Think about the number of task forces you’ve been involved in regarding customers.
Did anyone have a clue, beyond the first few meetings, on:
- How you were going to get the things done that the brainstorming had birthed?
- Where you were going to get the funding from?
- Who was going to lead the effort?
Many organizations gear up for “customer focus” action only when the survey results have just come out or are about to be announced.
There is the mad dash to try to see how the data coincides with each operating area. Frequently each operating area independently picks off “their results” and then begins planning actions. Or a leader requests several groups work together to “solve this situation.” This begins the cycle of many meetings, ideas and proposed actions, but little movement.
You can diminish this reactive cycle inside your organization. It will take some time to wean the organization off the familiar path of survey results tactics. But stay the course. You will gain traction swiftly as these efforts give time back to people as the organization starts to focus on the few important tasks rather than the 100 reactive tasks.
Begin by taking an inventory of your company’s task forces and special projects.
1. Are the task forces (or special projects) in sync with each other or are they in competition?
If there’s competition, what is the impact of dueling task forces?
2. What specific activity is assigned to each task force?
3. What’s the investment?
Take Action: Retool Accountability to Survey Results