A. Out to lunch! Be back when I feel like it.

B. Please steal linen. It's cheaper than having it cleaned.

C. Check-out time is whenever you like. Patrons wishing to sneak out without paying will find it easier than they think.

D. If you are planning to use any hair coloring products during your stay with us, we ask that you kindly contact the Front desk and request a "BATH PAK".

E. Guests with valuables are invited to store them in the house safe. Simply look behind the check-in desk. A large hole in the back of the safe will enable you to withdraw and replace your valuables at any time.

Scroll down when you think you've made your choice.

The answer is D. That was what was stated on a full-page sign, found laminated in the bathroom of my room next to the sink. Additionally it outlined replacement costs for bath linens, and emphasized that you must not "use our regular bath linens for any purpose that might cause permanent stains."

I don't know how much of this goes on in hotel bathrooms. I don't remember any one I've known who has said that once they check into their hotel room, they've got to die their hair. I can't think this is common, as I haven't seen this sign any where else. And I've stayed in a lot of hotel rooms. Apparently they have a run on people dying their hair at their hotel. But it seems strange that it would be more than anywhere else.

I've stayed in that city several times since, but never again at that hotel. Something about a card explaining hair dye policies and procedures tells me that I'm not aligned with their brand. I'm not sure who would be. I'm sure it's costing that hotel in irreplaceable linen when people dye their hair. But it's costing them a whole lot more when they cheapen their image. It's cute when it's the Muppets take New York. It's not cute when it's my room after a long plane trip.

Ask yourself, what messages do you send, whether in writing or otherwise, that send the wrong message about the value of your brand?

The Dangerous Cliff

2011-04-03T19:36:00.000-07:00

Note: We don't usually do too much poetry in our work, but this one really expresses our experience in providing service netting (a proactive approach to creating service excellence) instead of service recovery (a reactive policy for handling customers when things go wrong). Using a different metaphor, we think you'll understand that it's better to makes sure the customer doesn't have a bad experience, rather than make up for it when he or she does.

T'was a dangerous cliff as they freely confessed
thou to walk near its edge was so pleasant.
But over its edge had slipped a duke,
and it had fooled many a peasant.
The people said something would have to be done
but their projects did not at all tally.
Some said, "Put a fence around the edge of the cliff,"
others, "An ambulance down in the valley.

The lament of the crowd was profound and loud
as their hearts overflowed with pity.
But the ambulance carried the cry of the day
as it spread to the neighboring cities.
So a collection was made to accumulate aid
and dwellers in highway and alley,
gave dollars and cents not to furnish a fence,
but an ambulance down in the valley.

For the cliff is alright if you're careful they said
And if folks ever slip and are falling;
it's not the slipping and falling that hurts them
so much as the shock down below when they're stopping.
And so for years as these mishaps occurred
quick forth would the rescuers sally.
To pick up the victims who fell from the cliff
with the ambulance down in the valley.

Said one in his plea, it's a marvel to me
that you'd give so much greater attention
to repairing results than to curing the cause,
why you'd much better aim at prevention.
For the mischief of course would be stopped at its source;
come friends and come neighbors let us rally.
It makes far better sense to rely on a fence
than an ambulance down in the valley.
He's wrong in the head the majority said,
He would end all our earnest endeavors.
He's the kind of man that would shirk his responsible work,
but we will support it forever.
Aren't we picking up all just as fast as they fall,
and giving them care liberally?
Why a superfluous fence is of no consequence,
if the ambulance works in the valley.

Now this story seems queer as I've given it here,
but things oft occur which are stranger.
More humane we assert to repair the hurt,
than the plan of removing the danger.
The best possible course would be to safeguard the source,
and to attend to the things rationally.
Yes, build up the fence
and let us dispense
with this ambulance down in the valley.

--Unknown

A Prezi for Lead With Your Customer

2011-03-04T04:29:00.000-08:00

We offer our first Prezi associated with our new book, Lead With Your Customer, Transform Culture and Brand into World-Class Excellence. It's a fun way to get a different overview of the ideas we talk about. So click here to see it, and zoom around all you want. Have fun!

Attaining Excellence Through Experience

2011-02-18T13:23:00.000-08:00

Just thinking the other day about why some people have poor judgment. I mean, we all make mistakes - at times, even stupid ones, but why do some people grow and others wallow? Why is it that some people get "the whole puzzle" while others keep picking up the wrong pieces. Well, it occurs to me the "normal" path that leads to growing as a person includes the following:

Burned - We either watch someone else get burned or we ourselves get burned - suffering the natural consequences of a bad choice. This experience is not a bad thing. It gets our attention. It gives us motivation to NOT repeat that mistake. If a mistake doesn't hurt, then we are sick, and in dire need of professional help. As I like to say: "The truth only hurts when it has to." If the truth hurts, then DO something about it. Change so that the honest truth feels GOOD.

Learned - After having a bad experience, healthy people (when they are paying attention) actually learn something. They connect the dots between the cause and the effect. They start to see the possible ramifications of certain actions (or certain LACK of action). Once you know, you cannot UNknow. Again, this is good. This is growth.

