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In the past month, I have had two unique opportunities: the first was to spend a few days in Boston with one of my clients and Frances Frei from Harvard; the second was a fireside chat with some fellow CEOs and author Malcolm Gladwell (Tipping Point, Outliers, What the Dog Saw). There were some great strategic nuggets interwoven into both conversations, and I want to share with you what I learned.
Frei is a professor in Harvard Business School’s technology and operations management unit and the chairwoman of the MBA required curriculum. Because Frei’s work focuses on how organizations can more effectively design service excellence, I was eager to hear her thoughts on organizational strategy. I was not disappointed.
Here are some key points I took away from the conversation.
Choose great over average. When you’re considering your points of differentiation as an organization the key is not to try to become five out of five on all aspects of your client value proposition; by diffusing your efforts as an organization among so many things you end up becoming three out of five (average) on everything.
Really great, standout companies figure out what they can sacrifice (areas where they are at about a one out of five), so they can truly be five out of five on the areas that count most to their customers.
Choose differentiation versus “me-too.” For true differentiation you need to do something that the competition can’t properly replicate. Consider the example of the Heavenly Bed Wars. Once Westin hotels rolled
out its heavenly beds campaign, all their competitors had to do was provide a similar quality of bed – a simple yet costly undertaking, the net result being that consumers now get better beds from all competing hotels. But each is still in the same price-competitive space: higher cost, lower margin and no differentiation. The trick is to focus on providing something to your customer that is difficult for your competitors to replicate.
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But we need well-formed objectives before we can map out action steps.
Here are eight things we need to consider for solid action plans:
Ownership: one person must be responsible and accountable for tracing the progress toward each objective, keeping the team informed, ensuring timely action steps are occurring and adjusting the actions as reality teaches us what needs to shift.
Action steps: each objective needs to have a series of action steps that lay out a clear path throughout the year on how it can be achieved. If the objective is the “what,” then the action steps are the “hows.” It’s critical that the action steps are clear and actionable steps versus vague ideas or thoughts.