The article highlighted in today’s daily nation Smart company page 5 “ Silver lining in Safaricom Shakeup” highlights the restructuring and of the mobile giant’s management team to support the growth strategy and positioning that the company needs to survive the competitive climate.
Mr. Bobby Collymore- Safaricoms’ new CEO has highlighted a total paradigm shift in their focus and strategic alignment and some of his points made me re-think re-engineering, our driving force to excellence and getting to the next level.
Shift from output to out comes
This involves listening to the consumers, products and output should be focused on meeting the customer need than just producing. Focus Is on what the consumer is saying and what they want; listening helps us measure and adapt to become more relevant to consumers.
Shift from value propositions to value conversations
Companies create these propositions to articulate the value they plan to offer customers. These statements become the basis and guiding force of the collateral materials that marketers develop for the sales organization—sales messaging, brochures, PowerPoint decks, and so on. The sales force dutifully takes all of this collateral and presents it to the prospect. They are selling value, right? Not exactly. The sales force is presenting the value proposition itself, a generic statement of value that requires the customer to translate that value into terms relevant to their businesses and their job responsibilities. However, we have no idea if our value has relevance with this customer. Often, the customer doesn’t either. To differentiate ourselves there is need to properly and clearly explain what our value propositions are to our customers. What relevance is it to them in the long run? Our conversations with our guests should be geared towards ensuring they understand the benefits of our VAP’S.
Shift from differentiated products to products that make a difference
Do our products add value to our guests? What tangible / intangible value do we give? When creating the products do we have our guests in mind? Are the products made to generally improve their livelihoods or are they mainly coined for monetary benefits. The latter is going to be a short term win.
Shift from value chains to value cycles
The Value Chain model portrays an organization as a segmented, linear flow of business functionality. Many companies have designed their various departments to enable this flow, believing that they were conforming to best business practices – and the flow works fine within a typical operational cycle. But this is only a part of what companies do. When it comes time to innovate (i.e., stretch beyond the current bounds of the organization), people have a tendency to generate isolated solutions that are relevant only to their department, and not thought through or tested in a systemic manner. Ever wonder why most organizations today suffer under the silo effect that inhibits the transparency of ideas and information? A case in point is the proverbial gap between Marketing and R&D. While ERP systems can help to alleviate some transparency issues, this does not address the core issue, and has little to no effect on innovation.
If we were simply to take the linear Value Chain model, and bend it around the edges to create a circle (or cycle), it would have an entirely different effect within the company. In the center of the new “Value Cycle” could be cross-functional teams, processes and social media systems that enable the introduction of new ideas from anywhere within the company, while allowing people from other departments to contribute their perspectives, thus building on and improving the original idea. Around the outside of the new Value Cycle are the company’s suppliers, business partners, and even regulatory bodies who, if plugged into the process (i.e., the inner circle), can bring yet another perspective to what is now emerging as a new innovation that has been tested and vetted from within. This merging of internal and external sources into a central innovation process, or cycle, must not be thought of as temporary – it has to become the norm.
Shift from competitive advantage to constructive advantage.
We need to build products that better people and society. To do radically meaningful stuff that matters 100x more. We need to get feedback from the customers and build our edge from their criticism (i.e. we indulge in the constructive criticism- mostly on trip advisor).
At Sarova hotels our focus is to continuously re-engineer ourselves and give our customers the greatest value, ensure they understand our value proposition and our products remain relevant to the market.