Turned - Learning does not change anything other than knowledge. That is only internal. To actually "bring that insight to life", we must implement. Knowing and Doing are two very different things. We all KNOW we should eat better and exercise, but how many actually DO it? Unless there is sufficient motivation for taking appropriate action, it is as bad (possibly worse?) than not knowing at all.

Earned - If a person takes appropriate action on a new (valid) insight, in the right way, then they will receive the natural consequences of that action - benefits and rewards. Of course, the act of implementing puts us all back in the cycle again - exposing ourselves to the possible pain of getting burned with a future misstep.

[Sidebar: Yeah, yeah, yeah...I know you can learn from pleasant experiences also - not just being burned. I just couldn't find a rhyme that matched the concept - so we all just have to deal with the disappointment of it not fitting in a tidy little package.]

For the best results, we can all focus on:

Taking appropriate risks - be willing to fail in order to optimize potential.
Stay aware of what is happening around us so we can connect the dots for improvement ideas.
Exercise the discipline to change behaviors. Consistent behaviors = consistent results.
Reap the benefits of the improvement - reinvest in future growth. Enjoy some too!

Thinking Creatively & Critically in Managing Performance

2011-02-04T11:03:00.000-08:00

You may not be familiar with Prezi, but it's a new application that allows you to create fantastic presentations, far beyond what you typically get with Power Point. We created a Prezi presentation for a program we did with Manitoba Provincial Government. Take a look, you can find it here. When you pull it up, you can move through the presentation linearly by clicking on the forward button. But you can also click on a particular image, or use your arrow keys to focus in and/or widen your view of the presentation.

While you may not understand everything you see, you can still get a sense of many of the ideas we shared in terms of thinking creatively and critically in managing performance. Enjoy!

The Golden Rule and the Platinum Rule

2011-01-31T16:24:00.000-08:00

Enter Southwest Airlines training center in Dallas, Texas and you find listed the Golden Rule:

"Treat Others As You Would Like To Be Treated"

But these days, Southwest may be taking matters to Platinum Level. The Platinum Rule is:

"Treat Others As They Would Like To Be Treated"

In their ad campaigns, Southwest is criticizing its competition for failing to consider how the customer feels about additional fees. Take a look at this:

The "Big Airline Executive" is asked, who can afford a $150 change fee. His answer: "Me!" Then he states, "They [Southwest] loves customers and I love cash!"

Well, recently, airlines have been showing a profit. But so has Southwest. Still, what is most important, customers or cash? In USA Today quoted Southwest CEO Gary Kelly spoke of the airlines commitment for not charging a $150 penalty, saying:

"I'd rather have a customer than a bag fee. We get a lot more money that way."

Whatever their philsophy, it's clearly turning gold and platinum for them, for they're showing profitability as well. And they believe their no-fee stance has helped them to win marketshare. As Southwest's new campaign puts it "Fees don't fly."

Doing Disney So Much Better Than Disney That You Become Disney

2011-01-27T12:20:00.000-08:00

Garner Holt's first Disney creation--Haunted Mansion Holiday.

I've been listening to the Season Pass Podcast. If you are not listening, listen. The show is wonderful. This month was an interview of Garner Holt of Garner Holt Productions. As a child, Garner was so amazed by a Wonderful World of Disney episode of the Haunted Mansion, that he decided he would create animatronics for a living. Long story short, he now makes amazing animatronics, parade floats, and other fantastic scenery and theming elements. Do you like Haunted Mansion Holiday? Did you like the floats for Walt Disney's Parade of Dreams for the 50th Anniversary? Do you like everything that moves when you hit it on Buzz Lightyear Astro Blasters? That's Garner Holt.

Parades brought to life at Disneyland and

Walt Disney World thanks in part to Garner Holt.

Here's the twist--Garner has never been an Imagineer. Nor has he ever been an official Disney Cast Member. He's what you call an outside contractor. He has done Disney so much better than Disney that he has essentially become Disney. And with that, he gets to do some of the most amazing and fun projects--not just for Disney but for many other parks, restaurants, and exhibits.

Of course that didn't happen overnight. But it has happened, and yet he has never worn a Disney name tag. It's not a new thing. Hollywood has always had two modes of operation. The old mode was that the studio was a stable of talent. Judy Garland and Mickey Rooney was part of the stable for MGM, and Annette Funicello and Haley Mills was part of Disney's stable. The same was true for the technical talent of the studios. That's why you know of artists like Xavier Attencio and John Hench in Imagineering. Walt Disney was very faithful to a tradition of having a stable of artists and technicians.

With the exception of Buzz Lightyear in the queue,

every thing is brought to life by Garner Holt.

