Monthly Archives: March 2013

#65 Indexing and cataloging

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Most of you may have heard of Aesop’s Fables. You may not have heard about the Perry Index. It is an index and catalog for Aesop’s Fables. As Wikipedia states clearly, “This system does not help the casual reader, but is the best for scholarly purposes.”

For scholars, the act of indexing and cataloging is immensely valuable. Such efforts create the potential for use in ways that were never imagined. The first edition of Roget’s Thesaurus states its mission in its title, “Thesaurus of English Words and Phrases Classified and Arranged so as to Facilitate the Expression of Ideas and Assist in Literary Composition.” Can you imagine doing a writing project without a Thesaurus?

Imagine an index and catalog for your business processes. How valuable will it be for you to consult THE BOOK which lists all that your organization does and needs to do to satisfy the customer. This is called Enterprise Architecture, and is practiced by companies with budgets to burn. Meaning, such companies are large and they can afford to fund an activity that does not directly link to customer objectives. If they get it right, they will have THE BOOK. Not to mention satisfied customers.

The idea is inspirational, the execution is usually not. Is it because of a lack of talent, or because the business processes are hard to catalog? Probably both. THE BOOK currently exists in the head of subject matter experts and “old timers” in your organization. It is called Tribal Knowledge. If you depend on these folks to get things done, beware the Tribal Knowledge Paradox (See The Tribal Knowledge Paradox: Using the War on Waste to Align Strategy with Process
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#64 “Mystery shopper”

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The “Mystery shopper” concept is very valuable in marketing. It is useful to measure how your organization is doing in external facing activities. You can learn how your sales force engages leads (or not), how customer service creates up sell and cross sell opportunities (or not), and how your vendors are representing your company in the marketplace (or not).

Now extend the concept to the workplace where you are working on your leadership skills. It is unnerving to wonder if you are speaking to a “Mystery shopper” and you don’t know it. But this should not be a surprise. You are under constant scrutiny, whether you know it or not, whether you like it or not.

Then why do you or your co-worker behave as if no one is watching? Reckless and insensitive behavior in the workplace will come down if you develop higher self-awareness and self-control. Even if it is developed out of fear and anxiety caused by a “Mystery shopper.” Over time it will become a way of life and a core part of your personality.

For kids, the “Mystery shopper” is Santa Claus. They are warned that “Santa is watching” and the quantity and size of Christmas gifts depend on whether they were naughty or nice. This is convenient, but poor training. Once the kids grow up and learn there is no Santa Claus, once they earn an income so they can buy whatever they want, whenever they want, the desire to be “nice” is no longer “inside out.” This may explain why extrinsic rewards do not always drive long term behavior changes in a sustainable way.

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