In light of global economic uncertainties in recent years (and still ongoing), I observed many organizations set up Transformation Office, Special Task Force and Delivery Office. These “new offices” are created to ensure the companies are able to be resilient enough to weather the uncertainties. Usually these “new offices” report directly to the Chief of the company.
When I sat down with the leaders in charge of these “new offices” they shared with me their plans. Information shared are from revenues, costs of operating, cycle time, capital expenditure, new business areas, business strategy moving forward, human capital planning, product planning, media, customer services and many others. One thing in common from this discussion, there are all hard data. Almost all (if not all) of them are derived from facts, figures, dollars and cents.
The leaders in charge showed me graphs, charts, prognosis, research papers, BI reports and news and statistics in multiple streams and various thickness level (they are very thick!). In some companies they also show me the Employee Opinion Survey (EOS) which was done by the HR department. Almost all this data above is quantitative data.
I also seek customer datapoint beyond the usual survey, checklist and market reports, and surprisingly not many companies have them. The “new offices” pointed me to the customer service department, but when I asked them for qualitative customer data they don’t have it too. What is qualitative data?
Qualitative data includes customers interviews, pictures of actual customer interactions with services and products, customers complaints list, videos of customer journeys, customers profiles & personas, social media insights, demographics & psychographics information and customers testimonials.
The reason I brought up this topic because both data ie. hard data (quantitative) and heart data (qualitative) are equally important. I also observed that most quantitative data isn’t accessible by most staffs, whilst most qualitative data isn’t reachable by the top management.
Do you now see the datapoints gap? (Image below) That’s probably the reason why, the top leaders have little understanding of customer orientation (for large companies this is common), and the frontline staffs wondering why no new ideas implemented to win (or win back) the customers.
I also observed a lot of data has been filtered when going up and going down by middle managers, supervisors and team leaders who are in between top leaders and frontline staffs. We need to start accepting that heart data (qualitative) is equally important to our businesses.
In our design thinking workshop, we focus on drilling into the qualitative (heart) data points. What customers feel, what are the insights, how the staffs feel, where does usually the tension happen, why people buy, with whom the customers like to buy from, why customers prefer that branch compared to this branch and so many others!
Heart data can help you find new business opportunities, obvious profitable ideas and improve customers satisfaction.
Beyond quanti, factor in quali!
Khairul observes when leaders are open to multiple data points, they become likeable!
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