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"You have the wrong tools. And you use them the wrong way.
It isn't your fault. You were taught, as we all were, to make forecast models out of past results. You were taught to look in the rear-view mirror. You were also taught to look straight ahead of you. If that competitor was in your line of sight, you had their number. That's how you knew you were staying ahead.
They were good people that taught you these skills, great professors of the craft in business school, veteran managers and executives in your first, third, and twentieth job. But that was a different time. That was when we could see the future by looking back. Somehow, it made sense back then.
But, now, the rules have changed: our game plans have gone public, and whoever knows what
the customer will do next wins."
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"To reach it's full impact, customer experience needs to be thought of as a strategic agenda item on par with and actually integrated with corporate strategy, managing the brand, and new product development. Customer experience should not be confused with existing efforts to focus on customer service or touch-point management. These efforts are focused more on delivering tactical reengineering of customer-facing processes.
As a customer experience leader, you want customers to talk with everyone they know (and don't know) about your company, employees to live and exude the best qualities of the brand on and off the job, and to be rewarded as a market leader. If you share that vision for your customer experience efforts, here are some strategic tools and ideas to help you do that."
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"It doesn't matter what industry you are in, someone, somewhere right now is building a product, process or business model designed to kick your butt.
If it's you, then you define the rules by which others must play the game. If it's NOT you, then you had better get comfortable playing by someone else's rules. Someone is going to start a revolution that will change your world. How? By producing change that matters—change that disrupts the competition and amazes your customers.
Why can't it be you? ... In a world where everyone and everything around you is getting better, where technology waits for no one, and where smarter, more sophisticated customers who are "wired and dangerous" demand more, people are constantly in search of the next big thing.
Want to find what's next? Make these 10 rules part of your cultural DNA."
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"There are four fundamental forces that pursue competing values and pull us and all the constituents in our situations in different directions: Collaborate, Create, Compete and Control. These forces drive or thwart growth in dyadic oppositions: Collaborate vs. Compete and Create vs. Control. The paradox of growth is that it is born from the tension and constructive conflict of these opposing forces and their agents."
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"I am passionate about great crimes and the criminals who commit them. But, I often wonder if the long arm of our law, the finest justice system in the world, is at times deeply corrupt, especially with regard to the most recent financial meltdown of 2008. ...
[S]everal fistfuls of ... corrupt, devious, deceptive, crooked, manipulative titans of the financial industry have somehow completely avoided any liability, responsibility or accountability for the crimes they committed—as have their accomplices in Washington, D.C.
It seems that bad behavior has become an acceptable business practice. If you get caught, you only pay a fine. If you get away with it, you win. What kind of system is that?"
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