Archive for the ‘Analysis’ category

The power of why

October 14th, 2011

The power of whyFor those of you who don’t already know, I am a staunch believer in market problems being the key to product and business success. Products should always, without exception, respond to a market problem (whether it is an actual or a future problem). A customer’s problem is never the lack of the solution, it is something else and you need to find out exactly what that is before you create your product / business.

So for me Why is the most important word when identifying market problems and by extention creating market driven products. On the other hand What is the question that sales / customer driven businesses use. This means that the sales force ask their biggest customers “what do you want?” and never why do you want it, this is customer driven as it is usually driven by a small handful of big customers and it is also solution focused, not problem focused as you may not even know why the customer wants the feature / product in question.

Henry Ford understood the power of why

Asking the what question does not necessarily mean you are solving the problem correctly, it only means you are giving the customer (not the market) what he / she wants. Doesn’t sound too bad really when you say it out loud, however, as Henry Ford once said; if he had listened to his customers (asked What not Why) he would have breed faster horses.

Why; the distance between the known and the unknown

I recently sent an email to some customers to identify market needs, I was in the discovery phase after which I validated it against a mass audience. I  asked what problems they were facing in regards to IT, I got one answer that said: Additional capacity would be useful, to which my answer was…… “Why”, “Why do you need that additional capacity”, I could have supposed, I could have imagined or thought she has the same problem as the other customers I have seen so far, but why do that when you can ask?

The customer did tell me why and it was something I would never have thought of, so why do we not ask why enough? I think when we ask why it means we are effectively admitting that we do not know the answer and we don’t like being in that situation, the unknown. However, what exists between the known and the unknown is called GROWTH and supposedly that is what we are looking for, isn’t?

Is Why an important word in your vocabulary? Why? Why not?

  • If you want to recieve news and future posts via email enter your email address:

 

What is the problem with your solution?

October 11th, 2010

Problem focused imageRecently I was talking with a friend and he said he didn’t really get my point in the value added posts in regards to the necessity of added value been problem focus. To summarize: it is my contention that all value is customer determined and the additional benefit the customer perceives is when a product / service / solution resolves his or her problems, then and only then is value created.

.

So does that mean you should focus on the solution or the problem?

The problem, always the problem! It is the core of your solution and it is where you must always start. Unfortunately a lot of today’s companies focus on THEIR solutions and not on their customers problems.

Can you create a solution without a problem?

You can only look for a solution or focus on a solution when you well and truly understand the problem. People brainstorm solutions which I think is great but that is only after you have brainstormed the problem! How can you resolve a problem you don’t really understand? You should first clearly identify the problem (s), sub problem(s). The further you can drill down and define the better.

Once and only once you have correctly defined and understood the problem(s) can you possibly see if the solution is valid or not, i.e. does it resolve all the defined problems? Some of them? So when you brainstorm solutions the best one will be the one that responds to the most problems or the most important problems.

Before I go any further, remember; if you want to create value for customers you have to get to know THEIR problems which means you have to get to know THEM.

Get into your problem zone, that’s where the solutions are!

Once you get into a problem focused mind set it is amazing how your outlook changes. You automatically have your antenna finely tuned for solutions. In our day to day lives we focus on our problems and then solutions come to us naturally. For example: when you want to buy a new car. This means you have a problem: Your old car is constantly breaking down or you need a new cool “look” whatever, the point here is it all starts with the problem. So once you have got that clear what happens? All of a sudden you think there car advertisements everywhere, the TV, radio, Internet, it seems that there has never been so many. There are the same as always, however you are now looking for them.

This happens constantly in our lives; you have money problems; you become conscious of special offers, discounts, unnecessary waste etc.

So those are two simple examples of how by focusing and understanding problems in your life you can find solutions which help you live better. What would have happened if you started off with “I want to improve my life” you would have your head in the clouds for a while, I am sure you would come up with something but not as efficiently.

A great example of the problem of being SOLUTION focused

I love the anecdote of the Americans and Russians in their race to be the first on the moon. Both of the world powers encountered the issue of gravity and how they could not use ink pens, so they could not write. The Americans invested millions of dollars in private consultancy firms that drew up complex solutions with special anti-gravity pens using special patented technology and so on and so forth, the Russian used a pencil!

