App-y New Year!

Fresh off the holidays, it's time to take a look at one trend that is re-shaping the way we create and distribute learning: mobile apps.

Recently, I championed the use of a really cool smartphone app (Qrank) to fully engage employees - and customers! - in content related to organizational development. Although the client is - self-proclaimed - still living in Learning 1.0, they realize technology has moved well beyond simple eLearning pager turners. As a culture, most corporations are also well beyond the point of trying to keep "learning behind the wall". Today's learners: employees, leaders, customers, vendors, etc. are surrounded by online resources that deliver relevant information quickly and easily.

Why pretend employees can only learn the "secret recipe" from a corporate course or some internal site published by the organization? Very often, employees obtain the same (or similar) information from competitor sites, You Tube, peer blogs and customer emails faster than the CEO can compose the official press release.

Here's why this social media app is so appealing...

QRANK (sounds like crank) is a social media app that offers everyone a five minute brain scratch in the form of 15 trivia questions.

The standard Qrank game invites players to choose 15 of 20 cards that have questions from seven categories: business and government, entertainment, history and place, life, literature, science and nature, and sports. Points are awarded based on the difficulty of question and the speed at which the user chooses the correct multiple choice answer. Once players complete their final question they see how they rank among users in their city, state, country, and globally.


Now...it didn't take me long after stumbling on this game to see a huge possible application for learning. Rodney Gibbs, CEO of Ricochet Labs, was quick to listen to my proposition for using his game engine to educate and fully engage an organization's customers and employees.


Imagine using an application like Qrank to:

1. Quickly create and host a trivia contest at a sales center or at multiple retail locations. Invite guests to play onsite for additional prizes and a chance for employees to engage them in branded conversations about products or special offers.
2. Forego the traditional newsletter or email blast and invite members to compete in an industry-related quiz.
3. Launch a series of contests throughout the year, with sales people (or any department for that matter...) to see which employees are staying on top of new product or industry knowledge. A final competition or annual event could cap the year's effort.
4. Last, just use it as a distributed quiz that tests knowledge. Simple enough. Oh, and by the way: you can track results using any SCORM compliant Learning Management System.

Not bad for an application that is fast and free to download, carries a small footprint and is addictive to play. Another big plus is the instant localization (local, regional, national or global stage) Qrank and other social apps offer as I design the learning.


I'm not the first to see a huge upside to using game engines like Qrank. And the developers I have met are eager to extend their program's usability. I'll be updating my blog with progress on Qrank and other apps, to see how I might be able to apply them quickly and affordably and create more meaningful learning moments...

Who is my city?
(with a nod to Richard Florida)

I have been working with leaders from my city, posing the same question during my conversations: how do we define this city? Personally, I'd like to think I live in the Creative Capital of Florida–a city characterized by working artists and creative industries–but that has yet to be determined.

On a recent trip to Scotland, my partner and I enjoyed a couple weeks in Edinburgh. A historic and ancient city, it also happens to be the capital of Scotland. The new parliament building sits at the foot of the Royal Mile, just steps from Holyrood Palace. So, one naturally concludes, this city is defined by it's role as capital of Scotland. Wrong.

Upon entering the city, you are greeted by official signs proclaiming "Edinburgh: The City of Festivals". Interesting, intriguing, compelling, right?

This city defines itself through its culture offerings to the world; it's a place where millions travel every year to enjoy festivals that celebrate reading, theatre, opera, music, comedy... I think by defining their city as such, Edinburgh plants a flag that continuously challenges residents and leaders to take actions that sustain, nurture and develop those festivals. Otherwise, it's just another old city with a collection of old buildings. But the people are what make it special, and those people throw one hell of a party (several, actually).

So, who are you, St. Petersburg?

Why?

Why are some people and organizations more innovative than others? Why do some command greater loyalty from customers and employees? Even among the successful, why are so few able to repeat their successes, over and over?

Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. Why is not money or profit-- those are always results. Why helps you define the reason you do everything you do, your mission and your vision.

WHY does your organization exist?
WHY does it do the things it does?
WHY do customers really buy from your company or another?
WHY are employees loyal to some leaders, but not others?

From "Start with Why: How Great Leaders Inspire Everyone to Take Action", by Simon Sinek

12 Coolest New Inventions

From a car without a gas pedal to a light powered by a water bottle to, yes, the best mousetrap ever, view the latest, brilliant, best-designed products in the world as chosen by the Industrial Designers Society of America.

A $5 success story

Food for thought... Why isn't every great idea that generates positive change an immediate success? What does it take for others to adopt a new behavior? When we see a successful project or person, do we appreciate the string of failures (or rejection) leading up to it?

In 2004, Stuart Frankel owned two small sandwich shops at a hospital. He came up with an idea to sell his sandwiches for $5 during off hours - $1 below corporate recommended pricing. Sales rose by double digits.

Frankel ceaselessly championed the idea to Subway's corporate leadership amid widespread skepticism and rejection (this wasn't created by corporate leaders…). The franchise board also rejected the idea (Too risky! Labor costs will explode! Profit margins will erode!)

But a few other franchise owners picked up on Frankel's idea and tried it for themselves in locations ranging from Washington to Chicago. The idea yielded positive results. Finally, three years later, the Subway board voted to support the idea.

Subway brought in its ad agency. A national campaign was launched on March 23, 2008. Sales shot up 25% on average. Within weeks, 3,600 videos of people performing the ad's jingle appeared on YouTube. Here's a short sample...

Copycat offers ultimately emerged. Boston Market offers 11 meals for $5. Domino's sells sandwiches for $4.99. KFC has $5 combo meals. T.G.I. Friday's now has $5 sandwiches. It's a $5 value menu explosion.

Meanwhile, back at Subway, the campaign represents $4 billion in additional sales. All this, from a frequently rejected idea created and championed ceaselessly by one man.

“Advertising is a tax you pay for being unremarkable.”

Robert Stephens
Founder of the Geek Squad

Every Customer Interaction is A Learning Moment

It’s easy to forget that education is part of every sale. From planning a dream vacation to selecting a cardiologist, every consumer learns about your products or services before, during and after the sale.

Some companies sell items that require education on the spot, such as a one-day only discount, or certain ingredient or a unique process that makes the service experience unique. These are all learning moments, and the best companies never forget that fact.

The most successful organizations weave learning moments into every product or service. Disney takes an ordinary roller coaster and, with excellent design, signage, staging and sensory cues, elevates the ride into an exceptional experience. You learn to expect that level of entertainment from the Disney brand. Apple turns ordinary components (a hard drive, a LCD screen, a microprocessor, etc.) and elevates the final product from a mere commodity into a lifestyle statement. You learn to expect well-designed products that work intuitively. Experiencing their brand of service is a learning moment for every visitor or customer.

Success depends upon the customer’s ability to understand and recognize elements that differentiate companies and make their services better than the competition's. Every point of contact is simultaneously an opportunity to educate the consumer, while the consumer educates your organization.

We measure service “performance” for all of our clients. This relatively simple audit tells us how well a client has defined the service experience, observes customer interactions, and learns from customer interaction and employee experiences.

We also "eat our own dogfood" by reviewing our services. Our website has been tested extensively and...our users have challenges with the home page. It's too busy, too many touchpoints, too confusing and not enough differentiation. Although our intention was to create a highly interactive landing page, the final result is to muddy.

Perhaps when you read this, the website will be cleaned up. Hopefully you will see a home page that is warm, engaging, yet easy to understand - that is our service goal. Our customer interactions are a continuous learning moment for us too.