The Leadership Framework – it’s just a model
First, it is important to note that we recognize that models are helpful in identifying the big chunks or elements that make up a thing and, to some extent, the model can help map the relationship between the elements; models are always inadequate. This is in part because we are modeling a thing that is multifaceted, dynamic and multidimensional and we are bounded to the margins of this two dimensional space. The framework is a helpful way to organize our thinking; every thing in the framework relates to and supports every other thing in the framework.
Elements of the Framework
- Value creation vs cost reduction: articulating the value of support
- The support center as a highly leveraged contributor to customer success in the indirect model
- Support as a driver of customer loyalty
- Support’s contribution in identifying opportunities to improve the customer experience (more reliable and relevant products)
- Direct Vs indirect; how much demand for support is there and how much is being satisfied through which channel (assisted, self-help, community, automation)?
- Good demand Vs bad demand or good revenue Vs bad revenue
- Declining high margin maintenance Vs increasing demand for low margin professional services - the economic dynamics (could infer increased customer success /profits)
- Beliefs about people?
- People as people - an integrated view Vs a segmented view of employees, partners and customers
- Loyalty vs satisfaction
- Nurturing vs command and control
- Alignment to a compelling purpose vs task level direction
- Assessing the creation of value vs activity?
- Accelerating capability development and deployment?
- Networks vs hierarchies?
- Swarming vs streaming? Dynamic resource alignment - all the relevant capability to the problem on the first touch
- Connecting people with content and people with people with a high degree of relevance.
- User’s user interface vs application interface (technology serving the people rather than the people serving technology)
- Agility – how do we enable the non-linear processes and get out from under the burden of 1990s CRM applications?
- What is the opportunity and role for product instrumentation, automation, and autonomic systems?
- How do we measure:
- Our impact on customer success?
- The value support creates (it cannot be measured inside of the support organization)?
- The health of collaboration?
- The effectiveness the process and technology elements in serving the needs of the people and the success of the business model?