Problems are opportunities

Having said all that it is interesting, however, that in a professional context we are more focused on the solution: “how to make things better / improvements” and we try to avoid all association with the problems, due to the “negative” connotations. I have lost track of projects, however well intentioned, I have seen down through the years that have been focused on improvements and start off with……..brainstorming new solutions / approaches etc.

In essence, problems are opportunities. However, if you try to avoid and hide from the problems you are also blinding yourself from the opportunity and as such the right solution will also be hidden from you.

What do you think? How often do you sit down and center on your problems, personally, professionally? Do you use certain tools like SWOT for those sessions? Or do you usually center on solutions?

If you want to receive updates and future posts via email please enter your email address:

How to use the SWOT Analysis tool

May 16th, 2010

Photo of Jan Lindborg, guest on Darragh Kellys blog SWOTThis is a guest post by Jan Lindborg.  Jan is the Global training manager for Indirect Sales at Del. He has been at Dell 5 years, has worked at IBM for 12 years and has also run his own service company. He is passionate about leadership and the corporate culture. You should follow him at @Janlindborg

 

Darragh asked me to share my thoughts about the SWOT Analysis tool.

I have always liked the SWOT for its sheer simplicity. It’s a tool which allows any sized group of people to work together to identify what the next focus can be for the group. It encourages all members of the group to participate, is very easy to facilitate and usually ensures a high level buy-in from the participants.

Funnily enough, a very good friend of mine was in the team at SRI (Stanford Research Institute) in the 1960’s that designed SWOT (originally called SOFT). I didn’t know this until after he died and I’d been using it for some time then. Rest in Peace Albert Humphrey and thanks for everything. I think of you every time I use SWOT.

What is SWOT?

SWOT is named after the quadrants of a box which is used to identify the Strengths, Weaknesses, Opportunities and Threats (SWOT) of anything you like. You can use it on yourself, a country, a company, a department, a product or a project. It was originally known as “SOFT” where Failures replaces Weaknesses. You choose.

Very simply, you create a template like this:

An image of the SWOT box

The Facilitator then guides the group through a brainstorming session. The order isn’t really important, but you should try to focus on one quadrant at a time. You will find that you will discover items for another quadrant which is fine.

As stated, it works for anything but, asuming a product, process would work like this:

1.       Introduce the concept

2.       Ask the group to call out things that really work well with this product.

a.       The callouts would go into “Strengths”

3.       Ask the group to call out negatives about the product – things which are not strengths

a.       Put these in the “Weakness” or “Failure” quadrant

4.       Ask for things which we could do with this product to expand it’s scope, features, appeal, etc

a.       These go into “Opportunities”

5.       Ask for things which could cause this product to fail or not to grow or thrive

a.       These go into “Threats”

6.       Optional: you may work with the team to stack-rank the top 3 items per quadrant.

You will find it hard sometimes to differentiate between a failure and a threat. This is great as it encourages conversation. Let the group decide.

At the end of steps 1-5 above, you should see a nicely populated chart, with maybe more items in one quadrant than another, or perhaps all evenly distributed. What you do next depends on your motive for running the SWOT.

-          Performing a SWOT on a team, you can ask the team what they would like to focus on. For example, this can include:

o   Marketing their strengths

o   Reducing weakness

o   Going after opportunities

o   Removing threats or roadblocks

In my experience, the more participation you get from the team in the brainstorming phase, the more buy-in you will get at the “action” stage after the SWOT. The beauty for me is it helps recognize the goodbad and potential of the team/product/entity. The facilitator does not need to be an expert in the field. It’s portable and reusable. I’ve used it remotely using web-based presentation methods and it works great in the meeting room. If you haven’t tried it – what are you waiting for – it’s an “opportunity”!

Jan Lindborg

Senior Manager @DELL

Check out Jan Lindborgs bio here.

————————————————————————-

Don’t forget to subscribe for future posts

  • If you want to recieve news and future posts via email enter your email address: