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In this article, I want to share suggestions of what you can do with the customer feedback once you have collected it. Make sure when you collect your customer feedback that you setup a tracking system because it can help you quantify and qualify your customer feedback.

The feedback that you receive and how you analyze it is very important. Depending on the questions that you ask, your feedback could tell you…

• Where your business processes are weak.
• How your employees or contractors are managing your customers.
• Explain how successful your customer retention program is in retaining current customers.
• Whether you should add new services or features or function to your business to meet the needs of your customers.

When you have compiled all the feedback, analyze it and determine the areas where you are strong and the areas where you need improvement. Just keep in mind that regardless of the results from you customer feedback statistics, you should always be prepared for the feedback to affect how you do business and to possibly make changes in your business.

Post from: EveryJoe

What To Do With Customer Feedback

Harvard Business on-line’s post by Tom Davenport seems to deal with culture when describing two extremes to strategy development and execution:

1. Strategic Engineering- strategy is an engineering exercise with employees being the cogs in the machine.

2. Strategic Anarchy- executives get out of the way of employee’s entrepreneurial and innovative energies.

He suggests that a reconciliation of the two must take place.

While I see it as a culture issue I also see it like one of the commentors as not so much a reconciliation problem but one of creating a flexible environment controlled by standardized business processes. Letting elements of anarchy prevail can lead to the dreaded “idea man” who never gets anything done while disrupting and delaying all intiatives; i.e., you need them but they must be controlled. Certainly, the “cogs in machine” view leaves employee innovation out of the picture.

The “flexibility” required means having standardized processes that enhance both innovation and strategy execution (e.g., strategy creation, linking strategies to tactics and projects to tactics, project acceleration/prioritization/alignment, others). High-value PMOs, or PMO-like organizations, are a crucial element, along with a governance board (or set of executives) that the PMO supports, for strategy execution.

How does your organization support innovation and strategy execution? How is this done without a PMO-like organization that supports strategic alignment, acceleration, and prioritization of projects?

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Post from: EveryJoe

Strategy Execution: Is It a Culture or Process Issue?