Skip to main content

Size matters


Could it be that "best intentions" would not be enough to chip through the hardened exterior of this organizations habits, thought Frustrated Frank.  As the digital transformation honeymoon period slipped into the rear-view mirror, the burden of change seemed to settle into place. 



Frank, it is no longer about the tools, instead it is each person's rationalization of why these tools will make them stronger; habits are challenging, continued Andy.  On one hand, if it works why fix it, and the other hand growth requires continuous innovation.  The organizational structure has an impact, flat organizations require compelling reasons to change.  For instance, significant pain points within the business resulting in lost revenue, market or corporate dictated edicts.  Without these, change lacks a sense of urgency and is at the discretion of the local management, the larger the operation, the greater the number of management layers, the higher probability of lackluster adoption.



Often, larger branches; flush with sales and work are focused acutely on execution and elect to defer change.  Whereas the smaller branches are always seeking an edge, they do not have the momentum of the larger branch.  Thus, adoption and use of new tools are welcomed as clear differentiators, as opposed to perceived distractors.  The approach may also be different; those with high work volume may not want to see and assess options, instead simply receive training; small branches may want a stronger “consultative” approach, plant the seed and help it grow.  These behaviors may also be observed from department to department within a branch.  In 2018, the people component is the largest contributor or detractor influencing successful adoption.  Thanks, said Frank, your perspectives have provided me with fresh ideas.



Innovation flourishes in communities were individuals are encouraged to challenge the norm and direction.  At what point is it appropriate to say, we have chosen a path and will stick with it, where is the balance between empowerment and leadership?  Managing polarization and moving beyond the rhetorical simplicity of prioritizing one value over all others or a false-choice narrative that freezes action-oriented debate into prolonged indecision.  You are either on the gas or the brakes, winning has no room for those simply coasting.  How are you driving sustainable adoption?



-----

Next post:  assess me?

Thoughts?  feel free to leave replies or direct message

See all of the "last mile worker" posts here:  http://lastmileworkersolutions.com

-----
Labels:

Comments

Post a Comment

Popular posts from this blog

suggesting is NOT selling

People and companies want to buy from people that they trust.   The individual which possesses the broadest set of knowledge will gain the most credibility and as a result yield high levels of trust.   When I was in the field I definitely had the ear of the customer and for the most part discussed areas that needed improvement or replacement. At no moment was I ever, at least in my mind, selling. Instead, as I think back on those days, I believe I was simply "suggesting". Take an immediate need, add in a trusted advisor and a credible suggestion, you will most likely get a sale. However, this is not selling. From my non-salesman perspective I would sum up the following related to the sales process; sales is not a single event but instead a sequence of connection points which create a positive experience that leads to a purchase . Over the years I've been fortunate to have known many different types of salespeople in different industries and I believe that they a...
Post a Comment
Read more

In$pired

As the steam from Avid Andy's coffee fogged his glasses on this crisp January morning, he reflected on last year and thought enthusiastically about the year ahead.   Sometimes the noise of business is deafening, we rarely take the time to contemplate our moves, instead are often thrown one direction or another.   Hey, face it, if you are reading posts to gain perspective you fall in the group of folks who pride themselves as obsequious hoop-jumpers.   We live to help others and expect that all of those around us feel the same way.   I just love Influential Irene.   Okay, it is out in the open, she is an inspiration for me and so many others.   Irene reminds folks every year, without fail, these three statements which she fondly refers to as "the punchline" (although this is no joke).   Businesses, of any size, will be successful if they remember that it is people that make a company.   Put this advice into practice, today: Sincerity |...
Post a Comment
Read more

focus on your annuity base, come on man..

Stick with what you know and repeat often. When I think about maintenance, regardless of type of contract, I think about consistency, consistency, consistency. The motivation behind writing this post is to encourage you to either build or bolster your existing maintenance base, here are some things to consider: most maintenance contracts should yield between 5% and 7% additional revenue above and beyond the contract value.   Building trust between you and your clients organization will result in additional service activity. Full risk contracts, or those where you were charging one flat amount and taking all of the financial risk, can be profitable.   Watch out for the age of the equipment, service call track record, and customer disposition pull-through opportunities can be constrained with full risk contracts unless the scope of work is very specific. This can be a bit of a slippery slope. The perception of a...
Post a Comment
Read more