The Say-Do Gap
Life is filled with examples of the Say-Do gap. And, work life is no different.
Take the case of wanting to improve on existing standards. Most organizations – and senior executives – would ‘say’ that they would like to see an improvement in the status quo. Some would even argue that significant improvement is the only way to beat the competition – after all, change is the only constant. However, most avenues of feedback and improvement are often ignored by well-meaning folks.
No, I am not talking about Customer Satisfaction surveys or NPS numbers here. There is only so much that a ‘formal’ system of feedback from a select set of customers can tell us about how, where and when we need to improve our products and processes.
Let me take a few examples that may seem strange to entertain at first…
Take any business conference you’ve attended in the past few years. Most will hand you a docket at the registration desk that is filled with sponsored content, marketing collateral and white papers on topics of industry relevance. Each item is carefully crafted by Sales and Marketing folks who do this for a living. Yet, at the end of the conference, the tables will be littered with leaflets and brochures that were left behind by the attendees – material that was not relevant enough for them to carry all day, or take back with them.
Imagine how insightful this information really is – your target audience telling you by the end of the day what doesn’t really work for them! But almost every conference organizer (or client) ignores it.
Take the case of the auto accessories industry. We buy cars, and then we buy accessories that fill the gaps that the new vehicle didn’t already address. Nowhere is it more apparent than in India which is famous for its jugaad approach.
The accessories industry fills these voids on many different levels, from basic elements like floor lamination (hygiene in monsoon-affected markets) and leather-like seat covers to luxury elements like parking cameras and Android Auto enabled touchscreen infotainment systems. In each of these examples, either the equivalent does not exist with the original dealer, or is only offered as a bundle when you buy the next variant, or is available at a price point that is unacceptable to the customer.
Each element is an example of what the customer really wants – and is willing to pay for it, if the price is right. But, almost every auto manufacturer (or dealer) ignores it.
What is ironic is that, in both these examples, the enterprise in question spends a considerable amount of resources in collecting ‘Customer Feedback’ through formal systems that hardly ever yield such insights.
As I said before, Life is filled with examples of the Say-Do gap. If you really want to do something about improvement, there is plenty of opportunity all around us… All we need is to open our eyes and minds.