Power of Passion
The search for Excellence takes us back to Kindergarten
Learning the ABC’s
In the highly technical fields of information technology and medicine, there’s nothing short of a quagmire of acronyms and complex detail. When the two intersect, the swamp grows exponentially. You might think you’d need a number of advanced degrees to create success, but as it turns out, with a nod to Robert Fulghum, all you really need to know you learned in kindergarten.
Many corporate giants have forgotten that or never saw its applicability in the first place. And many of these same behemoths are struggling in the down-turned economy, now mired in their inabilities to change (or change quickly) and unable to understand what their clients and end-users really want. And the kindergarten lessons remain forgotten.
One such medical device industry giant continued to lose ground and market share. On the other hand was a small but growing competitor who consistently garnered top industry ratings. Goliath needed to learn from David. They wanted to know how to compete as they prepared to develop and launch their next generation system.
Implementation of a new system like this is a large, risky venture for a hospital, and not a decision taken lightly. With our experience in IT as well as healthcare, they asked us to help.
Going Back to School
To find out what hospital clients valued so much about this competitor, we conducted a series of in-depth interviews at hospitals using the competitive system. With such a small share of the market at present, it was a challenge just to find hospitals with this system. When we did, we were prepared to hear about its superior features and extraordinary implementation process. But we were in for a surprise.
The competitor’s system usually was judged adequate, but for some it was disappointing. Still, they gave the company top ratings. The complicated integration process was average, and there were glaring errors at some hospitals. But still they gave the company top ratings.
What The Research Revealed
So what made everyone rave about the company, if the product and process were only satisfactory? Their “people” made all the difference… people who were willing to do whatever it took to make it work.
For example, the vendor’s dedication to the project’s success rose to the surface. One hospital staffer recalled a vendor nurse who stayed overnight at the hospital to ensure that she could personally train all three shifts how to use the system.
And it was the little things that added a personal touch. One rep brought coffee to a group that was working late and another brought candy. Both acts were remembered years later by hospital staffers: “They are exceptionally nice… warm… cordial… comfortable.”
And one hospital client perfectly summed up the importance of people over product saying, “[I don’t directly use the system, so] I can’t tell you if it is good or bad. But I know [the vendor team] goes the extra mile for me. I know they will do whatever it takes.” Going the extra mile… people really are at the heart of the simple, kindergarten lesson.
No matter how much technology, science and information are contained in any product or service, the connection between it and customers will always be your people. The best product and process in the world won’t succeed without empathetic and understanding people who turn them into true solutions.
Insighting Ideas, the customer connection catalysts, are dedicated to helping companies transform a market downturn into an “upportunity”. Our “Upportunity Assessment” identifies new ways companies can deliver distinctive value to customers by tapping into the oft-overlooked passion their employees’ already have but rarely engage.
Extraordinary News for Ordinary Companies
Our research demonstrated that an ordinary product with an ordinary implementation process can yield extraordinary ratings ― the passion and dedication of the people make all the difference. People who work from the client’s perspective rather than the vendor’s perspective and simply do whatever it takes. And in commoditized B2B industries ― or even in highly technical industries like medical devices ― passionate people are the differentiators.
This is extraordinarily good news! It means that your company is not relegated to the competitive scrap heap unless you come up with the “winning” product design. It means that you can become the envy of your industry with the resources you already have ― IF you know how to create a customer-centric culture.
In his best-selling book Reality Check, one of Guy Kawasaki’s top ten principles is to “hire passion” rather than “industry experience”. He believes that loving what you do far surpasses all the education and experience in the universe.
There are countless “upportunities” for companies whose cultures embrace passionate people who want to serve their customers. It’s instructive to see the business benefit of a “soft” quality like passion and purpose clearly demonstrated in this research. Just like we all learned in kindergarten.
