Роли в команде по Белбин или как достичь эффективной командой работы

Моя команда MBA получила лучшую оценку за кейс HBS посвященный анализу командной работы (MGI and Henry Tam). Хочу поделиться ключевыми выводами, которые, с моей точки зрения важно знать каждому руководителю.

1. Команда должна быть настоящей. Прежде чем приступить к решению мировых задач важно узнать свою команду: опыт членов команды, карьерный путь каждого, видение задач и мотивация, особенности их личности (об этом в следующем посте), культура. 
2. У команды должна быть общая цель. Важно убедиться, что все члены команды четко понимают конечную цель и верят в нее. 
3. Наличие четких правил и норм. Без четкого регламента работы, дедлайнов и других аспектов проектного менеджмента прогресс крайне проблематичен. 
4. Есть понятный процесс принятия решения. Кто принимает конечное решение - кто выполняет роль CEO?
5. Кроме того, очень важно разделять краткосрочные и долгосрочные задачи иначе сложно выставлять приоритеты.

При четком выполнении 5 пунктов не помешает понять роль каждого в команде (тест Белбин). Слишком много "растений" или "аудиторов прогресса" как правило не самый лучший вариант поскольку это снижает эффективность. В то же время отсутствие таких важных ролей, как Shaper или Finisher, Coordinator может так же плачевно отразится на командной работе.

Размер имеет значение. Считается, что команда более 9 людей слишком велика. Это усложняет процесс координирования и принятия решений. Важно убедиться, что в команде есть нужные компетенции для принятия решений, однако также важно избежать дублирования ролей.

Как правило, нам - руководителям, к сожалению, не хватает времени на детальный анализ команды... а ведь это и есть залог успешной командной работы. Потому выбирая нового сотрудника я впервые попросила заполнить кандидата 3 теста, чтобы понять его личность, стиль решения кофликтов и Белбин роль. Не могу сказать, что результат меня удивил, но он подтвердил мое мнение. Лично я решила, что теперь всегда буду применять, пусть все же и несколько субъективные, но помогающие оценить кандидатов HR тесты.

Интересно, какими тестами пользуются наши украинские руководители...

Social CRM - To continue the notes on CRM

Today’s reality of growing digitalization brought CRM to its new 2.0 level – Social CRM. While CRM 1.0 is about relationships between company - supplier-customers, CRM 2.0 means conversations happen between customers and quite often without any participation of the company.

Hence, Social CRM from a company perspective:

1. Begins with social listening - observing conversations and monitoring brand perception
2. Further key element is social login - registering and starting activity on social networks
3. Then it moves to social scoring and profiling - identifying key influencers
4. Advocacy and engagement - interaction with audience 

This process enables the company to Integrate social insights into the customer/partner experience and Integration of social collaboration into customer/ partner interactions. Social CRM allows taking customer relationships to the new level through efficient feedback and issue management. It also gives perfect opportunities for specialized campaigns.

Still questioning why to consider CRM? There are short, mid and long-term benefits allowing the company to move from turnover perspective of value, from satisfaction to commitment, from one way to multichannel communication. The mix of factors in the long run has a very powerful impact on image of the company from customer point of view.  

For an interesting Ukrainian example of social CRM refer to Watsons’ and Hoshva Digital Watsons+

CRM as business engine - notes from IT&Innovations class

Studies report that from 86% to 92% (British) of customers would stop buying with a company in case of bad customer experience. However, 70% state they will return if the problem is solved with 95% committing to come back in case solved quickly. This highlights the key role customer relationship plays in business success.

In few words CRM is about growing and retaining customers. It helps to understand whom to target and how. Given the reality of 80/20 applicable to marketing CRM gives the answer of where to invest to get the best output. Good CRM systems enable to efficiently use company’s resources shifting from mass marketing to segmenting and all the way to one-to-one marketing. 

Amazon represents an excellent example of good customer experience. It is not just customer friendly, however, tailored individually for each user. As soon as you log in the personalized greeting suggests that the company addresses specifically you. To that it provides valuable from customer point of view serveses such as digital tracking status of delivery, suggestions for products that match your taste.

Strong technological base supports the “culture of metrics” prevalent in Amazon. The company is tracking every click. It uses a web search engine, called A9, that can remember everything every customer ever searched for and the site reserves the right to share that information with its retailing arm. Amazon also funds a website called 43 Things. It seeks to link people with similar goals, such as getting out of debt.

Amazon tracks data for years to deliver excellent customer experience. Jezz Bezos, Amazon’s CEO says “ “We don’t make money when we sell things; we make money when we help customers make purchase decisions”.

However, before rushing into installing the Amazon type of CRM system it is important to clearly understand the Customer – have a strategic business view. Then plan Process, ensure People are there to support it and are trained. Technology comes after to put the strategy to life.

CRM system is an overall system supporting or performing activities involved in customer contact processes. The secondary task is related to providing customer and management information. 

There are several key CRM applications:

1. -       Identify customers
2. -       Define their value
3. -       Determine best resources
4. -       Profile and History of customers
5. -       Learn from that

Further on CRM consists of Operational and Analytical also called Strategic CRM. Operational CRM represents the front office, which covers all channels, which have direct interaction with customers and enable collect data to store in the Operational database. Analytical CRM is the back office analyzing the stored data. As it is crucial to ensure data collection through all inbound and outbound channels they should be up to date. For instance traditional call center along with the Phone and IVR needs to be supported by email and web chat.

Companies are using CRM with different key objectives. For instance, Starbucks sets as a goal to acquire and retain customers. Harley Davidson aims at increasing the share of wallet. Amazon aims at attaining operational excellence.

While most companies tend to think they need complicated CRM systems like Siebel, Oracle, Microsoft it can well be that the required functionality is delivered by open sources CRM systems. For example Starbucks is using open source Sugar CRM with limited functionality.

CRM is executed as a program and a project and should involve all parties early on for full alignment. As installing the CRM system is quite costly it is crucial to be aware of key risks that exist on company’s and vendor side.