Ron Kaufman with Colin Fairweather and Daniela Mazzone at Dreamforce
The City of Melbourne, Australia is ranked as one of the most liveable in the world. This award-winning lifestyle is fueled by a delightful blend of friendly people, global culture, and amazing food and coffee.
Most people don’t think
about what goes on behind-the-scenes when they consider the pleasures of good
city living. But Melbourne’s Chief Information Officer Colin Fairweather, and
Manager of Technology Partnerships Daniela Mazzone, think about it – and work
hard to improve it – every day.
Australia has three levels of government; federal, state, and local. Federal manages policy of the nation. State addresses vital regional concerns. But local is “the government you can touch”, where people in the city and around the world explore and consume the widest range of government services. Melbourne is using technology to connect with all these people and wants to get them involved to make government services even better. Using a Salesforce-based interactive platform, city employees, departments, organizations, contractors, students, employers, and neighbors can find more, learn more, do more, and contribute more to make the city better for everyone.
For example, one app can
be used to notify the city with photos and GPS coordinates whenever graffiti
needs to be removed, a vehicle is illegally parked, a waste-bin is overflowing,
or someone on the street is in distress. Reports can be made easily, quickly,
with follow-up progress and status reports if desired. This enables faster
response and better utilization of government resources, so that contractors
and employees can spend more time meeting people on the front end and less time
managing paper in the backend.
AI-enabled interface is being developed so Melbourne’s diverse multicultural
community including a large international student population (and their parents
back home) can find out what’s happening and communicate easily with the city
using the app, channel, or social media platform of their choice. This makes Melbourne
more integrated, and more attractive, to students, tourists, talent, and
investment from overseas.
Even the trees in
Melbourne are connected, each with a unique identifier to receive “tree-mail”
that is read and replied to by city employees. While this allows quick
notification when a tree needs pruning or special care, many trees have
received messages of encouragement and appreciation. One 9-year old recently
wrote thanking a tree for shade and beauty throughout the year, and then asking
sincerely what the tree would like for Christmas.
Fairweather and Mazzone speak passionately about their city’s commitment to the community; technology as an enabler for other things to happen; building trust instead of building tech; creating more participation with fewer platforms; and decentralizing access to local knowledge that puts real jobs and real joy back into the community.
Of course, Melbourne is
not the only city using technology to connect people with services to make
urban living better. Melbourne Digital Enterprises is a new enterprise recently
created to make the city’s innovations available to other towns and cities. And
with most of the world’s population now living in urban areas, that’s an
entrepreneurial development that can benefit us all.
Flying is the business of freedom. I’m in Geneva today, speaking with 200+ global team members in the IATA Management Meeting. We are focusing on improving service worldwide with airlines, airport, aircraft manufacturers, governments, travel agents…and YOU! Let’s all play our part to shape the future of travel and of service.
I was recently a guest at Dreamforce, the annual gathering of Salesforce customers, partners, and employees in San Francisco. It’s what they call their “Ohana”, a Hawaiian term for extended family.
There were thousands of presentations over four days on data, devices, and technology, and you can see many of these online. But what really stood out for me was how Salesforce is an example of the GROWING value of ETHICAL values.
I’m not saying that Salesforce is perfect, but what they are doing is working in their growth, and in their appeal as an employer. So I think it’s worth thinking about how what Salesforce is doing could be applied where you work.
When Salesforce was created, the co-founders, Parker Harris and Marc Benioff, were very intentional about the culture they wanted to create.
I got to meet Parker at a panel discussion about how they keep the culture strong while also growing really fast. Or as Parker put it, “Our ability to walk our values, and not just talk about it.”
The first value at Salesforce is TRUST. Trust is not a fact, it’s an opinion about competence, reliability, and care.
Competence is your ability to do things, like solve problems and create solutions. Reliable is doing what you say you will do. But care is in another dimension, it’s about commitment to someone’s well-being – now and into the future. And this is where Salesforce puts ethics in the equation.
As artificial intelligence grows, more and more algorithms will drive decisions about people like you and me. The problem is, the data used to create algorithms today reflects our standards from the past. And that may not be what we want more of in the future.
So Salesforce is asking itself, “How do we create the world we want, and not just more of the world we already have?” This is a huge ethical question, because who gets to decide “What IS the world we want?”
In his opening keynote speech, Marc Benioff said, “We all have to ask that question. And every company and every CEO had better be ready to answer with their values.”
