In this episode, we are joined by Michelle Brigman, Director of Customer Experience at 7-Eleven. Michelle shares how, in the face of the global pandemic, 7-Eleven quickly shifted to ensure their over 68,000 store owners and franchisees could continue to meet their customers’ needs. She also provides insight into 7-Eleven’s COVID19 Command Center and how they use this to rapidly collect and respond to insights gained from all parts of their business.
Steve Portigal, Author, Speaker, and Customer Research Expert, shares how to drive innovation using the power of strategic customer insights. He reminds us that learning from customers is “messy” because we are complex beings. In order to go deep while interviewing customers you should have clarity about what is uncomfortable for you and what is uncomfortable for customers and not conflate the two. His provocation “No One Cares” highlights the risk of magnifying the significance of our solutions in a customer’s life and missing the opportunity to focus on things that customers care about.
Katie Hanson, Director of Product Management at Benefitfocus, shares how her company quickly adapted to help their customers find affordable benefits during this global pandemic and how it led to the creation of a new offering. She also talks about the importance of supporting her team during these stressful times by understanding how they are “really” doing.
Bennett Blank, Innovation & Transformation Leader at Intuit shares his observations on the creativity of small businesses during hard times and the grass-roots activation of Innovation tools at Intuit to help small businesses get through this pandemic.
We are witnessing an amazing acceleration of new products, services, and delivery methods. Many companies and even entire industries have been radically affected (think Department Stores, RIM Blackberry, Kodak, Blockbuster, and many others). There are new rules, principles, and ways of working for success in the customer-driven economy.
How do you measure the success of your innovation program? We all realize that the desired long-term outcome is massive growth and billions of dollars, but along the way we must make sure we are measuring our progress honestly and in a fashion that demonstrates how our organization has benefitted. Getting the numbers right is crucial.
Those who carry this vision forward and empower these dreams are the past, present, and future city leadership and employees. The vision is embodied by the residents of the city. The way a city works, the way it prioritizes and manages projects and tests new ideas, has a profound impact on all of its “customers”, influencing staff morale and residents’ reactions.