There's a great description of what Doug Engelbart has been been trying to do all his life. Along with being a muse and mentor to many, he's devoted his life to how do we get better at getting better. Adele Goldberg, co-inventor of one of the first object oriented languages, Smalltalk has worked with Doug when she was active in the ACM - Association for Computing Machinery, and helped publish his papers back in 1993. Later in 2002, she wrote this about what he has been saying for 53 years. I really like it, its framed on the wall behind my computer monitor, and today is your lucky day, because I'm sharing it with you. I think its great.
We need to improve how we work together
And we all know that this is true:
The best way to improve is to find others who are improving,
and copy them!
The next best way to improve is to find others who also want to improve,
and work together.
Improvement is:
Process
and Tools
and Learning-oriented
and can be done outside protected business interests.
There are GREAT examples of improvement
Where communities formed from a grass roots need to get help,
and an individual desire to give help....Open Source
The results are tools
and better human communications
That benefit everyone
We NEED to get more results like these into our organizations
and our government
We can speed up our efforts by taking a meta approach.
We need to learn how in setting up the meta world
We can ENCOURAGE!
OBSERVE!
and LEARN from the individual customizations of the ideas.
We need to help people/organizations form communities
Whose purpose is:
- To get help and give help
- To Invent and Use Tools
- Better Communications
YEP, well said Adele!
CRM and Communities will increasingly overlap in the future:
It's a new paradigm that can take us away from the grinding cost-cutting that's prevalent.
Focusing us on finding new ways to improve the value that businesses and customers, governments and citizens can create together for each other.
Friday, February 24, 2006
Thursday, February 09, 2006
Caring is Profitable - the Johnson and Johnson Credo
I was reminded today of an article that I wrote "pre-blog" which means a lot to me. So I'm sharing parts of it with you. Click on the title above to see the full article.
Here's a quiz:
1. Name the major pharmaceutical companies with almost always positive earnings results over the past five years
2. Name the major pharmaceutical companies that have beaten the US stock market (Dow Jones, NASDAQ, S&P 500) over the last five years
3. Name the major pharmaceutical companies that have increased the amount of their dividend payments to their shareholders over the last year, a time of tremendous chaos for the pharmaceutical industry
4. Name the one company that appears on all three lists.
Have you guessed?
Johnson and Johnson has a Credo, a set of guiding principles that has steered them since 1943. The Credo puts customers first and shareholders last and the business has thrived, here's how it starts:
"Our first responsibility is to the doctors
nurses and patients to mothers and fathers and all others
who use our products and services."
In developing their products for the Diabetes Market, Johnson and Johnson studied the effects of diabetes in a Native American community called Whirling Thunder. They did not focus on just the use of their products, they looked at the lives of those suffering from the disease, Johnson and Johnson looked at how to prevent the disease, sponsoring community programs to reduce the death rate from the disease.....
Johnson and Johnson is a leading provider of Diabetes products. Within a face to face setting inside a Diabetes community, the business learned how to recommend practices, services and products that helped them help themselves, building on their own strengths and culture. These learnings became available for incorporating in a diabetes website. They developed a program called One-Touch Gold which will be launched in fall 2005. Some other companies might call it a Loyalty program. Many loyalty programs are developed which start by asking "What is good for our company?" Guided by their Credo, Johnson and Johnson started first with the question "What is good for our customers?" They build Deep Customer Loyalty.....
The latest buzzword in CRM is Community. One problem is that few people know what that means, and how it helps business make money. The Credo has guided Johnson and Johnson to experiment with online healthcare community building. Research has shown that online support groups for people with a major disease like Breast Cancer can be very effective in providing useful information and friends and counsel for victims of the disease and their families.....
The Credo guides J&J's innovations in online community building for acquiring customers. By experimenting with the idea: "Ask not what the Community can do for J&J, but ask what J&J can do for the Community", they can test the business hypothesis - is this a good investment for the company. Using Customer Lifetime Value J&J will be able to determine how much they can and should invest in the community in order to increase customer lifetime value of their customers and prospects.