The second value at Salesforce is CUSTOMER SUCCESS. This is not just helping customers improve the bottom line, but helping customers take better care of their customers, and their employees, and the communities where they work and live.
At Salesforce.com you find information about the commercial enterprise. But Salesforce.org is where you can find their commitment to social enterprise.
One the services offered here is called Philanthropy Cloud, which matches people with the projects and causes they care about, helping whole communities become stronger all over the world.
That’s focusing on customer success way beyond the budget. That’s focusing on the real bottom line, which is where and how we live and grow together.
The third value at Salesforce is INNOVATION. Invention is when you come up with a new idea. But innovation is when the ideas is successfully adopted in real practice.
One example ETHICAL innovation was at the Dreamforce event itself. 197,000 people came San Francisco from all over the world. And the whole program was “decarbonized” using recycling and offsets to achieve a completely carbon neutral event. And taking this even further, Salesforce publicly announced a commitment to 100% use of Renewable Energy by 2022.
The fourth value at Salesforce is EQUALITY. And this commitment to equality shows up in many ways, including equal pay, equal rights, and equal opportunity.
One way Salesforce does this is by making online learning available to anyone, anywhere in the world with a site called Trailhead. Of course this helps Salesforce grow – and they are one of the fastest growing companies around, but from a values standpoint, this open access to education gives everyone an equal opportunity to develop themselves, build their skills, get a better job, and become a more valuable member of their family and their community.
Check it out. You’ll find free courses on communication, public speaking, leadership, management, recognizing unconscious bias, storytelling, interview skills. And a lot about how to use, develop and administer Salesforce.
Now I’m not saying Salesforce always get it right, and neither are they. Every company makes mistakes. What’s ethical is being able to say so, and then fix it.
Marc did that in the keynote when he said: “We’re not going to always get it right. Sometimes you have to take a big 2×4 and hit me over the head.” And bravo to Marc for being so open about this with Salesforce customers and partners and employees from all over the world.
So what happens when a company does get it wrong? Then the ethical thing to do is be transparent. Create a safe environment for people to speak up. And build a culture where when your people see something, they know they can say something.
What is the economic value of these ethical values? After all, Salesforce is a company with employees, customers, and shareholders.
And I’m not surprised, because 97% say “I feel good about the ways we contribute to the community”, 96% say “Management is honest and ethical in its business practices.”, and 96% say “I’m proud to tell others I work here.”
From a customer perspective, 95% say they are more likely to be loyal to a company they trust. And from a shareholder perspective, well the Salesforce stock has been one of the strongest performers in the technology sector for years.
So, is Salesforce taking values to a higher level? Or are the values taking Salesforce to a higher level? And that’s whole point. These are connected. For company like this, and a company like yours.
Thank you for watching and for thinking about the growing value of ethical values where you work.
I look forward to bringing you more stories about companies and communities that are building a future we can all be proud to share.
We live today in The Fourth Industrial Revolution; the historic transformation from steam power, to electricity, to computers, to the global convergence of data, devices, access, and analytics.
Industrial revolutions are driven by technology, but a Fourth Humanitarian Revolution is now rising by necessity. Segments of our society are not keeping pace with the overall rise in global prosperity, and our earlier means of addressing these problems are no longer up to the task.
In the First Humanitarian Revolution, faith communities took care of those in dire need. Churches, mosques, temples, and other religious organizations raised charity for the poor, provided support for widows and orphans, gave food, shelter, and clothing to those lacking bare essentials.
In the Second Humanitarian Revolution, government programs expanded to address many of these social issues with a safety net of welfare and other programs, including basic education for children and improved security for elders.
In the Third Humanitarian Revolution, non-profit organizations gathered charitable contributions and volunteers to conserve nature, empower minorities, house the homeless, and contribute to disaster relief.
Today, in the Fourth Humanitarian Revolution businesses are taking direct responsibility to help solve our pressing social problems.
This is not merely altruism, philanthropy, or an increase in existing corporate social (CSR) programs. It is a revolution in the purpose and value of business itself; to improve society at fundamental levels while succeeding in the traditional metrics of business.
It’s easier to grow your business when your customer base is growing. It’s easier to retain a motivated workforce when employees feel good about how they contribute to the community. And it’s easier to flourish over time when the ecosystem you depend on is nourished by the practices of your business.
