A couple of weeks ago I read an article about BP and their lack of anticipation and preparation for events such as the drilling disaster in the Gulf of Mexico. My immediate reaction was to lay the criticism aside as so much piling on to a debate the other side can't win. After all, it is relatively easy to be critical of one's management once things have gone badly. Thinking further on it, though, I realize that a number of things happen to us in our jobs that we try to chalk up to 'I didn't see that coming!'
Computers lock up. Internet sites go down. Strategy changes. Key people leave. Offshore deep ocean drilling rigs explode and leak a million (or two) gallons of oil a day. People outside your organization screw things up and you've got the mop and bucket patrol. We are often judged on our ability - and we judge others this way too - to react to those problems after they have occurred. BP has amassed about as much brainpower as can be mustered to work on this problem - and still it leaks. The mop and bucket aren't good enough for this mess - and it might be time to get rid of that solution for your world too.
Today's the day to trade in your mop and bucket and get some night-vision-around-the-corner goggles. What if rather than bumping around in the dark you could see what was coming and do something about it before it happened. Before your best customer realized you don't have good enough training for new associates. Before your internt goes down and your phone lines light up like a christmas tree. Before your rig blows up and gushes oil a mile under water where it can't be fixed. Anticipation is the name of the game. Rather than assuming things will be fine, how about solving the mess you see coming. Make three things part of your daily thinking - even writing about it at the end of the day in a journal to help you begin your night vision training.
1. Step back and ask "What's the worst failure you could put your clients through?" What is it about your product or service that is difficult for clients to deal with? Have you listenedd to 100 client calls (random ones)? Look at your last 2 or 3 big operational delivery issues - what caused them? What other problems could that same failure cause that no one's talking about?
2. Look for the core processes that must break for your client to have that bad experience. We assume everyone will do everything right, especially when their work is out of your control. If you care about your client, don't let anything sit outside your sphere of influence. You can't afford to stand by and watch someone else drive your client out the door. Start a dialogue with them today.
3. Finish the job - Design a solution that pays for itself. Develop the ability and discipline to make recommendations that include a business case that has benefits outweighing costs. To often I've seen colleagues throw problems and solutions over the wall and then pile on with "I told you so" after the failure occurs. A good idea is only half an idea if you don't drive out the value for your boss, division, company --- and client.
