August 2017

Make It Easy For Stakeholders: Think Like a Restaurateur!

Tip Jar

Image Credit: © Vivian Seefeld — #31330104

As regular readers of this blog will know, I am somewhat of a self-confessed “BA Geek”. I can’t help but see processes, systems, data, interconnections and opportunities for analysis everywhere I go. I find it fascinating how different industries approach things so differently, and I can’t help but peek ‘behind the curtain’ and try and work out how different businesses operate.


I was recently travelling with work and was eating in a quiet (but very nice, if slightly pricey) restaurant. I went to pay, and found that unfortunately they weren’t able to accept credit cards—so I paid in cash. The meal and a couple of drinks came to about 30 Euros, I didn’t have change so I put down a 50 Euro note.  The waitress soon brought back my change, which was placed on a small silver plate with a receipt.


Now, what I found interesting was:


1. Rather than giving change as a 20 Euro note, she gave me one 10 Euro, one 5 Euro and some change

2. Right next to the change was a card reminding me that tips are discretionary, but appreciated for good service (with a smiley face drawn on it to grab my attention)


It struck me that this seemingly random split of change was probably really quite a subtle and clever way of maximising tips. By breaking up my change, the waitress had ensured that I had a range of coins/notes to give whatever tip I felt appropriate, along with a reminder that a tip would be appreciated. This might be considered a gentle ‘nudge’. There was no compulsion to tip, and no pressure at all, but the waitress made it as easy as possible for me to do so if I wanted to. I smiled, put down a tip, and left. I was mulling this over on the way back to my hotel.


Equipping Our Stakeholders: Do We Remove Barriers?

Ultimately, what that waitress had done is made a request and made it as easy as possible for me to fulfil that request.

How Sick Is Your Organisation?

Doctor with hand on face

Image Credit: ©exopixel – #127812256

A week or so ago, I found myself suffering from a severe head-cold and fever, which left me feeling exhausted.  I was so exhausted I wasn’t able to function normally for a few days—at its worst, I was unable to get out of bed.   I spent a day drifting in and out of sleep, oscillating between sweating with a fever and feeling cold and shivering.  I suspect everyone reading this will have experienced a similar illness during their lifetime—and thank goodness these things are temporary!  I am pleased to say that rest, rehydration and paracetamol worked and I am now feeling so much better.


Yet I was left reflecting on how, as individuals, we treat problems and ailments quite differently to the way that organisations do.  If we wake up one morning and a minor symptom has emerged, perhaps a sore-throat or headache, as individuals our first response is probably quite understated.  In fact, there may be times when we deliberately do absolutely nothing.  We may suspect that our symptoms are a normal fluctuation in health, and nothing to worry about—we monitor the situation, and, if the sore throat goes away in a couple of days that is just fine.  If new symptoms appear, or things do not improve, then of course we’d seek professional medical help.


The Allure of the Knee-Jerk

Yet, in organisational situations, it seems that there is an all too often knee-jerk reactions to issues that occur. This almost seems to be a form of organisational hypochondria where deliberate inaction is seen as some form of weakness in leadership, and we just have to ‘be seen to be doing something’ constantly.

You can imagine a manager saying:


“Our web sales dropped? Quick, launch a project to initiate targeted discounting! Plus I’ve heard about this new CRM system… let’s buy it!”


Yet how sure are we that we know the reason for the sales dropping? And are we really confident that a new ‘targeted discounting’ scheme will actually work any better? Couldn’t it be something in the business environment that is completely outside of our control? And if so, wouldn’t we be better off finding that first?  Underlying this issue is a desire for stability and predictability, which although understandable, is unlikely to prove feasible in many of the types of complex environment that today’s businesses operate within.


Avoid Situations that Keep the Patient Sick