I was sitting down with a friend of mine, Joseph Wise, and we were talking about the challenges businesses have today around growth. Not just revenue growth, but also the number of employees. He asked me this question about my clients, “Does their office space align with their culture?” I told him that I had to think more about that, but that probably many of them didn’t think of office space in that context. It was an interesting perspective and I asked Joseph to provide me something that I could share with my clients and colleagues to help them think about office space differently.
In the attached document, Joseph provides some key questions to think about when considering new office space.
Here are five steps to help you create an organizational culture focused on customer retention:
- Gather customer stories.
- Share those stories internally.
- Create internal ambassadors.
- Share the stories externally.
- Create external ambassadors.
Employ these five steps and you will see customer retention rise and your bottom line increase.
As a follow-up to my recent post, where I mentioned that organizations that formally manage innovation are more successful, I wanted to probe further into the question “How do we know if our innovation process is successful?”
For one thing, instead of focusing on the number of new products and services you bring to market, measure the percentage of revenue those new products and services represent. An innovation can only be successful if it has commercial viability, otherwise why innovate? An organization can only say that it has a culture of innovation if a large percentage of its’ revenues come from products and services that didn’t exist three or four years ago.
If you want to know whether or not your organization is successful at creating innovation, look at the breakdown of your revenue. How much of that revenue is represented by products and services that did not exist five years ago? If the answer is less than 30% then you are not an innovative company. You may be a successful company (and there’s nothing wrong with that), but you’re not an innovative company.
How will you ensure a culture of innovation in your organization?