“[Sir Ken Morrison] showed us all the importance of aiming high but never forgetting the practicalities of life and the humanity of those we deal with.”
These words encapsulate the essence of great retailing, great business and great Customer Experience. Ken Morrison was an innovator – for example he built Morrisons on a model of vertical integration, directly controlling many of its food suppliers, and developed the Market Street concept of retail theatre combined with expertise directly available to the consumer.
In a world where the unthinkable and the impossible are rapidly becoming the reality, the challenges for organisations and businesses are also the opportunities. The key is to understand the trends, stay focused on vision, mission and key success drivers, and to implement flexible strategies based on what will happen, what could happen, and above all, on what you want to happen.
This is the third and last of my short series of posts, distilling insights from the conference I attended on On Wednesday 15th June : The Future of the Experience Economy, organised by Eventbrite.
At BBC Gardeners’ World Live the first celebrity masterclass I attended was delivered by Joe Swift, a professional garden designer, writer and broadcaster who has been a regular presenter on the BBC Gardeners’ World programme for 18 years.
The theme of the well-attended session was “Garden Design for the Enthusiastic Amateur” (my description) – so of course I listened intently. As I did so, however, I learned much more than I was expecting, and not just about gardening. It’s perhaps no surprise that more than one author has used a garden as a metaphor for “growing” a business; however, stick with me.
This quote by Tom Peters sums it up:
“Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, the military? If people/talent first and hyper-intense continuous training are laughably obvious for them, why not you?”
It seems so obvious, and yet, in “our world of business” we face a daunting obstacle to greatness: our own attitudes, and those we accept from others. When it comes to Customer Service, we accept mediocrity, and, too often, we deliver mediocrity.
In previous posts I’ve talked about the fundamentals of Leadership; today I want to talk about the fundamentals of building projects or organisations that deliver great experiences – for Customers, Stakeholders and Teams, and also for Leaders: why shouldn’t everyone have Fun?