This level of commercial and social revolution is not going to happen through faith communities, government agencies, and non-profits on their own. The Fourth Humanitarian Revolution requires the full creative power of enterprising minds and commercial organizations working together to improve society now – and for the future.
The Guardian says that social enterprise is when businesses address traditional economic failings by using market forces to achieve a social impact. This differentiates them from other organizations and corporations.
Given the economic and environmental difficulties we struggle with in the world today, what other organizations and corporations can we possibly sustain?
The Fourth Humanitarian Revolution goes beyond “giving back”, which begs the awkward question: Giving back after taking what? After taking something away? After receiving more than you feel comfortable taking? After achieving your financial goals but leaving society in a more unstable condition?
The Fourth Humanitarian Revolution is a clarion call out for business to build communities where all of us can prosper. And many companies are already moving in this direction.
In underserved communities, PepUp Tech gives less privileged students access to tools and mentors, building skills that secure jobs, enrich families, and stabilize communities. Technology companies who support the effort also win by gaining access to a growing pool of diverse technology talent.
In Mexico, Cemex created Patrimonio Hoy a unique savings and home-building program to improve communities, families, and futures. This award-winning innovation increased sales, profits, company reputation, and customer pride by delivering sustainable results for everyone.
In Mauritius, Salt of Palmar resort connects guests from around the world with local people and places. “Skills Swaps” enable visitors to contribute their time and talent to participate with local community organizations. “Cooking with Salt” lets every guest savor the native cuisine – from selecting vegetables on the organic farm, to preparing with local chefs in the kitchen, to serving their own family members at the dinner table. Guests return home with local spices, great recipes, wonderful memories, and genuine local relationships.
All over the world, business and community collaboration is rising. Your organization can contribute to this wave of business-enabled social change through:
1. Creating a bridge from education to employment
Devote resources to teaching those not-yet-employed the skills they need to succeed in your industry. This contributes to the labor force you need while building goodwill to help you attract and retain the best.
2. Connecting employees with their communities
Your workforce may be local, national, or global, but everyone lives in communities, both physical and online. Our connections and contributions in these communities add richness and meaning to our lives. Align your company’s social efforts to support the project and causes your employees care most about.
3. Integrating with your environment
Take responsibility for the physical world by assessing your impact, reducing your footprint, and providing alternatives to restore, refresh, and recreate a sustainable ecology for all of us. The Dreamforce event removed beef from the menu and proudly announced this one decision had saved ten million gallons of water.
4. Working on the system, not just the symptoms
Charity and philanthropy must be continued as relief can always be supported by generous donors. But the underlying systemic issues can also be improved through greater collaboration between businesses, government agencies, civic and faith organizations. Everyone gains when we work together to solve social problems, mend broken lives, and uplift the poorest and weakest among us.
5. Asking important social questions
What social issues do you care about? What social issues do your colleagues care about? How can a business like yours help to solve a persistent social problem? Who must be involved so that your ideas and improvements become sustainable? How can your business profit from contributing more to the community?
The Fourth Humanitarian Revolution makes business and social sense.
For companies to gain new customers, increase profits, and attract great employees, they must exist in stable communities where customers are flourishing, new wealth is being created, and great talent is growing fast. This calls for new levels of commitment and contribution.
What can you do to make this happen where you work?
New York Times bestselling book, “UPLIFTING SERVICE: The Proven Path to Delighting Your Customers, Colleagues, and Everyone Else You Meet” is now in hard copy, Kindle ebook, and Audible audiobook on Amazon.com.
Experience the Foundation of Globe Telecom's Powerful Service Culture - YouTube
What Globe Telecom has done here is unique; building a culture as a challenger brand in the telco industry and overtaking the dominant player in the country.
They’ve done this with technology, products, pricing, distribution, but the real engine behind this success story is an incredibly powerful, well-supported, continuously improving service culture.
Here are a few of the key statements that anchor and nurture this culture. Take a moment to share them with you.
First, the Vision: We see a Philippines where families dreams come true, businesses flourish, and the nation is admired.
This is all about people, from the possibility they see for their loved ones at home, to the opportunity they create at work, to their sense of dignity, contribution and pride as a nation in the world today.
Next, the Mission: We create wonderful experiences for people to have choices, overcome challenges, and discover new ways to enjoy life.
Listen carefully to the words in this. They don’t talk about network coverage, new technology, expanding platforms or innovative products. Although that is exactly what Globe provides as a national telecom service provider.
No, this Mission is about taking care of people: helping people to live and love their lives together.
