Disrupt production, Change the customer experience?

We think of disruption as a customer facing change. A change in how a

xintiandi_factory_hangzhou_p230611_1 consumer acquires a product or service from discovery through execution. How often do we start digital thinking at the production or factory? Turning a company “Digital” is a cross functional and ongoing effort for the enterprise. Change needs to be embraced strategically. Strategy is key, long straws first and data continuation cannot be overlooked.

Companies are all thinking about a digital experience change but only focus on improving the current model, this is why model production level change comes from outside. There have been many local and regional Taxi apps before Uber so why did Uber change the industry? Simple, because they disrupted the factory!

The change they brought to market was ubiquity, one app many markets, but mostly abandoned the concept of a medallion that defines who can drive for fees.  Users found a trusted company to give their credit information and discovered that entrepreneur drivers empowered by autonomy where more pleasant and service oriented.

Airbnb in just months became the worlds’ largest hotel by allowing home owners to rent out their extra capacity. Individuals’ skills are their private capacity that new business models can allow them to bring to a fuller utilization.  Where can you find extra capacity in your workforce?

Uber drivers discovered a way to hold flexible employment where they were in the drivers’ seat! Gig employment is growing as it offers flexibility to the employee and employer. Where else could this employee based model work?  What if, a retailer allowed staff to grab shifts? What is a restaurant did the same? Perhaps manufacturers could do this or R&D teams! Agile has taught us that self-forming teams are highly motivated and deliver higher quality results.

In China I was asked to join a plant manager at his home for a meal and to meet his family. After dinner three generations and I sat around the table talking, learning about each other and assembling components.  Here in the US this would be difficult for cultural and union reasons however that three to four hours with his family was magical and the extra money the family earned was for the children’s’ college. No one was forced to work, it was high quality time. This has already been done in many customer service centers with work at home programs.

Digital Transformations begin looking at similar areas that any product would, internally as well as externally. My rule Sculpt and Smash! Layout the process and assumptions then break through! What are your limitations, assumed and real?

In a pivot we look at three areas:

1.      Customer

2.      Problem

3.      Solution

In Digital disruption we need similar focus.

1.      Production

2.      Employee

3.      Organization

Digital marketing break downs.

1.      Discovery

2.      Engagement

3.      Transaction

4.      Service

5.      Promoter sharing

Digital Transformation is a cross functional experience driven by a cross-functional strategy for the enterprise that looks holistically at the limitations, all the limitations assumed and real!