But now most studios, including Disney, does much more work bringing people in from outside the company. So it's no surprise that we're seeing the same idea spilling over into the parks. In other words, if you want to grow up and be an Imagineer someday, your best chance may be having your own company. Why? Well, more than any other reason is economics. It's cheaper for Disney to hire from the outside than to maintain people like this from the inside. But beyond that, it may be that you may be able on your own to accomplish something that you can't do in a big bureaucracy like Disney. Like it or not, that seems to be the growing reality.

But with that reality comes new opportunity. And that opportunity is to be at the front of the wave in your area of specialty. Do you really want a great career at Disney? Do what you do so well, that Disney needs to come to you to be the best they can be in the business.

Beyond Garner, there are many examples of such. Take the "Glow Fest" that was held summer of 2010 at Disney California Adventure. In order to get that up and running in a short time, Disney hired an outside contractor to design and staff the event. Want a bigger example? Look no further than Pixar. It took John Lasseter and company being so much better than Disney, that eventually Disney had to acquire them.

Our own fate at World Class Benchmarking is sort of a backwards twist on that. After a number of years working for the Disney Institute we came to realize that we could provide not only Disney benchmarks, but other benchmarks that would be just as fantastic, if not better than Disney. Benchmarking organizations like Nordstrom, Harley-Davidson, and Rackspace has not only been insightful, it's allowed us to provide better tools for our clients, to include material and substance for our new book Lead With Your Customer.

Whatever you want to do with your life, know that you can become so much better than the very best in your business that in time you become the very best in your business. Not easy, but it can be done. To that end, take Garner's advice--put enough perseverance and focus on your dreams, and they will come true. And for you Disney dreamers, know that if you work hard enough and smart enough, you may end up doing Disney so much better than Disney that you may become...well...Disney.

Guess who is animating your next

under sea experience at the Magic Kingdom

and Disney California Adventure?

A World Classic Case Study: Mayo Clinic

2011-01-01T12:15:00.000-08:00

How would you like to enjoy a customer satisfaction rating of 76.7% "excellent" rating - even in the midst of difficult economic times? That's what the world-renowned Mayo Clinic has earned in one of the worst economic quarters - a 2.7% increase over the previous year year and their best results ever. How are they doing it?

One of the keys to the Mayo Clinic's success is they invest theirfocus on both technical excellence (they are a hospital, after all) as well as service excellence. This is a departure from most hospitals that view "patient care" as a purely clinical effort.

Patients/customers often don't understand the technical side of what you deliver (your "Product"), but they always understand how you treated them via your People, Place, and Processes.

For best results, the Mayo Clinic consistently asks:

PRODUCT: Are we technically skilled at our highest level? Are we providing our patients what we promised them?

PEOPLE: What do we look like/sound like? What words are we using (and what is the impact of those words?) How well do I really listen - and respond?

PLACE: Is the patient environment clean and well-maintained? Are they only distracted in a good way (a way that contributes to their goals for coming here?)

PROCESS: Do our processes help patients and their families focus on the care

Mayo Clinic has created this situation by design. Everyone is focused on the same goal (Mayo Clinic Mission: "Mayo will provide the best care to every patient every day...") and they put systems in place to support the process, share innovative ideas, and measure outcomes/hold everyone accountable.

Any wonder why Mayo Clinic gets better results, and enjoys a more successful business model?

Ask yourself if you are getting the results that you need in your operation. The keys to success are implemented each and every day by world-class benchmark companies. You CAN do it too! We create success stories with companies just like yours. For their proven strategies and tactics, we are your "go to" resource! Contact us today for YOUR breakthrough - even in these difficult times!

World Classic Ideas: When Your Plate is Too Full

2011-01-01T07:11:00.000-08:00

Ask any professional if they are busy, they will usually respond saying that their “plate is full”. In today’s fast-moving business environment, our schedules tend to be very full.

Consider for a moment, if you pile a plate full of, let’s say, cooked spaghetti – and you attempt to place more cooked spaghetti on top of the heaping plateful, what would be the natural consequences? Unless you were to actively monitor the noodles by holding it on top of the pile, the additional spaghetti would fall off the plate.

This is typically what happens with corporate change initiatives. We’re so busy in our day-to-day business, any new responsibilities tend to “fall off the plate” when accountability begins to wane six to twelve months later – thus creating the “program of the month” problem.

How do successful organizations avoid the program of the month? Instead of making the change something that goes on the plate, they do something radically different: they make it the plate.

Sustainable, long-term improvement shouldn’t be an initiative that ends. Business issues such as your Vision, your Values, the methods of delivering service, how to interact with people – should never change. That becomes “the plate”. Everything else - economic circumstances, political and social issues, etc. (what goes on the plate), will continue to shift and change with the seasons.

Real world-class companies secure a strategic foundation they establish once and then reinvest the savings of resources (time, money, and effort spent chasing business fads) towards adapting to the ever-changing aspects of business.

The truth is, you too can achieve these real world-class results. To learn more, contact us today at 877 - 4WCB NOW or visit us with worldclassbenchmarking.com

World Class Benchmarking...Right This Way

2011-01-01T01:00:00.000-08:00

To visit World Class Bencmarking's web site, click here.