The Six Values include what you would expect to find: Customers, People, Integrity, and more. But my favorite is this one: “We move fast, so we are better every day.”
There is a bias for speed here at Globe, a sense of urgency about making thing happen, and making things better.
Then Globe promotes what they call a virtuous “Circle of Happiness”: Employees feel empowered and find meaning in work. Customers feel special and valued. Shareholders feel confident and rewarded.
And finally, there is the underlying and overarching PURPOSE: In everything we do, we treat people right, to create a Globe of good.
Well, has all this really worked at Globe? Let’s take a look at the results.
Wireless revenue market share up from 40 to 56% over 6 years.
Employee Engagement hits 91%, and the Asia Corporate Excellence and Sustainability Awards – which ranks companies in leadership and corporate social responsibility – they award Globe the title of “Best Employer”.
Maybe it helps if your company name is Globe, but maybe it matters even more when you know that PEOPLE are what really matter.
The people you live with in your community, the people work with in your company, and the people you serve in your nation and in our world.
Want to know more about these amazing people at Globe in the Philippines?
Visit our website at www.UpYourService.com to download the Globe Telecom case study.
Or come to the Philippines. Buy yourself a prepaid phone card…and experience the Globe Circle of Happiness for yourself.
Many senior leaders assume that service performance improvement only requires a front-line training initiative. This is a fundamental mistake. A strong and successful service culture demands the power of a senior leadership team that is fully engaged. Leaders must confidently share the vision, align with each other to remove roadblocks, reward ongoing success, and role-model excellent service behavior.
At UP! Your Service, we have developed a comprehensive checklist of strategic implementation activities that help our clients plan, implement, and sustain the momentum of a service culture building program.
We are glad to share with you a section of this Checklist covering key activities to achieve successful and sustainable leadership engagement.
Senior leaders have participated in and supported their managers in the sequence and scheduling of workshops for their departments or business units – enabling all staff to participate fully.
If your organization is currently a client of UP! Your Service, the full Service Culture Development checklist is available from your Project Manager. If your organization is not yet a UP client, you may Contact Us for access and more information.
Topics included disruptive technology, uberization of the workforce, data analytics, supply chains, employee culture, customer experience, and much more. Here are some of 10 of the top trends we take away from this positive and powerful annual event.
1. Service is gaining in power.
The service side of business is enjoying more respect and influence inside organizations of all sizes. Customer retention now tops new customer acquisition as a source of predictable revenue and profitability. Service innovation in a commoditized world is a source competitive advantage.
Question: Is service a cost center or revenue (value) center in your organization? Are the service people on your team (who work closest to the customer every day) given the resources and empowerment they need, and the respect they deserve?
2. Business models are migrating from Buy-Sell, to SLA, to Outcome-Based Solutions.
More customers don’t want to buy from a price list of products and services, or even contract with Service Level Agreements. They want valuable outcomes and reliable results.
More companies are selling and delivering on this promise and the results, taking responsibility (and liability) for delivering what customers most want to experience, avoid, or achieve.
Many challenges exist for organizations making this transition, including legacy reporting structures, out-of-sync compensation plans, lack of capabilities, and customer and supplier inexperience.
This is new territory for both sides, as solo account managers are being replaced by 6-12 person account management teams. But the trend is unmistakable. Price lists are disappearing. The most important promise is not what products and services you sell, but what valuable outcomes you can deliver.
Question: Do your customers want your prices, products, and service, or do they want the results you and your team can deliver? What business model are you offering today? What must you become to compete and win tomorrow? What do your customers value most, right now?
3. The new labor force is not prepared to “do”. The old labor force is not prepared to “teach”.
Many young people enter the workforce skilled in software and online behavior, but clumsy in the physical world of material and machines.
Some companies are creating long-term apprentice-based education programs to close the gap, giving the young a path to acquire new skills and existing workers a way to pass along their hard-won sensibilities. These programs are building competencies and increasing employee retention, especially valuable in today’s dynamic labor market.
Question: Is your organization doing enough to transfer the experience of existing team members and build capabilities in the young?
4. Technology enables more transparency and communication, but that’s not always a net positive.
Integrated technology platforms are generating an increasing flood of robust and real-time information. The impulse to share information and insights sounds like a good idea, but over-communication can be overwhelming.
Progress, performance, scheduling, and status updates are more available than ever before, but does your customer really want to hear all that?
