How to Create a Social Media Plan Like a Pro - Jordan Scheltgen
Barry collin omni channelculture
1.
2. My Goal Today
Provide both:
– companies seeking to become omnichannel
– software vendors providing the enterprise tools to
facilitate omnichannel culture
With:
– Perspectives
– Understanding
– Tools to ensure successful implementation of an
Omnichannel Culture.
3. Quick About Me
• CEO of Collin Group, Inc.
• Specialize in Building Customer Commitment
• Approach and systems originally designed for:
• life-affecting ultra-mission-critical situations
• making one of the largest technological transitions
and changing processes across diverse and
complex organizations globally.
4. Quick About Me
• Based on my years of research on the Stanford
University campus
• Chronicled/cited in over 200 books in multiple
languages; taught in university courses
• Implemented at myriad companies, SMB
through global enterprises.
5. Customer Commitment?
So why Omnichannel?
• Omnichannel is not so much a “surprise” or
“delight”
• It’s simply expected by customers
• An omnichannel culture helps build strong
customer commitment
• Don’t have it? Appear to customers as a
gaping whole in your customer experience.
6. Why This is Critical for You
• This is a social world
• Customer success is your successes
• For omnichannel software sales:
Installs that don’t go well are broadcast to
the world... even by one employee.
8. Is Tech the Core Challenge?
• Omnichannel requires new software and
hardware technologies
• Tech facilitates omnichannel, but also
introduces a new challenges
• But the tech challenges are not what put
companies into disarray
• It’s the human challenges that will be the
most significant.
12. Some Omnichannel Required Changes
• Company Culture (!)
• Team communication, interaction, sharing and
learning
• How employees view customers
• Tools like software solutions
• Processes, from department to individual.
13. Why Change is Hard
• People spend about as much awake time at
work than in their personal lives
• Changing work means changing your life – and
how easy is that?
• Often very intimidating
• Harder the longer you’ve done something a
certain way.
20. Omnichannel requires more
than project managers to ensure
success, because omnichannel is
more than just procedural
implementation.
It’s Not Just Process
22. What is the
Cultural Middleware™ Approach?
• Internal people throughout your organization
that understand your company’s many
internal subtleties
• They understand:
– Processes
– Concerns
– Communications issues and the connections
required to achieve omnichannel culture.
23. What is the
Cultural Middleware™ Approach?
• They build the necessary connections
between:
– People
– Current systems and processes
– Omnichannel thinking and operations
• They’re connectors, counselors and enablers
• They ensure the project becomes a
sustainable, profitable reality.
24. Basic Qualifications for the
Cultural Middleware Approach
To be a member, they must:
• be from your company
• be culturally- and process-savvy to the
“coverage areas” they’re responsible for
• not be recent transferees, interns and the like
• Accept being culture and process facilitators,
counselors, problem solvers, friction reducers.
25. Basic Qualifications for the
Cultural Middleware Approach
• Knowledgeable: about what needs to be done
• Understanding: of their coverage areas’
people, processes and concerns
• Compassion: for the challenges of a “rethink”
• Sharp Eyes and Ears: for spotting active,
passive, or unintentional push-back
• Engagement, Connection, Problem Solving,
Enthusiasm and Energy.
26. The Roles of the
Cultural Middleware Approach
• Make the change to omnichannel culture smooth
• Address the human stresses involved with change
• Work with key, or if small enough, all members of
their coverage area making the change
• Decide on best approach to work with project
manager and coverage area members
• Empathetically listen, understand, appreciate and
address all concerns of the coverage group.
27. The Roles of the
Cultural Middleware Approach
• Ensure training is appropriate for specific
coverage area
• Create bridges and connections – “smart
seams” to other groups via other Cultural
Middleware Approach members
• Request guidance and other resources as
needed
• Prevent “drop and plop”.
28. Give Them the Tools They Need
• Understanding of the overall changes to take
place, top-down:
– Concept
– Company
– Coverage Area
– Individual
• Must be presented:
– Strategically
– Operationally
– Processes
29. Give Them the Tools They Need
From software providers:
• Their best effort at determining in general,
how and which processes, specialties, and
teams will be impacted
• Software companies can’t know all the
cultural and process changes that will be
required
• Every company is different.
30. Keep them connected to:
• Company experts on the changes
• Their fellow Cultural Middleware Approach
members in other coverage areas across the
company
• Software vendor contacts (internal/external)
• The highest-level executive involved in the
omnichannel conversion process.
32. Wrap-Up
• Customers connect with omnichannel
companies both via technology and people
• Everyone and everything must be:
– connected, cooperative, cohesive, contiguous
– congenial, confident, convenient and committed
• It’s what customers demand, and what you
must deliver
• With the Cultural Middleware Approach, you can.