You are currently browsing the daily archive for April 14, 2005.
Perhaps the only advantage print has over online for me is that I was able to sneak a look at this FT article while waiting in an office lobby today without paying for the privilege.
On balance I’d say “Too little too late, Rupe” but he won’t go down without a fierce and bitter fight. He almost gets it – but he still sees the environment as one where there are people who sell the news and people who buy it. He talks about a decentralized model, but then seems to think that a huge centralized organization like News Corp. can somehow still dominate it. Interesting too that he drops in a reference to podcasting and video.
Nice article on digital radio on p19 of the FT as well, including podcasting and a plug for podshows. Just in case you’re down the library tomorrow…
Ok, so I didn’t think this one through entirely.
1. You are not allowed to take photographs in the galleries of Tate Modern.
2. It’s generally so quiet and people are walking around looking for interesting things that I felt even more self-conscious about talking.
So 3. There are many more edits than usual but fewer photographs and not much of *my* voice at all. It’s mostly those exhibits that make a sound and the sounds of people taking tours and talking to each other.
The Tate Modern site has more on the Bruce Nauman sound installation including an interactive version that doesn’t quite match the reality because the only sounds that overlap are adjacent ones – as you can hear from the recording, you can actually hear everything reverberating around the huge space of the Turbine Hall.
I’ve been looking back at some work I did a couple of years ago on customer focus for a large government department to try to explain how a simple Pinpoint workshop works – I’m having trouble writing a case study (soooo boring) so I just thought I’d write it out here and see where that got me.
I’d forgotten that the original brief was to find some different communication form for talking to as many people as possible within this department about “customer focus”. The perception (in grossly generalised terms) was that people were more focused on their given functional tasks and rarely questioned what value they were adding for the end users or customers or did anything to find out whether the service they provided was useful or met a customer need.
So first of all I designed a Pinpoint workshop to run with a selection of senior managers from across the organisation (people who pretty much already got customer focus) to talk about this and what should be done.
This workshop asked the following questions:
- What does Customer Focus mean to us?
- What does Customer Focus mean to customers?
- How good is the Department at Customer Focus?
- What are the characteristics of excellent internal communication that would improve our Customer Focus?
- What communication products would improve the Customer Focus of the Department?
I wish I could say I entirely planned it this way, but the way it turned out was that as well as understanding better what customer focus meant in this organisation, everyone said: “This is great, we should make this workshop into something that everyone can do”.
So we came up with this amended version:
Who are your customers? This warmed people up and got some of the stuff out of the way about differences of opinion on this subject – in government departments some civil servants still see ministers as their key customers!
What does Customer Focus mean to you? People talked about feedback, communication, building relationships, responsive action.
How well do you involve customers in what you do? Naturally some people felt better about this than others – depending on personal experience and the nature of their jobs.
What does Customer Focus mean to your customers? Here people thought more about quality, responsiveness and meeting expectations.
What more could we do to involve customers in what we do? This varied between teams depending on what their level of interaction with customers but it generally brought out high-level ideas about improving the quality and quantity of communication.
Then depending on what ideas had come out of that, the group was split into two or three sub-groups to look in detail at what ideas they had about improving how they involved customers. This involved an ideas gallery session asking them to come up with Ideas, Barriers and Resources required.
After creating these and discussing them, the team came up with an action plan for themselves (what to do, who would do it, by when, with help from whom). The team also had to come up with a contact to liaise with the customer focus team to let them know how they were getting on and where they needed further help.
So the outcomes were:
- A better and shared understanding among the participants of what customer focus really meant.
- Some broad ideas for improvement that might be picked up later
- An action plan for specific things to do in the short-term
- A link with the centre to help make sure things got done, or at least moved forward