WHERE WE ARE NOW
In the Communications Industry, people
function in two separate worlds: Private
Clouds and Public
Clouds.
Private
Clouds = Unified
Communications
Public Clouds
= Social
Media
Each
type of Cloud represents an Island of communications. Clouds are the
next "big spend" by organizations and represent a new way to conduct
business.
People and groups of people are embracing cloud technologies and
creating a new wave of change called Web 3.0.
However,
new technology does not necessarily mean more effective ways to
communicate. Simply adding technology rarely solves the acute problems
of separation (internally and externally).
Wave authentically unifies Technology,
Humanity and Environment™
to directly address the problems of separation, rapid change, infomania
and complexity.
6 Degrees of Separation
People and Groups of People struggle with multiple devices communicating through multiple networks, on multiple platforms. This equals Loss of Productivity.
The owners and operators of Private and Public Clouds are in fundamentally different business and revenue models. This creates a high barrier to unification and simplification. People and customers continue to be separated and disconnected.
The result is a “Sink or Swim” attitude where the person (customer/user) is expected to complete the solution on their own. This is difficult, timely and expensive for both the customer and the supplier.
The promise of technology to renew, enrich and enhance relationships (and thus value) is seldom realized.
Whether it is a private cloud, or public cloud, staff and customers are being separated from decision makers, information; and the ability to resolve a problem efficiently, economically, and in a timely fashion.
The results are loss of staff morale, loss of revenue, loss of Brand, and loss of Customer Loyalty.
This costs the North American economy a trillion dollars a year in lost productivity and lost opportunity.
Clarifying the Problems
Separation. People still operate in a fragmented world (digital islands). We have entered into the Mobile Society and the era of “outsourcing.”
Separation occurs between individuals, teams, departments, organizations, customers and suppliers. There is also the separation of technology and information. Voice, text and multimedia data are difficult, time consuming and expensive to track, measure, manage and control.
Separation has multiple causes in which technology plays a role. Most importantly, separation is an organizational strategy and methodology that technology cannot solve.
It is a people/system problem.
Separation is particularly acute between the customer (or citizen) and the organization. Technology has done little to address the ability for a customer-facing staff person in an organization to correctly and efficiently solve a person’s problem (first call resolution). The reason is that – most of the time – the person with the solution is separated from the customer-facing person and the customer.
Wave calls this “The Customer Last Mile” and it is the most difficult problem to solve with today’s current state of customer relationship management.
It is this separation, coupled with the Sink or Swim ethos, that destroys customer and employee equity.
Rapid Change. Compounding the problem of separation is the rapid change also wrought by new technology. New information doubles every six months. Loss of “Time Float” by people and organizations have them chasing technologies that – in many cases – lower productivity and increase costs. By the time an organization invests in new technologies, the technology may already be obsolete.
People and organizations need to optimize what they already have.
Rapid Change overwhelms the average user and steals time and productivity. People resist change. People react through work-arounds, apathy, sabotage, disconnection and wasted activities. There is loss of morale, efficiency and productivity.
Very little is available through Sink or Swim to help people deal effectively with change. It is a “people” issue, not a technology issue.
Infomania. Technology has brought humankind “The Digital Economy” which is disrupting the status quo. Digital technology not only dramatically lowers the cost of a transaction, but also empowers people to become self- publishers of data.
The result is a massive flood of unstructured information that is too time consuming and expensive to manage and collate. And we are just getting started. In one report, Gartner, Inc. predicts Digital Information will increase by 6,000 times in the next 10 years.
People simply do not have the time to effectively deal with this tidal wave. Information, properly tracked, measured, structured and managed, can offer massive amounts of value to an individual or organization. But Sink or Swim does little to help, guide, and coach these people on how to properly and effectively manage their information.
Complexity. The combination of these three symptomatic problems; separation, rapid change and infomania, creates Complexity. Complexity creates a high barrier to learning, knowledge, efficient use of resources, and productivity. Complexity creates loss of productivity, loss of time and loss of money. We are all immersed in complexity and struggle in our unique ways to manage it.