Our Credo
We believe our first responsibility is to the doctors, nurses and patients,
to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality.
We must constantly strive to reduce our costs
in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity
to make a fair profit.
We are responsible to our employees,
the men and women who work with us throughout the world.
Everyone must be considered as an individual.
We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs.
Compensation must be fair and adequate,
and working conditions clean, orderly and safe.
We must be mindful of ways to help our employees fulfill
their family responsibilities.
Employees must feel free to make suggestions and complaints.
There must be equal opportunity for employment, development
and advancement for those qualified.
We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work
and to the world community as well.
We must be good citizens - support good works and charities
and bear our fair share of taxes.
We must encourage civic improvements and better health and education.
We must maintain in good order
the property we are privileged to use,
protecting the environment and natural resources.
Our final responsibility is to our stockholders.
Business must make a sound profit.
We must experiment with new ideas.
Research must be carried on, innovative programs developed
and mistakes paid for.
New equipment must be purchased, new facilities provided
and new products launched.
Reserves must be created to provide for adverse times.
When we operate according to these principles,
the stockholders should realize a fair return.
"When we operate according to these principles,
the stockholders should realize a fair return."
In the Spring and Autumn Analects, Confucius laid out a set of simple principles which defined the relationship between people, their families, their government and their society.
Johnson & Johnson has succeeded over many years by following the simple set of principles laid out by their founder that defines the relationships between the business and customers, their communities and their shareholders. Guided by the Credo, Johnson and Johnson have a history of long term success in business profitability and built the most powerful brand in the Pharmaceutical industry.
Maybe we can learn something here about what makes CRM successful.
Here's a quiz:
1. Name the major pharmaceutical companies with almost always positive earnings results over the past five years
2. Name the major pharmaceutical companies that have beaten the US stock market (Dow Jones, NASDAQ, S&P 500) over the last five years
3. Name the major pharmaceutical companies that have increased the amount of their dividend payments to their shareholders over the last year, a time of tremendous chaos for the pharmaceutical industry
4. Name the one company that appears on all three lists.
Have you guessed?
Johnson and Johnson has a Credo, a set of guiding principles that has steered them since 1943. The Credo puts customers first and shareholders last and the business has thrived, here's how it starts:
"Our first responsibility is to the doctors
nurses and patients to mothers and fathers and all others
who use our products and services."
In developing their products for the Diabetes Market, Johnson and Johnson studied the effects of diabetes in a Native American community called Whirling Thunder. They did not focus on just the use of their products, they looked at the lives of those suffering from the disease, Johnson and Johnson looked at how to prevent the disease, sponsoring community programs to reduce the death rate from the disease.....
Johnson and Johnson is a leading provider of Diabetes products. Within a face to face setting inside a Diabetes community, the business learned how to recommend practices, services and products that helped them help themselves, building on their own strengths and culture. These learnings became available for incorporating in a diabetes website. They developed a program called One-Touch Gold which will be launched in fall 2005. Some other companies might call it a Loyalty program. Many loyalty programs are developed which start by asking "What is good for our company?" Guided by their Credo, Johnson and Johnson started first with the question "What is good for our customers?" They build Deep Customer Loyalty.....
The latest buzzword in CRM is Community. One problem is that few people know what that means, and how it helps business make money. The Credo has guided Johnson and Johnson to experiment with online healthcare community building. Research has shown that online support groups for people with a major disease like Breast Cancer can be very effective in providing useful information and friends and counsel for victims of the disease and their families.....
The Credo guides J&J's innovations in online community building for acquiring customers. By experimenting with the idea: "Ask not what the Community can do for J&J, but ask what J&J can do for the Community", they can test the business hypothesis - is this a good investment for the company. Using Customer Lifetime Value J&J will be able to determine how much they can and should invest in the community in order to increase customer lifetime value of their customers and prospects.
Our Credo
We believe our first responsibility is to the doctors, nurses and patients,
to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality.
We must constantly strive to reduce our costs
in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity
to make a fair profit.