Question: Examine the frequency of communication and intensity of information at each customer touch point. Are you sending messages because you can, or because your customer really wants to know?
5. Employee engagement is an investment for all, not some.
Great employee experience leads to great customer experiences. No surprise there. What is surprising is the lengths some companies go to include third parties as members of the home team.
The Chicago Cubs sets a high standard by providing training, communications, and recognition to those outside the employee base, but inside the customer’s experience. This includes vendors selling food and souvenirs, parking attendants, ticket collectors, and even those who sell seating and host parties on building rooftops outside the stadium.
Question: Do you treat your distributors, partners, and suppliers like inside family members? If their performance affects your customer, can you afford to leave them outside?
6. Experience is a direct economic offering. Transformation is an economic upgrade.
Joe Pine, author of “The Experience Economy”, shared how mass customization is now a commodity. Offering experiences allows you to differentiate, but even experiences are now being copied.
The evolution of service and value is from:
1) extracting commodities, to
2) making products, to
3) delivering services, to
4) staging experiences, to
5) guiding human transformations.
This means taking customers and employees from where they are now to new states of satisfaction, fulfillment, and being. Joe shared many such examples of companies that thrive by taking customers from fat to fit, ill to well, stressed to serene, and anxious to secure.
The imperative to level up in value is here today. Staging experiences and guiding transformations is key to success today, and tomorrow.
Question: Watch this video interview with Ron Kaufman and Joe Pine now on “Creating Expanded Service Experiences”. Which stage of the experience can you improve for your customers? For your colleagues?
7. Human empathy and emotions count and can be counted.
In every field from engineering to engines and from infrastructure to insurance, human empathy and emotions are rising as legitimate measures of business well-being and success. The mood of a business relationship can be created and sustained. The emotion of an interaction can be cultivated and appreciated.
Metrics that don’t support these outcomes are losing their power while measures of attitude and interest are rising.
For example, many call centers are moving away from short handling time as a primary measure of success and moving towards first-time fulfillment and customer appreciation as better measures of a contact center’s worth.
Question: Are you measuring and managing to metrics derived from the past, or from those that will guide you and your customers to a shared and more successful future?
Which of these trends do you are affecting your business today? Which require more awareness or better effort throughout your organization?
Join Ron Kaufman at 2018 Dreamforce in San Francisco - YouTube
Dreamforce is an annual user conference hosted by Salesforce in San Francisco, bringing together thought leaders, industry pioneers and thousands of marketing professionals. Members of the Salesforce customer base attend the conference to hear keynote addresses, learn about new products, attend training sessions, network with peers and earn certifications.
Dreamforce is an annual user conference hosted by Salesforce in San Francisco, bringing together thought leaders, industry pioneers and thousands of marketing professionals.
Members of the Salesforce ecosystem attend the conference to hear keynote addresses, learn about new products, attend training sessions, network with peers and earn certifications.
It involves more than 2,700 sessions to help every role in every industry succeed, the opportunity to get hands-on with the latest product innovations, and 170,000 attending Trailblazers to learn from. There are learnings to be had in all of the areas I focus on – customer experience, customer service, creativity, connectivity and content.
Some of the world’s most innovative minds come to Dreamforce every year to share their expertise. This year’s speakers include:
● Al Gore – Former USA Vice President and Chairman of Generation Investment Management
● Jane Moran – Global CIO, Unilever
● will.i.am – Recording artist and CEO, i.am+
Two of the 2700+ sessions that I am looking forward to include:
● Auto, manufacturing, & energy keynote: build an ecosystem around your customer – Hear how ABB, Volvo and Hess are transforming into customer-centric companies by creating digital touch points within each part of their ecosystem to better the manage all stages of the customer lifecycle. This is one of the sessions I’m most keen for because customers are calling for connected processes within the companies they interact with. According to the Connected Customer Report, 70% of customers say that connected processes are very important to winning their business.
● 4 tips for getting started with chatbots – Learn tips and best practices for using Chatbots and leave feeling comfortable enough to build your own. We all know how much emerging technology is affecting customer service. In fact, we’ve all probably had an interaction with a chatbot at some point. This session will teach you how your company can master chatbots for fantastic personalised experiences with customers. Customers love buying from organisations that are innovative, and according to the Connected Customer Report, they’re 9.5x as likely to view AI as revolutionary versus insignificant.
● Many more sessions can be found here: https://success.salesforce.com/sessions?eventId=a1Q3A00001XoCSUUA3#/