Blog - Operational Problem Solving

 (Blog 5 of 5)

-Henry Ford

There is a need to create a positive touch point on every interaction with a customer. This is not as simple as it sounds for in the ever expanding technology of today the majority of interactions with customers tend to be on-line or remote connections. We are getting fewer and fewer opportunities to have a positive interaction, which means the opportunities that we have, must be positive and fulfilling. How can we possibly ensure this is going to happen?

(Blog 4 of 5)

Any Fool can know. The point is to understand.
- Albert Einstein

The above Einstein quote is one of my favourites, partly because it is more relevant today than it has been at any other time in history. “Any Fool can know” - and if they don’t already know a quick search in Google using a selection of key words will soon give them the answer - For Example the information relating to the sinking of the Titanic over 100 years ago

• Question - Which passenger ship sunk by iceberg? - The Titanic

A more difficult question to pose and if you are looking for the more important pieces of information!

• Question - “Why did the Titanic sink?”

Blog 3 of 5 

The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.
-Albert Einstein

In Part 2, we discovered how a group of participants coped with being exposed to the Polestar Business Simulation. It is important to reiterate that the participants were totally unprepared for the exposure and were expected to fail abysmally, which they did!

Through Simulation to Exasperation (Blog 2 of 5)

You will have noticed this is Part 2 and as such is a continuation form “Viewing the Problem from the Customer's Shoes.” We have taken 16 unsuspecting participants and are about to launch them into the Polestar business simulation to help them to better understand the business they are in (Their Day Jobs). This is the first step in creating order from chaos. 

Blog 1 of 5 

When we interact with our clients in the problem management workshop, it is often difficult to get them to understand the situation from a different perspective. This is often the case when it comes to putting themselves “in the customer’s shoes,” to appreciate the negative or “knock-on” effects the customer is experiencing. I suppose we could sit them down in front of an irate customer and let the customer verbally abuse the unsuspecting staff member for a few minutes - I would view this method as being counter-productive!