We are responsible to our employees,
the men and women who work with us throughout the world.
Everyone must be considered as an individual.
We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs.
Compensation must be fair and adequate,
and working conditions clean, orderly and safe.
We must be mindful of ways to help our employees fulfill
their family responsibilities.
Employees must feel free to make suggestions and complaints.
There must be equal opportunity for employment, development
and advancement for those qualified.
We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work
and to the world community as well.
We must be good citizens - support good works and charities
and bear our fair share of taxes.
We must encourage civic improvements and better health and education.
We must maintain in good order
the property we are privileged to use,
protecting the environment and natural resources.
Our final responsibility is to our stockholders.
Business must make a sound profit.
We must experiment with new ideas.
Research must be carried on, innovative programs developed
and mistakes paid for.
New equipment must be purchased, new facilities provided
and new products launched.
Reserves must be created to provide for adverse times.
When we operate according to these principles,
the stockholders should realize a fair return.
"When we operate according to these principles,
the stockholders should realize a fair return."
In the Spring and Autumn Analects, Confucius laid out a set of simple principles which defined the relationship between people, their families, their government and their society.
Johnson & Johnson has succeeded over many years by following the simple set of principles laid out by their founder that defines the relationships between the business and customers, their communities and their shareholders. Guided by the Credo, Johnson and Johnson have a history of long term success in business profitability and built the most powerful brand in the Pharmaceutical industry.
Maybe we can learn something here about what makes CRM successful.
Thursday, February 02, 2006
Going the Extra Mile for Service - in Singapore
I got a glimpse of how a country might set about improving service during a recent visit to Singapore with Paul Greenberg.
Gosh, he's a trooper. Just there for 6 days, we visited with many people all around Singapore, talking about Customers, Citizens and their relationships to the organizations of business and government. Read all about it in his blog of January 30th. He made an impression in Singapore, very generously sharing his expertise. And Singapore made an impression on him.
The word Trust came up a lot in those conversations. How to build relationships through service and developing trust. Yesterday, Social Customer Manifesto author, Chris Carfi pointed me at Christopher Allen's blog on the concept of Progressive Trust,
http://www.lifewithalacrity.com/2004/08/progressive_tru.html
Neat stuff. Now let's link Customer Experience Management with the concept of Progressive Trust and we'll really be talking!
Gosh, he's a trooper. Just there for 6 days, we visited with many people all around Singapore, talking about Customers, Citizens and their relationships to the organizations of business and government. Read all about it in his blog of January 30th. He made an impression in Singapore, very generously sharing his expertise. And Singapore made an impression on him.
The word Trust came up a lot in those conversations. How to build relationships through service and developing trust. Yesterday, Social Customer Manifesto author, Chris Carfi pointed me at Christopher Allen's blog on the concept of Progressive Trust,
http://www.lifewithalacrity.com/2004/08/progressive_tru.html
Neat stuff. Now let's link Customer Experience Management with the concept of Progressive Trust and we'll really be talking!
Singapore National Service Excellence Initiative
Paul Greenberg is a trooper. For 6 days, we visited with people all over Singapore, talking about CRM and Service Excellence. He made an impression, generously sharing his expertise, and Singapore made an impression on him, see his January 30th blog at http://www.the56group.typepad.com/.
In fact, it was so hectic, I am only just back to my blog. I salute him for having written about it so quickly. I was celebrating Chinese New Year!
Singapore is taking very seriously how to smooth the transition to the Service Economy. The National initiative on Service Excellence is a great start. Read more about it at http://www.the56group.typepad.com/ Paul's January 30th 2006 entry. Yes, it was quite a trip!
In fact, it was so hectic, I am only just back to my blog. I salute him for having written about it so quickly. I was celebrating Chinese New Year!
Singapore is taking very seriously how to smooth the transition to the Service Economy. The National initiative on Service Excellence is a great start. Read more about it at http://www.the56group.typepad.com/ Paul's January 30th 2006 entry. Yes, it was quite a trip!
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