I recently had a great discussion with TK Kurien, the CEO of Wipro Technologies, at the company’s campus in Bangalore, India. During the discussion, TK shared his thoughts on Wipro’s future. He sees the following as critical to success:
Addressing segment leadership challenges. There are limits to labor arbitrage, automation overriding cost advantages, and the increasing complexity of client requirements. Wipro knows that it has to move beyond showcasing technology capabilities to focus on addressing the challenges that CMOs, CHROs, and other business leaders face today. The first step in this direction is to ensure that the company’s messaging gets aligned to the different ports of call (CMO, CFO, CHRO, etc.) and how this helps to address the challenges for customers.
Developing a culture of performance. TK aims to develop a culture of performance based on improved employee efficiency and productivity. Within a few days of our discussion, the company announced that it is planning to undertake its biggest-ever restructuring exercise to become learner and make the organization look more like an hourglass than a pyramid. The company will take 12 to 18 months to complete this mammoth restructuring effort.
A few months ago, I had the pleasure of seeing Tom Feeney speak about customer experience at an event in Boston. I was fascinated by his story of how Safelite went from a company that put shareholders first to one that put employees first. The reasoning behind this move: Highly engaged employees will deliver a great experience, which will improve business performance and ultimately make everyone happy (including shareholders).
As it turns out, that reasoning is correct. From 2006 to 2012, Safelite’s sales grew by high double digits, and its profits grew by triple digits. (I’ll let Tom reveal the actual numbers when he keynotes on the second day of Forrester’s Forum For Customer Experience Professionals West in Los Angeles on October 9 and 10).
Despite these impressive results, Safelite is now moving into a new phase of its transformation journey. It’s that multipart voyage toward customer experience maturity that makes Tom’s story a perfect match for our event theme, “Boost Your Customer Experience To The Next Level.”
In the run-up to the event, we asked Tom to answer a few questions about what Safelite is doing and how it’s doing it. His answers appear below. I hope you enjoy them, and I also hope to see you in Los Angeles!
Q. When did your company first begin focusing on customer experience? Why?
When you put the word “sales” and “enablement” together – it sure can mean a lot of different things – to a lot of different people.
As the Research Director on Forrester’s Sales Enablement team – it’s a problem I see every day.
What’s entertaining about this (or aggravating, if you are a sales enablement professional inside a large company) is that not only do many people view those two combined words differently – many of those people are extremely confident their own perspective is the right one. Given what we publish, the number of presentations we give, all of the cross-functional group settings we run into – you might imagine we’ve heard our fair share of strong opinions.
Here are a few highlights of my favorite “certainties:”
· Sales enablement is just lipstick on a knowledge management pig.
· Sales enablement is the new label for sales training.
· Product marketers have been enabling sellers for years, what’s the big deal?
· Sales people should be enabling themselves with all of the resources we provide them.
· Marketing should own sales enablement, because it is clearly a content issue, and the sales force doesn’t have access to good content.
George Colony, our CEO, just released a post on his blog about enterprise architecture, aptly enough named “Enterprise Architects For Dummies (CEOs).” I retweeted the post to my followers and received a flood of responses, most of which were violently disagreeing with George’s assertion that EA works for the CIO. I think this is a pointless argument, but underscores a very important change that most are missing.
Here’s what I mean:
The objection to putting EA under the CIO is based on an old-school notion.That notion is that CIOs are chief technology infrastructure managers. Our data shows that the role of CIO is changing, fueled by cloud and other as-a-service technology. CTOs or VPs of IT are increasingly taking on the job we used to think of as the CIO, while progressive CIOs are evolving to something else. Locating EA under the CTO is a bad idea, we all agree.
Every business is a digital business.If you don’t believe me, I’ll send you a pile of research. There is no such thing as a non-information-centric business anymore — or at least there won’t be for very long, because they are going out of business. Forrester has been using the term “business technology” (BT) for a while to indicate that there is no room for having separate business and IT — it simply won’t work much longer. Even in the most paper, analog verticals, we can give you example after example; check out Monsanto’s IFS (they are a seed company!).
I realize I'm posting two rants in a row here (my last one was on marketing being a dirty word), but this is important! I just read in the WSJ that it's time more CIOs report to the top... my initial reaction was "oh come on, really, are we still on with this old chestnut?" -- the thing is, I couldn't agree more. But here's what gets me -- we were saying this in the '80s. The hope back then was that, as more CEOs stepped up who had grown up with technology, things would change and more CIOs would report into the CEO. Clearly this was pie-in-the-sky optimism ... so what went wrong?
Traditional wisdom (aka analysts) suggests that it's up to the CIO to "earn" a seat at the table by demonstrating leadership, delivering business value from IT, and lots of other hoops to jump through. While my colleagues and I work diligently on research to help CIOs achieve this, I can't help feeling there is an alternative perspective we are missing, and that's what drove me to write this blog post.