As most technology- supplier solutions only provide a tiny piece of the puzzle, ad-hoc solutions create additional separation, more unstructured data, and ultimately more complexity. This is the major challenge facing individuals and organizations living and working in the islands of either private clouds, public clouds or both.
The Customer Last Mile
Complexity is a tough nut to crack. The solution lies in “Make IT Simpler, Make IT Work, and Save Me Time™”. Under those conditions, people and groups of people can authentically realize the significant value that The Digital Economy presents to all of us.
Wave has labeled and branded five real-world examples that illustrate how every day employees, customers and citizens suffer and struggle with complexity. They are simple stories that encapsulate and highlight technology and separation run amok.
The James Osborne Effect. The customer-facing personnel at a major airline were impotent to solve James’ problem of finding his baggage despite advanced communications technology.
After 13 days of talking to a multitude of airline representatives about his lost baggage issue, out of sheer desperation, James found the phone number for the CEO of the airline and called him directly. James received his bag the next day.
This is an example where customer-facing personnel are separated from the solution people within an organization (originally to save money).
The result is unfulfilled promises, delay, and the destruction of customer loyalty and brand.
The Nancy Guitard Effect. The customer-facing personnel are separated from people who make decisions that benefit everyone.
Nancy is a loyal, long-term customer worth tens of thousands of dollars of future revenue for a telecommunications company. She is treated poorly by customer-facing personnel who do not understand Nancy’s value to the organization.
Instead of offering her a discount to keep her account, they dump Nancy and lose thousands of dollars of future revenue.
They destroy value.
The Carole Sinclair Effect. This is a classic case of Sink or Swim. Carole struggles with complexity on her home computer system and is visited by the telecommunications company technician at her home.
He can solve her problem, but his hands are tied because he is separated from the decision makers within his organization. Carole is so desperate for a solution that she “kidnaps” the technician for several hours.
The technician was impotent to solve her problem because of separation and disconnect communication between him (the expert) and the decision makers.
The David Carroll Effect. This is story of a man whose guitar was broken by United Airlines and how David “hijacked” United Airline’s Brand through Social Media.
David was given the run-around by United Airline’s customer-facing personnel who were impotent to solve his problem. David took his case to Social Media – YouTube – and created such a sensation, that the CEO of United Airlines personally apologized to David and hired him as a customer relationship expert.
The CEO, Executive and Management of this major corporation are separated from reality, are blind to rapid change, and struggle with the complexity of technology and social media.
The Kerry Morris Incident. This is a story of a man who simply wanted to receive a refund for a simple mistake on his account with a telecommunications company.
In high frustration, Kerry decides to actually visit the head office of the company because he was given the run-around by customer-facing personnel, who were also separated from key decision makers within the organization.
Kerry was treated poorly by staff and arrested by the police despite being benign and very polite to the company staff. Company personnel were separated from customer-facing personnel and management who could have simply and easily resolved his problem.
Separation and disconnect communication destroyed customer equity and diminished the Brand.
6 Degrees of Connection
All of these incidents ended up in newspapers, media and the Internet and gained public attention.
In all cases, people had access to advanced communications technology. Technology companies simply cannot solve these endemic, vexing problems that destroy employee morale, diminish customer loyalty and equity, and cost the organizations millions per year in lost productivity and lower profits.
All of these acute and symptomatic problems represent opportunities for authentic solutions. The market is huge. All four billion users of fixed and mobile devices are Wave’s potential customers.
The piece of the puzzle that all technology companies are missing is “People.”
Only people, authentically unified with technology, operating in a supportive environment, can genuinely help people overcome the enormity of these problems.
Wave resides at the center of Private and Public Clouds, providing genuine solutions to The Customer Last Mile through the unification of Technology, Humanity and Environment™.
Wave is Powered by People™
Wave Open World Services Inc.
| Address: | 1755 Robson St, Suite 330 Vancouver, BC, V6G 3B7 |
| Phone: | [+1] 604-734-2402 |
| Fax: | [+1] 801-760-2941 |
| E-mail: | info@waveopenworld.com |
| Web: | www.waveopenworld.com |
Contact us at: info@waveopenworld.com. We will be pleased to respond.
