Really getting a lot out of my re-reading of Clued In : How to Keep Customers Coming Back Again and Again.  Chapter 6 details an "approach to experience value management" (I know, it sounds a little arcane, but trust me…we could all benefit from an awareness of the importance of experience in our particular effort.)  Basic idea is that the total quality movement stopped short of an important development, that of the recognition and managing of experiences.  In fact, "quality management in and of itself cannot provide the framework for designing and adaptively managing the total value created by experiences (p. 101)."  Now, why is this helpful?  Think about your organization’s effort to improve performance.  Now think about how individual silos might actually become really good at providing a great product or service…but one that is inconsistant with the real mission of what you’re trying to do.  Great on its own.  But irrelevant to what you’re really trying to accomplish.  That is totally what happens in many instances.  Great sub-ministries, doing really neat stuff, that is actually counter-productive to the major efforts/mission of the organization.

Check out this great insight from chapter 6: "Focusing on process improvement runs the risk of getting better at doing the wrong thing if it isn’t fully aligned and supported by a system focused on customer-based value creation (p. 102)."  That, friends, is very helpful.  It calls for the examination of everything that we’re doing.

Out.

Getting Better at Doing the Wrong Things